Tuesday, November 26, 2019

The United States Constitution and Bill of Rights Essay

The United States Constitution and Bill of Rights Essay The United States Constitution and Bill of Rights – Essay Example The paper "The United States Constitution and Bill of Rights" is an excellent example of an essay on history. The Bill of Rights, which is made up of the first 10 amendments to the Constitution, is the cornerstone of American democracy and is the symbol of the freedom guaranteed to its citizens. James Madison created this document as part of the Constitution to ensure the basic rights of people and to protect the concepts of religious freedom, the right to bear and keep arms, right to a free press, right to trial by a jury and several other such clauses which ensure that the people are given the right to exercise their free will. These rights were specifically laid down to give the states the security against any excesses by the government and for the last 200 years, they have ensured the fundamental rights of the citizens. Manifest Destiny was the name given to Americas expansionist plans, for control of territory from the Atlantic seaboard to the Pacific Ocean as well as the propag ation of its democratic ideals and Protestant beliefs. John L. O'Sullivan, an editor of United States Magazine and Democratic Review coined the term in 1845 when he wrote that it was our manifest destiny to overspread the Continent allotted by Providence for the free development of our yearly multiplying millions. This belief propelled the pioneers to move in all directions and pursue their economic objectives, which brought prosperity and plenty to the young nation, but it was marred by an indiscriminate killing of Native Americans amounting to genocide. The political landscape of the America of the 1800s was characterized by the struggle for freedom from the oppression of society, be they towards other men, as seen in slavery or towards women, manifested in the denial of suffrage to them. Three of the towering personalities of this period William Lloyd Garrison, Frederick Douglass, and Elizabeth Cady-Stanton, stood as vanguards of the movement to restore to men and women, the righ t to live with respect and dignity. Garrison stood for "immediate and complete emancipation of all slaves" and was a pacifist, whose effort was to achieve emancipation through temperance. Stantons main focus was on reforms but with a feminist view, where womens suffrage was given priority while Frederick Douglass, a former slave supported the abolitionists and suffragettes. All three were staunch supporters of liberty and they shared with each other the desire to change the exploitation of men and women.

Friday, November 22, 2019

How to Become a Meteorologist at Any Age

How to Become a Meteorologist at Any Age If you or someone you know watches the Weather Channel for hours at a time, gets excited when weather watches and warnings are issued, or always knows what this and next weeks weather will be, it may be a sign that a meteorologist in-the-making is in your midst. Heres my advice (from a meteorologist herself) on how to become a meteorologist- regardless of your education level. Elementary, Middle, and High Schoolers   Find Ways to Focus on Weather in the ClassroomMeteorology isnt a part of a core curriculum, however, most science classes do include lesson plans on weather and the atmosphere. Although there may not be many chances to include weather in daily learning, one way to express your individual interest is to make use of any choose your own show-and-tell, science project, or research assignments by focusing on a weather-related topic. Be Math-MindedBecause meteorology is whats called a physical science, a solid understanding of mathematics and physics is important in order for you to grasp the advanced concepts youll learn later in your weather studies. Be sure to take courses like Calculus in high school- youll thank yourself later! (Dont be discouraged if these subjects arent your favorites...not all meteorologists were members of the math club.) Undergraduate Students   A Bachelors degree (B.S.) is typically the minimum requirement needed to obtain an entry-level meteorologist position. Unsure if youll need more training? One simple way to find out is to search the job boards of companies youd like to work for or do a Google search for job openings for a position you think youd like to do, then tailor your skills to those listed in the position description. Choosing a universityLess than 50 years ago, the number of North American schools offering degree programs in meteorology was under 50. Today, that number has nearly tripled. Those accepted as top schools for meteorology include: Pennsylvania State University (University Park, PA),Florida State University (Tallahassee, FL),and the University of Oklahoma (Norman, OK). Are Internships a Must Do? In a word, yes. Internships and co-op opportunities provide hands-on experience, give entry-level resumes a boost, and allow you to explore different disciplines within meteorology which will ultimately aid you in discovering which area (broadcasting, forecasting, climatology, government, private industry, etc.) best suits your personality and interests. By connecting you with a professional organization, a diversity of scientists, and perhaps even a mentor, an internship also helps build your professional network and network of references. Whats more, if you do a stellar job as an intern youll likely increase your chances of getting employed at that company after graduation. Keep in mind that you wont be eligible for most internships until your Junior year. Even so, dont make the mistake of waiting until the summer of your Senior year to get involved- the number of programs accepting recent graduates is far and few between. What sorts of opportunities should you, an underclassman, consider in the meantime? Possibly a summer job. Most weather internships are unpaid, so working in the summers prior can help ease that financial burden. Graduate-Level Students   If your heart is set on a career in atmospheric research (including storm chasing), teaching in a university setting, or consulting work, you should be prepared to continue your education at the masters (M.S.) and/or doctorate (Ph.D.) levels. Choosing a graduate degree programWhile returning to your alma mater is one option, youll also want to shop around for schools whose facilities and faculty support research that matches your interests. Professionals   The above advice is helpful to individuals planning their academic career, but what options exist for individuals already in the workforce? Certificate programsCertificates of Meteorology are a great way to gain training in weather without the full commitment of entering into a degree program. Not to mention these are earned by completing a fraction of the coursework required for degree programs (10-20 semester hours vs. 120 or more). Some classes can even be completed online in a distance learning manner. Well-known certificate programs offered in the U.S. include Penn States Undergraduate Certificate in Weather Forecasting  and the Broadcast and Operational Meteorology certificate programs offered by Mississippi State.  Ã‚   Leisurely Meteorologists Not interested in going back to school or participating in a certificate program, but still want to feed your inner weather geek? You could always become a citizen scientist. Whatever your age, its never too early or too late to grow your love and knowledge of weather!

Thursday, November 21, 2019

Strategic Development Case Study Example | Topics and Well Written Essays - 2000 words

Strategic Development - Case Study Example The techniques which support strategic development and have been selected to be focused on in this paper are the balanced score card technique and that of SWOT analysis and TOWS matrix. The balanced score card approach is a performance management tool which measures the small scale operation activities of an organization and aligns the objectives to the vision and the min strategy of the organization. "Balance score card is a tool designed to give companies the right information to effectively manage the tactics that support their business strategy. It is divided into four areas, the financial, customer, learning and growth perspectives, and internal business process." (Pangarkar, & Kirkwood, 2007) Through the methodology of the balanced score card the perspectives of the business or the organization are divided into four different perspectives which have been highlighted as the financial,, the customer, the internal process and the innovation and learning perspectives. Each perspective is then assigned various key point indicators which can be used to measure the performance. These can include cash flow, ROI, financial result, return on capital, and return on equity for the financial perspective, delivery [performance to customer, quality performance to customer satisfaction rate, customer loyalty and customer retention for the customer perspective. The internal business process perspective can include KPI's like number of activities, opportunity success rate, accident ratios and overall equipment effectiveness, while the KPI's for the learning and growth perspective include the investment rate, the illness rate, the internal promotions, the employee turnover, and any gender racial ratios. Case Summary The case that has been selected is that of Neilson Manufacturing Incorporated. The company has employed the balanced score card approach for determining the strategy for improving the performance of the suppliers for the lean manufacturing organization. The case puts forward the mechanism employed, and the score card methodology used to improve the performance of its suppliers. The specific steps that are taken by the company to improve the supplier performance pertain to designing and implementing a score card based supplier performance model for the metal fabrication manufacturer. The score card is developed as a three part score card at the site of the case study. The case also provides the challenges that are present for the designing and the implementation of the strategy for development and improvement of supplier performance. Neilson manufacturing incorporated is a medium sized metal fabricator operating from Salem in "NMI is ISO 9001:2000 certified and offers high flexibility fabrication services including laser cutting, punching, forming, welding, printing, and silk-screening. The company's primary focus is in the electronics industry. Products produced by NMI include mainframe server cabinets; high end test cabinets for wafer, chip, and circuit board test equipment; enclosures for clean room applications and telecommunications

