Correlation Between Gang And Gang Delinquency - 1859 Words

When potential gang members become exposed to certain life situations they have a higher risk of joining a gang. When someone joins a gang they become susceptible to partaking in actions that they would not normally do. This paper will give some idea of what a gang is and describe some factors that can motivate a person to get involved with a gang. It will also explain the problem associated with an increase of gang member activity that result of a higher gang homicide. The data will show that the estimated number of gangs was at a high, then that number trended downward. Finally the number has risen to the present and has steadily plateaued at the high. In this report I will explain the relative correlation of the high in gang activity to†¦show more content†¦Meaning that when someone is going through hard times and their home life is in pieces they look for someone else that cares, whether that person is good or bad. In a gang everyone is close and everyone cares about eac h other. When these potential gang members come into a gang they look up to the other members in the gang and will end up doing anything that another member would ask them to do. Including killing, theft, dealings narcotics, anything as long as it will make them fit in and feel loved. Part of the problem is that in the large major cities youngsters who are suffering from boredom, despair, and poverty can easily be enticed into the idea of being part of a gang. With these ideas of involvement, it is increasing the gang membership in larger cities. Studies have shown an increase in gang involvement since 2003 but now is stabilizing. This is a growing problem because if we do not increase activities such as prevention groups or getting the police involved in community programs in cities encouraging youth participation it could begin to rise again over a few more years. Police need to not be just a figure in a uniform, but get involved and let youth and adults know that the figure in the uniform is a person who cares about them and the community. What is a gang and what do they do? There are many definitions for what a gang is. According to The National Gang Center website, one

The Kennedy And Lyndon B Johnson - 775 Words

ohn F Kennedy and Lyndon B Johnson were thrown into the caldron of executive US politics on January 20th 1961 having been elected on a single presidential/vice presidential ticket. As progressive-liberals, their incumbency oversaw a period of substantial domestic and international change that has continued to shape America to this day. Historical assessments of each President are wide-ranging. Historians such as Robert Dallek, author of ‘J.F.K. - An Unfinished Life’, conclude that Kennedy’s premiership was one of ‘small successes and big failures’. Dallek laments JFK’s failed ‘New Frontier’ domestic program which promised federal funding towards education, medical care for the elderly, funding towards poorer state government and government intervention to aid the recession as leaving ‘a want of landmark legislation’. Conversely Public opinion of Kennedy remains very strong however. Lyndon Johnson on the other hand divi des historical opinion to a broader extent. Whereas Dallek concludes that Kennedy was a man of ‘small successes and big failures’, Johnson was an exponent of ‘great achievement and painful failure, of lasting gains and unforgettable losses’. According to John Kentleton his domestic ‘Great Society’ left ‘something of Lincoln’s greatness within his grasp’ but believes that ‘Johnson’s presidency ended in failure’; a conclusion drawn from the military conflict in Vietnam and endless logistical problems with his domestic programs. This essay will argue that despiteShow MoreRelatedLyndon B Johnson and the Kennedy Doctrine1029 Words   |  4 Pagesï » ¿Lyndon B. Johnson, the 36th president of the United States, took the executive office during a crucial time period in U.S. History. The former vice-president was taking over for President Kennedy, who had recently been assassinated. Kennedys foreign policy large ly revolved around the Kennedy Doctrine, which was a continuation of the doctrine of preceding presidents Dwight Eisenhower and Harry Truman, both of who were committed to the containment of communism while propagating the capitalist economicRead MoreThe Legacy Of President Lyndon Baines Johnson1045 Words   |  5 Pagesâ€Å"Free at last, free at last....† President Lyndon Baines Johnson was born in Hill County in the August of 1908. As a child, he was a very smart, and he didn’t let his ‘low rank in society† affect his life. During his attendance at college, he took a job as a teacher. Lyndon Johnson started teaching at a segregated Mexican- American school. A segregated school was a school filled with one race, or can be seen as a racial isolation. In Cotulla, Texas, he taught Fifth, Sixth, and Seventh grade. AfterRead MoreThe War Of A National Highway System1463 Words   |  6 PagesThe term New Frontier was used by liberal, Democratic presidential c andidate John F. Kennedy in his acceptance speech. Kennedy entered office with the goal to get rid of Americas poverty, and to raise America’s eyes to the stars through the space program. During the New Frontier, unemployment benefits were expanded, aid was provided to cities to improve housing and transportation, funds were allocated to continue the construction of a national highway system started under Eisenhower, a water pollutionRead MoreLyndon B. Johnson Biography784 Words   |  4 PagesApril 2016 Block 7 Am. History Lyndon B. Johnson Biography Lyndon B. Johnson was born August 27, 1908, in Stonewall, Texas Sam Ealy Johnson, Jr., a