DQ4_MUS Essay Example | Topics and Well Written Essays - 500 words

DQ4_MUS - Essay Example Each tell a story in their own way, and each includes widely divergent volumes and rifts. Both rely upon dramatic effect as the underpinnings of the music. Although a more thorough analysis may reveal deeper similarities, for our purposes, they seem to end there. There are many more differences between in our samples â€Å"The Reunion† and Mozart’s â€Å"The Marriage of Figaro". The Chinese opera is far more vocal. It uses silence for dramatic effect and implements near spoken word vocals in some places. The European sample is much more musical than vocal. In fact, it implements no lyrics at all. The story is European opera is more implicit. It used no white space but relies on variant volumes and rhythms to communicate tone. Some of these similarities are seen in other musical forms especially modern music. There are similarities between in our samples â€Å"The Reunion† and Mozart’s â€Å"The Marriage of Figaro" and the music I listen to regularly. The tambourines of the Chinese sample remind me of â€Å"Gypsies, Tramps, and Thieves† by Cher. The grandiose strings of the European sample are reminiscent of System of a Down. Nevertheless, the differences are more marked. Differences between our samples â€Å"The Reunion† and Mozart’s â€Å"The Marriage of Figaro" and the music I listen to regularly exist. In the music I listen to on a regular basis, vocals are usually used to imply messages sort of midway between the explicit and implicit messages of our samples, and the rhythms are probably less variant than either sample. These differences are the most pronounced on first glance, but on deep analysis, others may be delineated. Our comparison and contrast included that between each cultural sample plus the similarities and differences between these samples and the music I listen to regularly. Here, Chinese opera was represented by â€Å"The Reunion† while European opera was represented by

Old Testament Leadership Essay Example for Free

Old Testament Leadership Essay Introduction The Holy Scriptures are without question a vault of rich wisdom for a variety of subjects. The subject of leadership is no different; in fact a case can perhaps be made that the Holy Scriptures are word pictures of God’s leadership for humankind. Whether it is read as the divinely, inspired word of God, or as a mere historical account of ancient Israel, or as a book of pure myths, the reader will encounter fascinating people with extraordinary leadership qualities. The following will take a glimpse at Moses; the man whom God chose to be the leader of the Hebrew slaves in Egypt, into a land that flowed with milk and honey. The following will be an attempt to document moments of strength, weakness, failure, and victory. This paper will conclude by identifying Moses as a servant leader who, in spite of human failure, ultimately fulfilled the will and purpose of God. Leadership Style The style of leadership that Moses demonstrated was clearly Servant leadership, â€Å"In order to retain the potential in this young man, God led him into the Midian desert to learn a new way of life† (Kuest, 2009). As a shepherd he learned to serve, and became servant to the purpose and will of God. Relationships Moses although he spent much time on Mount Sinai (in relationship with God), he also spent time with his successor Joshua whom he had prepared for Servant Leadership (Num. 11:28). Incarnation Moses was not a detached leader. In fact throughout the wilderness journey, he was among the people. He was an accessible leader. Evidence of this fact is found when there were needs the people went straight to him (Num. 20:1-13). Covenants OLD TESTAMENT LEADERSHIP 3 Moses was perhaps known for many things; in fact it is widely known that Moses is regarded as one of the Jewish people’s greatest prophets/leaders. One specific thing that Moses is known for is the Mosaic Covenant. The bible states â€Å"If you obey me fully and keep my covenant, then out of all the nations you will be my treasured possession. Although the whole earth is mine, you will be for me a kingdom of priest and a holy nation† (Ex. 19:5-6). Moses In spite of his greatness, Moses was a man with weaknesses. As the time when he was supposed to speak to the rock but instead hit the rock, thus failed to do what he was instructed to do. Moses over saw victories, and uprisings by his own people, however, through it all he was the man whom God had called and he was servant to that calling. Conclusion Perhaps his greatest strength was his relationship with God, the time that he spent in the presence of the Almighty God had to be his constant reminder that what he was doing was greater than himself. Moses’s weakness and failure did not hinder him from desiring to see God’s glory, these experiences on the mountain top made him who he was. OLD TESTAMENT LEADERSHIP 4 References Kuest, R. (2009). Uncommon leadership: Servant Leadership In A Power-Based World. Second Edition. New Missions Systems International. Ft. Myers, Fl. KJV (2013). iPad app.

Processed Food Should or Should not be Banned From School Meals? Essay

Processed food should be banned from school meals due to increasing health issues in children, increasing academic deficiency and increasing production cost to produce processed foods. There are people who would oppose to this idea due to population growth and an increasing food demand. However, this escalating demand of food is forcing the food industry and other government agencies to resolve the current hunger and lack of resources issues, by hiring processing factories and private companies to produce processed foods. The greater part of school age children consume processed foods on a daily basis. The purpose of this study is to examine what are processed foods? What are the associated problems? Also, to determine if processed foods affect students’ health and their academic performance. In addition, what is the position of the Food and Drug Administration (FDA), United States Department of Agriculture (USDA) and food industry in the distribution of processed foods in schools? Also, to determine the outcome of this study, the behavior and health of students along with the governing agencies were analyzed to establish, if processed foods should be banned from schools or just monitored carefully. Discussion of key terms What are processed foods? It is food â€Å"composed of synthetic chemical additives, such as colorings, preservatives, sugar substitutes and trans-fats† (Fitzgerald, 2006, p.72). Fitzgerald reported that by the â€Å"1970s most meats and dairy products that were factory farmed were laced with growth hormones, antibiotics and a range of pesticides† (p.72). Furthermore, food that is frozen, packaged and canned is considered processed food. A brief explanation of the chemical additives in processed food. 1. Pres... ...tp://www.ceeonline.org/greenGuide/food/upload/studenthealth.aspx Laskawy, T. (2011, December 16). A dollar badly spent. A dollar badly spent: New facts on processed food in school lunches. Retrieved April 16, 2012, from grist.org/food/2011-12-16-a-dollar-badly-spent-new-facts-on-processed-school-lunches/ Mateljan, G. (n.d.). WHFoods: What are the problems with processed foods?. The World's Healthiest Foods. Retrieved April 16, 2012, from http://whfoods.org/genpage.php?tname=george&dbid=107 Nestle, M. (n.d.). Center For Ecoliteracy. School Food, Public Policy, and Strategies for Change. Retrieved April 16, 2012, from http://www.ecoliteracy.org/essays/school-food-public-and-strategies-change Weber, K. (2009). Food, Inc.: how industrial food is making us sicker, fatter and poorer; and what you can do about it: a participant guide. New York: Public Affairs.