Tuesday, November 19, 2019

Introduction to Accounting and finance -- Economics, Finance and Assignment - 6

Introduction to Accounting and finance -- Economics, Finance and Management - Assignment Example reality this may not be the case, the company may face sudden changes in any of these estimates and if any major change occurs, it would definitely affect the estimate and the cash flow forecast presented above. Although the company’s cash position improves gradually during the 6 month period according to the cash flow forecast there may be certain areas that may need to be considered. (BusinessLink, 2010) Managers need to be aware of the huge interest that the company has to pay for the overdrafts and the loans taken out by the company, managers should choose between the best possible sources of loan i.e. either the overdraft or the long term loan to manage the company more effectively. (Wilkinghoff, 2009) There is a major difference between the cash earned by a company and its profit. The profits that a company makes are usually based upon accounting techniques and standards and these do not always show the correct picture of a company. Profit is derived by deducting the revenue earned from the cost incurred in gaining those revenue plus other immaterial things such as depreciation, provisions, amortization, goodwill, etc. these figures are fictitious and are not in cash terms i.e. no cash is either received or paid when such things occur. Cash on the other hand gives a better picture of a company which can clearly make the managers ascertain the liquidity position of a company and the company’s actual earnings with respect to its actual spending. The cash figure clearly tells the managers as to how much liquid cash is available that can be used to invest in the business or can be paid off to its shareholders. (Liquidity, 2010) The balance sheet of Hide and Seek Ltd clearly shows the depreciation figure used up in calculating the net worth of the noncurrent assets of the organization. The balance sheet clearly shows that the company has a good working capital of around  £3100 but this is not shown in the cash flow forecast for the month of June, which

Sunday, November 17, 2019

Thesis Statement Essay Example for Free

Thesis Statement Essay This essay is based on three films. One, â€Å" All that heaven allows†, which was directed by Douglas Sirk and made in 1955 in the USA. The Second is an animation film â€Å" Neighbours†, directed by Norman Mclauren and made in Canada in 1952 and the third is â€Å" Bicycle thieves†, directed by Victorio De Sica, and made in Italy in 1948. These films primarily deal with the human behaviour towards his own fellow humans. In different styles and settings, they unanimously point towards the animal instincts lying within each one of us. The human race, though pretending to be so civilized, learned and developed, is still no better than the animals of the jungle. Something is primarily wrong with the human race. The essay that follows will derive from the plots of each film, and try to justify that in each case, that each one of us, always wants to snatch away or attack on the freedom and facilities of our own fellow human beings. In this race, the might and the power wins. The polished world of today is still an uncivilized jungle, where the likes of Nigeria, Peru and Chilie are helpless cows and buffaloes, and USA and Britain are the Lions and Tigers. It will, derive from individual cases and argue that the same scenario exists in the international politics of today. Can USA live without poking its nose into the internal affairs of each and every other country of the so called third world? True independence of any nation or any individual simply does not exist, and that is what these films try to prove. On a broader scale, the discussion would also stretch to the loop holes of the two major faiths of this world, Christianity and Islam. When the religion itself promotes violence, how can ‘peaceful co-existence’ exist ? The cinematic brilliance of the three films will also be discussed.

Thursday, November 14, 2019

Harmful Aspects of The Automobile Essay -- Essays Papers

Harmful Aspects of The Automobile Air pollution refers to the presence of foreign substances in the atmosphere. Air pollution is a problem in countries where urban and population growth have been accompanied by the use of the automobile. Smog, carbon monoxide, and acid rain, are only a few of these foreign substances in the atmosphere. The negative effects these poisons have upon the environment and the human body are astronomical. Respiratory inflammation, impaired vision, learning disabilities, and death are all results that smog, carbon monoxide, and acid rain have on the human body. The deterioration of the ozone, and precious trees, as well as the destruction of many necessary rain forests are examples of pollution’s negative effects on the environment. Smog, carbon monoxide, and acid rain are all main roots to the deterioration of humans, as well as the planet. For additional information, see http://cses.scbe.on.ca/air4.htm. The first poisonous gas to be discussed would be smog. Smog builds when sunlight cooks everyday emissions from automobiles. Automobiles body paint, as well as gasoline fumes, all play a deadly role in the destructive path of smog. When these pollutants cook in the sunlight, they form ground-level ozone, which is the main component in smog. Pollutants are generated by traffic in urban areas. To view an example of a polluted see http://www-wilson.uesd.edu/education/airpollution (76k). The pollution is then blown from city to city in wind flows carrying toxins into the rural areas. â€Å"Motor vehicles are the main source of hydrocarbons and nitrogen oxides. The emission from motor vehicles combined with sunlight create a brown haze, which we have come to recognize as smog†(Deg... ...erioration of humans, as well as the planet. Works Cited - Degobert, Paul. Automobiles and Pollution. Warrendale PA: Society of Automotive Engineers, 1995. - Grad, P. Frank. The Automobile and The Regulation of it’s Impact on The Environment. Norman: University of Oklahoma Press, 1975. - Haslam, Sylvia. River Pollution: An Ecological Perspective. London: New York: Belhaven Press, 1990. - Meisel, S. William. Monitoring Carbon Monoxide Concentrations in Urban Areas. Washington: Transportation Research Board, National Research Council, 1979. - Schwieger, Robert G. and Elliott, Thomas C. Acid Rain: Engineering solutions, regulatory Aspects. New York: Hemisphere Pub. Corp. Magraw Hill, 1985. - Southwestern: The Student Handbook. 4 vols. New York: Harper Collins Publishers, Inc, 1997. 4 vols.

