Strategic Management - Business & Management Essay

Strategic Management - Business & Management - Essay Example The company did not respond to the changing management needs and continued to pay heavy packages to its workers and coupled with low response to fashion changes, it has lost its customers confidence. JZ Benny did not respond to the competitive edge that the new entrants like Spanish El Dorado and Scandinavian Helgar were employing. It remained static in the fashion outsourcing even when its competitors changed to fast fashion model shops. While the competitors outsourced their fashions from Eastern Europe, JZ Benny instead rushed to China and South East Asia which sold at low cost. Thinking this as a cost advantage over the rivals, it turned out to be a stock burden for the company since they had to buy in bulk and hence were left with indispensable stock at the end of the season. This was a miscalculated marketing strategy resulting from inefficient market analysis. The company failed to keep up with its competitors who resulted to e-supply chain which enabled them to connect the customers with the designers hence placed in the market what the customer preferred. This ensured that they were always ahead of other retailers since they stocked what the customers liked. JZ Benny saw a management gap and responded by fishing Bob D’Saster from competitor Helgar Fashions. As the CEO of JZ Benny, D’Saster was confident that cost cutting measures and investment in technology would turn the chain around to start making profit. Cost cut measures were implemented leading to layoff of about 20% of the staff and heavy investment in RFID (Radio Frequency Identification) tags to help in improving the Barcode Inventory Processing. However this did not help the company and the AGM dismissed D’Saster and placed John Hammond as the CEO. As expressed by Courtney et al., 1997, the case of JZ Benny is a management problem. The company has been under a management that does not recognized that

