The Munich Conference and Munich Agreement in WWII

The Munich Agreement was an astonishingly successful strategy for the Nazi party leader Adolf Hitler (1889–1945) in the months leading up to World War II. The agreement was signed on Sept. 30, 1938, and in it, the powers of Europe willingly conceded to Nazi Germanys demands for the Sudetenland in Czechoslovakia to keep peace in our time. The Coveted Sudetenland Having occupied Austria beginning in March 1938, Adolf Hitler turned his attention to the ethnically German Sudetenland region of Czechoslovakia. Since its formation at the end of World War I, Czechoslovakia had been wary of possible German advances. This was largely due to unrest in the Sudetenland, which was fomented by the Sudeten German Party (SdP). Formed in 1931 and led by Konrad Henlein (1898–1945), the SdP was the spiritual successor of several parties that worked to undermine the legitimacy of the Czechoslovakian state in the 1920s and early 1930s. After its creation, the SdP worked to bring the region under German control and, at one point, became the second largest political party in the country. This was accomplished as German Sudeten votes concentrated in the party while Czech and Slovak votes were spread across a constellation of political parties. The Czechoslovak government strongly opposed the loss of the Sudetenland, as the region contained a vast array of natural resources, as well as a significant amount of the nations heavy industry and banks. In addition, as Czechoslovakia was a polyglot country, concerns were present about other minorities seeking independence. Long worried about German intentions, the Czechoslovakians commenced construction of a large series of fortifications in the region beginning in 1935. The following year, after a conference with the French, the scope of the defenses increased and the design began to mirror that used in the Maginot Line along the Franco-German border. To further secure their position, the Czechs were also able to enter into military alliances with France and the Soviet Union. Tensions Rise Having moved toward an expansionist policy in late 1937, Hitler began assessing the situation to the south and ordered his generals to start making plans for an invasion of the Sudetenland. Additionally, he instructed Konrad Henlein to cause trouble. It was Hitlers hope that Henleins supporters would foment enough unrest that it would show that the Czechoslovakians were unable to control the region and provide an excuse for the German Army to cross the border. Politically, Henleins followers called for the Sudeten Germans to be recognized as an autonomous ethnic group, given self-government, and be permitted to join Nazi Germany if they so desired. In response to the actions of Henleins party, the Czechoslovak government was forced to declare martial law in the region. Following this decision, Hitler began demanding that the Sudetenland immediately be turned over to Germany. Diplomatic Efforts As the crisis grew, a war scare spread across Europe, leading Britain and France to take an active interest in the situation, as both nations were eager to avoid a war for which they were not prepared. As such, the French government followed the path set by British Prime Minister Neville Chamberlain (1869–1940), who believed that the Sudeten Germans grievances had merit. Chamberlain also thought that Hitlers broader intentions were limited in scope and could be contained. In May, France and Britain recommended to Czechoslovakian President  Edvard BeneÃ… ¡ (1844–1948) that he give in to Germanys demands. Resisting this advice,  BeneÃ… ¡ instead ordered a partial mobilization of the army. As tensions grew through the summer,  BeneÃ… ¡ accepted a British mediator, Walter Runciman (1870–1949), in early August. Meeting with both sides, Runciman and his team were able to convince BeneÃ… ¡ to grant the Sudeten Germans autonomy. Despite this breakthrough, the SdP was under strict orders from Germany not to accept any compromise settlements.  Ã‚   Chamberlain Steps In In an attempt to calm the situation, Chamberlain sent a telegram to Hitler requesting a meeting with the goal of finding a peaceful solution. Traveling to Berchtesgaden on Sept. 15, Chamberlain met with the German leader. Controlling the conversation, Hitler lamented the Czechoslovak persecution of Sudeten Germans and boldly requested that the region be turned over. Unable to make such a concession, Chamberlain departed, stating that he would have to consult with the Cabinet in London and requested that Hitler refrain from military action in the meantime. Though he agreed, Hitler continued military planning. As part of this, the Polish and Hungarian governments were offered part of Czechoslovakia in return for allowing the Germans to take the Sudetenland. Meeting with the Cabinet, Chamberlain was authorized to concede the Sudetenland and received support from the French for such a move. On Sept. 19, 1938, the British and French ambassadors met with the Czechoslovak government and recommended ceding those areas of the Sudetenland where Germans formed more than 50 percent of the population. Largely abandoned by its allies, the Czechoslovakians were forced to agree. Having secured this concession, Chamberlain returned to Germany on Sept. 22 and met with Hitler at Bad Godesberg. Optimistic that a solution had been reached, Chamberlain was stunned when Hitler made new demands. Not happy with the Anglo-French solution, Hitler demanded that German troops be permitted to occupy the entirety of the Sudetenland, that non-Germans be expelled, and that Poland and Hungary be given territorial concessions. After stating that such demands were unacceptable, Chamberlain was told that the terms were to be met or military action would result. Having risked his career and British prestige on the deal, Chamberlain was crushed as he returned home. In response to the German ultimatum, both Britain and France began mobilizing their forces. The Munich Conference Though Hitler was willing to risk war, he soon found that the German people were not. As a result, he stepped back from the brink and sent Chamberlain a letter guaranteeing the safety of Czechoslovakia if the Sudetenland were ceded to Germany. Eager to prevent war, Chamberlain replied that he was willing to continue talks and asked Italian leader Benito Mussolini (1883–1945) to aid in persuading Hitler. In response, Mussolini proposed a four-power summit between Germany, Britain, France, and Italy to discuss the situation. The Czechoslovakians were not invited to take part. Gathering in Munich on Sept. 29, Chamberlain, Hitler, and Mussolini were joined by French Prime Minister Édouard Daladier (1884–1970). Talks progressed through the day and into the night, with a Czechoslovakian delegation forced to wait outside. In the negotiations, Mussolini presented a plan that called for the Sudetenland