Organizational Development †Executing Change in a Hostile Environment Essay

Introduction If we analyzed then we come to know that the pace and degree of change in the modern working environment over the past decade have been enormously high, and they show no signs of slowing down. Every year, latest challenges and threats to America’s national safety appear from all corners of the earth. In response to these changes, many organizations leadership unveiled the company’s Vision by the Transformation Campaign Plan. Today, the organization’s transformation attempt has produced a number of temporary successes. It has also conventional a good deal of censure, both from inside and exterior the force (Dennis L. Johnson, 2004). Transformation, by it’s extremely nature, is a multifaceted procedure. Simply defining the phrase presents a challenge. What, precisely, have to change for â€Å"transformation† to take place? How much transform is â€Å"enough† to meet the criteria? Does the change have to be long long-lasting and, if, so, how long is long sufficient? And how can these deliberations are clearly converse to members of the organization to create a common understanding of what transformation â€Å"is?† While each of those questions lends itself to supplementary research and thought, for the purposes of this paper â€Å"transformation† is defined as a set of lasting main changes inside an organization implemented by organizational leaders in order to modify not only the way the organization does business, but the way people inside the organization believe and act in carrying out their roles as a member of the organization (Pollitt 1993). Reorganizations are magnificent for creating the delusion of growth as ensuring that nothing essentially changes. It is an effort to get something for nothing a feeling of the enjoyment of growth with no having to go through any of the pain connected with real change. Reorganizations are so intimately connected by means of organizational change that those charged with such changes are tempted to achieve for the organization chart first thing. In fact, reorganization is almost certainly the last step in any change procedure, a step taken to harden changes previously in place It is far more effectual to eschew aggressive the organization chart and instead begin by formative what needs to be done to expand real change in organizations. Moreover, you can get any change procedure off to a good create by assembling a group of people who desire to change, having them reveal how the change is good for the organization, and then working to have this change adopted during the organization. We call this the â€Å"Quaker† approach to organizational change. The victorious movement to expand project offices will ultimately lead to essential change in organization practices. As with any essential change procedure, those in the precursor the people implementing the offices will frequently feel like missionaries introducing new practices into a hostile environment. Early missionaries found it hard to get further people to change their ways, and a few of them suffered tremendously from the wrath of people they were trying to change. Legends tell us how quiet, no t hreatening Quakers originate an improved way. Work teams symbolize a leap forward in joint potential for numerous organizations. The problem is that mainly teams fail mainly since they survive in neither what can be termed a hostile environment an environment that neither demands nor authorize association. Literature Review Throughout the past twenty-five years, organizational change both inside the military and in private industry has been the subject of countless speeches, articles, and books. Given the technological, economic, military threat and additional changes impacting on organizations today, transformation will certainly be a much-studied topic for years to come. This research sought to decide the significance of an exact business alter model to the transformation of the United States Army. In determining this significance, literature was collected and grouped into three general areas: organizational transform and leadership theory, historical case studies of past Army transform efforts, and present Army transformation challenges. This literature review deals by means of sources in each of these three areas in order to set up a common baseline for further discussion on the research questions and analysis of the resulting information. Organizational Change and Leadership Theory No doubt, organizational change, transformation, leadership, and management have become tremendously popular subjects of study inside the business community as business executives, scholars, and theorists attempt to come to terms with the ever-increasing and challenging demands of today’s profitable world. Many experts work, Leadership, dealt chiefly by means of leadership at the political-strategic level, but is pertinent to transformation in the sense that experts sought to show that â€Å"leadership is not anything if not associated to collective purpose . . . leaders must be judged . . . by actual social change . . .† (MacGregor 1978, 3). The 1990s saw the publication of innumerable works on managerial change, transformation, leadership, and management in response to changing technologies and the worldwide economy, and their impact on businesses. The enormous bulk of these writings, though, were eventually seen inside business and academic circles as â€Å"flavor o f the month† solutions, stressing new but unverified management techniques that unsuccessful to last. Perhaps as a result of both this focus on â€Å"management† (rather than â€Å"leadership†) and various educational differences flanked by the business world and the military, much less has been written concerning the actual procedure of transformation and organizational transform inside the United States Army. This lack of literature on applying transform theory to Army transformation is to some extent surprising, given the fact that this organization has undergone, and continues to experience, as much or more modify as its counterparts in the business world. At the same time, though, it is precisely this lack of published literature that highlights the need for more. It may also have been this lack of literature that led retired General Gordon R. Sullivan in 1996 to publish his book Hope is Not a Method. No doubt, having just retired as CSA, Sullivan touched upon precedent Army transformations all through his book, but focused first and foremost on the period among 1991 and 1995, and wrote from the viewpoint of what modern business leaders could learn from the Army’s transform initiatives. That similar year, famous Harvard Business School professor John P. Kotter published Leading Change. Writing from knowledge, having individually observed and studied dozens of main corporations over a twenty-year period, Kotter’s work was right away highly praised in both the educational and business communities, staying close to the peak of Business Week’s smash hit for months. Since its periodical, Kotter’s labor has also entered the Army organization as recommended reading for leaders, and is now incorporated as part of the set of courses at the Service’s premier enlightening institutions the Command. Kotter’s Leading Change Kotter opens Leading Change by means of the now-common declaration that the amount of important change faced by organizations grew extremely throughout the previous two decades, and that this upward trend would only increase in the predictable future. As acknowledging that a hardly any businesses had undertaken changes and materialize improved prepared for the future, far too lots of others had failed to attain success in their transformation efforts. Kotter lists eight ordinary errors that time after time helped derail change initiatives, then turns those mistakes approximately and provides an eight-stage procedure for leading organizations during winning transformations. Kotter defines his eight stages as: Establishing a logic of importance identifying and removing (or at least minimizing) sources of satisfaction inside the organization, taking advantage of (or even creating) a disaster to catch people’s notice, and providing enough independence for those mid- and lower-level managers who are so significant to the change procedure. Creating the guiding coalition building an excellence team of people who trust every other and who, focused on the similar objective, can expand enhanced ideas and make improved decisions more professionally and rapidly than a single person. Developing a visualization and policy labeling vision as a â€Å"central part of all great leadership,† Kotter states that a high-quality vision provides an conceivable picture of the prospect and has three significant purposes: clarifying the universal way for change, motivating people to take deed in that right course, and helping organize the actions of dissimilar people, aligning them in the right direction. Associated plan provides the â€Å"logic and a first level of detail to show how a vision can be accomplished† (Kotter 1996, 75). Communicating the transform vision generate and incessantly stating, using a diversity of forums and media, a without fail clear change message in order to offer personnel with an ordinary understanding of the transformation’s goals and way. Kotter believes this phase is between the hardest to â€Å"get right† because of the sheer scale of related rational questions that must be answered and the moving ties to the status quo that must be severed mutually by the guiding coalition and those personnel the coalition is working to convince. Particularly throughout this stage, excellence listening and leading by instance are just as significant as actually talking concerning the message. Empowering employees for broad-based deed removing barriers (Kotter focuses on four: structures, skills, systems, and supervisors) to put into practice the alter vision so that a wide base of people inside the organization can take action toward the transformation objective. Generating short-term wins providing extremely noticeable, unmistakable proof that sacrifices involved by the transformation are value it, in order to build impetus, undermine cynics, keep bosses on board, and repayment change agents early. Consolidating gains and produce more change maintaining the impetus and gains made throughout the first six stages, sustaining the intelligence of importance regarding transformation, and using augmented leader reliability to alter every system, process, and policy that fails to fit together with others inside the overall transformation vision. Anchoring original approaches in the civilization â€Å"grafting new practices onto the old cultural roots of the organization while killing off the inconsistent pieces† (Kotter 1996, 151). Contrary to the usually conventional model of â€Å"change norms and values first; everything else will follow,† Kotter believes that altering an organizational civilization really comes last not first in the procedure, and is only possible after a lot of talk and hard work, as well as optimistic results which show people that the transformation approaches really labor and are better than â€Å"the old way.† Fundamental these eight-stage models are two key basics: first, that the series of stages is relatively significant and unchanging; second, that â€Å"leadership† (as opposed to â€Å"management†) is the most dangerous feature of the modify effort. Additional Organizational Change Theory Any transformation or main organizational transform usually begins by means of a leader’s understanding that there is in reality a need for alter. This understanding may be outwardly driven, as in period of war, or it may be the consequence of the leader’s appraisal of the organization and the environment in which it operates. Many experts describe this feature of change theory as a key part of the first of what she sees as five states in which businesses operate throughout a alter movement: stagnation, preparation, completion, determination, and completion. These realizations concerning the need for change have to come from someone in a position of authority, and must lead to a powerful demand for alter in order to set the procedure in motion. Organizational Transformation and Hostile Environment Let’s take a quick tour of hostile environment in organization. No doubt. From our early twenty-first-century vantage point, there is abundant proof that women in the military face a hostile office environment. The military or any organization is both a place of work and a literary institution. As many men and women work helpfully in military settings, the institutional culture of the military has been beached in supporting maleness and in defining women as the feminine â€Å"other,† in affirming men as the Protectors and women as the secluded.   Linda Bird Francke defines military culture as â€Å"driven by collection dynamic centered approximately male perceptions and sensibilities, male psychology and power, male anxieties and the confirmation of masculinity.† (Michael H. Schuster, 2006, PP. 45) Historically, as Cynthia Enloe be reminiscent us, â€Å"Military strategists have tried to use women for military purposes only in those ways that will not unsettle the military’s masculinized status.† (Druckman, D., 1997) Moreover, as womanly workers in the typically male military, women have frequently met a hostile workplace environment. No doubt, feminist legal philosopher Vicki Schultz suggests that such workplace favoritism based on sex â€Å"has the form and function of denigrating women’s competence for the purpose of keeping them away from male-dominated jobs or incorporating them as inferior, less capable workers.