politician, farmer, cotton speculator, and newspaper owner, and Rebekah Baines Johnson, a homemaker and sometime newspaper editor (Smallwood). He was he first born of five children. Johnson started school school near his home along the Pedernales River in the Texas hill country at age four. Although at age four, Johnson attended the nearby one-room, one-teacherRead MoreKennedy Won The Democratic Convention953 Words   |  4 Pagesin hopes that Humphrey would defeat John F. Kennedy. Moreover, Rowe thought that this would lead to Johnson’s path of the presidency (Peters, P. 62) However; it was too late because Kennedy was dominating the presidential nominations. Instead, Johnson was relying on his running mate Humphrey to win the Democratic Convention. Ultimately, Johnson hoped that Humphrey would choose him to be his vice president if Humphrey won the Democratic Convention. Johnson believ ed that he was an excellent candidateRead MoreLyndon Baines Johnson, also known as LBJ, was the 36th president of the United States. LBJ was800 Words   |  4 PagesLyndon Baines Johnson, also known as LBJ, was the 36th president of the United States. LBJ was very much involved in the political field as a Democrat, and he is one out of four people who served in all four elected federal offices of the United States (Representative, Senator, Vice President, and President). LBJ became president due to the assassination of John F. Kennedy as he was his running mate for the 1960 presidential election. He designed a piece of legislation called â€Å"Great Society† thatRead MoreCivil Rights Act Of 19641337 Words   |  6 PagesLindsey Overbeck Mr. Wieser Government 1 April 2016 Civil Rights Act of 1964 President Lyndon B. Johnson and President John F. Kennedy made many notable advances to outlaw discrimination in America. They fought against discrimination on race, color, religion, and national origin. Although the 13th, 14th, and 15th amendments outlawed slavery, provided for equal protection under the law, guaranteed citizenship, and protected the right to vote, individual states continued to allow unfair treatment ofRead MoreLyndon Baines Johnson And The Civil Rights Act Of 1964974 Words   |  4 PagesJaquelyn Hernandez 2nd/3rd Politics or Principle? Lyndon Baines Johnson was born in 1908 in central Texas. At the age of twenty he taught at a fifth, sixth, and seventh grade segregated Mexican-American school in Cotulla, Texas. His career began in teaching but in 1931 Johnson began a political one. Johnson held a seat in the U.S. House of Representatives for eleven years. He was elected in 1937 representing his home state Texas. Johnson was also a lieutenant commander in World War II. He wasRead MoreThe Assassination of Kennedy and The Conspiracies Surrounding It1530 Words   |  7 PagesJohn Fitzgerald Kennedy was made president January of 1961. The people of America adored him and his wife, Jacqueline. However, on November 22, 1963, Kennedy was shot and killed while riding in the back of his car through Dallas, Texas. The audience of the parade he was in had to watch in horror as their idol died in front of them. He was 46 years old. We grew being told in school that the man who shot John F. Kennedy was Lee Harvey Oswald. However, as I grew older I started learning moreRead MoreVietnam War and American Culture1684 Words   |  7 Pageshome. II. Events that Led to the Advancement January 20, 1961, John F. Kennedy became president of the United States. Americans believed this was the beginning of the golden age. Contrary by the end of the sixties it seemed the nation was falling apart. Kennedy was assassinated and Lyndon B. Johnson became president (History.com, n.d.). Vietnam War escalated and was backed by the White House. President Johnson failed to realize the racial nightmare the American involvement in Vietnam would

Mgmt 1 Free Essays

Project Charter Template GenRays HRIS System Project Charter GenRays 3/1/2012 Table of Contents Project Title Purpose Description Objective Success Criteria or Expected Benefits Funding Major Deliverables Acceptance Criteria Milestone Schedule Approval Requirements Project Manager Authorized by Project Title GenRays HRIS System Purpose Based upon stakeholder interviews the purpose for the HRIS system is to improve productivity, improve communication with potential employees, improve recruitment of qualified candidates, improve payroll efficiency processes, and improve overall Human Resource processes. Description The HRIS project will provide a significant boost to the overall human resources and payroll processes. By providing an automated online system for applications, potential candidates for positions may easily monitor the application process. We will write a custom essay sample on Mgmt 1 or any similar topic only for you Order Now In addition to this benefit, the updated employee database could be used to automatically fill out electronic forms and allow integration of multiple enhancements such as a leave system, employee training management, data reporting capabilities and employee monitored career paths. Objective We will work with the Information Technology, Human Resources, and Payroll departments to determine the best product that meets the needs of all units involved. By reviewing the available solutions and determining the overall expectations of the company as a whole, we may select a solution that provides for the expectations of those units. After the selection process we will work with the same units to configure the HRIS solution specifically for GenRays and the track the outcomes of the implementation. Success Criteria or Expected Benefits Implementation of the HRIS System will address the following expectations:  ·Provide a career track for existing employees  ·Increase payroll process efficiency and productivity  ·Provide an online application solution with tracking capability  ·Provide more transparency in hiring  ·Provide enhanced review of job applicant credentials  ·Process payroll automatically  ·Process expense reports automatically  ·Enhance recruiting capabilities  ·Improve productivity in relation to electronic forms  ·Reduction of data entry error for payroll Provide a standard performance review system while reducing paperwork  ·Integrate performance reviews with a standard compensation schedule  ·Provide a standard position control system  ·Integrate performance reviews with training to evaluate training outcomes  ·Provide a leave management system  ·Provide an enhanced employee communication system  ·Reduce overall number of database systems managed Funding The funding for the HRIS project should be address by the VP of Finance. Generally, because the project supports that area most directly, the project ost should be assumed by that unit. It is possible that the CEO may be willing to fully fund the project due to his interest level. It is also possible that the project may be jointly funded with several units providing funding for their area of interest. For example, the HR unit may elect to absorb the cost of the HRIS system software license and associated internal personnel required for the project. Moreover, the IT unit may absorb the cost of the database migration and any human capital associated with the migration. Major Deliverables  ·Selection of HRIS Software Development of forecasted and estimated budget  ·Implementation of HRIS Software into test environment  ·Implementation of career tracking configuration  ·Implementation of payroll automation  ·Implementation of online applications  ·Implementation of performance review syst em  ·Implementation of employee communication system  ·Implementation of data analysis and reporting capabilities  ·Implementation of HRIS Software in production environment  ·Migration of existing data into database Acceptance Criteria  ·Selection of HRIS Software oReview of proposals and features of software. Selection by project stakeholders including CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers.  ·Development of forecasted and estimated budget oReview of proposals, human capital and budget allotments for procurement. Involving project stakeholders including CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers.  ·Implementation of HRIS Software into test environment oImplementation of Software by solution provider and IT unit.  ·Implementation of career tracking configuration Configuration, training and testing by HR and IT.  ·Implementation of payroll automation oConfiguration, training and testing by Accounting (payroll) and IT.  ·Implementation of online applications oConfiguration, training and testing by HR, Marketing and IT.  ·Implementation of performance review system oConfiguration, training and testing by HR and IT.  ·Implementation of employee communication system oConfigurati on, training and testing by HR and IT.  ·Implementation of data analysis and reporting capabilities oConfiguration, training and testing by HR and IT. Implementation of HRIS Software in production environment o Implementation of Software by solution provider and IT unit.  ·Migration of existing data into database oImplementation of Software by solution provider and IT unit. Milestone Schedule  ·Selection of HRIS Software oReview of proposals and features of software. Selection by project stakeholders including CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers.  ·Development of forecasted and estimated budget oReview of proposals, human capital and budget allotments for procurement. Involving project stakeholders including CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers. Milestone 1 (Selection and Budgeting – February 1, 2013) – Approvals by CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers for HRIS selection and budget. From this point procurement of the HRIS solution and management of procurement begins.  ·Implementation of HRIS Software into test environment oImplementation of Software by solution provider and IT unit.  ·Implementation of career tracking configuration Configuration, training and testing by HR and IT.  ·Implementation of payroll automation oConfiguration, training and testing by Accounting (payroll) and IT.  ·Implementation of online applications oConfiguration, training and testing by HR, Marketing and IT.  ·Implementation of performance review system oConfiguration, training and testing by HR and IT.  ·Implementation of employee communication system oConfiguration, training and testing by HR and IT.  ·Implementation of data analysis and reporting capabilities oConfiguration, training and testing by HR and IT. Milestone 2 – (Configuration and Testing – August 15, 2013) – Approval to move into the production environment after confirming configuration and expectations to be completed by CEO, VP Finance, VP Marketing, IT Director, HR Director, VP Manufacturing and Plant Managers.  ·Implementation of HRIS Software in production environment o Implementation of Software by solution provider and IT unit.  ·Migration of existing data into database oImplementation of Software by solution provider and IT unit. Milestone 3 (Training – October 1, 2013) – Delivery of training to all employees utilizing the system. Milestone 34(Go Live – October 15, 2013) – Approval by IT unit that all features function correctly and are certified for quality. Approval Requirements Overall the assigned portions of the project need to be approved by the individual units as identified in the acceptance criteria section. Because individuals from the stakeholder areas are responsible for assisting in the configuration and training portions of the project these areas will require approvals as they are completed. In addition, the overall project will require sign-off from all stakeholders in order to verify that expectations are met and we may implement into a production environment. In relation to change, a change management process will be put in place with direct approval coming from the Project Manager. The project manager will work to ensure that the expectations are reasonable, adhere to the scope, and are a technical feature of the selected HRIS solution. Once the project reaches the closing phase a final approval is required from the President and CEO indicating project completion. Project Manager Dara S. Fann Authorized by Date: How to cite Mgmt 1, Essay examples

Cultural Affects And Acceptance Of Power In Change Programs - samples

Question: Discuss about the Cultural Affects And Acceptance Of Power In Change Programs. Answer: Change in the organization can be adapted so that it can be done on a regular basis. This helps the organization to remain competitive but still this process does not seem to have taken much into action in most organizations. The studies reveal that one third of the organizations are at a successful place because of the organizational changes done by the leaders(Pieterse, Caniels and Homan 2012). Organizational change is all about reviewing the structure of management and processes in the business. The businesses which are small always have to adapt the changes for their survival in the market where bigger organizations exist. Just because of staying ahead in the market, organizations are always looking for things they can do efficiently in terms of cost and resources. Change should not be taken as a fear in the organizations. Instead it should be taken positively. The power perspectives always emphasizes on the ideologies and the culture which makes the people follow existing order, without any force and dispute. The power of being social requires the certain discourse to become accepted naturally by creating values and practices involved. This type of view communicates the manipulative power(Brown 2012). This essay explores the argument on the cultural affects and acceptance of power in change programs in the organization. They are explored by comparatively applying the power related elements of Hofstedes cultural dimensions to Singapore and Australia. There are several types of power which are used in change management. They are as follows: Legitimate Power: This power refers to authority for a formal position and it develops from the concept of rights of ownership. A huge number of leaders do believe that their power increases when they get promoted to the higher ranks without having personal power or position and their power can also become diluted. Expert Power: Power of the expert never relies on the positions that are formal as the power originates from the people who have technical information or skills and expertise as compared to others. These skilled professionals are promoted to the managerial positions as they perform outstandingly in the functions they are skilled in. The leaders can become what they aspire to be only when they know how to exercise power on their subordinates and peers(Patrick 2012). They will otherwise be good at what they do but will never gain the respect that they need. Coercive Power: This power is present everywhere in organizations. It is known to be a negative form of the power of all. This only aims to influence others by developing fear in them(Mundaute 2003). It never encourages the desired performance but also discourages undesirable actions. Reward Power: This power always gives out results from the workers as they want to earn the rewards. Anything that a worker values can be considered being as rewards. Such as praise, compensation or the most important is promotion. This can also be used as the punishment when the worker has given poor performance by holding up the reward they were about to get. Referent Power: This type of power is gained by relation in between power exercising person and an icon who yields power. People with referent power can also use the power for coercion. For humans, the greatest fear they possess is being social excluded. A social leader just by using a derogatory word can shun anyone out from the community. As it is known that power differs in meaning with different people, it may have both dimensions, be it positive or negative. Power is definitely useful for social change (Cacciattolo 2015). It is on the groups to qualify as to how use of power is understood. Let us see the positive and negative aspects of every power in detail. Referent Power Negative Aspects: If this leadership is made applicable then the leader should have friendly relations with the employees. In case if that is not the case then this type of power will not be helpful in any case. Positive Aspect: If the leader is well equipped with this type of power, he will be followed by lots of loyal followers because the followers will respect him. Coercive Power: Negative Aspects: Very few people can actually follow it. It cannot be tolerable with everybody as it might lead to labor turnover. Also, the subordinates will also feel suffocated in terms of sharing the ideas. Hence, there will be less communication and no source of motivation will exist. As a result, employee might feel unappreciated. Positive Aspect: A few people can easily be motivated to work harder in such conditions. In case if employees respond in the positive way, they will