to be ceded to Germany in exchange for guarantees that it would mark the end of German territorial expansion. Though presented by the Italian leader, the plan had been produced by the German government, and its terms were similar to Hitlers latest ultimatum. Desiring to avoid war, Chamberlain and Daladier were willing to agree to this Italian plan. As a result, the Munich Agreement was signed shortly after 1 a.m. on Sept. 30. This called for German troops to enter the Sudetenland on Oct. 1 with the movement to be completed by Oct. 10. Around 1:30 a.m., the Czechoslovak delegation was informed of the terms by Chamberlain and Daladier. Though initially unwilling to agree, the Czechoslovakians were forced to submit when informed that should a war occur they would be held responsible. Aftermath As a result of the agreement, German forces crossed the border on Oct. 1 and were warmly received by the Sudeten Germans while many Czechoslovakians fled the region. Returning to London, Chamberlain proclaimed that he had secured peace for our time. While many in the British government were pleased with the result, others were not. Commenting on the meeting, Winston Churchill proclaimed the Munich Agreement a total, unmitigated defeat. Having believed that he would have to fight to claim the Sudetenland, Hitler was surprised that Czechoslovakias erstwhile allies readily abandoned the country in order to appease him. Quickly coming to have contempt for Britains and Frances fear of war, Hitler encouraged Poland and Hungary to take parts of Czechoslovakia. Unconcerned about retaliation from the western nations, Hitler moved to take the rest of Czechoslovakia in March 1939. This was met with no significant response from either Britain or France. Concerned that Poland would be Germanys next target for expansion, both nations pledged their support in guaranteeing Polish independence. Going further, Britain concluded an Anglo-Polish military alliance on Aug. 25. This was quickly activated when Germany invaded Poland on Sept. 1, starting World War II. Selected Sources Munich Pact September 29, 1938. The Avalon Project: Documents in Law, History and Development. Lillian Goldman Law Library 2008. Web. May 30 2018.Holman, Brett. The Sudeten crisis, 1938. Airminded: Airpower and British Society, 1908–1941. Airminded. Web. May 30 2018.

Personality Is The Dynamic Organization Within The...

Reflection Paper According to Gordon Allport, an American psychologist, â€Å"Personality is the dynamic organization within the individual of those psychophysical systems that determine his characteristic behavior and thought (Allport, 1961, p. 28). Each person has unique characteristic traits that influenced by both biological factors (nature) and experience (nurture). For many years, psychologists have been trying to study the human behavior using different theories of personality. While many theories are rational, the theory of the ‘Unconscious mind’ emphasized by Sigmund Freud most resonated with me in explaining one’s behaviors. Freud stressed the idea of our subconscious and its impact on our personality, using his analogy of the iceberg. Even though, Sigmund Freud (1856-1939) did not invent the concept of the conscious versus unconscious mind; he was the primary contributor who expanded on this intrapsychic approach. Freud’s psychodynamic theory of personality assumes that there is an interaction between innate human instinct (sex and aggression) and unconscious motivation. He believes that people are born with two instincts. The two instincts noted by Freud are the life instinct, also known as libido, and the death instinct or Thanatos. Generally, libido was referring to sexual instinct; however, Freud also used it to describe any need satisfying, life-sustaining, or pleasure-oriented urge. Freud also expanded Thanatos as â€Å"any urge to destroy, harm, or aggress againstShow MoreRelatedGordon Allport : Personality Psychology And Trait Theory718 Words   |  3 PagesNovember 11, 1897, is considered the founder of â€Å"personality psychology† and â€Å"trait theory†. Allport, just like any o ther psychologist, had his own definition on what personality is. 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Case Study on The Rise and Fall of the Tyco Empire and its CEO

Question: Explain about a Case Study on The Rise and Fall of the Tyco Empire and its CEO? Answer: 1: Tyco was founded in 1960 by Arthur J. Rosenberg, which began its working as an investment and holding company focused on the energy and solid state science conservation. It developed first sustained beamed laser for medical procedures and with the profits and growth model the company became public trading company (CAREY, 2000). The high technology development resulted in growth of sales, high profitability and created economies of scale in the market as more of the laboratories of experimentation and other managerial units were acquired in 1973. Tyco adopted the model of acquisition as its growth strategy by acquiring sixteen companies in 1982 with $500 million consolidated sales (Bianco, Symonds, Byrnes, Polek, 2002). This absorption of the company increased its profitability and the volume of sales along with the growth model through acquisitions. The company restructured itself in the four major segments: Healthcare and Specialty Products, Fire and Security Services, Electrica l and Electronic Components and Flow Control in 1990s and changed as Tyco International in order to reflect the global presence of Tyco (CAREY, 2000). The company acquired multiple global companies and regarded aggressive acquisition strategy for the expansion of Tyco. This acquisition supported Tycos innovation and growth strategies with end to end services, technology and retail analytical solutions. The strategies consisted of high tech solutions for protecting the high tech inventory which helped to increase the bottom line and enhance the smart service platforms. In the initial years under the leadership of Dennis Kozlowski in 1975, the leader acquired more than 100 corporate companies for expanding the operations of Tyco (Stephens, Vance and Pettegrew, 2012). The initiatives in development of research and development program in management, engineering and technology solutions, and enhancing the safety and security system in the organization including cloud enabled access, cost effective solution to its customers needs made Tyco more powerful and a largest pure play fire protection and security company. Thus the company focused on integration of advanced solutions in its system and data within Tyco architecture that included the third party products, software, services and protection data (Bianco, Symonds, Byrnes, Polek, 2002). Tyco established various support systems, security protocols and policies for data protection, which enhanced system reliability, integrity and responsiveness (CAREY, 2000). 