Transformational Leadership Plan Essay Example for Free

Transformational Leadership Plan Essay ABSTRACT Innovation and Transformational Leadership with respect to modern organizational hierarchies. The paper goes on to synthesize aspects of transformational leadership into an individual leadership plan, summarize outcomes of transformational leadership and innovation and present varied views stemming from empirical data on organizational philosophies. Several scholarly journals and industry papers were gleaned, they are listed in the annotated bibliography. Results and Outcomes of Innovation and Transformational Leadership Transformational leaders motivate others to do more than they originally intended and often even more than they thought possible. Such leaders set more challenging expectations and typically achieve higher performances. Transformational leadership is an expansion of transactional leadership. Transactional leadership emphasizes the transaction or exchange that takes place among leaders, colleagues, and followers. This exchange is based on the leader discussing with others what is required and specifying the conditions and rewards these others will receive if they fulfill the requirements. True transformational leaders raise the level of moral maturity of those whom they lead. They convert their followers into leaders. They broaden and enlarge the interests of those whom they lead. They motivate their associates, colleagues, followers, clients, and even their bosses to go beyond their individual self-interests for the good of the group, organization, or society. Transformational leaders address each followers sense of self-worth in order to engage the follower in true commitment and involvement in the effort at hand. This is one of the things that transformational leadership adds to the transactional exchange. Transformational leadership adds to transactional leadership in its effects on follower satisfaction and performance. Transformational leadership does not replace transactional leadership. That is, constructive and especially corrective transactions may have only marginal impact on followers unless accompanied by one or more components of transformational leadership for getting the most out of transactions: The follower needs to feel valued by the leader, the follower needs to find meaning in what he or she is doing, and the follower needs a sense of ownership in whats being done. Transactional leadership, particularly contingent reward, provides a broad basis for effective leadership, but a greater amount of effort, effectiveness, innovation, risk taking, and satisfaction can be achieved by transactional leadership if it is augmented by transformational leadership. When peers of military cadet leaders were asked what characterized the important traits of a good leader, they tended to describe such traits of inspiration, intellectual stimulation, and individualized consideration as self-confidence, persuasiveness, concern for the well-being of others, the ability to articulate ones ideas and thoughts, providing models to be emulated by others, holding high expectations for him—or herself and others, keeping others well-informed, and maintaining high self-motivation. Given a team task, the innovation process begins with the creativity of individuals. The generation of a new idea is a cognitive process, located within individuals, albeit fostered by interaction processes in teams. Thus, first and foremost, innovative individuals are both creative and innovative (i.e., they dont just have creative ideas; they also try to implement them). They are people who have a preference for thinking in novel ways, who think globally instead of locally (distinguishing the forest from the trees). They have appropriate intellectual abilities, including synthetic abilities (to see problems in new ways and escape the bounds of conventional thinking), analytic abilities to recognize which ideas are worth pursuing, and the practical contextual abilities to persuade others of the value of their ideas. Having a good idea about whether the Earth revolves around the sun or vice versa is not enough. Galileo, if he were alive today, might note that Richard Branson and Bill Gates did not succeed by simply being mavericks; they were also able to charm, persuade, and inspire people. To be innovative and creative we also require sufficient knowledge of the field to be able to move it forward, while not being so conceptually trapped in it that we are unable to conceive of alternative courses. People who are confident of their abilities are more likely to innovate in the workplace. In a study of role innovation among more than 2,000 UK managers, it was found that confidence and motivation to develop knowledge and skills predicted innovation following job change. Tolerance of ambiguity, widely associated with creativity, enables individuals to avoid the problems of following mental ruts and increases the chances of unusual responses and the discovery of novelty (Burpitt Bigoness, 2002). Innovative people also tend to be self-disciplined, with a high degree of drive and motivation and a concern with achieving excellence. This perseverance against social pressures presumably reduces the dangers of premature abandonment. Minority influence theory in social psychology suggests that perseverance acts to bring about change in the views of majorities and is a necessary behavioral style among innovators. An employee of 3M discovered Post-it notes because he sang in the church choir and needed some effective way of marking the place of hymns between services. Knowing of an adhesive with poor properties (it didnt stick well) being explored at 3M, he had the idea of using it on small strips of paper to mark the hymnal. But the real innovation came in his persistence in selling the idea to secretaries, chief executives, the marketing department, and the sales department in the organization. It became an annual $200 million business for 3M. Innovative people tend to be self-directed, enjoying and requiring freedom in their work. They have a high need for freedom, control, and discretion in the workplace and appear to find bureaucratic limitations or the exercise of control by managers frustrating. Such people need clear work objectives along with high autonomy to perform well. Indeed, in a study of 13 oil company teams, Jerry et. Al. found that the innovativeness of individuals in teams was superior as a predictor of team innovation to measures of group climate and process. In a more sophisticated longitudinal study of 27 top management teams in hospitals, it was found that the proportion of innovative individuals within the team did not predict the overall level of innovation but did predict the radical ness (changes to the status quo) of the innovations implemented by teams. Another influence on team innovation is the extent to which team members have the relevant knowledge, skills, and abilities to work effectively in groups. Some researchers believe that team members require appropriate team knowledge, skills, and abilities (KSAs), or â€Å"team integration skills†. These are distinct from the technical KSAs that are relevant to task performance (such as medical skills for a physician on a breast cancer care team). They include conflict resolution skills, collaborative problem-solving skills, and communication skills such as the skill to utilize decentralized communication networks to enhance communication. Other key integration skills, they argue, include goal setting and performance management and the skill to coordinate and synchronize activities, information, and tasks among members. The more of these integration skills team members have, the more likely it is that the benefits of team working and team diversity will manifest, not just in terms of team performance, but also in innovation proposals and their successful implementation. Leadership processes in teams will moderate the relationship among team member characteristics, team processes, and innovation. Leadership processes will either encourage or block the expression of behaviors and skills supportive of team innovation. A dominant, directive leader may prevent attempts by team members to bring about change and steadily reduce their confidence and perseverance in initiating innovation implementation. Moreover, such a leader might inhibit the expression of team KSAs by repeatedly dominating decision making or discussion. A more transformational leadership style is likely to enhance the impact of individual characteristics such as confidence, innovativeness, and tolerance of ambiguity on group processes (such as support for innovation) and thereby innovation implementation. Synthesize aspects of transformational leadership into an individual leadership plan It has been discovered that most of the large global companies studied operate, to one degree or another, under a traditional model of strong individual leadership at the top. Moreover, the quality of that leadership bears on the overall performance of those companies. A few of the companies studied—and some business units within others—are characterized by a different pattern of leadership. Instead of leadership being a solo act, an aria sung by the CEO, in these organizations it is a shared responsibility, more like a chorus of diverse voices singing in unison. Significantly, this characteristic is more than the frequently observed phenomenon of â€Å"cascading† leadership (in which a strong leader at the top empowers other leaders down the line). Although cascading is often a part of what is observed, more to the point in these organizations many of the key tasks and responsibilities of leadership are institutionalized in the systems, practices, and cultures of the organization. Typically, cascading leadership depends on the continuing support of whoever is the leader of an organization at any given time; behavior that is not personality dependent. Eventually, it has been realized that this form of leadership is rooted in systems, processes, and culture. Without the presence of a high-profile leader (or â€Å"superior† goading or exhorting them on) that people at all levels in these organizations †¦ Act more like owners and entrepreneurs than employees or hired hands (that is, they assume owner like responsibility for financial performance and managing risk). Take the initiative to solve problems and to act, in general, with a sense of urgency. Willingly accept accountability for meeting commitments, and for living the values of the organization. Share a common philosophy and language of leadership that paradoxically includes tolerance for contrary views and a willingness to experiment. Create, maintain, and adhere to systems and procedures designed to measure and reward these distributed leadership behaviors. Obviously, this is not a new model of leadership. Doubtless, it has been around a long time and we, missed it because we were blinded by the powerful light that emanates from high-profile leaders. We were also prisoners of the current wisdom about the necessity for personalized, take-charge leadership—particularly in times of rapid change. Moreover, it is important to stress that the organization based model identified was not the only one observed, nor was it necessarily always the most effective. In fact, the two most successful companies in an empirical sample operate, on two different models, Oracle being headed by a single strong leader, and Enron with widely diffused and systematized leadership responsibilities. Thus we are not advocating a newly discovered â€Å"best way to lead†; instead, calling attention to a previously unnoticed— but equally viable—alternative to the traditional leadership model. Among other things, this discovery helps to explain some persistent contradictions to the dominant model of leadership. If leadership were solely an individual trait †¦ Why is it that some companies continually demonstrate the capacity to innovate, renew strategies and products, and outperform competition in their industries over the tenures of several different chief executives? Intel, for instance, has been a rip-roaring success under the leadership of, in sequence, Gordon Moore, Andrew Grove, and now, Craig Barrett. Why is it that some CEOs who have succeeded in one organization often turn in so-so performances in the next? Consider George Fisher, who was a star at Motorola, but far less effective at Kodak. (Conversely, why is it that some companies headed by singularly unimpressive CEOs nonetheless rack up good performance records?) Why is that academics are unable to quantify the relationship between CEO style on one hand and organizational performance on the other? (In fact, they have found no objective correlation between those two factors—concluding, unhelpfully, that â€Å"it all depends.†) Moreover, as history shows, businesses that become dependent on a single leader run a considerable risk. If that individual retires or leaves (or dies in office), the organization may well lose its continuing capacity to succeed—witness the performance of General Motors after Alfred Sloan, ITT after Harold Geneen, Polaroid after Edwin Land, and Coca-Cola after Roberto Goizueta. More frequently, organizations learn the hard way that no one individual can save a company from mediocre performance—and no one individual, no matter how gifted a leader, can be â€Å"right† all the time. As one CEO said, â€Å"None of us is as smart as all of us.† Since leadership is, by definition, doing things through the efforts of others, it is obvious that there is little that a business leader—acting alone—can do to affect company performance (other than try to â€Å"look good† to investors) (Howell    Avoiio, 2003). In light of these observations, it should not have been so surprising that our research revealed that, in many successful companies, leadership is treated as an institutional capacity and not solely as an individual trait. It turns out that many corporations whose familiar names perennially appear on â€Å"most respected† lists are ones with the highest institutionalized leadership capacities. Like individual IQs, companies have collective LQs—leadership quotients— that can be measured and compared. (Moreover, unlike individual IQ an organizations leadership capacity can be bolstered through appropriately directed effort.) Hence, we now are better able to explain why companies like Intel, ABB, GE, Enron, BP, Ford, Nestlà ©, and Motorola continue to renew themselves year after year, and over the tenures of many different leaders: Such companies are not only chock-full of leaders from the executive suite to the shop floor, they make conscious efforts to build their LQs, that is, their overall organizational leadership capacities. That last point requires an important clarification. Some companies with continuing records of success do not pay much, or any, attention to traditional—that is, individual—leadership development. Instead of asking â€Å"What qualities do we need to develop in our leader?† these companies continually ask â€Å"What qualities do we need to develop in our organization?† And, though this may seem to defy the current wisdom about the importance of leadership, on reflection it squares with experience. At Motorola, for example, there has been a decades long pattern of self-renewal that has continually belied the predictions of Wall Street analysts who, on at least four occasions, have written the company off for dead. When it has suffered one of its periodic setbacks, how could Motorola reasonably be expected to turn itself around without a take-charge leader like Jack Welch at its helm? But it has done so repeatedly, and under the collective leadership of several different individuals. In light of what we have learned from our study, we posit that the secret sauce at Motorola is the companys strong, institutionalized leadership capacity— systems consciously created by former-CEO Bob Galvins leadership teams over a period of thirty years (Dong et. Al. 2001). And the effectiveness of the organizational leadership model should not come as a surprise to those who have tried to change the behavior of a CEO—or of any executive whose career has been validated by rising to the top. Powerful executives tend to see leadership as positional. To them, by definition, the CEO is the leader of the corporation. For example, a couple of years ago we suggested to the CEO of a Fortune 500 company that he (and his executive team) might benefit from a leadership development program. He looked at us as if we were space aliens and testily replied, â€Å"If the board thought there was someone who was more qualified to lead this company, they would have named him and not me.