Tuesday, November 12, 2019

Leaders, Managers, Entrepreneurs on and Off the Organizational Stage*

Leaders, Managers, Entrepreneurs On and Off the Organizational Stage* Barbara Czarniawska-Joerges, Rolf Wolff My purpose is to tell of bodies which have been transformed into shapes of different kinds. You heavenly powers, sinee you were responsible for those changes, as for all else, look favourably on my attempts, and spin an unbroken thread of verse, from the earliest beginnings of the world, down to my own times.Ovid: Metamorphoses Abstract Barbara CzarniawsicaJoerges Department of Business Administration, Lund University, Lund, Sweden Roif Woiff Gothenburg Research Institute at the School of Economics and Legal Science, Gothenburg, Sweden This paper explores three crucial roles of the organizational theatre: managers, leaders and entrepreneurs. Changing fashion in the organizational theory debate as well as in organizational practice puts different roles in focus at different times.Organization theory should, accordingly, shift its attention toward studying the contexts in which a given role acquires dominance, in place of an unreflective discussion of the relative functional advantages of each of them. This paper argues that none of the three will ever go out of fashion, as they can be seen as enactments of archetypes, embodying the different fears and hopes of those who create organizations by their daily performance.Leadership is seen as symbolic performance, expressing the hope of control over destiny; management as the activity of introducing order by coordinating flows of things and people towards collective action, and entrepreneurship as the making of entire new worlds. The sociohistorical context needs to be considered as the stage-set wherein these roles gain prominence. Introduction Organization Studies 1991, 12/4: 529-546  © 1991 EGOS 0170-8406/91 0012-0022 $2. 00 Leaders are in, managers are out, entrepreneurs are waiting in the corridor.What orders their appearances and disappearances? In an attempt to answer this question, we propose to an alyze all three roles, not in terms of organizational effectiveness, but as symbolic expressions of collective hopes and fears, played out (‘performed') on the organizational stage. Leaders, managers and entrepreneurs are supposed to serve certain functions in organizations — functions which are ascribed to so-called executive positions. The term ‘executive' comes from the times when managers were supposed to execute the owners' will.The separation of ownership and control (Chandler 1977) complicated this simple relationship, opening the way for discussions on the desired form of the executive role. This debate does not take place in a vacuum; it accompanies, reflects and influences changes in organizational practices and theories. Just which functions and in what configuration changes, both with theories and with time, because the definition of what executive functions should entail changes in line with master-ideas, whose time comes and goes (Czarniawska-Joerges and Joerges 1990).These, in turn, are related to 530 Barbara Czarniawska-Joerges, Rolf Wolff broader changes in the cultural context of organizing (Czarniawska 1986). An ambition to tackle the issues of context leads researchers to obviously relevant aspects such as changes in business cycles or changes in political climate. A study of these can of course, if treated with devotion, completely fill more than one research career, and yet there always remains something unanswered, a phenomenon unexplained, of a kind that conventional organization studies are poorly equipped to grasp.Perhaps the theatre metaphor (Mangham and Overington 1986; Czarniawska-Joerges 1992) would help in describing those ephemeral phenomena. What leads to a change in repertoire of a theatre, a replacement of comedy by tragedy, Shakespeare by Pinter? It is the decision of the management, the wishes of the primadonnas, the current cultural fashion, the economic exigencies — and much more. In the organiza tional theatre, the plays performed vary from one season to another, from one director to another, but the general repertoire seems to be quite traditional, even if it contains both tragedy, comedy and drama.It might be that the actual playwright is our ‘collective unconscious', to use Jung's term (1934); that in our attitudes toward the central organizational roles, i. e. leaders, managers and entrepreneurs we act out archetypes. This phenomenon escapes the analysts' attention because we are used to looking for articulation of archetypes in different spheres — in myths and legends (Hogenson 1987). In this discussion, we are dealing with ‘archetypes of personalities' rather than ‘archetypes of transformation' (Jung 1934/1959: 322).The latter are ‘typical situations, places, ways and means' according to Jung (p. 322), or what some would call ‘scripts' (Mandler 1984). The archetypes of personalities are ‘universal, idealized, larger-than-life symbols that contain the essence of human experience and that help individuals develop an emotionally satisfying picture of the world' (Krefting and Frost 1986: 164). In other words, we argue that the central organizational roles represent wishes and fears shared by organizational collectives; they are symbols which help to ascribe meaning to organizational events. It always seems to us as if meaning — compared with life — were the younger event, because we assume, with some justification, that we assign it of ourselves, and because we believe, equally rightly no doubt, that the great world can get along without being interpreted. But how do we assign meaning? From what source, in the last analysis, do we derive meaning? The forms we use for assigning meaning are historical categories that reach back into the mist of time — a fact we do not take sufficiently into account. (Jung 1934/1959: 317) In what follows we shall try to show that the continuing debate on t hose roles reaches indeed ‘back into the mists of time', and although we limit ourselves to a relatively short span of time there are plenty of traces pointing further back. Next, we shall attempt to demonstrate that the three roles are complementary in the sense that they answer different needs or fears of the collective unconscious. In this sense, no role is ever Leaders On and Off the Organizational Stage 53I out'; they all have their place in our collective consciousness, even if we at times tire of one and become fascinated with another. To bring out the core of these archetypes we shall look for their equivalents in literature and theatre, the traditional fields of symbolic expression. In doing so, we continue and extend the tradition of symbolic interpretation of executive roles (see e. g. Frost and Egri, forthcoming; Gustafsson 1984, 1985; Kets de Vries 1989, 1990a, 1990b; Westley and Mintzberg 1989). LeadersIn 1948, Robert Stodgill attempted to make a list of traits r esponsible for leaders' success, starting with a review by Charles Bird from 1940, which listed 79 traits important for successful leadership, as mentioned in 20 works reviewed. Stodgill updated the list to about 100 traits while observing that different authors did not agree on their importance. When he returned to the topic 26 years later in his book Handbook of Leadership, the number of leadership studies reviewed exceeded 3000 (Stogdill 1974).During the 1960s, the concept of organizational leadership began to shift from persons to behavioural styles and then toward the situational factors. Ghiseili (1963), Fiedler (1964), Bass (1960), and Umanski (1967) were among the best known authors who studied leadership and recommended that the leaders should begin by diagnosing the context of their action and should then act accordingly. By the 1970s, the interest in leaders diminished. There were at least two reasons.One was that, after three decades, researchersfinallyarrived at a conti ngency theory which proclaimed that leaders' success depends on the fit between their personalities (thus incorporating the trait theory), the type of action they choose (the style theory, with its origins in the seminal study by Lewin et al. 1939), and the situation (e. g. Fiedler 1964). This achievement, impressive at the time, was met with some derision twenty years later, when the waves of fashion came and went several times.Wildavsky's comments summarize it very well: ‘Unfortunately, multiplying traits of leaders, times types of followers, times samples of situations, times group interactions has led to more variety than anyone can manage. ‘ (Wildavsky 1984: 18) Another, and probably more important reason for abandoning the role of leadership was political frustration at the end of the 1960s. The young Americans saw their favourite leaders killed; the young French decided to remove their old, unpopular leaders themselves. McClelland's article on ‘Two faces of power' (1970) is a vivid example of anxieties suffered by the older generation in the U.S. when the youth rejected the traditional authority and the conventional career paths. According to this study, the graduates of Harvard and other schools did not want to be leaders anymore, seeing a dark face of power even behind the innocent organizational titles. 532 Barbara Czarniawska-Joerges, Rolf Wolff Managers Thus in the 1970s, charismatic leaders were distinctly out of fashion, and yet there was still a need for some sort of authority expression in organizations. The unpretentious ‘managers' took the place of leaders.However, ‘Fayol's fifty year old description of managerial work was no longer of use', observed Mintzberg (1971) in an early report from his famous study of the tasks of managers. A new approach was needed and the most typical model for a manager of the 1970s was perhaps Drucker's (1970) ‘effective executive'. The effective executives had no charisma what soever. The organizational reality pushed them towards ineffectiveness. Their time belonged to everybody else. They were forced to focus on operational exigencies to the detriment of reflection and strategic thinking.They were blinded by the walls of organizations, cutting off the worid outside. They were dependent on what other people did or did not do. To all these harassed people, Drucker formulated a message — a list of practices allowing for an increase in effectiveness, a set of pragmatic prescriptions on how to manage one's time, how to use accessible resources and how to make decisions (Drucker 1970). Problem-solving capacities were more important than social skills and decision-making ability conquered charisma, at least for a while.But power was again noticed, lurking behind this depersonalized, institutional facade. It has been said that the management-oriented researchers, like the early rationalist organization theorists, ‘. . . believed mankind had to shif t from the government of men to the administration of things, as their precursor Saint-Simon had claimed; and they felt they were achieving their aims by emphasizing financial stimuli and technical controls instead of human leadership. The delusion that they had suppressed power relationships prevented them from understanding the true nature of their own actions. ‘ (Crozier 1964: 146)In a sense, this is the same accusation