2: In 1970s the company boomed the market with its consolidated sales that reached to $34 million and the stockholders equity increased to $15 million ("Tyco International Ltd", 2001). The growth continued with the high innovation and technology operations in the company and a start of the acquisition era for the company. During 1980s an aggressive acquisition strategy which developed the operation in the three major categories of business segment Packaging, Fire protection and Electronics and the implementation of the new products strategies globally to achieve the market share in new product lines (Talamo, 2011). The acquisitions were good as the growth strategy but the companys policies and ethics were somewhere declining with the growing profitability and market share (CAREY, 2000). The commitment of the enterprise was to protect the businesses, property and people and hence the expansion over the 100 major global countries was its aim ("Tyco International Ltd", 2001). Tyco regar ded as the major and largest innovated maker and service provider of electronic components and electrical in the early 80s made it grow and capture various markets ("Tyco International Ltd", 2001). The gradual powers of the management were seeing a decline in management control as Tyco absorbed many companies but witnessed unbalance between corporate and people ethics. The circumstances recognized were the enhanced diversification, increase in effectiveness of the new acquisitions and reduction in corporate risks strengthened the stability of the company gradually with its policies. The major players in the company at that time frame of 1990s were Dennis Kozlowsky as CEO and Board Chairman, Mark Belnick as Chief Legal Counselor and officer, and Mark Swartz as Chief Financial Officer, who contributed to this rising empire (Bianco, Symonds, Byrnes, Polek, 2002). The strategies were implemented to achieve the market share. In the early years under the leadership of Dennis Kozlowsky ta king the aggressive acquisition strategies to capture 1000 companies in a decade and reflected its global presence ("Tyco International Ltd", 2001). This rise was noticed from 1990 to 2000 which made the company and its management stands strong in the global market (PENDERS, PAVLIN KAMERMANS, 2011). The Corporate governance system in the company was the strength for the company. 3: Between the years 1997 and 2001 the revenue of the company climbed up to 49 percent annually with the profit margins increasing up to 21 percent (Pride, Hughes Kapoor, 2012). In 2002 February, the company spent $8 billion over an acquisition of around seven hundred companies who were dissatisfied from this arrangement of merging and the outcome was not that profitable (Research, 2016). The leadership style which was more of charismatic for Dennis Kozlowsky has decentralized the structure of the organization with the few people in the board accurately understanding the finances and other operational activities of the firm (CAREY, 2000). The split of the four divisions were done under 13 percent of electrical and electronic components, 53 percent of fire protection, packaging material of 11 percent and the other flow control devices of 23 percent into the independent public trading company ("Tyco International Ltd", 2001). This led to the complicated structure of the company and th e inefficiency of the management with this division. In 2002, the large sums of money were noticed to move in the New York State Bank Account of Tyco. The unusual happening was that the funds were transferred in the Dennis Kozlowskys personal bank account. The authorities discovered that Dennis Kozlowsky ignored the import taxes of around $1 million (Nyse.com, 2016). The purchasing done in the rare art work of around $14 million made it a big question for all the stakeholders. The increase in the luxury and the fixed costs soon exhausted the economies of scale (Collins, 2012). The fraud of sending the empty painting box at the apartments of Dennis Kozlowsky to the New Hampshire with invoices was caught by the authorities. The tax evasion, the fraudulence practice in the organization by selling additional stock options of $430 million and allegedly stealing $170 million from Tyco all were proven and were against Dennis Kozlowsky, CEO of Tyco who had to resign from this position after this scandal (Tyco.com, 2016). These were not just the crime rather scandal had just begun and so was the downfall of Tyco International. In 2005 the two, Swartz and Kozlowsky, were found guilty on twenty two grand conspiracies, larceny and falsifying of the business records and violation of the business law ("Tyco International Ltd", 2001). 4: After the resignation of Dennis Kozlowsky, the new CEO Edward Breen replaced him and the first step taken was re-examining the financial in order to examine the effective tax rate for the year 2002 (Collins, 2012). The financial results were restated after the review (Benoit, 2016). The new management team of Tyco and after a year of prospection there were no more frauds found and the company had to repeatedly restate the financial results as the previous management was into the aggressive accounting and increased its reported earnings and if the conservatism GAAP principles were adopted the results would not had been same (CAREY, 2000). The company filed a suit against Swartz and Kozlowsky and the insiders were sued for the profited selling and buying of stocks of the company. Edward Breen had launched the corporate governance practices and companys accounting review in order to determine the area from where the fraud occurred. Secondly the new CEO hired the Vice President of Tyc os corporate governance, Eric Pillmore who incorporate the elements of corporate culture in the organization which were broadly three stated as- accountability, strong and ethical corporate leadership and behavior tracking processes, all these lacked in leadership of Dennis Kozlowsky, by incorporating these ethical tools in the organization and the effective management contribution done on ethical programs (Cannon, 2012). Edward Breen was awarded as the best manager by Business Week that enhanced the corporate governance and business ethics of the company (Bartos, 2012). The strategies suggested by the new CEO, Edward Breen, had separated the three companies into its parent company, setting the standards in accordance with the business goals for each department and level of employees, which helped in restoring the sources and achieve economies of scale (CAREY, 2000). The fundamental steps were taken for the company and management for developing long term sustainability and corporate culture as the aim of the leadership of Edward Breen (Stephens, Vance and Pettegrew, 2012). 