surely provide positive output. In this power, employees can be motivated for acquiring high outcomes. Legitimate Power: Negative Aspects: Leaders can misuse their power in this type of power. The results are not always effective and flexible in organizations. Employees are given power because of the role they play and not because they have skills or talent. Positive Aspect: It enables a higher organization hierarchy. It often increases leaders effectiveness so that they can become strong role models. This type of strong sense of trust might bring good productivity in the organization. Reward Power: Negative Aspects: If the rewards are kept rather than given, it might lose respect in the eyes of the employee. People might consider the perks as reward or not. It depends on person to person and his needs. Positive Aspects: It always promotes good behavior and increases the sales. Also promotes faithfulness for the business. Expert Power: Negative Aspects: This kind of power can make leaders too bossy and overconfident. In this case of power, if the knowledge of the person is shared then his power will be lost with passing time. Also, if the person does not share the knowledge then organizations effectiveness is at stake. Positive Aspects: The staff is obedient. They accept instructions from the leaders. It also offers a few elements for knowledge and skills (Justice 2014). Hofstede in the year 1991 defined culture are the feelings and actions of humans. He believed that the soul of human software is actually the culture. Computer imaginary is used by him to define culture role in the human life. The software role is determined to operate the computer by defining its work. He wanted to focus on the significance of culture by advicing that culture is like software of mind. It drives the humans. Without it the meaning of humans is nothing. Culture will always include visible and invisible behaviors that shape the humans. The model which Hofstede proposed was the national culture which is widely referred by a few researchers in management. Its framework is reliable when national culture samples are concerned (Hofstede 2011). The dimensions of Hofstedes culture consist of: Power distance Index: This reflects an extent of the groups of people who are weak in culture for accepting inequality in allocation of power as normal incident. Though, injustice is that clich thing which is found at every country in every situation but the acceptance level of reality is very different in cultures. However, it would be easy to find existing inequality in some situations which might give color to life. Individual-collective Dimension: This dimension reflects extent to when individuals put their own interests first as compared to the interests of the family or society. Hence, it reflects where people try and remain individuals rather then become a part of the group. Uncertain Avoidance Dimension: It reflects extent to when uncertain situation which are not predictable, creates fear in the people about the culture. Masculine and Feminine Dimensions: The dominant value is always the masculinity of the society which emphasizes affirmativeness and earns good money and material goods. Femininity is used for referring the extent when dominant values of society focus on the relation between humans. Long terms orientation Dimension: This one refers to extent of the cultures realistic perspective for long term and short term orientation. Cultures of long term usually have the value of resilience, prioritizing, prudence and perseverance kind of efforts for building the share in the market instead of pursuing short term profits (Rinuastuti, et al. 2014). Power Dimension: Hofstede stated that dimensional measures to the extent of members of organizations with less power are always distributed unequally. The supervisor is correct because he is superior can be considered as high power and employees working in a particular way because the supervisor is asking them to do so can be considered as low power(George, et al. 2012). When on the collective level, the society has the same concern about the power and also if they accept that a few people must have more power as compared to others, every community has a different level of acceptance which ranges from high to low degree acceptance. That means that power is not different but people are different in terms of levels. Critically it can be noted that power distance as value does not necessarily mean power but it is actually how people look at it. Example: Two people perform the same job and the same job. Within principle, the power gap between boss and the employee is same, though; the wo rkers will look at it the different way. Hence, the gap can be very much different. The first worker may have respect for his boss seeing the power that he possesses while the other can question the boss and challenge his power by asking for the explanation (Mooij and Hofstede 2010). The Hofstede power distance studies have shown that Singapore is characterized by the power distance which is very high. High power distance means Singapore people has a gap between them and the individuals who have higher status or great power. Result of this is that they are more reserved in sharing their opinions. On the other hand, Australia has low power distance. There, individuals feel that they are equal. Every one share their ideas and are comfortable with each other. Singapore consists of low UAI. In such cases, there is high acceptance tolerance for deviations. Hence, emotions generally suppress by social pressure and it rarely leads to aggression. Australia has moderate UAI. Such countries are usually threatened by the uncertainties of life. In