† (Patricia A. Mclagan, 2002, PP. 26) Over the route of this campaign for rank, military nurses themselves added a latest measurement to the discussion. A lot of them saw military rank as a tool to stop the hostile working environments they knowledgeable in period of war nursing. Nurses were in the midst of the lots of women workers who experienced surplus sexual advances and a hostile environment from male coworkers and manager before the war and military service in remote units far from hold up networks and with only some constraints on the power of male officers meant that nurses practiced a heightened susceptibility to methodical workplace hostility throughout wartime. The answer, for lots of nurses, was the attainment of military rank as a way to make sure a safe place of work for women nurses in wartime and beyond. To some extent, the sexual desire-dominance example represented growth. It was significant for courts to be familiar with that gender favoritism can take the form of sexual proposal. But the example also foreshadows problems. By highlight sexual abuse, the paradigm endangered to eclipse other, evenly damaging forms of gender-based antagonism. Disaggregation incomprehensible a full view of the conditions of the place of work and makes together the hostile work environment and dissimilar treatment claims look trivial. When detached from a larger pattern of biased conduct, sexual advances or mockery can appear inadequately severe or all-encompassing to be actionable. By the similar token, when detached from sexual overtures, companionable forms of harassment may come into view to be gender-neutral hazing that has nothing to do by the victims’ womanhood. Certainly, when women are deprived of the training or hold up to do well on the job, they can easily be made to come into view (or even become) less than fully capable at their jobs. This lack of ability then becomes the good reason for the very maltreatment that has destabilized their performance (Vicki Schultz, 1998, PP. 1683-1805). The courts’ customary breakdown to understand the scale of women’s masculinity troubles at work, in fact, has only been make worse by the prevailing paradigm’s importance on sexual forms of harassment. Singling out sexual advances as the spirit of workplace harassment has allowable courts to feel enlightened concerning protecting women from sexual infringement, as at the similar time relieving judges of the blame to redress other, broader gender-based evils in the workplace. It is not sufficient to focus on the damage to women as sexual beings; the law has to also address women’s systematic difficulty and make easy women’s equal empowerment as original, committed workers. We need an account of hostile work environment pestering that highlights its lively relationship to better forms of gender pecking order at work. Moreover, in England, individual capitalism slowly gave way to decision-making capitalism. One indication of this development was the shift to a multidivisional organizational form. Here, decision-making power was comprehensive to company divisions, which even although they were controlled and synchronized by headquarters were distinct on product or local lines. Such a system made business governance by a person or a family virtually not possible. Let’s take an example of the American consult firm McKinsey & Company played an important role in this organizational transformation. As a scientific matter, it may be probable to square the Tenth Circuit’s psychoanalysis in Ramsey with its previous acceptance of the McKinney rule in Hicks. No doubt, the Ramsey view suggests that the plaintiff may have failed to plead the companionable incidents as part of her pestering claim. Thus, the court did not specifically rule, opposing to Hicks and McKinney those incidents could not count toward set up a hostile work environment. However, there is nothing that would have banned the court of appeals from bearing in mind the nonsexual conduct for purposes of assess the hostile work environment claim on appeal or at least straight the trial court to do as a result on remand. At a smallest amount, it seems clear that the director’s biased comments should have been careful proof of a hostile work environment. More lately, a number of additional courts of appeals have begun to weaken McKinney as purporting to follow it from side to side a new way. These courts of petition (and district courts in these routes) cite McKinney positively for the proposal that nonsexual behavior may be incorporated in a hostile work environment claim. Casually, though, these courts carry on to single out sexual go forward and other sexually open actions as the â€Å"real† harassment, concluding that the companionable pestering did not occur because of the plaintiff’s sex. Thus, in adding up to the harshness or occurrence element, causation has become a key constituent on which plaintiffs lose hostile labor environment claims. Also, some cases apply a sharp causation standard: Rather than requiring plaintiffs to show easy but for causation that the pestering happens because of sex–some courts demand a presentation that the pestering was motivated by â€Å"gender animus.† (Franco Amatori, 1999, PP 78) Though proof of nonsexual bad behavior sometimes meets the causation hurdle–particularly, behavior that on its face reveals a disparaging approach toward women on the job–other nonsexual conduct of the kind that is so usually directed at women by their male coworkers fails to list as gender-based. Motivation for Change in Development Strategies If you asked this executive to name the single most important factor in change, he would undoubtedly give you the same answer as most managers: people. Business books, seminars, and workshops all reinforce the same message today. Whether you’re rightsizing, restructuring, reengineering, or retooling, you must focus on the people side of change. Without the support and participation of a highly motivated workforce, organizational change is simply much too difficult to carry out successfully. Yet despite the widespread acceptance of this management precept, people problems still abound whenever organizations undertake change. Studies show conclusively, for example, that any time a restructuring is announced, turnover increases, on-the-job accidents rise, mistakes and errors multiply, and absenteeism skyrockets. No matter how well managers explain the business imperatives behind change, or how much effort they invest in formulating a new vision and communicating new corporate objectives, people react to change in negative ways and often resist it. Even when organizations are able to effectively mobilize their people in the early stages of a change effort, it’s not uncommon for people problems to surface somewhere down the road. In a recent guide to reengineering, for example, the consultants who authored the book describe a common syndrome that they call the â€Å"Terrible Twos.† After an initial period of improvement that may last up to two years, they say, performance indicators in organizations that reengineer often show movement in the opposite direction: morale slumps, turnover goes up, and productivity and quality gains disappear. In some cases, these organizations actually end up worse off than they started because they lose many of the people in whose retraining they invested so much. If the managers who lead change are really focusing on their people, why does this happen? Why do people problems consistently undermine the effectiveness of change efforts? There are two possible explanations. One is that managers pay lip service to the people side of change but in reality ignores it. This may be the case in organizations where managers lack the skills or inclination to deal with difficult people problems. In these companies, managers concentrate on the aspects of change that they feel most competent to handle namely; structural, technical, or strategic change issues while sidestepping people problems or delegating them downward, thereby forever establishing them as a lower management priority. Though the number of these managers may be considerable, there are also plenty of managers who do focus on the people side of change and still experience motivation and performance problems. What are they doing wrong? Though many of them work proactively to prevent people problems during change, what they do in most cases is insufficient to deal with the motivation and performance problems that change can cause (Daniel Denison, 2001, PP 37). Additional training, increased communication, and greater participation are a few of the standard approaches that are used to manage the people side of change. But while these strategies may be beneficial in helping people adjust to new work environments (and may even send the welcome message that managers are concerned about their people), they fail to address the one aspect of change that is consistently overlooked: how people react to change emotionally. And it is the emotions of change that are the key to motivation and performance whenever organizations attempt to change. How Emotions Impact Change Organizational change is not just about work processes, information systems, corporate structures, or business strategies. It’s also about what people feel and believe: their fears and anxieties, their dreams and ambitions, their hopes and expectations. And these feelings and beliefs are so strong that they can make or break a change effort. All too often, however, managers remain unaware of what their people really feel during organizational change. And it’s not because they’re bad managers. Even in the best companies, where managers are expected to demonstrate strong interpersonal skills and understand what makes their people tick, it’s difficult for managers to accurately gauge the new emotional climate that change creates. Why are the emotions of change so difficult to read? Part of the reason is that change makes people react in complex, unpredictable, and sometimes contradictory ways. To please their managers, for example, employees will often demonstrate enthusiasm and excitement when a change is announced and may even feel those emotions. But what they fail to disclose are the negative feelings they experience at exactly the same time: skepticism about the need for change, sadness over the loss of established work relationships, anger at the way the change is handled, or self-doubts so severe that they interfere with the ability to work. When one of the best account representatives in BCS later recalled his initial reaction to the change, he surprised us with this frank admission: â€Å"When they announced the change, my basic feeling was, Can I really pull this off? Even though I’m a high achiever and it looked like a great opportunity, I felt insecure and wasn’t sure I could do it.† In another interview conducted during the same period, a manager remembered having similar emotions: â€Å"I felt a lot of anxiety about not having enough structure in my new job,† he confessed. â€Å"My greatest fear was that I wouldn’t succeed, that I wouldn’t reach quota, or that I’d fall to the bottom 25 percent of the pile.† (Daniel Denison, 2001. PP. 37) The Emotional Climate of Change †¢ Anger †¢ Fear †¢ Anxiety †¢ Hope †¢ Confusion †¢ Insecurity †¢ Disappointment †¢ Sadness †¢ Discomfort †¢ Self-doubt †¢ Excitement †¢ Skepticism Another characteristic response, we found, is that employees will approach a change attempt by a positive state of mind but then expand negative feelings as time goes on, experience an moving transformation that their managers stay unaware of. A year into the BCS reorganization, for instance, one sales manager made this comment throughout an interview: â€Å"The announcement of a new organization created a lot of excitement around here, and there was enthusiasm about starting†. Managing this â€Å"soft† side of change may be the hardest part of it and the area where managers most often fail. Though most managers are trained to deal with the â€Å"hard† stuff that change involves, few of them have the background, skills, or experience to manage the emotions of their people during times of change. As consultants Robert Shaw and A. Elise Walton state in the book Discontinuous Change, â€Å"Changing the soft part of organizational life requires a different set of change management techniques and greater sophistication on the part of change agents.† (Ashford, S.J., 1984, PP.370-398) Competitive Advantage The majority leading strategic management example in new years is known as the competitive strategies model. Moreover, demonstrate by Porter’s work, this approach addresses the subject of how firms fight inside their product markets. Porter recognized two competitive advantages that give a firm with a justifiable position: lower cost and separation. The lower cost advantage is distinct as the aptitude to more professionally design, manufacture, and deal out a similar product than the competition. Products by unique and superior value in terms of quality, features, and after-sales service are examples of the separation competitive advantage. Furthermore, pursuing one of these advantages will make a firm’s product or service sole, and is powerfully not compulsory so the firm is not â€Å"stuck in the middle† (Porter, 1991: 40), where, by pursuing together competitive advantages, neither is attain. Thus, there is an obvious disagreement among WCM and the competitive strategies example. The competitive strategies approach recognizes two competitive advantages, either of which can be winning, but only independently. Attempting to pursue concurrent competitive advantages will consequence in â€Å"strategic mediocrity,† except for firms in strange industry niches (Porter, 1991: 40). This appears to disagree with WCM’s intentional goal of at the same time achieving fineness on more than a few product attributes, or potential competitive advantages, to make a position that is especially hard to challenge. There is diverse theoretical, empirical, and anecdotal support in both the operations management and strategic management literatures that it is possible to simultaneously achieve lower cost and differentiation competitive advantages. However, these literatures have not acknowledged the contributions of each other. For example, the strategic management critics of Porter who have described simultaneous competitive advantages have not incorporated the contributions from the WCM approach. Also, the proponents of WCM have focused on operations issues and seldom described their advantages in a directly competitive context. Combined, these literature streams integrate knowledge of firm skills and practices with how the product competes, making a compelling argument for combining them in theory, teaching, and practice. The Relationship between Diversity and Organizational Change Given this association flanked by diversity and organizational