5: The case study of Tyco and its scandal offered major learning lessons for the business world which is particularly in the area of business ethics, corporate culture and conduct. The strategy of aggressive acquisitions were at a continuous growth which resulted in $28 billion revenue in 2000, in fiscal year 2001 the New York Stock Exchange closed Tyco shares which were priced as $59 and the 2002 prices were plummeted due to the scandal as there was loss of more than $7 million on that year (Nyse.com, 2016). According to Stephens, Vance and Pettegrew (2012) the causes of the fraud were not just the business ethics violation of laws but also the accounting frauds where CEO Dennis Kozlowsky with Mark Swartz as Chief Financial Officer and prior General Council were allowing the loans as the bonuses, low interest loans and free interest practices, the unauthorized pay and abusing the program of Key Employee Loan. They had also been charging the personal purchased within the company and practiced illegal selling of stocks of worth $450 million (Tyco.com, 2016). The bribery was given to the other employees of the company and the large amounts to not to disclose the suspicious accounts. In 2002, after the frauds were uncovered for both the CEO and CFO, they were charged with Conspiracy, Corruption, Falsifying records and Thievery (CAREY, 2000). The main focus of the case study is to how one could control this from happening and the new CEO Edward Breen enforced strategies for Tyco Internationals Cultural sustainability. External auditors, providing regular monitoring and check on the financial statements so the company must hire second auditing company (Duska, Duska Ragatz, 2011). Internal Auditor is the person at higher power, the CEO is the one who also needs to be monitored by the corporate governance authority stated by Stephens, Vance and Pettegrew (2012). The policies and programs to be incorporated for training and education about the corporate ethics and cul ture to all the employees and enforcing standards and ensuring the ethics and morals are being practiced by one and all. The Generally Accepted Accounting Principles were violated that consisted of Principle of Conservatism where the company value accounted to $500 million due to attempt of boosting their earnings, there was no transparency on the financial accounts so the full disclosure principle was violated and the violation of economic entity assumption was violated as the CEO took advantage of being the person at highest authority however they spent on the luxurious items and purchased personal item with the stolen money(Abor, Graham Yawson, 2010). References Abor, J., Graham, M., Yawson, A. (2010). Corporate Governance and Restructuring Activities Following Completed Bids. Corporate Governance: An International Review, 19(1), 61-76. https://dx.doi.org/10.1111/j.1467-8683.2010.00833.x Baggini, J. (2012). Ethics. London: Quercus. Bartos, J. (2012). Corporate corruption. Detroit: Greenhaven Press. Benoit, D. (2016). Dow, DuPont Deal Cements Activists Rise. WSJ. Retrieved 17 January 2016, from https://www.wsj.com/articles/dow-dupont-deal-cements-activists-rise-1449882586 Bianco, A., Symonds, W., Byrnes, N., Polek, D. (2002). The rise and fall of Dennis Kozlowski. Business Week, 23. Cannon, T. (2012). Corporate responsibility. New York, NY: Pearson. CAREY, D., 2000. Snaring A Suitor Want your company to be acquired? Learn to think like a buyer. Financial Executive, pp.20-22. Collins, D. (2012). Business ethics. Hoboken, N.J.: John Wiley Sons. Duska, R., Duska, B., Ragatz, J. (2011). Accounting ethics. Chichester, West Sussex: Wiley-Blackwell. Nyse.com,. (2016). The New York Stock Exchange | NYSE. Retrieved 17 January 2016, from https://www.nyse.com/index PENDERS, A., PAVLIN, G., KAMERMANS, M. (2011). A COLLABORATIVE APPROACH TO CONSTRUCTION OF LARGE SCALE DISTRIBUTED REASONING SYSTEMS. International Journal On Artificial Intelligence Tools, 20(06), 1083-1106. https://dx.doi.org/10.1142/s021821301100053x Pride, W., Hughes, R., Kapoor, J. (2012). Business. Mason, OH: South-Western Cengage Learning. Stephens, W., Vance, C. and Pettegrew, L., 2012. In Focus Embracing Ethics And An Analytic Essay for the Accounting Profession. THE CPA JOURNAL, January 2012, pp.16-21. Talamo, G. (2011). Corporate governance and capital flows. Corporate Governance: The International Journal Of Business In Society, 11(3), 228-243. https://dx.doi.org/10.1108/14720701111138661 Tyco International Ltd. (2001). World Pumps, 2001(415), 5. https://dx.doi.org/10.1016/s0262-1762(01)80116-4 Tyco.com,. (2016). Home - Advancing safety and security worldwide | Tyco. Retrieved 17 January 2016, from https://www.tyco.com/

The Holocausts Effects On Wiesel Essay Example For Students

The Holocausts Effects On Wiesel Essay The Effects of the HolocaustOn Wiesels FaithIn early 1944 the town of Sighet, Transylvania was overran by the Nazi war regime as it rapidly expanded across Europe and parts of Asia. In this town a young religious man named Elie Wiesel was questioning the intent of the German army and the rumors that were circling about them. Although he had heard that the Germans were planning mass genocide of the Jewish race, the common feeling throughout the town was that Hitler could never exterminate every Jew. Early in Wiesels Night, he recounts his experiences in the Holocaust and he expresses his undying faith and belief that god would never allow Hitlers regime to run its course. When the Nazi army finally reached the town of Signet, the Jews were forced from their homes and relocated into the towns gettos. We will write a custom essay on The Holocausts Effects On Wiesel specifically for you for only $16.38 $13.9/page Order now It was the seventh day of Passover, and according to Wiesel, the race towards death had begun.1 The Jews were slowly removed from the large getto of Sighet and shipped to the smaller, holding getto where they were separated according to sex, age, and physical ability, and prepared for shipment to Auschwitz. The day that Wiesel and his family were to be moved to the smaller getto of Signet, Wiesel demonstrates his faith in God by awaking early to perform his daily prayers. As he prepared to leave his home he said, I looked at our house, where I had spent so many years in my search for God; in fasting in order to hasten the coming of the Messiah; in imagining what my life would be like. Yet I felt little sorrow.2 This passage is symbolic of his first parting with his faith in God. Yet he still believed in God, he was beginning to understand that a God should not let mass extermination happen to his people. While he was sub-consciencly loosing his faith in God, he still felt that there was strength in humanity and that human morals would never allow the burning of Jews. Upon Wiesels arrival at Auschwitz he caught his first glimpse of the crematories he exclaimed to his father, I do not believe that they can burn people in our agehumanity would never tolerate it.3 Yet after his father convinced him of the horrible truth his faith in god