† Given that such ego-driven denial is fairly common in executive suites, it makes practical sense that the high-LQ companies in our study focus on identifying business-related activities as the source of leadership development—that is, they stress improving the ability of their leaders collectively to do their central tasks, rather than on trying to fix them as individuals. The lesson we take from this is not that individual leadership behaviors are unimportant, but that in some cases, at least, it may be more effective to treat them as secondary to organizational issues. Moreover, it is far easier for leaders to learn to do things differently in terms of business processes than it is for them to change who they are. III. Summarize the outcomes of transformational leadership and innovation Among the components of transformational leadership, idealized influence and inspirational leadership are most effective and satisfying; individualized consideration is a bit less so. But in turn, all four 1s of transformational leadership are more effective than is constructive transaction. However, constructive transactions remain reasonably effective and satisfying in most situations, except where a leader has no control of the ways a follower may be rewarded for good performance. Actively taking corrective action—that is, managing by exception by arranging to monitor the performance of followers—is somewhat less effective and satisfying, but passively waiting for problems to arise or remaining oblivious until a mishap occurs is seen as poor, ineffective leadership and is dissatisfying. The most ineffective and dissatisfying style is laissez-faire leadership avoiding leadership and abdicating responsibilities. Analyses of over 5,000 cases have affirmed these findings. Transformational leadership adds to transactional leadership in its effects on follower satisfaction and performance. Transformational leadership does not replace transactional leadership. That is, constructive and especially corrective transactions may have only marginal impact on followers unless accompanied by one or more components of transformational leadership for getting the most out of transactions: The follower needs to feel valued by the leader, the follower needs to find meaning in what he or she is doing, and the follower needs a sense of ownership in whats being done. Transactional leadership, particularly contingent reward, provides a broad basis for effective leadership, but a greater amount of effort, effectiveness, innovation, risk taking, and satisfaction can be achieved by transactional leadership if it is augmented by transformational leadership. Transformational leadership can be directive or participative, as well as democratic or authoritarian, elitist or leveling. Sometimes, transformational leadership is misunderstood as elitist and antidemocratic. Since the 1930s, the praises of democratic, participative leadership have been sung. Most managers have at least learned that before making a decision it pays to consult with those who will implement the decision, although fewer managers pursue a democratic vote or strive for consensus in a participative discussion with ail those involved. There are many good reasons for encouraging shared decision making, empowering followers, and self-managing. Nonetheless, many circumstances call for a leader to be authoritative, decisive and directive. Democratic decisions can become a pooling of ignorance among a group of novices. Novices may wish direction and advice on what to do and how to do it. Even when no leader is appointed, someone must begin to take initiatives and soon comes to be seen as a leader. Many confuse transformational leadership with democratic, participative leadership. It often may be so, but at times it can also be directive, decisive, and authoritative. Idealized leaders can direct followers who are counting on them to help get the team out of a crisis by employing radical solutions to deal with the problems. Again, inspirational leaders can be highly directive in their appeals. Intellectually stimulating leaders may challenge their followers. Individually considerate leaders could rise above the demands for equality from their followers to treat them differently according to their different needs for growth. At the same time, transformational leaders can share vision building and Idea generation that could be a democratic and collective enterprise. Such leaders can encourage follower participation in the change processes involved. In the same way, transactional leadership can be either directive or participative. Most leaders profiles include both transformational and transactional leadership. The attitudes and behavior of Otto Von Bismarck, whose efforts led to the unification of Germany in 1871, illustrate how transformational and transactional leadership can be directive or participative, democratic or authoritative (Deborah, 1999). Interviews with executives about the leadership they had seen produced numerous behavioral examples of transformational leadership. Idealized influence or charismatic leadership was attributed to the interviewees leaders for demonstrating such traits as setting examples, showing determination, possessing extraordinary talents, taking risks, creating in followers a sense of empowerment, showing dedication to â€Å"the cause, † creating a sense of a joint mission, dealing with crises using radical solutions, and engendering in their followers faith in the leadership. Inspirational leadership included providing meaning and challenge, painting an optimistic future, molding expectations, creating self-fulfilling prophesies, and thinking ahead. Intellectual stimulation was judged to be present when leaders questioned assumptions, encouraged followers to employ intuition, entertained ideas that may have seemed silly at first, created imaginative visions, asked subordinates to rework problems they thought had already been solved, and saw unusual patterns. Individualized consideration was apparent to interviewees when their leaders answered them with minimum delay, showed that they were concerned for their followers well-being, assigned tasks based on needs and abilities, encouraged two-way exchanges of ideas, were available when needed, encouraged self-development, practiced walk around management, and effectively mentored, counseled, and coached. When peers of military cadet leaders were asked what characterized the important traits of a good leader, they tended to describe such traits of inspiration, intellectual stimulation, and individualized consideration as self-confidence, persuasiveness, concern for the well-being of others, the ability to articulate ones ideas and thoughts, providing models to be emulated by others, holding high expectations for him—or herself and others, keeping others well-informed, and maintaining high self-motivation (Atwater, Lau, Bass, Avolio, Camobreco, Whitmore, 1994). COMPONENTS OF TRANSFORMATIONAL LEADERSHIP Transformational leaders do more with colleagues and followers than set up simple exchanges or agreements. They behave in ways to achieve superior results by employing one or more of the four components of transformational leadership. First, leadership is idealized when followers seek to identify with their leaders and emulate them. Second, the leadership inspires the followers with challenge and persuasion that provide meaning and understanding. Third, the leadership is intellectually stimulating, expanding the followers use of their abilities. Finally, the leadership is individually considerate, providing the followers with support, mentoring, and coaching. Each of these components can be assessed with the Multifactor Leadership Questionnaire (MLQ). In the questionnaire, you can describe yourself as a leader. Those who work for you, with you, and for whom you work can do the same assessment of you. Idealized Leadership. Transformational leaders behave in ways that make them role models for their followers. Such leaders are admired, respected, and trusted. Followers identify with these leaders and want to emulate them. Among the things the leader does to earn this credit is consider the needs of others over his or her own personal needs. The leader shares risks with followers and is consistent rather than arbitrary. He or she can be counted on to do the right thing, demonstrating high standards of ethical and moral conduct. He or she avoids using power for personal gain and in fact uses his or her power only when needed. Inspirational Motivation. Transformational leaders behave in ways that motivate and inspire those around them by providing meaning and challenge to their followers work Team spirit is aroused. Enthusiasm and optimism are displayed. The leader gets followers involved in envisioning attractive future states. The leader clearly communicates expectations that followers want to meet, and demonstrates commitment to goals and the shared vision. Intellectual Stimulation. Transformational leaders stimulate their followers efforts to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways. Creativity is encouraged. There is no public criticism of individual members mistakes. New ideas and creative problem solutions are solicited from followers, who are included in the process of addressing problems and finding solutions. Followers are encouraged to try new approaches, and their ideas are not criticized if they differ from the leaders ideas. Individualized Consideration. Transformational leaders pay special attention to each individuals needs for achievement and growth by acting as a coach or mentor. Followers and colleagues are developed to successively higher levels of potential. Individualized consideration is practiced as follows: New learning opportunities are created along with a supportive climate. Individual differences in terms of needs and desires are recognized. The leaders behavior demonstrates acceptance of individual differences (e.g. some employees receive more encouragement, some more autonomy, others firmer standards, and still others more task structure). A two-way exchange in communication is encouraged, and â€Å"management by walking around† is practiced. Interactions with followers are personalized (e.g., the leader remembers previous conversations, is aware of individual concerns, and sees the individual as a whole person rather than as just an employee). The individually considerate leader listens effectively. The leader delegates tasks as a means of developing followers. Delegated tasks are monitored to see if the followers need additional direction or support and to assess progress; ideally, followers do not feel they are being checked up on. Bibliography Follower Motive Patterns as Situational Moderators for Transformational Leadership Effectiveness. Journal article by Jerry C. Wofford, J. Lee Whittington, Vicki L. Goodwin; Journal of Managerial Issues, Vol. 13, 2004 In this article, two important leadership questions are addressed. Is transformational leadership universally effective or are there situational moderators which augment or limit its effectiveness? Is transformational leadership more appropriately viewed in terms of individual-level analyses or of multi-level analyses? First, we examine the literature on the potential moderators within the transformational leadership paradigm and on the appropriate level of analysis for transformational leadership. The present research examines the potential moderator effects of the need for autonomy and of growth need strength. In addition, we examine whether transformational leaders adapt their behaviors to different subordinates or behave the same way with all of them. Perceptions of Transformational Leadership among Asian Americans and Caucasian Americans: A Level of Analysis Perspective Journal article by Dong I. Jung, Francis J. Yammarino; Journal of Leadership Studies, Vol. 8, 2001 This study asserted a theoretical framework of transformational leadership and its effects on several process and outcome variables among Asian Americans and Caucasian Americans from levels of analysis perspective. Nomological relationships among the constructs of interest also were tested. Results indicated that effects of transformational leadership were positive, but generally stronger among Asian Americans than among Caucasian Americans. Results from Within and Between Analysis indicated that variation in perceptions of transformational leadership and other measured variables in the two ethnic groups was mainly due to individual differences. Based on these results, we offer several theoretical and practical implications. Transformational Leadership and Urban Renewal Journal article by Deborah R. Rada; Journal of Leadership Studies, 1999 Despite Burnss contention that transformational leadership can occur at all levels of organization and society, most of the discussion of transformational leadership has centered on persons in traditional, hierarchical power positions. This paper focuses on a social movement, urban renewal, which involves volunteer activity and persons not in hierarchical power positions. The urban renewal efforts of two southern California towns are highlighted, with examples from other towns renewal efforts also cited. It is demonstrated that many renewal efforts utilize a transformational leadership approach. It is further shown that those efforts which employ a transformational leadership approach are often more successful than those that do not. It is concluded that transformational leadership does occur in voluntary, nonhierarchical groups and leads to substantive change. Further study is recommended to confirm these conclusions and advocate for broader recognition and encouragement of transfor mational leadership in various organizations. Howell. J. M. Avoiio, B. J. (2003). Transformational leadership, transactional leadership, locus of control. and support for innovation: Key predictors of consolidated business-unit performance. Journal Applied Psychology, 78, 89142   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      Notes Portions of this paper were presented at the Academy of Management National Conference in Seattle, Washington, August 2003. Thanks to Major David Pursley, Dr. Orly Nobel, and several anonymous reviewers for their helpful comments and suggestions on earlier drafts of the manuscript. Dr. Dardis recently retired from active duty and is currently the Chief Learning Officer at Freddie Mac Corporation in McClean, Virginia. Burpitt, W. J., Bigoness, W. J. (1997). Leadership and innovation among teams: The impact of empowerment. Small Group Research, 28 (3), 414–423.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Most research and writing on creativity has focused on individual creativity, the â€Å"lone genius,† with little recognition of the social and group factors that influence the creative process. Research on creativity has sought to understand the factors responsible for creative people and activities. Personality, developmental experiences, culture, motivation, and cognitive skills are just a few of the factors that appear to underlie creative behavior