change, the following assumptions direct the authors’ task of initiating a alter effort directed at enhancing variety at TRANWAY: The conceptualization of a alter effort, and even the meeting of data to expand a change procedure, does not guarantee a winning change result. Change is both perceptual and behavioral. It is a compass reading to a new way of thinking and the performance of a set of behaviors matching with that way of thinking. Organizational alter affects the manifold roles people assume: for instance, that of an individual by personal interests and goals; that of a member of a labor group with task obligations to complete; and that of a stakeholder of the community who is exaggerated by organizational decisions. Consequently, sensing an ensuing loss of control over their jobs, their routines, and their lives, the majority humans tend to react unenthusiastically to organizational change. This may be particularly true of non-minority individuals who regard labor force diversification as a form of change that is a threat to their power and/or progression in an organization. A change effort urbanized to get better an organization, including an effort heading for toward fostering variety, should focus on the person, not the group. It should give the individual with challenges, support, and credit in short, individualized thought. No doubt, any kind of organization, as one link in a network, is linked to additional organizational entities and subject to outside influences. Hence, studying endogenous organizational alter requires an attendant look at exogenous ecological forces. Communication is the procedure on which the start and preservation of an organizational change depends. Successful strategies are those that draw out cooperative communication between people as individuals, work group members, and community stakeholders. Such strategies endorse mutual and united change efforts all through all levels of the organization. Eventually, the achievement of any change attempt depends on how efficiently the strategy for and matter of the change is communicated to those who are the targets of change. The Role of Framing in Organizational Change Efforts No doubt, in organization development the change agents use words and actions to generate images and meanings that will center notice on the need for alter, to establish an environment receptive to the change attempt, and to encourage contribution in the strategies designed to attain it. As such, formative how a change attempt will be framed, or the symbolic acts used to communicate the change, becomes vital to the process of organizational change. Framing is basically a communication procedure a series of rhetorical strategies from side to side which interpretive schemes or frames of reference internal to individuals or organizations are obvious outwardly. Organizational members understand messages based on the organizational realism in which those messages are communicated. Organizations, though, consist of multiple, and frequently conflicting, frames of reference. Consequently, the framing or meanings of the mainly influential organizational actors become institutionalized as the organization’s reality during metaphors, structures, stories, rituals, policies, and other symbolic acts (Hamza Ates, 2004. PP. 33). However, organizational change is probable since new meanings can emerge during the development of communication strategies designed to give option frames or meanings. A focus on the use of communication to manage meaning becomes chiefly significant when attempting to conquer dissimilar frames of reference, dissimilar life experiences, and dissimilar personal and professional backgrounds, such as those found amongst individuals in an more and more diverse workforce. Framing organizational alter, then, is a communication process needy on the effectual use of language and actions. A General Aspect of Coercive Modes to Force Evolution A changing view of change Change is intrinsic in life and nature. Yet, we have only lately begun to study modify in our institutions with the intention of influencing its crash. Organization development, the regulation of focusing on organizational change, is still an up-and-coming science regardless of how long the term has been around. Fads and trial-and-error seem to control our labors to deal with the significant and enveloping phenomenon of OD (Frohman, A., 2002). We’re almost certainly more conscious of organizational change now than in the past since many of our benchmarks show a go faster rate of change. Take organizational long life. An organization listed by Srandard&Poor’s in 1920 could wait for to still be listed 65 years later. Nowadays, a company will be on the list a usual of 10 years. A young person inflowing the workforce today can anticipate to have an average of 12 dissimilar jobs by the time he or she is 40 years old (Raymond T. Butkus, 2001. PP. 68). Organization Transformation today an Assessment For many years into the present transformation campaign the Army or any organization has made extraordinary development toward realizing expert’s vision. This growth is due in great part to the information that campaign leaders have usually followed the stages laid out in the Leading Change model. Mechanisms of Kotter’s first six stages are obviously noticeable in the words and deeds of additional senior leaders. The Army Vision is extensively available for review; these leaders communicate its main message in nearly each talk they give or article they write. News releases frequently explain the latest advances and achievement by the SBCT and inside additional areas of the Transformation procedure. And yet, Transformation has not been with no its share of critics, challenges, and setbacks. Just as the optimistic results can be traced to devotion to the model, the reasons for these criticisms and setbacks can also be traced to failures to adhere intimately sufficient to Kotter’s principles (Frohman, A., 2002). As other senior leaders have effort hard to establish a sense of importance regarding Transformation all through the Force, they have not been totally effectual at removing sources of satisfaction. Certain senior leaders, both inside the Army or any organization and elsewhere inside the Department of Defense, agree in principle with the need for â€Å"transformation,† but not the exact â€Å"Army Transformation† at present underway. Meanwhile, too many mid-grade officers (Major through Colonel) continue to question the real necessity for such change in the first place. In both cases, people appear to be waiting only for Shinseki’s departure for the Transformation wheels to start coming off (Raymond T. Butkus, 2001. PP. 68). Recommendations for Further Research Throughout the behavior of this research, a number of extra areas commendable of additional study emerged. Detailed reading concerning the attitudes of field-grade officers in the direction of the existing Transformation campaign would likely shed extra light on existing cynicism in the middle of this population and offer improved recommendations for how to most excellent communicate the Transformation dream to this audience. Historical study regarding the impact of â€Å"crisis† on main change proposal might permit a more detailed appraisal of beginning this Transformation in a time of relative harmony and calm, rather than crisis and chaos. Do winning transformations need a constituent of crisis? (Collins, 2000) A further area of study would engage analyzing the leadership training offer to SBCT leaders and determining how to best be relevant that training to leaders all through the field, as well as how to further improve the existing training in order to meet extra requirements expected of purpose Force leaders(Morris, J., 2001). Conclusion This research try attempted to border Army or any organization transformation in terms of an conventional business transform model by using historical case study instance from previous Army modify efforts to show how Kotter’s model can be practical. After rising a series of relevant research questions and demeanor an widespread literature review into the areas of organizational change and leadership, historical Army transformation labors, and today’s Army transformation proposal, the researcher contrast past and current practices to the hypothetical model in order to review significance and applicability. The final section of the thesis outlines conclusions based on this contrast and offers suggestion regarding how the transform model can be applied to additional improve the Army’s organizational change attempt. In attempting to decide the merits of applying a precise organizational transform model to the Army’s continuing Transformation movement, the researcher required to comprehend that change model both in its original business organization background and against the backdrop of manifold military case studies. Having experiential frequent parallels among the Kotter model and winning military transformations in the past, the researcher then effort to assess the present Transformation proposal in light of Kotter’s model and present recommendations for how to further get better Army Transformation. Noting an additional resemblance among certain elements of the model and the doctrinal idea of â€Å"Mission Command,† the researcher tinted the importance of continued and expanded education regarding Transformation, along with a require to review, purify, and re-emphasize the existing vision and sense of importance associated with it. The researcher also noted the existing challenges inherent in Transformation given that the essential guiding and supporting coalitions are still not completely in place. Conceptualizing, preparation, and acting in ways that mainly parallel Kotter’s model for Leading Change has certainly add to the important success of the Transformation movement so far. The true test of achievement, though, has not yet occurred; nor will it be fully assess for years to come. With its own history and a pertinent theoretical model as guides, though, and excellence leaders and people to interpret concepts into realism, the Service has all the right tools to pass that test. Can the Army get better on its Transformation movement and finally anchor long-term transform in its culture, in the middle of its people? The answer, certainly, is yes by adopting an attuned version of the Kotter model and ongoing to focus on preparing its leaders of all levels for the hard but in the end satisfying work that is â€Å"Leading Change.†   (Whittington, R., 2004).    References Articles Joseph A. Kinney, Dennis L. Johnson, John B. Kiehlbauch, 2004, Break the Cycle of Violence. Magazine Title: Security Management. Volume: 38. Issue: 2. Publication Date: February 2004. Page Number: 24. Michael H. Schuster, Steve Weidman, 2006, Organizational Change in Union Settings: Labor-Management Partnerships the Past and the Future. Journal Title: Human Resource Planning. Volume: 29. Issue: 1. Page Number: 45. Patricia A. Mclagan, 2002, Change Leadership Today: Challenges Abound, but You Have the Power to Make Change Work for You and Your Organization. Magazine Title: T&D. Volume: 56. Issue: 11. Page Number: 26. Vicki Schultz, 1998, Reconceptualizing Sexual Harassment. Journal Title: Yale Law Journal. Volume: 107. Issue: 6. Page Number: 1683-1805. Franco Amatori, 1999, European Business: New Strategies, Old Structures. Magazine Title: Foreign Policy. Issue: 115. Page Number: 78. Barbara B. Flynn, E. James Flynn, 2001, Achieving Simultaneous Cost and Differentiation Competitive Advantages through Continuous Improvement: World Class Manufacturing as a Competitive Strategy. Journal Title: Journal of Managerial Issues. Volume: 8. Issue: 3. Page Number: 360. Kimberly Jensen, 2005, a Base Hospital Is Not a Coney Island Dance Hall: American Women Nurses, Hostile Work Environment, and Military Rank in the First World War. Journal Title: Frontiers – A Journal of Women’s Studies. Volume: 26. Issue: 2. Page Number: 206. Hamza Ates, 2004, Management as an Agent of Cultural Change in the Turkish Public Sector. Journal Title: Journal of Public Administration Research and Theory. Volume: 14. Issue: 1. Page Number: 33. Books Daniel Denison, 2001, Managing Organizational Change in Transition Economies. Contributors: Publisher: Lawrence Erlbaum Associates. Place of Publication: Mahwah, NJ. Publication Year: 2001. Page Number: 37. Daniel Denison, 2001, Managing Organizational Change in Transition Economies. Contributors: Publisher: Lawrence Erlbaum Associates. Place of Publication: Mahwah, NJ. Publication Year: 2001. Page Number: 37. Raymond T. Butkus, Thad B. Green, Motivation, 2001, Beliefs and Organizational Transformation. Publisher: Quorum Books. Place of Publication: Westport, CT. Publication Year: 2001. Page Number: 68. Journals Ashford, S.J., and L. L. Cummings. 1984. â€Å"FeedbaCk as an Individual Resource: Personal Strategies of Creating Information.† Organizational Behavior and Human Performance 32: 370-398. Barney, J. B. 2001. â€Å"Firm Resources and Sustained Competitive Advantage.† Journal of Management 17:99-120. Druckman, D., Singer, J., and Van Cott, H. (eds.), Enhancing Organizational Performance, 1997 Collins, P., G. Hage, and F. Hull. 2000. â€Å"Organizational and Technological Predictors of Change in Automaticity.† Academy of Management Journal 31: 512545. Frohman, A., â€Å"Igniting Organizational Change From Below: The Power of Personal Initiative,† Organizational Dynamics, 2002. Kotter, John P. 1996. Leading Change. Boston: Harvard Business School Press. Morris, J., Cascio, W., and Young, C., â€Å"Downsizing after All These Years: Questions and Answers about Who Did It, How Many Did It, and Who Benefited From It,† Organizational Dynamics, 2001 Passmore, W., and Woodman, R. (eds.), Research in Organizational Change and Development, 2001 Pettigrew, A., Massini, S., and Numagami, T., â€Å"Innovative Forms of Organizing in Europe and Japan,† European Management Journal, 2000 Walston, S., Bogue, R., and Schwartz, M., â€Å"The Effects of Reengineering: Fad or Competitive Factor,† Journal of Healthcare Management, 1999 Whittington, R., Pettigrew, A., Peck, S., Fenton, E., and Conyon, M., â€Å"Change and Complementarities in the New Competitive Landscape: A European Panel Study, 1992-1996,† Organization Science, 2004.