as the one formulated eariier against the leaders, but with a different rationale behind it. While leaders did not understand the true nature of their actions, blinded by power, the managers were blinded by an illusion that they were free from power. This issue appears in the debate on both sides, pro-leaders and promanagers. The advocates of leadership say that there is so much power in organizations that it must be officially recognized, whereas the defenders of management tend to say that there are enough power games in organizations without giving them a n official status.To leave this circle, let us introduce a third voice. Entrepreneurs The story goes that long before there were any leaders or managers in the companies, there were entrepreneurs. These entrepreneurs created, in fact, the world of business organizations as we know them today, employ- Leaders On and Off the Organizational Stage 533 ing not so much charisma or intellectual capacities as something else: willpower. Let us thus make an excursion ‘into the mists of time'. In 1921, Josef Schumpeter published an article on the Unternehmer — the entrepreneur.In this not very well known article, he explored the character of the business company from a historical point of view, the function of the entrepreneur and finally the ‘modern' entrepreneur. Schumpeter saw the origins and functioning of companies as being based on two correlated facts: on the one hand, the property rights over the means and results of production; and, on the other, what he called a â €˜business mentality'. The latter led to the development of production techniques, a capitalist economic calculation and market communication structures.The combination of this capitalist mentality and capitalist property rights produced business companies, which became crucial elements of the contemporary cultures, but even more — they were, without doubt, ‘the basis for and the condition of such cultures' (Schumpeter 1921: 47). Thus, a given type of motivational force creates a given type of organization, which results in a given type of culture that, in turn, encourages such motivational forces and permits such organizations. When analyzing the 18th century, one can see entrepreneurs functioning both as employers and owners of capital.Schumpeter, however, had already noticed that these functions can be and are different, and that in modern companies one encounters two different types of people: managers and entrepreneurs. Management, according to Schumpeter, is a function consisting of control, of guaranteeing discipline and introducing order; a function requiring considerable daily, bureaucratic work. This function, necessary as it is, does not embody what is really characteristic of the capitalist economy. The importance of the entrepreneur is not the management of an existing company but the creation of such a company.Schumpeter perceived entrepreneurship as a specific case of social leadership. Such ‘social leaders' are not outstanding in their task abilities, but in their willpower. This willpower can be translated into contemporary language as ‘initiative', but, in this case, not an initiative of thought (for example, conception of new ideas), but an initiative of action. The core of entrepreneurial motivation is similar to that of leaders, but entrepreneurship mainly fits contexts which are new and cannot be dealt with by means of experience or routine.Entrepreneurship is leadership in exceptional situations and, we might add, is most likely to entail the creation of such situations. Schumpeter stressed repeatedly that entrepreneurship is never a matter of individuals only. It is a phenomenon which has to be analyzed and identified within a complex conglomerate of factors. In saying this, interestingly enough, Schumpeter seemed to anticipate the growing interest in what Mintzberg (1983) calls ‘configurations': complex, dynamic contexts where simple contingencies are not of much use. 34 Barbara Czarniawska-Joerges, Rolf Wolff This does not mean that one should neglect other functions. Any economy, at any time, is performing on the basis of existing experiences and routines. Therefore, there will always be a function which has to do with the supervision of these processes (and which we call ‘management'). Management, or the routine behaviour in production and business, enables economies to deliver promptly and act in accordance with the requirements of systems which are highly rational and therefore predictable.On the macro-level, though, many processes constantly change their situational equilibrium. There is a continuous growth of population and the means of production. There are also non-economic developments which are changing the economy: social developments, political influences, and so on. On the micro-level, the equilibrium ceases to exist when individuals see new possibilities, and strive to implement the innovations they have in mind. The concurrence of macro- and microchanges creates room for entrepreneurs.Paraphrasing Schumpeter's ideas in social constructionist terms, one can say that entrepreneurs are people who are the first to see a crack or aflawin a social construction of economic reality, and to interpret it as an opportunity to actualize their ideas of what the world should look like. As long as this vision is not shared by others, they have to live with an individually constructed reality, which is a heavy burden to bear. What seem to be anecdotal stories of mad inventors and innovators might be actually quite true, in the sense that the unsuccessful inventors are people whose reality did not become socially confirmed.Those who succeeded, though, are the makers of our worlds. Leadership Revisited The neo-conservatism of the 1980s brought to Europe, from beyond the ocean, various nostalgic notions such as ‘free market' and ‘leadership' (as opposed to ‘negotiated economies' and ‘codetermination', the keywords of the 1970s). As far as leadership was concerned, organization theory did not go far beyond Stogdill: offering many definitions, many brands of leadership and varying recipes for success (see e. g. Maccoby 1981; Bass 1985; Bennis and Nanus 1985).But it is ‘charisma' and ‘visions' that count most. Bernard Bass asks dramatically: ‘What does Lee Iacocca have that many other executives lack? Charisma. What would have happened to Chrysler without him? It probably would have gone bankr upt. ‘ (Bass 1984: 26) To which Robert B. Reich answers: ‘Many Americans would prefer to think that Lee Iacocca single-handedly saved Chrysler from bankruptcy than to accept the real story: a large team of people with diverse backgrounds and interests joined together to rescue the ailing company. ‘ (Reich 1987: 82)Leaders On and Off the Organizational Stage 535 Reich points out that public opinion would like to see lacocca as an entrepreneur, a solitary world-maker, rather than a leader who represents a team of people joined in a common effort. His critique aims at the public veneration of world-makers, based on nothing more than their own claim to fame. What is interesting to us, however, is the fact that Reich stresses the difference between the entrepreneurs as solitary worldmakers and leaders who actually lead other people toward a common vision.It has been repeatedly stressed, especially in analyses of political leadership, that leaders express and embody the wishes of their followers rather than impose those of their own. The romanticizing tradition, which Reich criticizes, tends to equip the heroes of the day with the capacities of leaders, entrepreneurs and managers all rolled into one, where they lead the masses to worlds of their own making, waiting for nature to cooperate. In practice, however, not only should the three roles be divided among different people, but even their performance should be brought much closer to reality.If one talks to people employed by organizations led by charismatic leaders, one discovers that they learn about their leaders' visions from the mass media (sometimes from internal videotapes) and that leaders themselves, busy in the TV studio, only have a vague idea of what is happening in their organizations (Schwartz 1989). Organizations are run with the help of Standard Operating Procedures — of which culture is perhaps the most powerful — and impersonal control processes, the latter initiat ed and fed by many different actors, none of whom accepts responsibility for the actual course of events.The remaining pockets of autonomy are filled with individual creativity and self-control which rarely comes from the leaders (on leaders' necessary distance from organizational action, see Brunsson 1989). So, what is leadership all about? In 1978, at the dawn of the new leadership era, a curious book was published, entitled Leadership: Where else can we go? (edited by McCall and Lombardo), which included contributions from the greatest authorities in the field (Jeffrey Pfeffer, Karl Weick, Louis Pondy). The articles challenged all the conventional visions of leadership and came up with new images.The most famous of these was perhaps Pfeffer's article ‘The ambiguity of leadership'. Pfeffer stated that there was not enough evidence to indicate ‘either the effect of leadership or, more significantly, the conditions under which leadership might be expected to have more or less impact on organizational outcomes' (Pfeffer 1977/1978: 23). Leaders serve as symbols representing the personal causation of social events. Such personal attribution of causality is a confirmation of the feasibility to control events, one of the most important stakes in human beings' fight against destiny. Occupants of leadership positions come to assume symbolic value, and the attribution of causality to those positions serves to reinforce the organizational construction of meaning that provides the appearance of simplicity and controllability. ‘ (Pfeffer 1977/1978: 29) 536 Barbara Czarniawska-Joerges, Rolf Wolff Creating this ‘illusion of control' over fate (Brunsson 1989; Czarniawska 1985) lies at the core of leaders' symbolic performance. Leadership should be seen as a political, symbolic process and understood and evaluated in this perspective.While accepting this postulate, we propose to extend the symbolic perspective to the two other roles: entrepreneurs and managers. Entrepreneurship Reconsidered The late 1980s saw a revival of a long forgotten role: that of the entrepreneur, which, for a while, seemed to be petrified in one epoch: that of early capitalism. The contemporary version of this role, embedded into monetary supply-side capitalism, is well described by Kaplan: ‘To get things done through individuals striking out on their own' (1987: 86). The role is ven better understood when contrasted with that of ‘drones' (Reich 1987), that is, those who keep the empires and the big conglomerates going. Entrepreneurs, in the 1990s as in the 1880s, create new social and organizational realities. They work against the existing social structure, not by opposing it by e. g. political means, but by behaving as if the existing structure did not exist. By ignoring the established ways of thinking and action, they make dreams come true. Drones are then the carriers of entrepreneurial ideas. ‘Entrepreneurs' and ‘drones' ali ke represent two extreme personalities, born by two extreme social realities.Today's societal and economic structures tend to moderate both. On the one hand, revolutionary innovation became complex and inordinately costly; on the other, the everyday running of empires requires innovation and social change. Also, the individualism of entrepreneurship contrasts with the realities of everyday life and family structures, at least in the western industrialized part of the globe where we live and work. The freedom for acting out male dreams is curbed by women's emancipation, followed by changing division of work at home, and women's attempts to acquire managerial positions.The dual career problems and ‘glass ceilings' discovered by women in the corporate context leads to more and more women opening small companies of their own. A growing proportion of entrepreneurial businesses in Europe and Africa have been established by women. History will show whether these new entrepreneurs wil l also fall into the luring trap of empire building supported by traditional economic success criteria, or whether they will redefine entrepreneurship by tying it to different archetypes. IVIanagement Defended ‘. . . he executive leader is not a leader of men only but of something we are learning to call the total situation. This includes facts, present and potential aims Leaders On and Off the Organizational Stage 537 and purposes of men. Out of a welter of fact, experience, desires, aims, the leader must find the unifying thread. He must see a whole, not a mere kaleidoscope of pieces. He must sec the relation between all the different factors in a situation. ‘ (Follet 1949: 51) It was with these words that, as early as the 1940s, Mary Parker Follet tried to defend the need for management — rather than just for leadership.In the 1970s, Zaleznik launched the insightful thesis that while leaders are needed in times of crisis and change, managers represent the every day rationality of welfare and affluence (Zaleznik 1977; see also Czarniawska-Joerges 1989). Machiavelli, it seems, wrote for managers and not for leaders. Leaders ‘sometimes react to mundane work as to an affliction' (Zaleznik 1977: 201). ‘They may work in organizations, but they never belong to them' (1977: 205). The 1980s brought in a heavier assault: managers lacked not only leadership but entrepreneurship as well.Always a gallant knight of management, Peter Drucker asserts that they are all the same: ‘Management is the new technology (rather than any specific new science or invention) that is making the American economy into an entrepreneurial economy (. . . ) Entrepreneurship requires above all application of the basic concepts, the basic techne, of management to new problems and new opportunities. ‘ (Drucker 1985: 17) The concept of ‘intrapreneurship' (Pinchot 1985) is, in fact, the most extreme attempt to join management and entrepreneurship in the service of large organizations.Roger Kaplan comments drily: ‘For society to work, you need more than robust little capitalists' (Kaplan 1987: 89). Managers stand for rationality, as Zaleznik rightly pointed out, and they have not disappeared. As late as 1986, Hales asked again ‘what do they do? ‘ on his way to ‘clarification and synthesis between managers' behaviour and the management function' (Hales 1986: 112). We shall now look at all three from a symbolic perspective only. In this endeavour, we shall look for help in archetypical personages known from belles lettres. This is, however, an illustratory device, and is arbitrary in character.The readers are encouraged to look for other images or metaphors which render explicit that which the archetypes project into perceptions of executive roles as designed by both the actors and their audience. Why Are Leaders So Attractive? As we see it, the most appropriate figure representing the leader's role is that of Moses. It embraces, for example, the three leadership archetypes distinguished by Frost and Egri (forthcoming): The Warrior, the Healer and the Magician. A perceptive analysis of Moses' political leadership, rendered by Wildavsky (1984), provides a good example of what is expected of a leader.It took Moses 40 years to take the Jews to their land, although 40 days would have been enough, but he had everything 538 Barbara Czarniawska-Joerges, Rolf Wolff that a leader should have: a visioti, a will to lead, atid a cotitact with God. We do not intend to follow Wildavsky's intricate reasoning. For present purposes, it suffices to notice that Moses represents the epitome of male and paternalistic leadership (a nursing father, Wildavsky calls him, although his nursing methods were rather cruel). His fate also indicates the primarily symbolic role of the leader: he never reached the Promised Land, he was not needed there.The problem with Moseses is, that they have a tendency to sacrific e people in the name of obscure external sources of legitimacy. Additionally, common sense and good organization is not their speciality. Moseses are good in crises, but otherwise they are not the most efficient. In everyday life one contacts a manager of a travel agency to go to Israel. Does it mean that leaders are not responsible for what happens, because they do not actually cause it? Edelman answers this question in the following way: ‘They do identify themselves with particular courses of action and inaction and so deserve responsibility for them.But the assumption that leaders have caused the events for which they take responsibility is reductionist because it ignores the consequences of historical developments, material conditions, and interpretations of those conditions. Except as minor elements of a complex transaction, leaders cannot provide security or bring about change. ‘ (1988: 65) An opposite type of leadership failure is the refusal to perform according to a script expected in given conditions. Maybe it is actually the other side of the same coin, that is, an erroneous belief on the part of the leader that he or she is truly a causative factor.What is then perceived as successful leadership, if it is not the act of bringing about a change? It is a dramatic performance which fulfils the expectations of both audience and co-actors, while retaining contradictions in the service of dramatic effect, but limiting negative and threatening aspects to a necessary minimum; and, above all, a skilful use of stage set and a talented improvization, tuned to prevailing moods (see also Westley and Mintzberg 1989). These are very demanding skills; additionally, high visibility and high costs connected to failure contribute to the market value of this role.Last but not least, high salary and high perks prove, in themselves, that the leader is who he is supposed to be: the person who controls fate. The successful performance confirms the accuracy of the attribution. Why Are Managers Least Liked? Like the leader, the manager has also a symbolic function to fulfil: that of introducing and keeping order, opposing entropy. But unlike the leader, he is not given the splendour of a Moses-like performance. He is a Miser, or worse still, a Scrooge, without imagination, with his ridiculous common sense and care for money and things.Leaders On and Off the Organizational Stage 539 There are probably many mythical biographies representing the archetype of a manager. We took the Miser for his obvious similarity to an accountant. Misers are clearly comic characters, and we gladly laugh at them, as much as we need them. In the course of organizational life, however, this laughter becomes often bitter. Misers have a strong tendency to treat people as things. ‘Could anything be more cruel than this rigorous economy he inflicts on us, this unnatural parsimony under which we perforce languish? {The Miser, Act One) This is Cleante speaking t o Elise, but wouldn't we like to join him and La Fleche (‘A plague on all misers and their miserly ways! ‘) whenever we have spoken to our money-controllers? If the great leaders sometimes do a great deal of good by being othewise occupied (speaking to some god or other on some faraway mountain), managers sit at home, and manage: ‘Let us have you all in here. I want to give you instructions for this evening see that everybody has his job. Come here. Dame Claude, we'll start with you (. . . ) Your job is to clean up all round, and do be careful not to rub furniture too hard.I'm afraid of your wearing it out. Then, I'm putting you in charge of the bottles during the supper. If there's a single one missing or if anything is broken I shall hold you responsible and take it out of your wages. ‘ (Harpagon, The Miser, Act Three) A manager would, of course, find out the shortest way between Egypt and Israel and the cheapest means of transportation, and where would we be with our legend? Boland and O'Leary's (1988) amusing and insightful analysis of images of accounting in advertising illustrates this point very well.The advertisement artists attempted to project an image of a creative controller supported by clever machines but the laughable picture of a man with sleevelets and glasses always crept in. The enemy of creativity and change, the Miser nevertheless symbolizes order, the value which is just as indispensable to organization as control over the fate which Moses promised to his people. At any rate, manager is the one with the truly economic mind, ridiculous as it might seem to all who care about higher things. Why Are Entrepreneurs Admired and Feared? Who are entrepreneurs in terms of their dramatic performance?It is difficult to say as, unlike leaders and managers, who are limited to the political and/or organizational stage, entrepreneurs represent an everyman's dream of the successful life. They are Columbuses, treasure-hunters and Ho ratio Alger's heroes all in one. Their task is to create new worlds, often with a mainly pecuniary interest in the background. In a sense, their play is most often a tragedy, while leaders come from a drama and managers from a comedy. They might become Macbeths if things go wrong, but also inventors like Faust, who wanted to be immortal and succeeded — indeed, it depends on very individual moral judgement as to 40 Barbara Czarniawska-Joerges, Rolf Wolff whether we see Faust as a failure or as a total success. When successful, entrepreneurs acquire God-like (or Satan-like) properties in eyes of the rest of the people: those who can create worlds are to be both worshipped and feared. In the beginning was meaning — In the beginning was power — In the beginning was action — (Faust) How can one translate Faust's dreams into modern economic terms? One possibility is some version of the American Dream, joining the archetype of the adventurer and the entrepreneur . Take, for example, the story of Uncle Jake.In 1929, Uncle Jake left his family home and the horse-breeding farm inherited from his father in Connecticut for Alaska. His mother and friends stayed behind — that is, those friends who did not commit suicide after the Great Depression. The crash did not, however, influence Uncle Jake, neither economically nor psychologically: his optimism seemed enhanced by the dramas around him. This is how John Hawkes' epos Adventures in the Alaskan Skin Trade (1942) starts. It