Wounded Knee:The Ties of Religion and Violence Essay -- Indian Religio

Wounded Knee: The Ties of Religion and Violence On the morning of December 29, 1890, many Sioux Indians (estimated at above two hundred) died at the hands of the United States Army near Wounded Knee Creek on the Pine Ridge Reservation. The Indians were followers of the Ghost Dance religion, devised by Wovoka, a Paiute prophet, as a spiritual outlet for Indian repression by whites. The United States Army set out to intercept this group of Native Americans because they performed the controversial Ghost Dance. Both whites’ and the Sioux’s misunderstanding of an originally peaceful Indian religion culminated in the Battle of Wounded Knee. This essay first shows how the Ghost Dance came about, its later adaptation by the Sioux, and whites’ fear and misunderstanding of the Dance, then it appraises the U.S. military’s conduct during the conflict, and American newspaper coverage of events at Wounded Knee. The Ghost Dance prophet Wovoka was born in 1865 into the Paiute tribe of Nevada. In his early twenties, Wovoka experienced a significant tuning point in his life when he recovered from a coma at the same time of a solar eclipse (Hittman 17). He had been deathly ill with a severe fever that sent him into a coma. After recovering, Wovoka spoke of being transported to the spirit world and of speaking with the Great Spirit. Wovoka felt he had been given special powers and sought to help the Indian population. Also known as Jack Wilson, Wovoka endured to unite the Indian nations with a message of patience, kindness, and love. The Indians desperately needed hope and guidance in a time of great depression and anguish. The Indians had been uprooted from their natural homes by the encroachment of white settlers on their lands. The con... ..., Call No. F96.A3795 Last Days of the Sioux Nation, Robert M. Utley, 1961 (ch. 11 & 12 contained in WKPub; all pg numbers are in reference to that appearance) â€Å"Some Phases of the Recent Indian War.† Cited from Kerstetter, â€Å"Spin Doctors at Santee: Missionaries and the Dakota-Language Reporting of the Ghost Dance and Wounded Knee.† Western Historical Quarterly 1997 New York Times, â€Å"A Fight with the Hostiles.† December 30, 1890 p.1 c.4 New York Tribune, â€Å"Fighting at Pine Ridge.† January 1, 1891 p.1 c.3 â€Å"The agent further states that Sitting Bull is high priest and leading apostle of this latest Indian absurdity.† - R.V. Belt, Acting Commissioner of Indian Affairs, Oct. 24, 1890. â€Å"If he fights, destroy him.† - Fayette W. Roe, 1st Lieut. 3d Infty, A.D.C., in a letter to Maj. Whitside of the 7th Calvary, in reference to the Miniconjous chief Big Foot.