Macbeth was doomed by fate or by a flaw in his character Essay

In the play â€Å"Macbeth† by William Shakespeare, it is very controversial whether or not Macbeth was doomed by fate or by a flaw in his character. It could be argued that Macbeth was doomed both by fate and by a flaw in his character. On one hand, the role of the witches influence could be regarded as a major external force that exploited Macbeth’s character flaws. However, on the other hand, Macbeth’s ambitious nature and greed for power was the flaw in his character that ultimately led to his downfall. The extent to which Macbeths downfall is determined by fate or a flaw in his character will be discussed. It could be argued that it was fate that lead Macbeth to his doom. The role of his chance meeting with the witches was instrumental in influencing Macbeth’s decision making. On a eerie night, Macbeth was told three prophesies by the witches, â€Å"_All hail, Macbeth! Hail to thee, Thane of Glamis! All hail, Macbeth, hail to thee, Thane of Cawdor! All hail, Macbeth, thou shalt be king hereafter.†_ Macbeth did not question the accuracy of the prophecies, which he believed were preordained because in Elizabethan times, it was believed that witches could see into the future, kill their enemies and make themselves invisible. Everyone believed that the witches could see the future, and this led Macbeth to the idea of killing Duncan once he had listened to the prophecy that he would become King of Scotland. Macbeth thought, _†If chance will have me king, why, chance may crown me without my stir.†_ An interpretation of this quote according to Macbeth could be, if fate wanted him to be king, perhaps fate would just make it happen and he wouldn’t have to do anything. Consequently, Macbeth was lead to fate through the prophecies of the witches, but by trying to master fate, his ambitious nature and greed for power was the flaw in his character that ultimately led to his downfall. Macbeth is not doomed by fate, but by a flaw in his character. This flaw can be viewed as the way he let his ambitions take over and cloud his morality. At his first taste of power, his ambition takes over and he is craving for more. Since Duncan is already King, the only way for Macbeth to fulfil his  desire is to kill him. Macbeth admits that he has to kill Duncan and ultimately his own ambition drives him to decide to kill the King. _†I have no spur to prick the sides of my intent, but only vaulting ambition, which o’erleaps itself and falls on the other.†_ This is proving that Macbeth was prepared to kill anyone who was at risk to undermine his seat on Scotland’s throne. Macbeth blurred his good judgement and sacrificed his morals to achieve his goal, to become king. Macbeth put his own desire before the good of his country and in the end it is destroyed by his ambition. Therefore, Macbeth’s ambition and greed for power was not caused by fate, b ut by a flaw in his character that he is responsible due to his corrupt actions. Macbeth’s ambition went to all lengths to become kind of Scotland, that despite the influences, Macbeth was still responsible for his own actions. The witches told Macbeth his three prophecies; they forced nothing, just simply presented facts that influenced Macbeth to act. Macbeth interpreted the words and actions to make the prophecies come true. The witches gave Macbeth a fake sense of security and it is his tragic flaws that brought him upon his downfall. After Macbeth was told the prophecies, he said to himself _†My thought, whose murder yet is but fantastical, Shakes so my single state of man that function.Is smother’d in surmise, and nothing is. But what is not.†_ The witches’ prophesy awakens within Macbeth a murderous ambition that was there all along. Lady Macbeth is the driving force that encourages Macbeth to overcome his sense of guilt and take action on the prophecies. Lady Macbeth manipulated Macbeth into murder by saying _†When you durst do it, then you were a man†_ An interpretation of this quote according to Lady Macbeth could be, he was more of a man when he dared to commit the murder, and recognizes that his ambition to commit the murder and claim the throne are attractive and manly to her. Lady Macbeth was a huge influence to Macbeths corruptions, for instance she says, † A little water clears us of this deed.† Meaning she is literally washing her hands of with murder. Even though Lady Macbeth was a huge influence, Macbeth was the one who held the dagger. As a consequence of Macbeth’s actions, it was his ambition and greed for power that ultimately led to his downfall. Even in consideration of external forces such as manipulations of Lady  Macbeth and prophecies of the witches, Macbeth decided his own fate through his actions. His morality was weak and he was self-centered. Consequently, Macbeth ambition and greed for power was the flaw in his character that ultimately led to his downfall.