could never be restored.Wiesels father, after fully realizing the full horror of the concentration camps, said a small prayer to God, and to this Elie reacted with utter defiance. For the first time, I felt revolt rise up in me. Why should I bless His name? The Eternal, Lord of the Universe, the All-Powerful and Terrible, was silent. What had I to thank Him for?4 Although Wiesel still believed in the presence of God, he felt that in Gods silence he was defying the Jews and their faith in him. How could someone you are so devoted to be absent in your greatest time of need? Wiesel said that he sympathized with Job, and I feel that the similarities between Wiesel and Job are numerous. Both were very religious men who put their faith before all other, and yet both found that their faith brought them nothing but suffering. Both felt that they deserved a more peaceful and humane existence because of their undying devotion, yet both lived in the cruelest situations for some time. Wiesel felt that man was stronger that god because throughout the Holocaust his fellow prisoners continued to praise God and believed that God allowed the Holocaust in order to benefit the Jews in some strange way. Wiesel felt that because of all the torture that the Jews were subjected to their continued praise proved that they were ignorant to the fact that God was not a source of supreme justice. Wiesel continued to despise God for the remainder of the Holocaust, yet from this new independence he found power. .u1d3bc8d8d46dcb75e57caf918cc755f9 , .u1d3bc8d8d46dcb75e57caf918cc755f9 .postImageUrl , .u1d3bc8d8d46dcb75e57caf918cc755f9 .centered-text-area { min-height: 80px; position: relative; } .u1d3bc8d8d46dcb75e57caf918cc755f9 , .u1d3bc8d8d46dcb75e57caf918cc755f9:hover , .u1d3bc8d8d46dcb75e57caf918cc755f9:visited , .u1d3bc8d8d46dcb75e57caf918cc755f9:active { border:0!important; } .u1d3bc8d8d46dcb75e57caf918cc755f9 .clearfix:after { content: ""; display: table; clear: both; } .u1d3bc8d8d46dcb75e57caf918cc755f9 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u1d3bc8d8d46dcb75e57caf918cc755f9:active , .u1d3bc8d8d46dcb75e57caf918cc755f9:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u1d3bc8d8d46dcb75e57caf918cc755f9 .centered-text-area { width: 100%; position: relative ; } .u1d3bc8d8d46dcb75e57caf918cc755f9 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u1d3bc8d8d46dcb75e57caf918cc755f9 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u1d3bc8d8d46dcb75e57caf918cc755f9 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u1d3bc8d8d46dcb75e57caf918cc755f9:hover .ctaButton { background-color: #34495E!important; } .u1d3bc8d8d46dcb75e57caf918cc755f9 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u1d3bc8d8d46dcb75e57caf918cc755f9 .u1d3bc8d8d46dcb75e57caf918cc755f9-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u1d3bc8d8d46dcb75e57caf918cc755f9:after { content: ""; display: block; clear: both; } READ: Anne frank Essay I felt very strong. I was the accuser, God the accusedI was terribly alone in a world without god and without man.5Religion Essays

The Future Of Hierarchical Management Structures The WritePass Journal

The Future Of Hierarchical Management Structures Introduction The Future Of Hierarchical Management Structures ). The current competition between companies has changed and is more inclined to creativity than prices of goods and services. The nature of work within organizations is also transforming from repetitive pre-arranged tasks to tasks that are more cognitive and spontaneous. This also applies to the managing styles and employee expectations. Effective adaptation to these inevitable changes requires companies to encourage a creative and innovative organizational culture (Singh Waddell, 2004). There are many organizations that are being run by the hierarchical management structure, which is characterized by strict adherence to chains of command (Daft Marcic, 2010). This limits the flexibility of an organization by slowing down decision making processes. As a result, such structures limit creativity in organizations (Bilton Cummings, 2010; Tseng, 2011). With the future expected to have a higher demand on creativity and change management, it is highly likely that hierarchical organizational structures shall be replaced by structures that emphasize more on innovation and creativity. Despite the increase in the focus on creativity and innovation, it is difficult to abolish the hierarchical structure. While some companies such as Apple, Microsoft and Google stand out for having abolished hierarchical management structures, such traditional organizational approaches still remain appropriate for many companies. It is difficult for current hierarchies to self-destruct. Whether such structures shall be replaced by an innovative and creative culture in the near future is a subject of debate. In this regard, this paper discusses whether in the near future, management in organizations shall involve nurturing of creativity and innovation, which shall reduce hierarchy in organizations. Some of the areas that are covered in relation to this include changes in the global economy, factors affecting innovation in the workplace and change management in organizations. Changes and Shifts in the Global Economy According to Henry and Bruin (2011), there is an on-going shift from a traditional knowledge economy to a creative economy. Creativity, in this context, can be defined as the process by which novel ideas are created. Not long ago, creativity was confined to arts like photography, music and painting. However, many companies have started to realize that creativity can also be applied in business, albeit, in a manner that is somewhat different from that of arts and humanities. Whilst creativity in business is about developing new ideas, it also involves solving issues that affect the business operations innovatively (Burkus, 2013). The current fast moving economy has made companies push their efficiencies to the limit so as to keep up with the market competition and ensure effective delivery of goods and services to clients. To overcome the limits that knowledge based organizations have in delivering quality and satisfaction to clients, many companies are opting to differentiate themselves from their competitors by becoming innovative and creative (Brown Osborne, 2012). An example can be drawn from the use of technology over the years. For most companies, getting ahead of the competition simply required the acquisition of the latest technology that existed at the time. For instance, the invention of computer technology revolutionized record keeping, communication and other operations. Organizations that acquired and utilized this technology gained an edge over their competitors. However, the accessibility of computer technology has become easier with time and currently, almost every company utilizes it. Therefore, being ahead of