George Orwell Stories Review

In the story â€Å"On the Rainy River† a 20-year old named Tim O’Brien is about to be given the freedom to go anywhere in life until he receives a draft notice requiring him to join the army in the Vietnam War. Tim O’Brien is tested both physically and mentally. He has the option to flee to Canada or go to the war. Each option would result in abandoning family, friends, and fond memories. In his essay â€Å"Shooting an Elephant,† reminisces about a bad decision he made earlier in life, just like Tim. Reflecting on his experience, Orwell has also identified the reasons why he did it: â€Å"I could get nothing into perspective.I was young and ill-educated and I had to think out my problems in utter silence,† Tim O’Brien also dealt with his problems alone, â€Å" I felt isolated; I spent a lot of time alone. † Both Tim and George are struggling to deal with their problems and it’s eating away at them. In â€Å"On the Rainy River,à ¢â‚¬  having a good education doesn’t have much on an impact on Tim’s life, because if your nation calls on you to defend your country, you’re going to have to make a difficult decision on whether you’re going to flee or going to war.Being educated makes Tim more open-minded, and prevents him from indulging in the nationalism that was sweeping the nation during that time. Although Tim may have good reasons we shouldn’t be in the war, the nation was depending on men like him. In â€Å"Shooting an Elephant,† George Orwell says â€Å" †¦I could get nothing into perspective. I was young and ill-educated and I had to think out my problems in the utter silence that is imposed on every Englishman in the East.† George Orwell is trying to say that when you’re young and inexperienced you’re bound to make a lot of mistakes. When you’re young your family, peers, and own country have influenced your opinions. Many indivi duals are afraid and unwilling to deviate from the norm. George is an anti-imperialist at heart, but puts on an officer uniform and represents imperialism because that is how the European nation is viewed to the rest of the world. Based off of Orwell’s ideas, you should think individually so you won’t regretthings later on in life as George and Tim do. Your conscious would show you wrong from right. George Orwell’s ideas can also be applied to â€Å"On the Rainy River†. Although Tim is educated on the war in Vietnam, he does have to deal with his problems in utter silence because he’s afraid that the people he can talk to will tell him to go to the war and he doesn’t want to be called a coward, which takes a toll on his body. â€Å"How at work one morning†¦I felt something break open in my chest†¦it was a physique rupture.† So not only is Tim losing sleep and becoming paranoid, but now the stress is affecting Tim’s ph ysical health as well. If Tim had talked to Elroy Berdahl he would have been much better off. The guilt and stress has been eating away at Tim all summer, and will continue to get at him until he can speak to someone about what he’s going through. If Tim had vented to Elroy, his physical and mental health might have returned to normal, which would have helped him to make his decision. George faces being ill educated along with dealing with his problems.George is an outcast in the native village. He is supposed to be striking fear into these people, however he is against the brutality and injustice that imperialism instills on its subjects. If only George had had the courage to tell the natives who he really was, he might have had an easier time being accepted by them. If George had been better educated, he might have known how to think straight when surrounded by two thousand people; he might have also known where to shoot the elephant so it wouldn’t have to suffer the way it did.To conclude, both Tim and George tried to run away from the inevitable. You can’t escape who you are, and that is what Tim and George tried to do. Tim was an American citizen who was caught up in the draft for the Vietnam War, and George was a citizen of an imperial nation. Tim couldn’t face leaving his friends and family behind so he ended up damaging himself both physically and mentally without even trying to talk this out with his family and friends.While George an anti-imperialist at hear must enforce it upon this Asian country. Both decisions were forced by others whether it is Tim deciding to go to the war due to the devastating fact that if he were to go to Canada, he would never see his family again and if George didn’t shoot that elephant, the tribal people would be more disrespectful than ever. George Orwell wants us to be individuals and think for ourselves. We shouldn’t be influenced by others to make decisions we wouldn’t n ormally do.

An Imaginary Life By David Malouf

â€Å"An Imaginary Life† by David Malouf is a delicately beautiful story of the urbane and irreverent Poet Publius Ovidius Naso (Ovid), banished by Augustus for unspecified transgressions to Tomis, the very outposts of the known world, near the Black Sea.Notwithstanding his real life supplications to the emperor for remission of punishment, it is this grey unreported period that Malouf has explored with such lyrical acuity, with significant ahistorical departures to meet plot imperatives.Ovid's Metamorphoses is a group of stories where Change is the only constant and Ovid’s intention in recounting myths is established from the very beginning. â€Å"Prima ab origine mundi, ad mea perpetuum†¦ tempora carmen†- â€Å"from the very beginning of the world, in an unbroken poem, to my own time† (Metamorphoses 1.3-4).Book One of Ovid's Metamorphoses establishes the book's theme of metamorphoses and transformations with a creation tale that progresses into huma n stories leading to the current state of man.The creation piece is followed by a flood story and a discussion of the ages of mankind. The ages of mankind – gold, silver, bronze, and iron – describe man's slow progression from a good, wholesome society into a miserable, self-destructive one. The next stories concern tales of gods and goddesses and their manipulations of the human population and each other.In Malouf’s story of Ovid’s exile, the most accomplished of Roman poets, whose tongue had found such perfect form in metre and verse in a language that isolated and analysed the finest nuances, is forced to learn a ruder and barbarian vernacular, which was more assimilative and integrative than analytical.In fact they had no word for the concept of freedom, as in their worldview, nothing was free, all things being integrally dependent on all other things. This is the first of the transformations where the limitations of language are brought home to the s ophisticate.One day, while on a hunt with the tribesman, he comes upon a wild child one day which he adopts and cares for â€Å"as if he had been handed a new past.† In the very first paragraph of the book, the poet recounts how he has had repeated dreams and visions of â€Å"the unchanging other† which may represent both the historical Jesus Christ and the contemporary spiritual consciousness of the New Age.The poet is trying to reinvent his past and seeks redemption in his original, uncorrupted, state. This is a defining moment for the second transformation of the poet, who will progressively realise the essentiality of grounding oneself in nature to realise one’s true identity.

Learned Interpretation essays

Learned Interpretation essays In her book, "Justice and Interpretation", Georgia Warnke sets forth the general principles of hermeneutics. Hermeneutics is basically another way of referring to the way we as a society interpret various information through our history and culture. It is the way we give reasons why a particular decision or action was appropriate for us at a given time. Warnke also illustrates how hermeneutics can be beneficial to our society. In the conclusion of her book, she discusses the debate on abortion and shows how a hermeneutic approach to the debate can be beneficial to both sides. First, she makes the point that a hermeneutic approach can, shift the emphasis from a conflict, that between the advocates of pro-choice and those of pro-life, to a conflict between two interpretations of how the decisions and actions taken by each group followed along the guidelines set forth by the traditions of our society. Through this change, the conflict becomes one, not over which group is correct in its thinking, but one in which the integrity of our society as a whole can be examined. This change will, in turn, help to reduce the tension between the opposing forces and help them to more effectively reach a resolution that will best represent the feelings of the entire society. The problem that arises here is that the opposing sides may, and often do have opposing conceptions of just how a society can define what is most appropriate for it. Here again, she uses the debate over abortion to illustrate her point. She states that for the pro-life position, banning all abortions may be the only action consistent with the traditions of the society we live in, and that for the pro-choice position, protecting the possibility of abortion as a constitutional right is the only plausible action for the same reasons. She explains how there is no conceivable way o ...

Nevada Vital Records - Birth, Death and Marriage Certificates

Nevada Vital Records - Birth, Death and Marriage Certificates Learn how and where to obtain birth, marriage, and death certificates and records in Nevada, including the dates for which Nevada vital records are available, where they are located, and links to online Nevada vital records databases. Nevada Vital Records:Division of HealthVital StatisticsCapitol Complex505 East King Street #102Carson City, NV 89710Phone:  (775) 684-4280 What You Need to Know:  Personal check or money order should be made payable to  Office of Vital Records.  To verify current fees, the telephone number is (775) 684-4242. This will be a recorded message. Information on current fees is also available on the  Nevada State Health Division website. The applicant MUST include a copy of a photo ID with the request. Web site: Nevada Office of Vital Statistics   Nevada Birth Records: Dates: From July 1911 Cost of copy: $20.00 Comments:  Ã‚  Birth records are confidential in the state of Nevada and may only be released to a qualified applicant. A qualified applicant is defined as the registrant, or a direct family member by blood or marriage, his or her guardian, or his or her legal representative. With your request include as much as you can of the following: full name at birth, date and place of birth, fathers name, mothers maiden name, your relationship to the individual and legal need for a copy of the record, your name and address, a copy of your photo ID, and your signature.Application for Nevada Birth Certificate For earlier records, write to County Recorder in the county which the event occurred. Nevada Death Records: Dates: From July 1911 Cost of copy: $20.00 Comments:  Death  records are confidential in the state of Nevada and may only be released to a qualified applicant. A qualified applicant is defined as the registrant, or a direct family member by blood or marriage, his or her guardian, or his or her legal representative. With your request include as much as you can of the following: full name of decedent, date and place of death, social security number (if known), decedents fathers name, decedents mothers maiden name, your relationship to the individual and legal need for a copy of the record, your name and address, a copy of your photo ID, and your signature.Application for Nevada Death Certificate   For earlier records, write to County Recorder in the county which the event occurred. Nevada Marriage Records: Dates:  Indexes since January 1968.   Cost of Copy: $10.00 Comments:  The state office only has indexes since January 1968. Certified copies are not available from the Nevada State Health Department. For certified copies of marriage certificates, you must write to the County Recorder in the county where the license was purchased. Nevada Divorce Records: Dates: Indexes since January 1968. Cost of copy:  $10.00 (index search only); cost of record from county varies Comments: Indexes since January 1968. Certified copies are not available from State Health Department. For divorce records, you must write to the County Clerk in the county where the divorce was granted. More US Vital Records - Choose a State