Analysis of Knowledge Management Models

Analysis of Knowledge Management Models Introduction Knowledge management is a critical aspect that is greatly considered by individuals working in organisations and whose roles mainly entail the gathering of information, documents, as well as professional experiences and general understanding at the corporate level.Advertising We will write a custom essay sample on Analysis of Knowledge Management Models specifically for you for only $16.05 $11/page Learn More Nonaka and Takeuchi have contributed immensely towards the understanding of this area, providing contributions to help in the understanding of the dynamic character of knowledge creation together with the management of related processes effectively (Glisby Holden, 2003, p. 29). The particular models by these gurus involve a combination of a continuous process that eventually leads to knowledge creation. This paper seeks to evaluate the two models proposed by the two experts, the SECI model and the â€Å"Ba† model, also known as the Shared Context of Knowledge Creation model (Choo Neto, 2010, p. 592). The evaluation is done mainly by critiquing, comparing, and drawing contrasts of the models. The paper also highlights a realistic example about how one of the models is implemented in the industry for the purposes of knowledge management. The SECI Model The SECI model, which means Socialisation, Externalisation, Combination, and Internationalisation, was proposed jointly by Ikujiro Nonaka and Hirakata Takeuvuchi. It suggests that knowledge is created through four significant steps of sharing and creating, articulation, systemising and applying, as well as learning and acquiring (Li Gao, 2003, p. 6). Thus, according to this model, the sharing and creation of tacit or unstated knowledge occurs by direct experience. People gain knowledge from each other as they socialise or interact directly. The externalisation or articulation of the tacit knowledge occurs by way of dialogue, as well as reflection. As people comm unicate with each other, their tacit knowledge is comprehended by others. In this case, their tacit knowledge transforms into what is regarded as explicit or unambiguous knowledge (Nonaka, Toyama, 2003, p. 2).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More On the other hand, combination occurs after externalisation, where outside information and knowledge are combined in a systematic way before being applied in the organisation. Finally, the internalisation stage refers to the actual learning. In other words, it means that the knowledge already acquired is being transformed into plain knowledge (Bratianu Orzea, 2010, p. 41). Nonaka’s idea of categorising knowledge as either tacit or explicit equally contributes towards explaining the effectiveness of the SECI model further. In a bid to differentiate between the two, Nonaka speaks about tacit knowledge as being highly per sonal and difficult to personalise. Therefore, inasmuch as tacit knowledge may remain contained in an individual’s brain, it is very difficult for the person to share or describe it to others (Song, Uhm, Yoon, 2011, p. 243). He, on the other hand, describes explicit knowledge as representing the rational content of an individual’s knowledge. Unlike tacit knowledge, explicit knowledge is easily explainable and expressible. The actual conversion of knowledge from tacit to explicit is what creates organisational knowledge. Criticism Nonaka only ends up blurring the distinction between groups and individuals by assuming that knowledge dynamics are explainable in four basic processes, including socialisation, externalisation, together with combination and internalisation. Converting knowledge from tacit to explicit form is a process that takes place within an individual, at least according to epistemology. In other words, Nonaka’s explanation to the effect that the process is developed between a particular person’s tacit knowledge and another’s explicit knowledge is meaningless. It is only possible for knowledge conversion to occur either from tacit to tacit or explicit to explicit between two individuals (Bratianu, 2010, p. 195). If the model’s explanation would consider only two people, then it would be more understandable. However, as per the model’s explanation, it appears Nonaka is also considering groups or teams in the organisation in his explanation, thereby making it difficult to demonstrate or explain the concept. As Bratianu (2010, p. 195) points out, the main challenge here is the sequential interplay that exists between group processes, on the one hand, and the strictly individual processes, on the other hand.Advertising We will write a custom essay sample on Analysis of Knowledge Management Models specifically for you for only $16.05 $11/page Learn More According to Bereiter ( 2002, p. 176), the SECI model bases its ideas and general foundation on folk epistemology, which considers individual minds as having unformed knowledge. Thus, according to Nonaka, this unformed knowledge needs to be projected into the external world. However, in the real sense, this approach as seems to be suggested by Nonaka hinders any endeavour to offer a model or theory about knowledge creation. Bereiter (2002, p. 176), therefore, argues strongly against the theory, particularly owing to its failure to be relied upon in business as a theory, as well as a practical concept. From a personal standpoint, having considered Nonaka’s proposal regarding knowledge conversion, it is evident that it misses a point on practicality in the real sense. For instance, he argues that knowledge conversion starts with socialisation; that is, tacit acquirement of unstated knowledge of individuals who lack it from those who have it (Holden Von Kortzfleisch, 2004, p. 127). Conversely, there i s the practicality of the knowledge that is possessed by individuals in a firm. This knowledge is ingrained in the individuals’ bodies. It is involved in a certain environment. In essence, it is unrealistic to state when individuals are asked to illustrate how they undertake their activities. It is often difficult for anybody to suggest or explain it in words. Another setback in the SECI prototype is that it does not encompass cultural issues. Nonaka has failed to discuss the manner in which knowledge conversion can be undertaken in a team or an organisation with cultural diversity in detail. It is prudent to point out that very few organisations in today’s world have homogeneity. Many organisations are including people drawn from different backgrounds and cultures and based on their experience and education to achieve a competitive edge in a world that is highly competitive (Holden Von Kortzfleisch, 2004). The â€Å"Ba† Model (Shared Context of Knowledge Creat ion) Professor Nonaka further developed the ‘Ba† model, which was initially proposed by other philosophers from Japan. This theory is founded on the thought that ba is a shared space that offers knowledge creation foundation (Nonaka, Toyama, Byosiere, 2001, p. 499). The shared space in this scenario could mean an office, a virtual platform such as an email or teleconferencing, as well as mental aspects such as ideas and experiences. It could also extend to imply a combination of the two aspects.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More There are 4 types of â€Å"Ba† that are synonymous to the 4 aspects that form the SECI model. Collectively, the four types of ba provide a basis upon which particular steps can take place within the process of knowledge spiral. Every â€Å"ba† is meant to oversee a given conversion process. This, eventually, accelerates the process of formulating knowledge. Nonaka’s proposal of the four Ba’s includes the originating Ba, Interacting Ba, Cyber Ba, as well as Exercising Ba. Criticism According to their definition of Ba, Nonaka, Toyama, and Byosiere (2001, p. 499) consider it as a perspective whereupon the sharing of knowledge occurs. Further, they also consider it as a perspective for creating and putting the information into use, with the main basis of the model being the fact that knowledge has to rely on a context for it to exist. However, this definition contradicts the whole idea of the model’s description because it suggests that the knowledge b eing referenced relates strongly to a particular cultural context, as well as a given material. It goes beyond the consideration of knowledge being a personal belief as has been proposed earlier on. The argument that a person’s knowledge can be shared is a source of criticism against the model. This mainly happens in the case where one is involved in Ba. Nonaka, Toyama, and Byosiere (2001, p. 499) create an even bigger ambiguity when they refer to Ba as an interface, implying that Ba is no longer a physical space as had been suggested earlier. It also does not refer anymore to people having knowledge. Instead, the description portrays it as knowledge in its own standing. Comparison of SECI and â€Å"Ba† Models Both SECI and ‘Ba’ models suggest four aspects that correspond to each other. The Socialisation in SECI model is represented by the Originating ‘Ba’, which implies love, emerging care, commitment, and trust. The second mode in SECI model , Externalisation, is represented by the Interacting ‘Ba’ in the Ba model. It reflects the sharing of, as well as being aware of the mental models of an individual. It also takes into account the extensive dialogue occurring between peers and the extensive application of metaphors for purposes of enhancing understanding (Magnier-Watanabe, Benton Senoo, 2011, p. 17). The third mode in SECI, Correspondence, reflects on â€Å"Ba’s† third aspect referred to as Cyber ‘Ba†. This takes into consideration the interaction place in the virtual world rather than real space with time (Bernius, 2010, p. 583). Finally, the fourth mode as proposed in the SECI model, Internalisation, reflects on the Exercising ‘Ba’ aspect in the Ba model. This is the concept of supporting and changing explicit knowledge to knowledge that is tacit in nature. It depends upon the use of action during learning. Contrasting the Two Models Both models proposed by Nonak a and Takeuchi describe combination and internalisation as comprising of several activities that are, nonetheless, distinct. In particular, two activities of reading and writing make up both processes. These activities are disparate and not clearly understood in terms of what makes them be considered as internalisation or a combination. Nonaka and Takeuchi do not make their principle clear, even through suggested examples (Magnier-Watanabe, Benton Senoo, 2011, p. 20). This overly implies deficiency in conceptual clarity. In the SECI model, the argument upheld by the two proponents is that tacit knowledge forms the basis of any new knowledge. However, what the models fail to explain clearly is the fact that knowledge conversion ought to start from socialisation. Further, the argument suggests that tacit knowledge also comes about as a result of internalisation (Nonaka Toyama, 2003, p. 2). From this point of view, it can be argued that knowledge creation may also result from creativ e production of explicit knowledge given that reading and writing form a critical aspect of tacit knowledge formation. This is also referred to as ‘combination’, according to the two models. Basing on the same argument, externalisation could equally form part of a starting point because all that is needed is what is known as ‘source’ activity or the associated tacit knowledge, which is already in existence. It is critical to point out that Nonaka evidently proposed only two approaches through which knowledge is converted. These are tacit to explicit mode and explicit to tacit mode (Nonaka Toyama, 2003, p. 2). Socialisation deals with how people obtain knowledge that is tacit in nature. On the other hand, combination is the aspect of impacting knowledge that is explicit in nature. The containers in this case could either be people, computers, or documents. The challenges that have been enumerated about the models are an indicator of a more serious problem i n the conceptual model proposed by Nonaka. Application of SECI Model in the Industry One of the most significant incidents highlighting the application of the SECI model in the industry reflects on the performance of Apple Inc, which today is regarded as one of the best and leading IT companies in the world. In particular, Apple owes its growth and successful business practices to the tacit knowledge of its former chief executive officer, the late Steve Jobs (Buono Poulfeit, 2005, p. 314). Virtually all the product ideas from Apple Inc. that today reign in the IT market, such as the iPod and iPhone, were propped up by Jobs ahead of other rival firms in the IT industry. Although he was in the top management of the firm, Steve Jobs shared his tacit knowledge with the rest of the company’s staff, including fellow managers and engineers, to turn his mental ideas into real products. As Nonaka, Reimoeller, and Senoo (2000, p. 90) point out, tacit knowledge is not measurable, but i t depends mainly on an individual’s experience gained over time. Jobs had both tacit and explicit knowledge, having rejoined Apple as a manager after several years of working in different IT projects. The externalisation of the tacit knowledge contained in Jobs brain mainly occurred through the brainstorming meetings that he attended with the rest of his colleagues in the firm. Jobs is also renowned for having authored his numerous experiences that were read and shared amongst the members of the organisation (Buono Poulfeit, 2005, p. 314). Conclusion Nonaka and Takeuchi have provided immense breakthrough in the area of organisational knowledge management through their proposed models. The SECI model comprises of four modes, which Nonaka explains as critical in managing knowledge. They include socialisation between individuals with knowledge and those lacking it, externalisation, combination, and internalisation. The knowledge management model also introduces two definitions of knowledge; tacit and explicit knowledge. The former refers to knowledge or ideas that are contained in one’s brain, but which are immeasurable. On the other hand, explicit knowledge is measurable and can be explained by an individual. Another model suggested by the gurus is known as the â€Å"Ba† model, or the Shared Context of Knowledge Creation model. Like the SECI model, it also comprises of four aspects that Nonaka describes as originating Ba, Interacting Ba, Cyber Ba, as well as Exercising Ba. The four Ba’s correspond to SECI’s Socialisation, Externalisation, Combination, and Internalisation respectively. Apple Inc. is one of the firms that highlight the application of the SECI model explicitly. Under Steve Jobs as its manager, Apple made significant business strides because of the tacit and explicit knowledge that he brought with him on board. List of References Bereiter, C 2002, Education and mind in the knowledge age, Erlbaum, London Bernius, S 2010, ‘The impact of open access on the management of scientific knowledge’, Online Information Review, vol. 34, no. 4, pp. 583-603. Bratianu, C 2010, ‘A critical analysis of Nonakas model of knowledge dynamics’, Electronic Journal of Knowledge Management, vol. 8, no. 2, pp. 193-200. Bratianu, C, Orzea, I 2010, ‘Organizational knowledge creation’, Management Marketing, vol. 5, no. 3, pp. 41-62. Buono, AF Poulfeit, F 2005, Challenges and issues in knowledge management, Information Age Publishing, New York, NY Choo, CW, Neto, RCDA, 2010, ‘Beyond the Ba: managing enabling contexts in knowledge organizations’, Journal of Knowledge Management, vol. 14, no. 4, pp. 592-610. Glisby, M, Holden, N. 2003, ‘Contextual constraints in knowledge management theory: the cultural embeddedness of Nonakas knowledge-creating company’, Knowledge and Process Management, vol. 10, no. 1, pp. 29-36. Holden, NJ, Von Kortzfleisch, HFO 2004 , ‘Why cross-cultural knowledge transfer is a form of translation in more ways than you think’, Knowledge and Process Management, vol. 11, no. 2, pp. 127-137 Li, M, Gao, F 2003, ‘Why Nonaka highlights tacit knowledge: A critical review’, Journal of Knowledge Management, vol. 7, no. 4, pp. 6-14. Magnier-watanabe, R, Benton, C, Senoo, D 2011, ‘A study of knowledge management enablers across countries’, Knowledge Management Research Practice, vol. 9, no. 1, pp. 17-28. Nonaka, I, Toyama, R 2003, ‘The knowledge-creating theory revisited: knowledge creation as a synthesizing process’, Knowledge Management Research Practice, vol. 1, no. 1, pp. 2-10. Nonaka, I, Reimoller, P, Senoo, D, 2000, â€Å"Integrated IT systems to capitalize on market knowledge†, In Krogh G, Nonaka I, Nishiguchi T (eds.), Knowledge creation: A source of value, MacMillan Press Ltd, London, pp. 89–109. Nonaka, I, Toyama, R, Byosiere, PH 2001, â⠂¬Å"A theory of organizational knowledge creation: understanding the dynamic process of creating knowledge†, In Dierkes, M, Antal, AB, Child, J, Nonaka, I (eds.), Handbook of organizational learning and knowledge, pp.487-491, Oxford University Press, Oxford Nonaka, T, Toyama, R, Nagata, A 2000, ‘A firm as a knowledge creating entity: a new perspective on the theory of the firm’, Industrial and Corporate Change, vol. 9 pp. 1-20. Song, JH, Uhm, D, Yoon, SW 2011, ‘Organizational knowledge creation practice’, Leadership Organization Development Journal, vol. 32, no. 3, pp. 243-259.

