Orange Is The New Black Professor Ramos Blog

Orange Is The New Black Orange Is The New Black Women’s prisons are gaining fame in a new way. â€Å"Orange Is the New Black† made its premier on Netflix in 2013 as a comedy-drama series. It is based on real life events from a book called â€Å"My Year in a Woman’s Prison† written by Piper Kerman. Even though this show is hysterical, it still focuses on the real-life issues such as; privilege, the disadvantaged, and mental illness. Many series don’t often involve woman and the prison system. I think it’s nice to see what could possibly go on in there. Orange Is The New Black has just entered its 6th season, making that 78 episodes. With the production being in New York, The creator Jenji Kohan has found a lot of raw talent that have made a huge impact when portraying these characters. Chapman is a main character in the beginning who is being sentenced to 15 months in Litchfield Prison for criminal conspiracy and money laundering. She is well-educated, white, and a narcissist. Chapman is based on the book author, Piper Kerman, who was sentenced to a woman’s minimum-security prison. The writers of this show have made it clear that authorities have become very fond of her. Making her sentence feel a little lighter than the rest of the inmates. It could be that â€Å"white privilege† comes into to play, considering the fact that she has been granted many things that those of color cannot get. The inmates see that she is being favored which makes her presence unwanted. She soon tries to make amends meet with a powerful prisoner by giving her a gift. But in order to make this gift she needs shea butter. Chapman is introduced to a character that goes by the name of â€Å"Taystee†. Chapman trades a lock of her blond hair for Taystee’s shea butt er in hopes of this chaotic drama ending. Taystee wears the blond lock of hair with confidence, as she was looking for a new hairstyle. Taystee’s character is one that a lot of young troubled girls can relate to. She has been in and out of the system all her life. She was put into foster care at birth and remained a ward of the court until she was 16. She met a woman name â€Å"Vee† who was a notorious drug dealer. Taystee always wanted a mother figure in her life and Vee was the closes thing to that. Taystee wasn’t free from the foster system for too long as she ended up in juvenile hall then prison. It is clear that the writers wanted to emphasized the fact that Taystee prefers the system structure rather than freedom. But quite frankly that’s all she’s known. With such a hectic life all she wants is to settle down and find a purpose in life like the rest of us. In prison she has her life set as she is the librarian and has a best friend to always rely on. Things were fine in her life th en boom! The writers wanted to make her life more upsetting. As Taystee loses her friend to a murder committed by an authority figure. It looked like no one would be getting charged for this crime, Of course no one would be charged, right? Have you seen today’s society! Emotions run high within her circle of friends. One particular friend, who has mental health issues, takes it to the heart. At this point everything’s going haywire in the script! â€Å"Crazy Eyes† aka Suzanne is her name. Many characters in the story show signs of mental illness. This is an actual problem in our system. Many prisoners should belong in treatment facilities to get the actual help they need. Orange Is The New Black definitely shows the reality of these issues. The actor Uzo Aduba who plays Suzanne does an amazing job at getting every little detail right. Suzanne is one of the main characters who portrays an inmate that is very intelligent but lacks in social skills and can burst out with emotion at any second. She hits herself on the head when she thinks she’s done something wrong while repeatedly saying â€Å"stupid†. Her antipsychotic medication helps her but only to an extent. Her mentality is that of a six-year-old, which is what landed her in prison. With prison going wild, Suzanne is put in a terrifying position by a guard who tried to make her fight another inmate. This scene is intense while Suzanne is going insane trying to control her emotions. And the outcome is not pretty. Suzanne gets involved when a murder takes place resolving from this situation. She doesn’t tell anyone in fear of having the blame put on her. But can she keep it in for long? She’s slowly losing her mind from not taking her medication that cannot be provided to her due to the fact that there is a huge riot going on. She is left with trauma, not knowing what the future holds. It makes you wonder if this really goes on in there. Do guards really abuse those that are mentally unstable for their own satisfaction? Because a lot of abuse goes on in this show. With all of the sex, drugs, riots and drama going on, it’s no wonder why this became such an instant hit on Netflix. But what Piper Kerman wanted from this experience is to be some sort of advocate for woman’s prison. With woman being a fast-growing population of the prison system, a majority of the female inmates are being mistreated. Using her privilege to bring some light to the prisons poor conditions such as; not giving the right supplies to woman and shackling up the new mothers-to-be during labor and delivery. I don’t think Piper’s voice is loud enough to be heard, but it’s a start. Sad news about this story is that it will be coming to an end. Season 7 will be its final premier in 2019 after running its course for 6 years. Chapman, Taystee, and Suzanne have a complete new twist in the upcoming season that will change their lives forever. Will you be watching it? work cited: vulture.com By: Gwynne Watkins June 5, 2014 aclu.org By: Monifa Bandele October 23, 2017 tv.avclub.com By: Myles McNutt July 27, 2018 variety.com orangeisthenewblack.fandom.com