Obamacare Penalty and Minimum Insurance Requirements

Obamacare Penalty and Minimum Insurance Requirements The federal tax penalty for not being enrolled in an Affordable Care Act (ACA)-qualified health insurance plan was eliminated by the Donald Trump administration in 2019. However, persons who received a penalty for not having health insurance in 2018 will still have to pay the penalty on their 2019 tax returns. According to U.S. Centers for Medicare and Medicaid Services, the 2018 tax penalty for not having health insurance is $695 for adults and $347.50 for children or 2% of your yearly income, whichever amount is more. While there will no longer be a federal tax penalty for going uninsured or choosing a plan that is not ACA-compliant after the 2019 tax filing season, several states, including New Jersey, Massachusetts, Vermont, and the District of Columbia, have their own health insurance penalties that are assessed when people do not have insurance that complies with that state’s laws. The Now Phased-out Obamacare Tax Penalty By March 31, 2014, almost all Americans who could afford it were required by Obamacare - the Affordable Care Act (ACA) to have a health insurance plan or pay an annual tax penalty. Here is what you need to know about the Obamacare tax penalty and what kind of insurance coverage you need to avoid paying it. Obamacare is complicated. A wrong decision can cost you money. As a result, it is critical that all questions regarding Obamacare be directed to your health care provider, your health insurance plan or to your states Obamacare Health Insurance Marketplace.Questions can also be submitted by calling Healthcare.gov at toll-free 1-800-318-2596 (TTY: 1-855-889-4325), 24 hours a day, 7 days a week.During the great Obamacare bill debate, Obamacare supporter Senator Nancy Pelosi (D-California) infamously said lawmakers needed to pass the bill so we can find out whats in it. She was right. Nearly five years after it became law, Obamacare continues to confuse Americans in great numbers. [ Yes, Obamacare Does Apply to Members of Congress ]Â   So complicated is the law, that each of the state Health Insurance Marketplaces will employ Obamacare Navigators to help uninsured people meet their Obamacare obligation by enrolling in the qualified health insurance plan that best meets their medical needs at an affordable cost. Minimum Insurance Coverage Required Whether you have health insurance now or buy it through one of the Obamacare state Insurance Marketplaces, your insurance plan must cover 10 minimum essential health care services. These are: outpatient services; emergency services; hospitalization; maternity/newborn care; mental health and substance abuse services; prescription drugs; rehabilitation (for injuries, disabilities or chronic conditions); lab services; preventive/wellness programs and chronic disease management; and pediatric services.If you have or buy a health plan that does not pay for those minimum essential services it may not qualify as coverage under Obamacare and you may have to pay the penalty.In general, the following types of health care plans will qualify as coverage: Any plan purchased through one of the state Insurance Marketplace and employer-provided insurance plans, including plans for retirees;Medicare and Medicaid;Childrens Health Insurance Program (CHIP);Military TRICARE;Veterans health care programs; andPeace Corps volunteer plans Other plans may also qualify and all questions regarding minimum coverage and plan qualification should be directed to your states insurance Marketplace Exchange. The Bronze, Silver, Gold, and Platinum Plans Health insurance plans available through all Obamacare state Insurance Marketplace offer four levels of coverage: bronze, silver, gold and platinum. While bronze and silver level plans will have the lowest monthly premium payments, out-of-pocked co-pay costs for things like doctor visits and prescriptions will be higher. Bronze and silver level plans will pay for about 60% to 70% of your medical costs.Gold and platinum plans will have higher monthly premiums, but lower co-pay costs, and will pay for about 80% to 90% of your medical costs.Under Obamacare, you cannot be turned down for health insurance or forced to pay more for it because you have an existing medical condition. In addition, once you have insurance, the plan cannot refuse to cover treatment for your pre-existing conditions. Coverage for pre-existing conditions begins immediately.Once again, it is the job of the Obamacare Navigators to help you select a plan offering the best coverage at a price you can afford.Very Important - Open Enrollment: Each year, there will be an annual open enrollment period after which you will not be able to purchase insurance through the state Insurance Marketplaces until the next annual open enrollment period, unless you have a qualifying life event. For 2014, the open enrollment period is October 1, 2013 to March 31, 2014. For 2015 and later years, the open enrollment period will be October 15 to December 7 of the previous year. Who Does Not Have to Have Insurance? Some people are exempt from the requirement to have health insurance. These are: prison inmates, undocumented immigrants, members of federally-recognized American Indian tribes, persons with religious objections, and low-income persons not required to file federal income tax returns.Religious exemptions include members of health care sharing ministries and members of federally-recognized religious sect with religion-based objections to health insurance. The Penalty: Resistance is Futile and Expensive Attention health insurance procrastinators and resistors: As time goes by, the Obamacare penalty goes up.In 2014, the penalty for not having a qualified health insurance plan is 1% of your annual income or $95 per adult, whichever is higher. Have kids? The penalty for uninsured children in 2014 is $47.50 per child, with a maximum per-family penalty of $285.In 2015, the penalty increases to the higher of 2% of your annual income or $325 per adult.By 2016, the penalty goes up to 2.5% of income or $695 per adult, with a maximum penalty of $2,085 per family.After 2016, the amount of the penalty will be adjusted for inflation.The amount of the annual penalty is based on the number if days or months you go without health insurance after March 31. If you have insurance for part of the year, the penalty will be prorated and if you are covered for at least 9 months during the year, you will not pay a penalty.Along with paying the Obamacare penalty, uninsured persons will continue to be financ ially responsible for 100% of their health care costs. The nonpartisan Congressional Budget Office has estimated that even in 2016, more than 6 million people will pay the government a combined $7 billion in Obamacare fines. Of course, revenue from these fines is essential to paying for many of the free health care services provided for under Obamacare. If You Need Financial Help To help make mandatory health insurance more affordable to people who cant afford it in the first place, the federal government is providing two subsides for qualifying low-income individuals and families. The two subsides are: tax credits, to help pay monthly premiums and cost-sharing to help out-of-pocket expenses. Individuals and families can qualify of either or both subsidies. Some people with very low incomes may wind up paying very small premiums or even no premiums at all.Qualifications for insurance subsidies are based on annual income and vary from state to state. The only way to apply for a subsidy is through one of the state insurance Marketplaces. When you apply for insurance, the Marketplace will help you calculate your modified adjusted gross income and determine of you qualify for a subsidy. The Exchange will also determine if you qualify for Medicare, Medicaid or a state-based health assistance plan.