the competition in business has shifted from simply acquiring computer technology to acquiring and utilizing it in a way that is creative and unique in the industry. This is points out to the fact that lack of creativity in present-day organizations can be detrimental to organizational performance. Technological development, globalization forces, increased competition, market demand and expectations have all led to the growi ng interest on nurturing employee creativity in the workplace. Some of the companies that have been known to nurture creativity and innovation include Apple, Facebook, Microsoft and Google. Even during the past recession period, entrepreneurs in Silicon Valley continued to establish start-up companies founded on creativity. According to Dervitsiotis (2011), the success of Apple has been achieved by recognizing the crucial role that innovation plays in present day businesses. To attain its business objectives, Apple Inc hires employees that are dedicated to creating innovative and unique products. With reference Jobs’ interview published in The New Yorker by Surowiecki (2011), the company has maintains its competitiveness in the computer industry by designing products that are user friendly to a wide range of customers. Some of these products include the iPod and iMac computer that were innovatively manufactured and advertised, making Apple to stand out among its competitors. As companies recognize the need to be creative in the design of their products and services, they have also realized the importance of creativity in their management. According to Von Held (2012), effective management of a creative workforce requires motivation and inclusion. Companies ought to create a culture or environment that allows employees across all ranks to feel important by encouraging them to make contributions towards organizational development. One of the ways in which this has been achieved is through encouraging open horizontal communication structures. Whereas the trend has been towards a creative and innovative work environment, critics have pointed out several setbacks that creativity and innovation can cause in an organization. One typical characteristic of innovation is the fact that it involves taking risks, which may even threaten the existence of the organization. In addition, outcomes of innovative ideas or changes within the organization are usually unknown. Whilst some innovative ideas have positive revolutionary outcomes, there are also chances of failure (Henry Bruin, 2011). Failed innovations may be detrimental to organizations, especially if the innovation involved high costs. Factors to be managed to Enhance Creativity in Organizations There are several factors affecting creativity that have been identified by researchers. According to Andriopoulos and Lowe (2000), organizational creativity is affected by the organizational culture, organizational environment, management styles and structures, skills and resources. Amabile et al. (2004) argued that creativity is influenced by employee motivation, management practices, organizational resources and group characteristics. Other factors affecting individual creativity include personality, IQ levels, capabilities and dispositions, among others. This section explains how management of these factors can enhance creativity and innovation at the workplace. Employee Motivation Researchers have established that for employees to be innovative in the organization, they ought to have the passion and drive to do so. Employee motivation can increase their passion for innovation if it is managed appropriately. As argued by Daft and Marcic (2010), employee motivation is a complex issue that is influenced by social, biological, emotional and intellectual factors. Therefore, there are several strategies that have to be effectively managed so as to keep employees motivated and encouraged to be innovative. One of the strategies that can be used by corporations to increase employee motivation is communication. While vertical communication that characterizes hierarchical management structures may be ideal in some situations, innovative organizations thrive more on horizontal communication structures (Tidd Bessant, 2011). It is necessary for the organization’s management to frequently communicate with its employees on the organization’s vision. In addition, organizations also need to recognize and reward individual innovative contributes towards the overall good of the company.   Rewards motivate employees to compete constructively and as a result, encourage innovativeness and creativity. Organizational Resources According to Yazdani et al. (2011), employees are among the most important resource in the organization. Therefore, innovative organizations ought to hire employees that have the personality and intelligence needed to make creative contributions. . a classic example of a creative individual was Einstein, who made contributions in various fields are . In addition to his contributions to Physics, it is documented that he had interests in visual arts (Runco, 2010) . Other traits that human resource managers need to look for when hiring include mental flexibility, originality in thinking self-confidence and the will to take risks. Time and financial resources also have an influence on the creativity or innovation in an organization. These resources ought to be managed effectively because their availability can either support or suppress creativity of employees (Amabile et al., 2004). Organizations need to establish a â€Å"threshold of sufficiency† within which these resources can positively contribute to creativity. Once this threshold is set, companies can be able to avoid allocating either insufficient or too much time and financial resources. Organizational Environment and Culture The conduciveness of an organizational environment for creativity can be gauged from the levels of employee participation, employee freedom of expression and experimentation and other creativity stimuli available within the organization (Amabile et al., 2004). One organization that has effectively managed its culture and environment to encourage creativity among employees is Google. For instance, the company offers social amenities to employees that are not offered by other companies. These include cafà © stations that offer free food for employees, rooms for exercising and entertainment rooms where employees can play several games. Whilst these amenities do not directly contribute to the profitability of the company, they create an environment that allows them focus more on their contribution towards that growth of the company without thinking about how they will cater for these needs while at work. Hierarchical barriers at Google are limited, encouraging employees to work closely and learn from each other regardless of their positions in the firm. Therefore, creating an ideal organizational