builds up a character similar to Ragged Dick and other Horatio Alger stories, but makes it clear that the economic success is only a means and not the end in itself, as in Faust.Ragged Dick, for example, was a self-made man, the intrepid capitalist, a person who became rich and made others happier by gambling on a new product or innovation. But Uncle Jake never got really rich. He stands for freedom, creativity and dream-building. The materialistic character of the drea m has to do with another aspect of the American Dream — success as measured by money (which in old Europe was usually measured by pohtical influence). The social costs Jake created by going to Alaska were enormous.He barely noticed his wife's death; his daughter became a prostitute (there were not many ways for symbolizing women's failure in life in those days) until the day when she managed to free herself from his influence and could reflect on her father: ‘He was an artist of adventurous life. The exclusivity of the adventure was more important to him than the treasures he constantly promised to me and my mother'. In the eyes of the daughter Jake was not an entrepreneur at all. He was only speaking as such. We are reminded of Iacocca again: has he created a world or did he only speak as if?In a radical thought of Goodman (1978), this difference is immaterial. Until somebody comes with a better story, Iacocca will remain the author of Chrysler's success in the eyes of the public. In his incisive analysis of the case of El-Sayed (the former chairman of a Swedish company who, after a dazzling success, ended up in prison), Kets de Vries observes: ‘All entrepreneurs need dreams, but in dreaming they are not always effective in distinguishing fact from fancy' (1990a: 683). When they succeed, this very trait is seen as a source of their success. Leaders On and Off the Organizationai Stage 541When they fail, they fail for the same reason. The line between a ‘dream' and a ‘distortion of reality' is a tentative one. But all of them, Fausts and Jakes and Dicks, have one thing in common; they leave behind a trail of broken hearts, crushed realities and, in general, extremely heavy costs (they are no Misers! ) In order to better contrast entrepreneurs with managers we can take another real-life but mythologized example, that of Columbus. As 1992 comes close and both Seville and Genoa are preparing for great celebrations, it becomes clear t hat Columbus ‘discovered' America due to his ignorance and mythomaniac tendencies.An Italian physician with a passion for geography told him, on the basis of several wrong estimations, that it is feasible to reach India by going there on an Eastern route. It has been said, by Columbus apologets, that he discovered America whereas other, better educated entrepreneurs did not. Actually, they did not because they were managers — in the positive sense of the word. Apparently, the Portuguese navigators knew very well that such a continent existed, had all the estimations correct, and planned the discovery of America as a next project after having reached India via the Western route.Whereas most of the Columbus biographers ridicule mental rigidity and lack of intuition on the part of the ‘managers' from the Portuguese School of Navigation, the more mundane interpretation would have it that they did not go to India via America because they knew it was impossible. As an a dministrator of the new land, Columbus and his two brothers gave an incredible show of incompetence and cruelty, to the extent that Ferdinand and Isabella were forced to call them back and appoint a new administrator.Such is then the story of Columbus — a real entrepreneur, as opposed to Columbus as a mythical personage (Mendelssohn 1976), but in both versions one thing is clear: entrepreneurs tend to trample over old worlds in their attempts to create new. Why should they be so hailed and respected, then? Because they also bring change, building new realities on the ruins of the old. Personages and Processes As we have attempted to show, it is an illusion that one role ‘conquers' the remaining two.We could go further and further back and, most likely, find the same (as Crozier's example of Saint-Simon already indicates): theoreticians quarrelling about which role is the best, and practitioners playing all three. The fashion of the day elevates one role above the other and then abandons it again. Now we need order, next we need change, and then we need to control our fate. What shapes the fashion, then? Reading the organization theory debate as it has evolved over the last 70 years, one acquires an impression that a demand for leaders, managers or 542 Barbara Czarniawska-Joerges, Rolf Woiff ntrepreneurs is dictated by organizations themselves — straight to the researchers' ears. Then, in an intellectual discourse about the functioning of organizations, the researchers establish which properties the executives should have. They inform the practitioners about what is desired and the practitioners try to follow norms as well as they can. The next wave of research results and theories brings new developments to light, the theory is perfected and the practice follows suit. Such an egocentric representation can be sustained only as a result of firm isolation from the political, social and economic context of organizing.Indeed, with few and unsyst ematic exceptions, organizational literature neglects what is happening in the world around organizations. Sometimes a simple agent called ‘market' comes into the picture, but even then just as a part of ‘environment' which is, indeed, more and more what organizations managed to enact around themselves. Organizations, the open systems, are for ever immortalized in a closed system of an artificially created frame of reference. We would like to point out that organizations act in historically shaped economic and political circumstances.If we bring these into the picture, the leadership debate can be portrayed, for example, as follows: Figure 1 1920s 1929 1930s 1939-1945 1940s 1950s An Historical Speculation Entrepreneurs Depression (economic crisis) Leaders WAR (poiiticai crisis) Managers Entrepreneurs (economic hope) 1960s 1968 1970s 1973-1975 1980s 1990s Leaders (poiiticai crisis) Managers (economic crisis? ) Leaders Entrepreneurs? The 1920s seemed to herald a recovery f rom the economic disaster of the 1st World War and the entrepreneurs were called for to create prosperity with their innovative thinking. The Great Depression brought an abrupt end to this dream.Frightened and in despair, people called for leaders. And leaders they got: Hitler, Stalin, Mussolini, Churchill, Roosevelt. We shall not plunge into what many historians, on many occasions, have analyzed with delight; was it chance, a historically determined development, or all of those. We assume that people try to attribute meaning both to random events and to planned action. It is this factor that stands for the continuity in the process, and not mechanically connected chains of causes and effects. The war made people wary of leaders and gave rise to operational research in the U. S. A.Managers were also welcome in Europe where a big job of restructuring the post-war economies was started. It became possible to think in terms of economic challenge, not only in terms of economic necessity . Entrepreneurs acquired room to play. Slowly, the Leaders On and Off the Organizational Stage 543 prosperity became feasible and leaders were needed again, to push forward and expand their successes. The imperialist ambitions and the failure of new, democratic leaders brought the political unrest of the Sixties. Throughout the rational 1970s, managers were in vogue, to introduce some order and rationality into the world.The oil crisis, however, left in its wake the realization of a possible world-wide economic crisis. People turned to leaders again. As the crisisfeeling dissolved, however, the leaders were somewhat diminished in importance. It was Gorbachov, at least so long as he behaved as a political entrepreneur, who collected the popularity laurels. This is, of course, only one of several possible stories. We do not claim the monopoly on the one and only true story — rather, we would like to see more historical organizational research that traces down social, and not qu asi-biological (as in population ecology) developments.Additionally, such stories would have to pay increased attention to the rhetorics that are used in telling them (McCloskey 1986). In this paper, for example, we have used what is considered to be a chauvinist language: we have spoken of executives as if they were men. This was done on purpose: the dramatical metaphors gave us an additional insight into a matter that is becoming fashionable now, namely, why are there so few women leaders? Simply, the roles are not the female roles.There are, of course, some convincing performances, especially by female Moseses, such as Ghandi or Thatcher, but nevertheless their performance is reminiscent of Shakespearean times when men performed all female roles: brilliant but artificial. Archetypical female roles are hard to fit into modern organizations: neither Dame aux Camellias nor Mother Svea have good chances, at least not in executive roles. In this respect, the organizational theatre has a very traditional repertoire. Researchers As Theatre Critics The question that concludes our paper and, hopefully, starts a discussion is: What should — or can — researchers do?Shall we contribute to the debate as participants? Shall we attempt to unmask and deconstruct it? Shall we write new scripts or ironize the old ones? Holding to our theatre metaphor, we see our choice as analogous to that facing the theatre critics. We can opt for what we ourselves like best, or prompt the directors to keep the public content, or to keep the public on its toes. Over time, however, we should be able to arrive at a more systematic reflection on the organizational theatre. It would be illuminating to be able to follow the process of ppointing and dismantling the ‘favourites' in the social consciousness; to see when and how people reach to the repertoire of archetypes to exchange the last one for another. This means following not only historical developments, but also the sh aping of fashions, the development of organizational and occupational cultures, the ups and downs of professionalization, and other social pro- 544 Barbara Czarniawska-Joerges, Roif Wolff cesses of sense-making. The leadership debate can thus be seen as a transformation of symbols which both follows and announces other kinds of transformation.Organization research can then evaluate contemporary performances and try to build a theory of organizational theatre in a historical perspective. Note * The first version of this paper was presented at the 4th International SCOS Conferenee on Organizational Symbolism and Corporate Culture, INSEAD, Fontainebleau, France, June 28-30, 1989. We would like to acknowledge helpful comments from Peter J. Frost, Gareth Morgan and Susan Schneider in preparing the present version. References Bass, Bernard M. 1960 Leadership, psychology and organizational behavior. New York: Harper. 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Saturday, November 9, 2019