Forest Succession Stages and Maturity

Forest Succession Stages and Maturity Successional changes in plant communities were recognized and described well before the 20th century. Frederick E. Clements observations were developed into theory while he created the original vocabulary and published the first scientific explanation for the process of succession in his book, Plant Succession: An Analysis of the Development of Vegetation. It is very interesting to note that sixty years earlier, Henry David Thoreau described forest succession for the first time in his book, The Succession of Forest Trees. Plant Succession Trees play a major role in creating terrestrial plant cover when conditions develop to the point where some bare-ground and soil is present. Trees grow alongside grasses, herbs, ferns, and shrubs and compete with these species for future plant community replacement and their own survival as a species. The process of that race toward a stable, mature, climax plant community is called succession which follows a successional pathway and each major step reached along the way is called a new seral stage. Primary succession typically occurs very slowly when site conditions are unfriendly to most plants but where a few unique plant species can catch, hold, and thrive. Trees are not often present under these initial harsh conditions. Plants and animals resilient enough to first colonize such sites are the base community that kick starts the complex development of soil and refines the local climate. Site examples of this would be rocks and cliffs, dunes, glacial till, and volcanic ash. Both primary and secondary sites in initial succession are characterized by full exposure to the sun, violent fluctuations in temperatures, and rapid changes in moisture conditions. Only the hardiest of organisms can adapt at first. Secondary succession tends to happen most often on abandoned fields, dirt, and gravel fills, roadside cuts, and after poor logging practices where disturbance has occurred. It can also start very rapidly where the existing community is completely destroyed by fire, flood, wind, or destructive pests. Clements defines the succession mechanism as a process involving several phases when on completion is called a sere. These phases are: 1.) Development of a bare site called Nudism; 2.) Introduction of living regenerative plant material called Migration; 3.) Establishment of vegetative growth called Ecesis; 4.) Plant competition for space, light, and nutrients called Competition; 5.) Plant community changes that affect the habitat called Reaction; 6.) Final development of a climax community called Stabilization. Forest Succession in More Detail Forest succession is considered a secondary succession in most field biology and forest ecology texts but also has its own particular vocabulary. The forest process follows a timeline of tree species replacement and in this order: from pioneer seedlings and saplings to transition forest to young growth forest to mature forest to old growth forest. Foresters generally manage stands of trees that are developing as part of a secondary succession. The most important tree species in terms of economic value are a part of one of several serial stages below the climax. It is, therefore, important that a forester manage his forest by controlling the tendency of that community to move toward a climax species forest. As presented in the forestry text, Principles of Silviculture, Second Edition, foresters use silvicultural practices to maintain the stands in the seral stage that meets societys objectives most closely.

Why “follow your passion” is bad advice

Why â€Å"follow your passion† is bad advice â€Å"Do what you love†Ã¢â‚¬ ¦ that’s the dream, right? Everyone fantasizes at some point about quitting their day job and going full-time after something they already love to do, whether it’s a hobby or a secret passion. Steve Jobs once famously said, â€Å"The only way to do great work is to love what you do.† So what could possibly be the drawback of making your passion your career? 6 reasons passion shouldn’t drive your career1. Not everyone has a passionIf you feel like you should be pursuing something you’re passionate about in order to feel fulfilled, that presents an immediate question: what is your passion, anyway? For some, it’s an easy answer. For others, not so much. If â€Å"do what you love† sounds more like a command and less like an opportunity, then that pressure may lead you to do something just for the sake of doing it- not because it’s the right path.It’s totally okay to keep your passion as a free-time activity. It’s also okay to have a lot of different interests instead of one driving passion. Not everyone feels a calling to do one particular thing, forever and ever.2. Passion might not pay the billsYour career is about the life you want to create for yourself- it’s a comprehensive picture. For most people, that includes long-term stability for themselves and/or their families. Pursuing your lifelong love of being a performing accordionist may sound appealing now, but what’s your strategy for the long haul? If you can’t plan how your passion path will be sustainable as a career and not just a temporary choice, then it’s probably not the best professional option.3. Pursuing your passion may not solve your problemsFollowing your passion may seem extra appealing for a lot of reasons: stress at work, boredom, and general life malaise are a few. But even if you mar ch into your boss’s office and hand in your resignation tomorrow, that doesn’t mean your life will be magically happier or more fulfilling. Before you consider making any big life change, it’s important to think about why you’re making the choice, and what (realistically) you will achieve by doing it.4. Making a career out of a passion can blur boundariesIf you love to do, say, stand-up comedy on nights and weekends, but keep it entirely separate from your day job as a nursing assistant, that might not be a bad thing. If you make your passion your career, that means you’re going to be spending a lot of time on and off the clock thinking about it, doing it, and engaging with it. There’s definitely something to be said about setting work-life boundaries and keeping a balance.And it could be that comedy is a great release for your work stress or daily routine, but wouldn’t be as fun when you’re not only doing it all the time, but also need to focus on making it pay the bills. Will you love doing this as much when it’s your main source of income and you’re doing it every day?5. What we love may not be what we’re strongest at doingFact of life: sometimes our passions don’t line up with our skills. For example: I love to bake. I’m decent at it, but definitely don’t have the skills or infrastructure to do it professionally. And although sometimes I think about what it would be like to quit my office job and bake cookies full-time, I’ve made peace with the fact that my most marketable professional skills are geared toward jobs outside the kitchen.What we love to do and what we’re trained/educated/great at doing may not be the same thing at all. So when someone tells you to follow your passion as a career, there’s a significant risk that what we love to do on an amateur level just may not be a strong choice for going pro.6. Even passion projects require a planâ€Å"Follow your passion† is very vague. The logistics of your new passion career are probably not. For example, would your new business require you to get additional education or certification if you were to go pro? What kind of connections would you need to dig up employment opportunities in your passion field? There’s a very good chance that elevating a passion to a career would involve starting over in many different ways, so be prepared to plan it out beyond â€Å"I really like doing this, therefore I should do it full-time.†Making a personal passion into a career sounds like great, life-affirming advice- and it can be. But in many cases, it’s just not feasible or sustainable. So before you follow your bliss, consider all aspects of your hot new career path. And remember: there’s no shame in doing a job that may not inspire an all-consuming passion. If you’re doing work that challenges you and helps you fulfill your goals, you’re already doing pretty well!

The death penalty and its violation of the Eighth Amendment of the US Research Paper

The death penalty and its violation of the Eighth Amendment of the US Constitution - Research Paper Example As a form of punishment, some justice systems death penalty punishes a collective number of capital offenders who are guilty. Whereas, the definition of capital offenders differs, many offenders who are guilty of taking the life of others fall into the category of capital offenders. Despite that fact that capital offenders attract capital judgment decisions such as the death penalty, there are strong arguments that people have raised against this practice. Some people view that the death penalty is barbaric, expensive, and executed in an arbitrary way. Some people also cite death penalty as a cause of psychological burden to the executers, prone to errors, and a mark of death and not life. Death penalty also causes sorrow to the families of victims, create unfairness, and fails as deterrence. With better ways of punishing capital offenders, there are many reasons justice systems should stop practicing death penalty, but employ other humane alternatives. Discussion Death penalty is a barbaric act of punishing capital offenders as compared to other options like life imprisonment (Banner 169). The practice of the death penalty is a cruel form of ending the life of capital offenders, because justice systems take their life with no thought about it. Today, it is true that the death penalty has evolved from severe brutality to more decent forms of taking the life of those sentenced to death. However, that notion that justice systems can end the life of a capital offender makes the practice brutal and barbaric. Some decades ago, this practice was a key attraction for all people in society, particular those who were interested in seeing others being shot or hanged. Despite the public attention to such events, the practice still displays the brutality that offenders receive when justice systems subjects them to this practice. With the society embracing a peaceful society where brutality is outdated, there are many reasons why justice systems should abolish the death pen alty. Indeed, the end of the death penalty will indicate the lack of brutality in justice systems and a willingness to end brutal indicates an approach aimed at providing justice. The practice of the death penalty cost justice systems needs a lot of money as compared to other forms of punishments (Ann 7). Justice systems that practice the death penalty always follow a long and stringent process to verify that suspects for capital crimes are genuinely guilty or not. The process of determining whether capital offenders are guilty or not often takes a long time and involves many jurors or lawyers working on the case. As a result, the entire process become expansive and a significant vote head that requires excessive fund (Pojman and Reiman 62). The cost of delivering capital punishment is a source of the extra burden to justice systems that may be grappling with limited funds to address their needs (Death Row in Pennsylvania 14). With more States looking for ways of saving on cost, end ing capital punishments remains as one of the best options to reduce the cost of this capital punishment. In addition, ending capital punishment will also reduce the cost that families of offenders who have to contend with while hoping for the release of the loved ones Death penalty is a significant cause of psychological burden that

The Marketing Planning of L'Oreal Organisation Essay

The Marketing Planning of L'Oreal Organisation - Essay Example This research will begin with the statement that L’Oreal Group is a leading company that markets a wide range of cosmetic products. The corporate products are sub divided-well in order to help the company to become an important player in beauty industry across the globe. Notwithstanding the intensity of competition that exists, it is beneficial to analyze the company’s internal and external profile to gain an understanding of its strategic planning process. The term marketing as an exchange process refers to a concentrated term in relation to the marketing concept. It is originally defined as a transaction by which two or more parties offer a benefit or value to others with a view to satisfying their prospective needs. Companies receive a benefit of selling goods through a market which incorporates a wide range of products and services while end-users obtain commodities they desire from the market. Therefore, both parties including the firms and end users/customers gain in this exchange process. This can occur in a transactional form which means that a consumer buys a particular brand because of self-interest or in form of relational exchange if long-term orientation has taken place. In case of L’Oreal, it can be seen that the company utilizes this concept when conducting its business. The exchange between L’Oreal and its customers result in transactions where the customers buy the products offered and the company gets money. The main goal of L’Oreal is to facilitate and increase its sales transactions through convincing the existing customers and potential customers to purchase its products. As such, it uses the marketing exchange process to assess the trade-offs it needs in order to satisfy its wants and needs, as well as its customer’s wants. L’Oreal’s objective is to create safe and effective quality beauty products for its customers. It is a company that values establishing a strong consumer relations hip.