environment, keeping employees motivated and allocating resources that are within the threshold of sufficiency for creativity are among the ways of encouraging creativity and innovation among employees. The Change Management Process With the inevitability of change in present day organizations, several researchers have established steps that ought to be undertaken in managing change. Reasons that necessitate change include the need to overcome challenges that are posed by the dynamism of the business environment (Kotter, 2007). The need for organizations to effectively manage change is drawn from the fact that it may affect several business stakeholders that include suppliers, employees, customers and distributors. Whereas good change management procedures and practices are likely to improve the brand position of the company, poor change management is likely to adversely affect its performance. Anderson and Anderson (2010) point out that some of the impacts of poor change management include reduction in morale among employees and a drop in the company’s competitive capability. Kotter (2007) suggested an eight-step model of managing change in an organization. In establishing this model, he identified the errors that are commonly made by leaders in initiating change and based his change management model on these errors. The eight steps presented in the table below. Table 1: Kotter’s Change Management Process Step of Management Explanation 1.  Ã‚  Ã‚  Ã‚  Ã‚   Establishing urgency This involves the creation of a sense of urgency within the organization to motivate involved parties to start the change process. 2.  Ã‚  Ã‚  Ã‚  Ã‚   Forming a powerful spearheading coalition Involves identification of organizational members to form a cross-level team that is capable of leading the rest of the company in implementing the identified change. 3.  Ã‚  Ã‚  Ã‚  Ã‚   Development of the change strategy Involves formulating a strategy for implementing the change process. This should consider all the factors influencing the change process. 4.  Ã‚  Ã‚  Ã‚  Ã‚   Communicating the change   strategy The change vision should be presented to all organizational members and stakeholders that will be involved in the process. The most effective communication paths ought to be used to ensure speedy and efficient message delivery in the organization. 5.  Ã‚  Ã‚  Ã‚  Ã‚   Elimination of barriers This involves empowering a broad based action that removes barriers to the change process and targets certain elements of change in the transformation of the organization. 6.  Ã‚  Ã‚  Ã‚  Ã‚   Generating short-term wins This is achieved by setting short-term goals that contribute to a larger long-term goal. Short term wins can be generated by rewarding employees who contribute towards meeting the short-term goals to keep them motivated. 7.  Ã‚  Ã‚  Ã‚  Ã‚   Consolidating the short-term gains Credibility from several sort term wins is collected to create a bigger change. Here, a reinvigoration is brought to the process. 8.  Ã‚  Ã‚  Ã‚  Ã‚   Anchoring changes into the organization. Involves reinforcement of transformations made to be part of the organizational culture. This enables the change to be passed on in case of a change in the management or when employing new members of staff. Adapted from Kotter (2007) Even though Kotter’s approach has been approved by many researchers, critics have pointed out some flaws associated with it. For instance, O’keefe argues that it assumes that changes are one-time processes that promise stability if managed meticulously. However, the existing global uncertainty does not give an assurance that the intended goals of the change will be attained (O’Keefe, 2013). According to Anderson and Anderson (2010), effective change management benefits individuals and the overall organization. It benefits individuals by enabling them to maintain or improve their morale and performance before, during and after the change process. It also increases the acceptance of employees to the change process (Andriopoulos Dawson, 2009).Benefits of change management to the organization include enabling it to respond effectively to client demands even during the change process. It also enables the company to assess its performance by comparing its state before and after implementation of the change. Ineffective change management, on the other hand, can distort the transition of the company from its old state to the intended new state. With reference to Kotter’s eight steps, inefficient change management may cause the process to stick in one of middle stages. Therefore, it is important for organizations to ensure that they avoid negative impacts associated with the change process by ensuring that it is managed effectively. Conclusion This paper has presented an in-depth discussion on the need of change and innovation in present-day organizations. While the hierarchical structure of management has several benefits, the need for organizations to adjust to the current dynamism in economic and social conditions has prompted many companies to go for management techniques that nurture creativity and innovation. Some of the organizations that have attained high levels of success through encouraging innovation and creativity include Apple and Google. The shift in the global economy from knowledge to creativity has also been extensively discussed, which also explains why hierarchical management structures are likely to be less evident. Among the factors that have to be effectively managed to enhance creativity are employee motivation, the organizational culture and the organization’s resources. Steps to be undertaken in managing change as suggested by several researchers have also been extensively discussed. References Amabile, T. M., Schatzel, E. A., Moneta, G.B. Kramer, S.J., 2004. Leader behaviors and the work environment for creativity: perceived leader support. Leadership Quarterly , 15(1), pp.5-32. Anderson, D. Anderson, L‎. A., 2010. Beyond Change Management: How to Achieve Breakthrough Results Through Concious Change Leadership. New Jersey: John Wiley Sons. Andriopoulos, C. Dawson, P., 2009. Managing Change, Creativity and Innovation. London:   Ã‚  Ã‚   Sage Publications Ltd. Andriopoulos, C. Lowe, A., 2000. Enhancing organisational creativity: the process of perpetual challenging. Management Decision, 38(10), pp.734-42. Bilton, C. Cummings, S‎., 2010. Creative Strategy: Reconnecting Business and Innovation. West Sussex: John Wiley Sons. Brown, K. Osborne, S‎. P., 2012. Managing Change and Innovation in Public Service Organizations. Oxford: Routledge. Burkus, D., 2013. 