W7DQs Response Assignment Example | Topics and Well Written Essays - 500 words

W7DQs Response - Assignment Example State building can be divided into two major phases. In the first phase, the state establishes control over a given territory; it monopolizes the force, and sets up vital institutions like those responsible for revenue and security. In the second phase the state continues to strengthen itself with the main objective of self support in provision of a wide range of services. In the first phase there is no need for democratization or introduction of pluralism. This is because it is when the state is establishing itself. However, in the next phase promotion of democracy will be compatible with and vital in the process of state building. Democratization help build institutions that can link the citizens to the state (Bratton, 2004). State building on the other hand improves the social welfare of the citizens. The misconception that authoritarian governments with stable states are better than the democratic states with less stable states should be avoided at all. In such countries the stat e may provide most of the needs of the people but the human rights are not respected. The wealth of such states is not equally shared. The political elites own most of the wealth while the majority of the masses are left poor. The people are oppressed and they do not live freely. The regimes saw the seed of their own destruction. They deny the citizens the political goods and their stability is short lived. The aggrieved or neglected sections of the society will rise up against the government to demand recognition and this might lead to overthrow of existing governments. It is also important to note that there can be no democracy without state building. A state with weak institutions cannot promise its citizens free and fair elections. These states lack both democracy and state building capacity. They are failed states. But I would not prefer to live in an authoritarian stable state as opposed to weak failed states

Compare and contrast the images of kyoto in the immediate past -war Essay

Compare and contrast the images of kyoto in the immediate past -war era (1950s) - Essay Example During the World War, Kyoto was fortunately spared of being hit badly by nuclear weapons and arms. However, there have been a number of changes within the city since the past. This paper thus helps to provide an analysis of Kyoto in the year 1950 as compared to present day Kyoto. Taking a look at the demographics within the city, the population of the city has decreased at least three fold in the past fifty years. Before the war, Kyoto held the position of being called the fourth most populated city in Japan however, a present day analysis shows that as compared to the past, the population of Kyoto has fallen bringing the city to a seventh position within Japan. Culture is a very inherent part of the city and has become one of its testimonials over time. There are a number of temples and shrines all around the city that were built in praise of Japanese emperors for the purpose of praying as well as carrying out festivals, ceremonies and other traditions. In the modern day period, the city is sprawling with a hip urban population, skyscrapers and cultural hotspots as compared to the private houses and rural migrated population that had formed a part of the city. Old buildings and temples like the Kiyomizudera, Kyoto Imperial Palace and Fushimi Inari have all been restored for the purpose of retaining the cultural past as well as opening up to a level of tourism. (Top 10 Sights of Kyoto, Japan) Change and development thus, in the present has been for the better more than for the worse; more urbanisation has led to better prospects for advancement in the field of information and technology for the city as well. A significant change may also be witnessed in the night life of the city; however, the use of Geishas for entertainment (a very renowned aspect in Japan) still continues to thrive in Kyoto just like it used to in the past. Of course, the sense of dressing and portraying oneself has undergone a little change keeping in mind the western culture and influx of people from all over the world. The city has been able to attract a great amount of tourism as well because of its famous shrines and temples that were built in the past. Some of them, like the Kamigamo Shrine and the Nijo Castle have gained UNESCO World Heritage Sites status and thus are protected by the UN. The economy of the country has also improved for the better because of a shift towards the tertiary sector. Most large technology related companies in the world like Nintendo, Intelligent Systems, Rohm and Horiba have formed a part of the skyline of the city with time. These changes have helped the city to boost its growth. However, at the same time, a vast amount of importance has still been kept aside for traditional crafts and the agricultural sector which has seen a lot of improvement since the past due to better equipments and implements in the field of technology and irrigation. The infrastructure of the city has developed a great deal as well; if one was to compare the c ity on the basis of its looks and image with respect to the post war era in 1950s and present day Kyoto, one would be able to witness a vast amount of change. Railways and subways have been set up all over with the Kyoto station being the central portal from which lines now connect every city around the country. One of the biggest achievements in the field of transport is also the high speed rails which have changed the look of the city completely. Despite these many changes the city still continues

The Theorist Paper Research Example | Topics and Well Written Essays - 1250 words

The Theorist - Research Paper Example Her only goal as a college student is to be able to have a secretarial job, thus, he enrolled in the London School of Economics (LSE) with a major in sociology and social anthropology. This is where she met his husband William Smith with whom she had two children but the relationship ended up in divorce during the time she was finishing her doctoral degree in the University of California, Berkeley. She returned to England for a few years but when she got a faculty position in the University of British Columbia in Vancouver, Canada in 1969 where she settled with her children (Dillon 316; Scott 202). In 1977, she transferred to the Ontario Institute of Studies in Education (Scott 202). It is during Smith’s faculty years in the universities in Canada that she made her important contributions in sociology specifically through her research and critical writing works. During the 1970s, she started publishing her works that exhibited her critical skills and perspectives. Through her works she had been recognized as a feminist, a theorist and an activist (Campbell 3). Contributions of Dorothy Smith Dorothy Smith contributed greatly to the contemporary feminist view in the society. This had been exhibited in her books and researches. Dawning of Smith’s Feminist Views The view of Smith in sociology had been initially expressed during her early works specifically the critical essays. These works explored the field of sociology through her logical and clear arguments. It had been noted though that she had difficulties in explaining the situations of women in the society. This led to her interest in researching and finding answers to the questions regarding the role of women. By exploring the said field, Smith became known as a feminist who contributed greatly to the feminist sociological views. Included in early papers that became the onset of Smith’s contribution to sociology are â€Å"Women, the Family and Corporate Capitalism,† â€Å"The Soc ial Construction of Documentary Reality,† â€Å"Women’s Perspective as a Radial Critique of Sociology, Feminism and Methodology,† â€Å"The Ideological Practice of Sociology† and â€Å"K Is Mentally Ill: The Anatomy of a Factual Account.† In addition to her own published works, she collaborated with other authors who were also inspired by the concept of feminism. Included in her works were â€Å"Women and Psychiatry,† â€Å"The Statistics on Mental Illness: What They Will Not Tell Us about Women and Why† and â€Å"A Feminist Therapy Session† (Scott 202). Ideology on Relations of Ruling Smith had a strong perspective regarding the society ruled with men. Her ideology regarding the double victimization of women in the society had been considered both radical and unprecedented. She expressed that not only women are excluded in leading the government but also they are eliminated from the social structure. In the 1980s, the increasin g influence of Smith had been observed in the sociological discipline through the popularity of her works. â€Å"The Everyday World as Problematic: A Feminist Sociology† which was published in 1987 criticized the structure of the society that is ruled by men and presented through the perspective of the male population. It is in the said book where she presented one of the concepts she was known for which is referred to as the ‘relations of ruling.’ It was defined as the ‘

Polycystic Ovarian Syndrome Essay Example | Topics and Well Written Essays - 1000 words