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International law Assignment Example | Topics and Well Written Essays - 1500 words - 1

International law - Assignment Example A case in point is the International Criminal Court (ICC) that, as Jones argue, has in most instances failed to deliver justice to victims of genocide, atrocities, war crimes, and serious cases of human rights violations (Jones 1). The ICC, formed in 2002, is a watchdog against the violation of human rights, because the United Nations (UN) founded it to punish crimes against humanity (Balasco 48). Because it is an international body, the court should serve the whole world without fear or biased approaches to delivering verdicts. The paper presents an argument suggesting the flaws in the judicial system at ICC that seems to derail justice to victims. Through the argument, the paper justifies whether victims get justice in the process or not. It presents recommendations on the most appropriate strategies that are viable to promote effectiveness of the ICC. In justification, the paper reflects on some of the events in the history of the court to establish whether victims of genocide, atrocities, war crimes, and serious cases of human rights violations had justice. During spring in 1994, there was genocide in Rwanda that led to the killing of nearly 10 percent of its population. The outbreak of the genocide relates to the ethnic clashes with established roots in the existence of a tension-filled political arena. At the time, there was tension following the disappearance of the Rwandese president of the Hutu community. The events that followed led to the mass killings that lasted about six months. The killings did not happen incidentally but were results of well draw plans to eliminate one community in the country. The six months led to other crimes against humanity similar to the events of 1993 in Europe in the reign of the former Yugoslavian rule (Barnett 1). The events in Rwanda prompted the UN to form a tribunal that would seek justice for the people affected by the Rwandese genocide.

Analytical Paper Assignment (Syria and Ukraine) Essay

Analytical Paper Assignment (Syria and Ukraine) - Essay Example This paper discloses the current conflicts in Syria and Ukraine. It describes the roles of the main leading countries in these conflicts. The past events in Syria and Ukraine prove that imperialism is no longer relevant. It is no longer easier for powerful countries to increase their power by exercising control over the rest of the world. America, for instance, prefers not to intervene in the military actions of Syria mainly because they want to maintain a neutral stance, and projects a good international policy of not meddling in the affairs of other nations. The American foreign policy is such that it justifies military action if there is substantial evidence that the countries such as Syria and Ukraine pose a threat to world security. The Ukrainian geopolitical realities are quite different, indicating likely risks of cold war. There is also likelihood of power rivalry. The international law viewpoint considers Syria and Ukraine as trying to make an ambiguous case in trying to declare their sovereignty, the west thinks, yet there is a legal act that that has is valid from 60 years ago (Kristof 27). The self-determination remains inapplicable because its exercise would fragment an existing state-Ukraine. The same nation was a member of United Nations. Such world orders are now challenged by such functional considerations as climate change, sustainability, and weapons of mass destruction-and by normative contemplation connected with equity, human rights and survival of species (Cooper p29).