Oxidation Reduction Reactions

8. 07 Work File: Oxidation Reduction Reactions 1. What is the difference between an oxidizing agent and a reducing agent? The oxidation number (overall charge of the atom) is reduced in reduction and this is accomplished by adding electrons. The electrons, being negative, reduce the overall oxidation number of the atom receiving the electrons. Oxidation is the reverse process: the oxidation number of an atom is increased during oxidation. This is done by removing electrons. The electrons, being negative, make the atom that lost them more positive 2. When first learning to balance equations, we learned that the number of atoms of each element in the products and reactants must be equivalent. What are some additional factors that must be taken into account when balancing equations for redox reactions? Some additional factors that must be taken into account when balancing equations for redox reactions are: dividing the equation into an oxidation half-reaction and a reduction half reaction, multiplying each half-reaction by an integer such that the number of electrons lost in one equals the number gained in the other, and combining the half-reactions then cancel. 3. What are half reactions? A half- reaction is simply one which shows either reduction OR oxidation, but not both. 4. What two aspects of the half-reaction equations must be balanced? Oxidation and reduction charges 5. For the equation Ag + NO3 – ? Ag + + NO (Note: This reaction takes place in an acidic solution. ) Step 1: What substance is reduced? NO3 Step 2: What substance is oxidized? Ag Step 3: What is the half reaction for oxidation? Ag ? Ag+ + 1e- Step 4: What is the half reaction for reduction? (NO3)- +4H+ +3e- ? NO + 2H2O Step 5: What is the net balanced equation? 3e- + 3Ag + 4H+ + NO3? 3Ag+ +NO+ 2H2O+ 3e- Step 6: What is the reduced equation? 3Ag + 4H+ + NO3 —> NO + 2H2O + 3Ag