Polycystic Ovarian Syndrome - Essay Example There are currently no treatments that treat polycystic ovary syndrome as a whole, but individual symptoms are tended to based on the desires of each female. Polycystic ovary syndrome is a common medical condition in which women have an â€Å"imbalance of female sex hormones (Kovacs, 2007)† in women of reproductive age. When a teenage girl’s or woman’s ovaries produce significantly abnormal amounts of androgens, which are male sex hormones, the development and release of eggs are interfered with. With polycystic ovary syndrome, cysts - sacs filled with liquid - form instead of the eggs maturing. Then the cysts build up in the ovaries, often becoming enlarged, in lieu of an egg being released. When a teenager or woman has polycystic ovary syndrome, they often do not have a regular menstrual cycle. Polycystic ovary syndrome is among many disorders that doctors have been unable to determine a sole, definite cause. However, enough research in the matter has revealed a variety of factors that may play a role in the development of polycystic ovary syndrome. One such factor is genetics, with many doctors believing that if an individual’s mother or sister has been diagnosed with polycystic ovary syndrome, then the individual risks developing the syndrome as well. Similarly, current research is being undergone to determine if a mutated gene is involved in the formation of the cysts, making polycystic ovary syndrome a genetic disorder. Another possible factor in the developing of polycystic ovary syndrome is an excess of insulin. If an individual has a resistance to insulin, which would cause an impairment in effectively utilizing insulin, then the pancreas would produce more insulin to keep sugar available for the cells. If there is too much insulin, it can cause an increase in the androgen that is produced by the ovaries. This hormone is vital to the cysts’ survival, and too much androgen will allow them to

Strategic management of Nokia India Assignment Example | Topics and Well Written Essays - 2500 words

Strategic management of Nokia India - Assignment Example It is now facing the dilemma of introducing Nokia Life Tools services for the rural population; the main services that will be offered are Education, Entertainment and Agricultural services. In order to have complete roll out in India, the company will have to implement systems that will help it in offering consistent services to the customers along with up-to-date information so that the users can benefit from such valuable source of information. The company will have to develop the system that will ensure that every customer in India is given proper services; it has been successful in meeting the demands of urban population and it will definitely capture the rural market share. Introduction to Nokia and Nokia India Nokia Corporation is a multinational company of the telecommunication sector that has its headquarters in Keilaniemi, Espoo which is a city near Finland. Nokia has been present in the market for almost a decade and has been developing extraordinary, high quality and inno vative mobile devices. The company has even entered into Internet and communication sectors; it has its roots in four distinct segments i.e. Mobile Devices, Enterprise Solutions, Networks and Multimedia. In the case study, it is mentioned that as of 2009, Nokia Corporation is present in more than one hundred and fifty countries and is earning global revenue of EUR 4.1 billion. Nokia Corporation is considered to be the leading manufacturer of mobile devices as it has the latest technologies and its workforce comprises of well-qualified and highly trained employees. For every major segment and its ethical practices, the company is producing mobile devices that have additional features such as Code Division Multiple Access (CDMA), W-CDMA and Global System for Mobile Communications (GSM). It is also offering various Internet services like music, maps, media, applications, games and text messages via its Ovi platform. Nokia Corporation has entered into various partnership agreements like Nokia Siemens Network that produces equipment, services and solutions for the telecommunication network. Hence, it is the best company in the telecommunication industry that has been serving customers by exceeding their expectations level (Aspara et al., 2011). In India, Nokia Corporation started its operations in 1995 and it played a revolutionary role in the cellular technology’s robust growth. Currently, Nokia has its operations in five major cities of India i.e. Mumbai, Bangalore, Ahmadabad, New Delhi and Kolkata. The operations of the company comprise of the handsets and network infrastructure businesses like Nokia Siemens (both companies merged to share the telecom network operations and equipment division) so that it can take advantage of business opportunities in the market. This strategic alliance has helped the companies in becoming the main supplier to all top

Polycystic Ovarian Syndrome Essay Example | Topics and Well Written Essays - 1000 words

Polycystic Ovarian Syndrome - Essay Example There are currently no treatments that treat polycystic ovary syndrome as a whole, but individual symptoms are tended to based on the desires of each female. Polycystic ovary syndrome is a common medical condition in which women have an â€Å"imbalance of female sex hormones (Kovacs, 2007)† in women of reproductive age. When a teenage girl’s or woman’s ovaries produce significantly abnormal amounts of androgens, which are male sex hormones, the development and release of eggs are interfered with. With polycystic ovary syndrome, cysts - sacs filled with liquid - form instead of the eggs maturing. Then the cysts build up in the ovaries, often becoming enlarged, in lieu of an egg being released. When a teenager or woman has polycystic ovary syndrome, they often do not have a regular menstrual cycle. Polycystic ovary syndrome is among many disorders that doctors have been unable to determine a sole, definite cause. However, enough research in the matter has revealed a variety of factors that may play a role in the development of polycystic ovary syndrome. One such factor is genetics, with many doctors believing that if an individual’s mother or sister has been diagnosed with polycystic ovary syndrome, then the individual risks developing the syndrome as well. Similarly, current research is being undergone to determine if a mutated gene is involved in the formation of the cysts, making polycystic ovary syndrome a genetic disorder. Another possible factor in the developing of polycystic ovary syndrome is an excess of insulin. If an individual has a resistance to insulin, which would cause an impairment in effectively utilizing insulin, then the pancreas would produce more insulin to keep sugar available for the cells. If there is too much insulin, it can cause an increase in the androgen that is produced by the ovaries. This hormone is vital to the cysts’ survival, and too much androgen will allow them to

Assess Crowdsourcing in a Globalizing Market place Essay

Assess Crowdsourcing in a Globalizing Market place - Essay Example Various models are considered in addressing the concept and its implication to the intended purposes. The major models considered for this paper are PeoplePerHour and crowdflower (Knowles, 2012). In this case, PeoplePerHour is an instance of a facilitator while crowdflower is an instance of an aggregator. The type of labor used in the two cases is also considered with respect to Castell’s typology of generic labor and self programmable labor. In the paper, crowdsourcing is found to be important and very useful in developing low income countries (Knowles, 2012). Crowdsourcing can be defined as the practice, in which aspects like needed services, contents, or ideas are obtained through solicitation of various contributions, usually from large groups of people. This practice is especially done from the online community instead of traditional suppliers or employees. The process is applied in subdividing tedious work or in fund-raising startup charities and companies (Munro, 2012). Mostly, the process is an online task, but it can take place offline depending of the prevailing conditions of business. Crowdsourcing combines the efforts of many volunteers who are self-identified. Each own initiative contributor adds at least a predetermined portion to the final result, making its greater than it could have been. Unlike outsourcing, crowdsourcing has its work coming from a public, which is undefined instead of being commissioned from within a specific and a named group (Munro, 2012). How Crowdsourcing Works Crowdsourcing applies to many and different activities. It can involve the division of labor especially for those tasks that are tedious. These tasks are split to in way that they use outsourcing techniques that are crowd-based. The concept can as well apply to certain requests, which in this case have to be specific. Some of the applicable requests include crowdvoting, solutions, crowdfunding, broad-based competition, as well as in the general search for cer tain answers or missing individuals. With crowdsourcing, obtaining needed services, ideas, or contents becomes easier than ever before (The WritePass Journal, 2012). The concept is critically important in representing a company’s or institution’s act in taking functions after they had been previously performed by employees (Doan, et al., 2011). The company or institution in this case initiates this practice by outsourcing the given tasks to certain networks of people, which are usually undefined. These networks are typically in the form of open calls, and they can assume the form of production especially when the job has been performed in a collaborative manner. The tasks can also be undertaken by individual persons. The main idea of employing crowdsourcing as a concept is to help in exposing problems to many unknown solvers. The many reason is there the creation of solutions to business related problems. With crowdsourcing, problems are usually broadcast to usually un known groups of problem solvers. These problem solvers are usually open for any call for solutions to related problems. Users in this case are referred to as the crowd (Castells, 2000). These users submit solutions, which on the other hand are owned by the organization or entity that is responsible for broadcasting the problem. The entity, which broadcasts the