countries like these there is greater show of emotions (Tung and Quaddus 2002). Singapore is a collective society which has low IDV score. They have great confidence in making decisions in a group. Australia on the other hand, needs to maintain peace within groups which may be a factor of lower levels of conflicts. Australia and Singapore are both the type of countries which are considered moderate in levels of masculinity. Though, the cultural difference between them might be contrasting by depicting Australia to be moderate in masculinity and Singapore in Femininity (Ghosh 2011). The use of power does not seem to be efficient in Singapore as people do not share their opinion. IN case of organizational change, Singapore should not use the power leadership as people will be able to give the new ideas and since, Asia is the growing market. It would be very helpful. While for Australia, use of power is efficient as people are more liberated there and do share good ideas and new innovations with the society. As a result, it is one of the developed countries in the world. In Australia, 30% is the long term orientation and this 30% is below the half level which is 44% if it is compared with rest of the world. It shows that long term orientation is at a lower level if Australia is talked about. It can also mean that Australia always inclines towards short term. Singapore is very normal in the long and short term orientation index, its products can also be the short term and long term purposes both. From the viewpoint of marketing, products which are marketed to the masculine culture should be the status products which will refer to the achievement and recognition(Leo, Bennett and Cierpicki 2005). Australia is low power distance country where as other Asian countries like Singapore and Hong Kong etc are considered to be high power distance of the spectrum. This essay discusses that leadership is connection between sustainability and development. It provides new views on the behavior and competency of the leaders. With globalization increasing, the influence of cultures is inevitable(Bergiel, Bergiel and Upson 2012). Hofstedes cultural dimensions clearly states about the individual and society cultural differences. In the recent studies, paying attention to the cultural values has become the importance for the business purpose and the behavior. Typical cultural values can lead to ignore difference in individuals in culture values. Finally, the conclusion of the research is based on the differences and the similarities in the value orientation and in decision making style which cannot be ignored as they might influence business and polity economic integration (Abdallah, Denis and Langley 2011). References Abdallah, Chahrazad , Jean Louis Denis, and Ann Langley. "Having your cake and eating it too Discourses of transcendence and their role in organizational change dynamics." Journal of Organizational Change Management 24, no. 3 (2011): 333-348. Bergiel, Erich B. , Blaise J. Bergiel , and John W. Upson. "Revisiting Hofstedes Dimensions: Examining the Cultural Convergence of the United States and Japan." American Journal of Management 12, no. 1 (2012). Brown, Barrett C. "Leading complex change with post-conventional consciousness." Journal of Organizational Change Management 25, no. 4 (2012): 560-575. Cacciattolo, Karen. "ORGANISATIONAL POLITICS: THE POSITIVE NEGATIVE SIDES." European Scientific Journal 11, no. 1 (2015). George, Reece, Keith Nesbitt, Michael Donovan, and John Maynard. "Evaluating Indigenous Design Features Using Cultural Dimensions." Proceedings of the Thirteenth Australasian User Interface Conferenc 126 (2012). Ghosh, Apoorva. "Power Distance in Organizational Contexts- A Review of Collectivist Cultures." The Indian Journal of Industrial Relations 47, no. 1 (2011). Goncalves, Marcus. "Leadership Styles: The Power to Influence Others." International Journal of Business and Social Science 4, no. 4 (2013). Hofstede, Geert. "Dimensionalizing Cultures: The Hofstede Model in Context." Online Readings inPsychology and Culture 2, no. 1 (2011). Justice, Holly. Leadership Sources of Power. 2014. https://www.slideshare.net/HJustice/leadership-sources-of-power-31593945?next_slideshow=1 (accessed February 27, 2018). Leo, Cheryl, Rebekah Bennett, and Steven Cierpicki. "A comparison of Australian and Singaporean consumer decision-making styles." Journal of Customer Behavior 4, no. 1 (2005): 17-45. Mooij, Marieke de, and Geert Hofstede. "The Hofstede model." International Journal of Advertising 29, no. 1 (2010): 85-110. Mundaute, Lourdes. "Power Dynamics and Organizational Change: An Introduction." Applied Psychology: An International Review 52, no. 1 (2003): 1-13. Patrick, Harold Andrew. "Influence of Power Bases on Leadership Strategies Adopted by Managers in Information Technology Organizations." European Journal of Business and Management 4, no. 11 (2012). Pieterse, Jos H., Marjolein C.J Caniels, and Thijs Homan. "Journal of Organizational Change Management." Journal of Organizational Change Management 25, no. 6 (2012): 798-818. Raven, Bertram, and John R.P. French. "The Bases of Power and the Power/Interaction Model of Interpersonal Influence." Analyses of Social Issues and Public Policy 8, no. 1 (2008): 1-22. Rinuastuti, Handayani, Djumilah Hadiwidjojo, Fatchur Rohman, and Nur Khusniyah. "Measuring Hofstede?s Five Cultural Dimensions at Individual Level and Its Application to Researchers in Tourists? Behaviors." International Business Research 7, no. 12 (2014). Tung, Lai Lai , and M. A. Quaddus. "Cultural differences explaining the differences in results in GSS: implications for the next decade." Decision Support Systems 33 (2002): 177-199.