Thursday, November 7, 2019

Euthanasia4 essays

Euthanasia4 essays Euthanasia continues to be an extremely controversial issue in society, and there are many opposing viewpoints concerning this specific subject. The case of Sue Rodriguez versus the province of British Columbia, is one that demonstrates the high degree of debate over such a sensitive topic, as euthanasia. The following is an analytical examination of the case at hand, and a critical comparison of it, to the theories of Patrick Nowell-Smith. When relating the theories of Patrick Nowell -Smith to the case of Sue Rodriguez, it is evident that he would not agree with the judges final decision. Firstly, it is necessary to discuss some of the relevant and significant points of the case. Sue Rodriguez is a mother in her forties, suffering from Lou Gehrigs disease. Her life expectancy is several months, however her condition is deteriorating quickly. Soon, she will no longer be able to swallow, speak, walk or move, and she will require a respirator in order to breath. She will be bedridden. Sue Rodriguez is aware of her situation and knows that death is inevitable, however, she wishes to control her circumstances, and her time and manner of death. By the time Sue is no longer able to enjoy life, she will be physically unable to terminate her life with out assistance. Sue is not requesting that her death be caused by active euthanasia, which would be by means of a doctor physically ending her life with some form of injection. She is asking that a qualified medical physician set up a certain technological system that would allow her, if she chose to, end her life with he r own hand. This is passive euthanasia, as it allows the victim herself to control the time and manner of her own death. The Criminal Code includes a section regarding the idea of suicide that the judge lays before her in an attempt to defy her wishes. Section 241 states that Every one who counsels a person to commit suicide or aids or abets someo...

Tuesday, November 5, 2019

Change your daily routine and find happiness

Change your daily routine and find happiness It’s a new year, and like most of us you’re probably eager to get it started off on the right foot- which might include figuring out how to increase your daily happiness. After all, life is short and no one wants to spend their days needlessly unhappy, especially when you can make a few easy life adjustments to get you smiling again. Even making some small tweaks to your daily routine can make a world of difference. Is your usual routine relaxed and well organized, setting you up for a positive and productive day? Or is it more chaotic and anxious, setting you up for uncertainty and a greater likelihood that things will go wrong? Setting your day off on the wrong foot- and keeping it there with the wrong daily routine- is a clear recipe for unhappiness.Inc. recently published an article  that highlighted 7 easy-to-implement changes that you can make to your daily routine that can improve your overall mood, productivity, and health- key components of lasting and sustai ned happiness. Use the strategies presented here to make positive changes to your daily routine and increase your level of happiness.Write down your thoughts and feelings.Keeping a small notebook or journal to jot down your daily thoughts and feelings can make a world of difference. Not only is it an excellent way to calmly work through the tangle of ideas that continually fight for primacy in our crowded brains, it’s a good way to slow life down for a bit, relax, and allow some quiet time for thoughtful reflection. Beyond this, it’s also a good way to ensure that you don’t forget things, which can really ruin your day.Chat with a fellow commuter.Many of us go through significant portions of our day feeling isolated and disconnected from the world around us, which can be a real recipe for routine unhappiness. Forging a new, meaningful connection with someone you encounter each day- like a fellow commuter- can help reconnect you to the world at large, and with an y luck you’ll make a meaningful and lasting friendship. Who wouldn’t be happy about that?Take a beautiful photo on your way to work.When we get stuck in a rut, we become desensitized to things around us as we mechanically go through the motions of our daily routine. When we can no longer recognize the beauty in the world, it becomes increasingly difficult to stay happy. Do yourself a favor- take a moment to stop and find something beautiful around you each day and take a photo, which will serve as a lasting reminder that life is filled with wonderful moments. Chances are, those photos will make you smile whenever you look at them.Plan something joyful for tomorrow.In many ways, humans are predictable creatures- we feel happy when we have something to look forward to. Take advantage of this quirk of human nature by taking time each day to plan something joyful for tomorrow. It doesn’t have to be something big; even a small bit of future happiness can bring a smil e to our faces. Give it a try.Set one goal for the day.People also feel good when they achieve goals they set for themselves. Each day, set one achievable goal for yourself- and make sure you give an honest effort towards achieving it. Once again, the size of the goal isn’t the main thing here; even achieving a modest goal that you set for yourself can bring you a measure of happiness, not to mention help make your day productive.Consider outsourcing a chore.Life is full of responsibilities that we as adults must devote our time and energy to each day- whether we want to do them or not. That said, there are some chores in our lives that we don’t necessarily have to do ourselves. Try letting yourself off the hook for a chore you can just as easily pass along to someone else. Chances are, you’ll breathe a small sigh of relief and have a little extra time for something that makes you happy.List something you appreciate.Although it’s easy to take the good thi ngs in our lives for granted at times, it gets much harder to do so when we write them down. Try thinking of something you’re grateful for each day and write it down. The act of doing so can really solidify its importance and can serve as a powerful, tangible reminder that there are things in life worth being happy about.There you have it- ideas you can incorporate into your daily routine to make your life a little brighter. It may take a little effort, but isn’t your happiness worth it?

Sunday, November 3, 2019

Nelson Mandela and Mohandas Gandhi Essay Example | Topics and Well Written Essays - 250 words

Nelson Mandela and Mohandas Gandhi - Essay Example There are a few differences and many similarities between Mohandas Gandhi and Nelson Mandela. The world recognizes the two leaders for their stern fights against colonialism and especially against racism. The world famously recognizes Nelson Mandela for his fight against black domination and white domination. In his trial in 1962, Nelson Mandela finished his defense speech with the claim that he is ready to die for a democratic society. However, even though Gandhi also fought against racism, he seemed to have been advancing the rights of his Indian community. For instance, Gandhi encouraged the Indians in South Africa to defy the ways of the Europeans. The two leaders used different ways in their fights against colonialism. However, the two received similar treatments from the colonialists. They were both jailed on various occasions despite the fact that Gandhi used more peaceful ways than those used by Mandela. For an instance, in 1960s Mandela and his compatriots in the young league of the Africa National Congress (ANC), formed a military wing of the ANG called Umkonto we Siswe. Despite their different ways of actions, the two leaders are world famous for their excellent contributions to the elimination of colonialism. However, the two leaders received two different treatments from their people. Unlike Mandela, who received respect until his death in 2013, Nathuram Godse killed Gandhi on January 30 of 1948 before he became a prime minister (DeLuca). In conclusion, the colonial period generated many leaders. Nelson Mandela and Mohandas Gandhi are two famous leaders of the colonial period. The two leaders used different methods to fight the colonialists.