Critical thinking(Dose Business culture in Europe influence the Essay

Critical thinking(Dose Business culture in Europe influence the culture in Asian) - Essay Example Both cultures ensure that they are always well in touch with what is trending and popular and incorporate this in their own way into their business practices. Another notable aspect in the evaluation of business culture in the two continents is the close proximity in location (Consulting, 2009). This obviously allows them influence each other every so often. However, as with any two systems, there is likelihood that if one has a superior culture (one that is more dominant) their influence on their counterpart would be far more noticeable. In this regard, this paper has determined that the European culture is the far more dominant on a global perspective and therefore influences the Asian business Culture, just as well as the rest of the world. Some of the influences in question are more outstanding and noticeable while some not so much (Jones, 2006). This paper will outline both kinds of influences but focus more on the outstanding influences. The aim of this paper briefly, is to com e to a viable conclusion on whether European business culture has had any influence on Asian business culture. This conclusion is drawn from a viable research. The paper takes into context all factors and perspectives of importance on the issue at hand. This paper took into account scholarly research on the topic at hand. Oxelheim( 2006) determines that the European culture has certain attributes that are specific only to it. This attributes, although having been emulated in other parts of the world are distinctively European. The attributes in question have a relation to the historical or political lifestyle of the European continent and are therefore, for the most part, noticeable. One of the distinctive attributes that Oxelheim( 2006) lays out is the inclination towards family based entrepreneurship. Although other cultures do have this, the European one is more versatile. This is in that, most family based businesses in

Discuss and compare two legal transplants, with reference to AT LEAST Essay

Discuss and compare two legal transplants, with reference to AT LEAST ONE African or Asian legal system - Essay Example The main purpose of comparative law in this case is to provide a deeper knowledge on legal systems (Ritaine 11). From the general study of law, there is great awareness of the transfer of legal concepts, practices and organizations. Atleast in every nation, there has been the use of legal transplant during the development of the legal system; laws have been borrowed from one country to another. There is a lot of evidence that show cases the migration of legal systems from one country to another. It was evident during the adoption of Roman law by many countries; for example, there was a case of legal transfer from America after the World War II to other countries that had been defeated and the migration of legal system from western countries to the countries of the Eastern part of Europe. At the moment, due to globalization, there have been re-dimensions of the legal systems. This has led to the realization of concerns by the European Union, which wants harmonization of legal systems so as to curb the rising of international crime and terrorism (Negura 812). Despite this stand, legal transplant has stood to be one of China’s major legal systems that have seen it develop its legal system, while playing the major role in the transition of social systems. It has served as the best means for legal construction. The process in China began in about 1980. The government sat and agreed to setup a new legal system for the purpose of foreign investment, and it began by informing its major foreign embassies to collect joint venture laws from their respective countries of operation. Most government officials also attended major foreign courses dealing with foreign investment and taught by foreign lawyers and professors (Chenguang, â€Å"The Function†). This is the model of legal transplant relating to economy whereby individuals and groups gain a lot of benefit due to their investment through investments, learning

Recommendations for further studies Article Example | Topics and Well Written Essays - 250 words

Recommendations for further studies - Article Example It may help them in taking adequate care and in designing their courses in a manner that takes into consideration such errors and help their students in successfully overcoming them. The copula, or rather the omission of the copula is one such error which is frequently observed in case of foreign students learning English, particularly Arabic students since there is no such verb in Arabic language structure. This paper on â€Å"The Omission of English Copula (verb to be) by Arabic students attempts to analyze various studies and historical evidences that supports such a fact and understand the difficulties faced by Arabic students.  Various researchers, have frequently, relied on error analysis as the means of evaluating the occurrence of certain types of errors made by L2 learners to understand the pattern as well as reasons behind such errors. Richards et al (1996) states that error analysis have been frequently conducted by researchers to classify and develop strategies which may help the students in learning any language and obtain information on general complexities experienced by the students and help the teachers in preparing appropriate course materials. Michaelides (1990) suggests that the methodical evaluation of errors committed by students are of immense significance to researchers and all those concerned since it offers valuable insights into the students psyche in comprehending a foreign language (Abu-Jarad, 2008). It is on account of such reasons that this study is focused on the errors committed by Arab students of English language with regard to copula omission. A discussion of issues related to various topics such as: an overview of the Arabic language and its system; the difference between Arabic and English language structure in terms of speaking, writing etc; as well as the omission of copula in Arabic is presented in the literature review to afford a comprehensive understanding of such an issue, to the readers as well as future

Discuss and compare two legal transplants, with reference to AT LEAST Essay

Discuss and compare two legal transplants, with reference to AT LEAST ONE African or Asian legal system - Essay Example The main purpose of comparative law in this case is to provide a deeper knowledge on legal systems (Ritaine 11). From the general study of law, there is great awareness of the transfer of legal concepts, practices and organizations. Atleast in every nation, there has been the use of legal transplant during the development of the legal system; laws have been borrowed from one country to another. There is a lot of evidence that show cases the migration of legal systems from one country to another. It was evident during the adoption of Roman law by many countries; for example, there was a case of legal transfer from America after the World War II to other countries that had been defeated and the migration of legal system from western countries to the countries of the Eastern part of Europe. At the moment, due to globalization, there have been re-dimensions of the legal systems. This has led to the realization of concerns by the European Union, which wants harmonization of legal systems so as to curb the rising of international crime and terrorism (Negura 812). Despite this stand, legal transplant has stood to be one of China’s major legal systems that have seen it develop its legal system, while playing the major role in the transition of social systems. It has served as the best means for legal construction. The process in China began in about 1980. The government sat and agreed to setup a new legal system for the purpose of foreign investment, and it began by informing its major foreign embassies to collect joint venture laws from their respective countries of operation. Most government officials also attended major foreign courses dealing with foreign investment and taught by foreign lawyers and professors (Chenguang, â€Å"The Function†). This is the model of legal transplant relating to economy whereby individuals and groups gain a lot of benefit due to their investment through investments, learning

The Psychology and the History of Quebec Nationalism Essay

The Psychology and the History of Quebec Nationalism - Essay Example "While nationalism does not necessarily arise in all nations, it, nevertheless, cannot exist without the context of the existence of a nation."2 Quebec is a nation that has repeatedly attempted to separate from Canada. Specifically, they are seeking to independence from Canada while retaining an economic partnership. Quebec was founded in 1608 by Samuel de Champlain, became an English colony in 1763, was reestablished with French law in 1774, divided by the English in 1791, and reunited by the Act of the Union in 1840. Since then, Quebec has been in a constant battle with Canada to become its own nation. Recently, Canada has opposed all efforts and even some compromises of Quebec's drive for separation.3 In order to examine this issue within the context of Quebec, one must examine it from both an historical and a psychological perspective. The historical perspective will trace the significant developments within this struggle and analyze its historical (including legislative and judicial) issues and impacts. In addition, the psychological perspective will examine the underlying ideas of the conflict on a behavioral and socio/personal basis. Integrating these two approaches will effectively paint an overall picture of the political and social aspects involved with Quebec's battle for a national identity. __________________ 1. Belanger, Claude,(2000),Events, Issues, and Concepts of Quebec History: Quebec Nationalism. Quebec History. Available from: Http://www2.marianopolis.edu/ quebechistory/events/natpart1.htm 2. Belanger 3. Perspective and History of Quebec Nationalism, UNI, Available from: http://www.uni.ca/history.html History of the Conflict It is impossible to analyze and issue of politics without first setting up its historical canvas. Before the mid 1900s, most nationalistic movements in Canada had to do with French Canadians as a whole rather than specifically Quebec nationalism. In 1962 Jean Lesage requested that Quebec be granted a type of "special status"; Daniel Johnson asked that proposed an establishment of "associated states" in 1967; Robert Bourassa asked that Quebec be given "distinct society" status in 1970, 1973 and 1976. All met with failure.4 Following this was the 1976 election of the Parti Quebecois. This party held a referendum in 1980 that sought to negotiate a political sovereignty from and an economic association with Canada. The people voted it down by a measure of 60/40. Many interpret this failure as a result of the belief in false promises of Canadian Prime Minister Pierre Elliott Trudeau. In fact, the federal government repatriated its own constitution which enabled Canada to then make modifications to it. The federal government did not reach this agreement with the provinces but on its own. It took effect in 1982 even though Quebec vociferously opposed it because it limited Quebec's ability to control matters of language and culture. Quebec has never signed this constitution. 5 In an attempt at compromise, Quebec asked the federal government to consider five clauses to be added to its constitution in a 1990 vote. These clauses became known as the Meech Lake Accord, and passing them would have allowed Quebec to sign the Canadian constitution. Two provinces refused to agree to the Meech Lake Ac