Gulivers Travels Essays - Gullivers Travels, Houyhnhnm,

Gulivers Travels Gulliver's Travels Author Info Swift was dean of St. Patrick's Cathedral in Dublin when his novel came out. Since in this book he wrote about and often harpooned-prominent political figures, he published the book anonymously. While most readers were trying like mad to find out who the author was. Swift's close friends had fun keeping the secret. Londonwas stunned with thoughts about the author's identity, as well as those of some of his characters. Swift's dying years were a torment. He suffered awful bouts of dizziness, nausea, deafness, and mental incapacity. In fact, Swift's harshest critics tried to discredit the Travels on the grounds that the author was mad when he wrote it. But he wasn't. The Travels were published in 1726- and Part IV, which raised the most controversy, was written before Part III- and Swift didn't enter a mental institution until 1742. He died in 1745. The Plot Gulliver's Travels is the story about Lemuel Gulliver as he travels to the strange lands of Lilliput, Brobdingnag, the kingdom of Laputa, and the land of the Houyhnhnms. In Lilliput people are six inches high, and Gulliver, in comparison, is a giant, or a Man-Mountain, as the little people call him. Gulliver becomes involved with the domestic problems of the Lilliputian government. The government made to deal with Gulliver. The document outlines the terms of his freedom. One of these terms is that Gulliver must help the Lilliputians in their war against Blefuscu . Gulliver steels the enemy's fleet and takes it across the harbor back to Lilliput. For a short time he's a hero. But Gulliver intervenes in the peace talks, and gets a more profitable treaty for the Blefuscudians than they would have had gotten. After that it's downhill for Gulliver. When he pee's onto a fire at the palace and there by saves the royal chambers, he is put on trial for disobeying a law prohibiting public urination. This and some other charges against Gulliver result in a conviction of high treason, punishable by blinding. Gulliver doesn't feel like having that done so he escapes to Blefuscu. Part II, which takes place in the land of Brobdingnag. This time Gulliver is extremely small compared to the giant Brobdingnagians. After a short time as a working freak. Gulliver is rescued by the king and queen and lives a life of comfort. He spends much of his time learning the language and talking with the king about life in England. The king turns out to be as a fair, merciful ruler and a very sympathetic and humane man. Gulliver, in comparison seems petty, vindictive, and cruel like the Lilliputians. One day while on an walk with the king and queen, Gulliver's box/house is kidnapped by a bird with him inside and dropped in the sea, and is then recovered by an English ship. Gulliver stays in England a while with his family then goes back to sea. In Part III, where Gulliver goes to the flying island of Laputa and some of its colonies nearby. His first stop is Laputa, where the people have one eye turned inward and one eye turned up to the sky. They're thinking always of their own thoughts (inward) and of other issues like mathematics, astronomy and music (upward). They're so focused they need flappers to hit them self's on the ear to let them know someone is talking to them. The Laputans are so distracted from everyday life that they're barely aware of their wives. Because the Laputans are bossy rulers of their colonies, and because they pay little attention to Gulliver, he gets sick of them and goes on to the island of Balnibarbi. There Gulliver becomes friendly with Count Munodi, who is the only one on the island who lives in a nice well-built house and whose lands yield crops. The other people engaged in scientific research and do everything according to the most sophisticated way possible. Therefore their houses are in ruins and their land are the same way. Gulliver visits the Academy of the Projectors to learn more about them, and witnesses a series of totally useless, wasteful experiments. In Luggnagg Gulliver meets the Struldbrugs, a race of people who are immortal.

The Seven Voyages of the Ming Chinese Treasure Fleet

The Seven Voyages of the Ming Chinese Treasure Fleet Over a period of almost three decades in the early 15th century, Ming China sent out a fleet the likes of which the world had never seen. These enormous treasure junks were commanded by the great admiral, Zheng He. Together, Zheng He and his armada made seven epic voyages from the port at Nanjing to India, Arabia, and even East Africa. The First Voyage In 1403, the Yongle Emperor ordered the construction of a huge fleet of ships capable of travel around the Indian Ocean. He put his trusted retainer, the Muslim eunuch Zheng He, in charge of construction. On July 11, 1405, after an offering of prayers to the protective goddess of sailors, Tianfei, the fleet set out for India with the newly-named admiral Zheng He in command. The Treasure Fleets first international port of call was Vijaya, the capital of Champa, near modern-day Qui Nhon, Vietnam. From there, they went to the island of Java in what is now Indonesia, carefully avoiding the fleet of pirate Chen Zuyi. The fleet made further stops at Malacca, Semudera (Sumatra), and the Andaman and Nicobar Islands. In Ceylon (now Sri Lanka), Zheng He beat a hasty retreat when he realized that the local ruler was hostile. The Treasure Fleet next went to Calcutta (Calicut) on the west coast of India. Calcutta was one of the worlds major trade depots at the time, and the Chinese likely spent some time exchanging gifts with the local rulers. On the way back to China, laden with tribute and envoys, the Treasure