10 Practices from the Most Innovative Organizations. [Online] Available at:  Ã‚   creativitypost.com/business/10_practices_from_the_most_innovative_organizations [Accessed 3 November 2013]. Coy, C., 2013. Office hierarchies which one is best for your business? {viewed on 28th November 2013} available from   Ã‚   cornerstoneondemand.com/blog/office-   hierarchies#.Updr99KshsI Daft, R.L. Marcic, D‎., 2010. Understanding Management. Mason: Cengage Learning. Dervitsiotis, K.N., 2011. The challenge of adaptation through innovation based on the quality of the innovation process. Total Quality Management Business Excellence, 22(5), pp.553-66. Von Held, F., 2012. Collective Creativity: Exploring Creativity in Social Network Development as Part of Organizational learning. Munich: Springer. Henry, C. de Bruin, A‎., 2011. Entrepreneurship and the Creative Economy: Process, Practice and Policy. Glos: Edward Elgar Publishing. Hinks, G., 2013. The failure of hierarchical management structures. [viewed on 28th November 2013] available from   Ã‚   financialdirector.co.uk/financial- director/feature/2282581/the-failure-of-hierarchical-management-structures Kottler, J., 2011. Hierarchy and network: two structures, one organization. Harvard Business   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Review. {viewed on 28th November 2013} available from   Ã‚  Ã‚  Ã‚  Ã‚   http://blogs.hbr.org/2011/05/two-structures-one-organizatio/ Kotter, J.P., 2007. Leading Change: Why Transformation Efforts Fail. Harvard Business Review, pp.1-10. Kreitner, R. Cassidy, ‎C. M., 2011. Management. Mason: Cengage Learning. Lawrence, J., 2013. Conflict in the matrix the challenges of moving away from hierarchical   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   structures. {Viewed on 28th November 2013} available from   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   hrzone.com/topic/strategies/conflict-matrix-challenges-moving-away-  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   hierarchical-structures/139398 O’Keefe, K., 2013. Where Kotter’s 8 Steps Gets it Wrong. [Online] Available at: executiveboard.com/communications-blog/where-kotters-8-steps-gets-it-wrong/   [Accessed 3 November 2013]. Runco, M.A., 2010. Creativity: Theories and Themes: Research, Development, and Practice.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Oxford: Elsevier. Singh, M. Waddell, D‎., 2004. E-business Innovation and Change Management. London: Idea Group Inc (IGI). Surowiecki, J., 2011. How Steve Jobs Changed. [Online] Available at:  Ã‚   newyorker.com/talk/financial/2011/10/17/111017ta_talk_surowiecki   [Accessed 3 November 2013]. Tidd, J. Bessant, J‎., 2011. Managing Innovation: Integrating Technological, Market and Organizational Change. New Jersey: John Wiley Sons. Tseng, S.-M., 2011. The effects of hierarchical culture on knowledge management processes. Management Research Review, 34(5), pp.595-608. Yazdani, B.O., Yaghoubi, N.M. Giri, E.S., 2011. Factors affecting the Empowerment of Employees. European Journal of Social Sciences, 20(2), pp.267-74.

RESEARCH paper Essay Example | Topics and Well Written Essays - 1000 words

RESEARCH paper - Essay Example The factors that affect forestry and the significance of forests will be discussed in this paper. This paper will also tackle the different types of forests. Forests are mostly dominated by trees amongst other plants. Some of the plants are tall and others are short. Most of the plants have features that help them adapt to the several conditions that are presented in the different types of forests (Green). Forests have sufficient amount of water. A majority of the forests receive sufficient amounts of rain that help in the growth of the plants and support the animals that live in the forests (Green). The rain water forms ponds and streams. Forests offer great biodiversity due to the fact that it acts as a habitat to many habitants. The forest has several foods and shelters that support the habitants that reside in the various forests (Green).Forest canopy is a characteristic that is found in different forests (Green). The canopy differs in the different types of forests due to the fact that the nutrients found in forests differ. Tropical forests are densely populated and are found near the equator. In this type of forests winter is not present and the temperatures are normally between 68 and 77 degrees. These forests receive mostly receive 100 inches of rain in a year. The soils found in the tropical forests are very poor due to the high levels of rain and warm temperature. The plants that grow in these types of forests are normally broad-leafed and the trees are normally very tall. Due to the huge density of the trees the sun doesn’t reach the lower levels of the forest. This forces the animals that live in these forests to adapt to living in the trees (Green). These forests are normally found in eastern North America, northeastern Asia, parts of Russia, China, Japan, Western Europe and Eastern Europe. The trees that are found in these forests are normally deciduous and coniferous evergreen trees. The trees are

Court Procedures 3 Essay Example | Topics and Well Written Essays - 1000 words

Court Procedures 3 - Essay Example s is mostly possible through the arresting and investigating officer’s sworn testimony about the area where the crime was committed being the same area where the trial is being held. This is enough to convince the judge and jury that the place of trial is in accordance with the constitution. Every accused individual has a right to a speedy trial as a constitutional right. There are two major differences between the constitutional and statutory right to a speedy trial. The first difference is that there should be a test to determine if the right was violated. In the statutory right, the test is carried out just in regards to violation of time periods and nothing more. However, the constitutional right examines factors such as the length of delay, justification of that delay, the prejudice that the delay caused and whether this delay was asserted by the defendant or not. The other difference is in regards to the remedy for the violation of this right. The statutory right depends on the statute provided some of which indicate the defendant may be retired while the constitutional right requires dismissal of charges and failure to retry the defendant on the offence. There are two things that are considered in regards to the mental status of the defendant: the first is insanity and the other is competency to stand trial. The two are different even though they sound similar. Insanity regards the mental state of the defendant at the time when the alleged crime took place while competence to stand trial regards the mental state of the patient during the trial which may prevent him from being tried. The competence of any individual to stand trial is protected by the Fifth as well as the Fourteenth Amendments and prevents any incompetent individual from standing trial. Proof is however needed to verify the state of mind of the defendant. The most important thing in chapter 11 is the explanation of the role of the judge as well as the prosecutor which may people do not