Fleet confronted the pirate Chen Zuyi at Palembang, Indonesia. Chen Zuyi pretended to surrender to Zheng He, but turned upon the Treasure Fleet and tried to plunder it. Zheng Hes forces attacked, killing more than 5,000 pirates, sinking ten of their ships and capturing seven more. Chen Zuyi and two of his top associates were captured and taken back to China. They were beheaded on October 2, 1407. On their return to Ming China, Zheng He and his entire force of officers and sailors received monetary rewards from the Yongle Emperor. The emperor was very pleased with the tribute brought by the foreign emissaries, and with Chinas increased prestige in the eastern Indian Ocean basin. The Second and Third Voyages After presenting their tribute and receiving gifts from the Chinese emperor, the foreign envoys needed to go back to their homes. Therefore, later in 1407, the great fleet set sail once again, going as far as Ceylon with stops in Champa, Java, and Siam (now Thailand). Zheng Hes armada returned in 1409 with holds full of fresh tribute  and again turned right back for another two-year voyage (1409-1411). This third voyage, like the first, terminated at Calicut. Zheng Hes Fourth, Fifth and Sixth Voyages After a two-year respite on-shore, in 1413 the Treasure Fleet set out on its most ambitious expedition to date. Zheng, He led his armada all the way to the Arabian Peninsula and the Horn of Africa, making port calls at Hormuz, Aden, Muscat, Mogadishu, and Malindi. He returned to China with exotic goods and creatures, famously including giraffes, which were interpreted as the mythical Chinese creature the qilin, a very auspicious sign indeed. On the fifth and sixth voyages, the Treasure Fleet followed much the same track to Arabia and East Africa, asserting Chinese prestige and collecting tribute from as many as thirty different states and principalities. The fifth voyage spanned 1416 to 1419, while the sixth took place in 1421 and 1422. In 1424, Zheng Hes friend and sponsor, the Yongle Emperor, died while on a military campaign against the Mongols. His successor, the Hongxi Emperor, ordered an end to the expensive ocean-going voyages. However, the new emperor lived for just nine months after his coronation  and was succeeded by his more adventurous son, the Xuande Emperor. Under his leadership, the Treasure Fleet would make one last great voyage. The Seventh Voyage On June 29, 1429, the Xuande Emperor ordered preparations for a final voyage of the Treasure Fleet. He appointed Zheng He to command the fleet, even though the great eunuch admiral was 59 years old and in poor health. This last great voyage took three years  and visited at least 17 different ports between Champa and Kenya. On the way back to China, likely in what are now Indonesian waters, Admiral Zheng He died. He was buried at sea, and his men brought a braid of his hair and a pair of his shoes back to be buried in Nanjing. Legacy of the Treasure Fleet Faced with the Mongol threat on their northwest border, and the huge financial drain of the expeditions, Ming scholar-officials deplored the extravagant voyages of the Treasure Fleet. Later emperors and scholars sought to erase the memory of these great expeditions from Chinese history. However, Chinese monuments and artifacts scattered all around the rim of the Indian Ocean, as far as the Kenyan coast, provide solid evidence of Zheng Hes passage. In addition, Chinese records of several of the voyages remain, in the writings of such shipmates as Ma Huan, Gong Zhen, and Fei Xin. Thanks to these traces, historians and the public at large can still ponder the amazing tales of these adventures that took place 600 years ago.

Should marijuana be legalized or kept illegal Assignment

Should marijuana be legalized or kept illegal - Assignment Example (Mark J. Pletcher, 2012). Investigators at The Zucker Hillside Hospital in Long Island, NY compared the performance of 50 bipolar subjects with a history of cannabis use versus 150 bipolar patients with no history of use. According to clinical data published online, the bipolar patients with a history of cannabis use demonstrate superior neurocogitive performance compared to patients with no history of use. (Raphael J. Braga, 2012). Use of marijuana for medicinal purposes remains controversial, and we do not advocate its widespread use. However, that in certain circumstances, specifically when patients are using marijuana to relieve nausea, marijuana is not associated with lower rates of adherence (de Jong, 2005). Cannabis users had better cognitive functioning than patients without cannabis use in several domains including design memory, verbal fluency, object assembly, block design, picture completion, picture arrangement, and face recognition memory (John Stirling, 2004) The majority of patients with multiple sclerosis develop troublesome lower urinary tract symptoms. The conclusions after researches: there were few troublesome side effects, suggesting that cannabis-based medicinal extracts are a safe and effective treatment for urinary and other problems in patients with advanced (Ciaran M. Brady, 2004). Pain, sleep and mood were most frequently reported as improving with cannabis use, and high and dry mouth were the most commonly reported side effects. We conclude that cannabis use is prevalent among the chronic non-cancer pain population, for a wide range of symptoms, with considerable variability in the amounts used (Mark A. Ware, 2003). Marijuana significantly reduced ratings of queasiness and slightly reduced the incidence of vomiting compared to placebo. These findings support and extend previous results, indicating that smoked marijuana reduces feelings of nausea and also reduces