Assess the advantages of job specialisation Essay Example for Free

Assess the advantages of job specialisation Essay 1. Terminology Job Definition Job definitions in practice are usually only applied to low level manual and clerical jobs, at more senior levels there are usually greater degrees of own job making. There is a school of thought that suggests newly appointed staff ought to know exactly what their duties are in detail. The suggestion is that this higher degree of definition (or specification) helps to motivate employees by letting them know exactly what is expected of them. Others schools of thought are that, far from being motivating a high level of job definition acts to control peoples behaviour and sets minimum performance standards. Job Specialisation Job specialisation is typically a feature of bureaucratic organisations where there is an implied clear-cut division of labour and a high level of specialisation; this is especially relevant to both knowledge jobs and jobs of a manual or clerical nature. After general training some workers e.g. doctors may become gynaecologists, assembly line workers may specialise in fitting car tyres whilst others fit doors, therefore they become a specialist. The design of the organisation relates to what types of jobs should be created and how narrow and specialised they should be. Advantages of job specialisation would be: * Job holders can develop enormous skill in performing a narrowly defined and specified task * Job specialisation typically means that less work time is lost in switching from one job to another * Specialised equipment to increase productivity can be more easily developed in highly specified jobs * Training people for specialised jobs is relatively easy Disadvantages of job specialisation would be: * Boredom is a problem. Workers often get little satisfaction from the job and feel no pride in carrying out trivial tasks * Workers with highly specialised jobs often have high levels of absenteeism and job dissatisfaction and may quit more readily or develop antagonistic relationships with their superiors Once jobs have been designed, organisations must then group the jobs into logical units. At upper levels of an organisation, the groups may be called divisions, product groups or units. At middle and lower levels, they are usually called departments. Departmentalisation is the basis on which jobs are grouped together within an organisation. Another form of grouping is by product. This is a popular structural form in large organisations having a wide range of products or services. In the National Health Service, for example, the key groups of employees medical, nursing, paramedical and hotel services are dispersed according to the service they provide, e.g. maternity, orthopaedic, surgical, psychiatric etc. The advantage of a product organisation is that it facilitates co-ordination and integration, speeds up decision making and eases assessment of units performance. Disadvantages of this type of organisation are that there is some duplication of effort in the various functional areas and managers tend to focus narrowly on their product responsibilities rather than the overall organisation. Hierarchical Structure Hierarchy refers to the number of levels to be found in an organisation. In a company that has a flat organisation structure there are relatively few levels between the lowest and highest levels of authority. A hierarchy is the pattern of reporting relationships between individuals in positions throughout an organisation. The hierarchy has two purposes; to specify which positions are responsible for which areas of operation and to specify the authority of different positions relative to one another. Authority is the power created and granted by the organisation. Organisations must decide how authority is to be distributed among various positions, levels and departments. The process of distributing authority between managers and subordinates is known as delegation. Delegation is a three step process between a manager and one or more subordinates. 1) Assigning responsibility 2) Granting authority 3) Creating accountability Many managers are reluctant to delegate because they dont know how to do so or they feel threatened by a subordinate who performs well. Organisations need to help managers decide how much responsibility to delegate and to overcome the threat of being overshadowed. Decisions about how to distribute authority throughout an organisation result in decentralisation or centralisation. Decentralisation is the systematic delegation and responsibility to middle and lower levels of an organisation. Centralisation is the systematic retention of power and responsibility at higher levels of an organisation. Decentralisation and centralisation are the opposite ends of a continuum. Most firms are relatively more decentralised or relatively more centralised. Centralisation generally allows top managers to exercise control over the organisation, however, it also slows decision making and constrains innovation. Decentralisation distributes control more evenly throughout the organisation. It also tends to speed decision making and make the organisation more flexible and responsive. However, decentralisation allows more opportunities for errors in decision making. The decision to decentralise or centralise is influenced by the organisations environment, size and economic performance. Span of Control Delegation is essentially a power-sharing process in which individual managers transfer part of their legitimate authority to subordinates / team leaders, but without passing on their own ultimate responsibility for the completion of the overall task which has been entrusted to them by their own superiors. The reasons for delegation are mainly practical, but some are idealistic. Practical reasons include: * Senior managers can be relieved of less important, or less immediate, responsibilities in order to concentrate on more important duties * Delegation enables decisions to be taken nearer to the point of impact, and without the delays caused by frequent reference upwards * Delegation gives managers the opportunity to experience decision making and the consequences of their decisions * Delegation encourages managers to learn how to cope with responsibility * Delegation enables organisations to meet changing conditions more flexibly, especially at the boundaries of their system Idealistic reasons for delegation include: * Delegation is a good thing for individual growth, and contributes to staff morale * Delegation is the sine qua non of empowerment (Peter, 1988) * Delegation helps to enrich individuals jobs and humanises work. Most organisations find the need to delegate forced on them by circumstances, especially the pressures on managers to concentrate on environmental issues rather than on internal problems. However, the best practice is to be found in organisations that use delegation positively as an important employee motivator as well as a means of facilitating effective decision-making throughout the organisation. One of the major questions which has to be faced when considering the practical aspects of delegation is how many subordinates, or team members, can be managed effectively by any one manager or supervisor. This is the classical management issue of the so-called span of control, i.e. the number of employees reporting directly to one person. The term span of control refers to the number of subordinates that an individual manages or controls and for whose work that person is responsible. In tall hierarchical organisations an individual employee may have a wide span of control. In contrast in a teamwork structure the span of control may be narrow or may not exist at all. Within an organisation, the span of control bears an inverse relationship to the number of layers of hierarchy, i.e. if the span of control is narrow a large number of levels of hierarchy are needed. In practice spans can vary between one and forty or more subordinates directly supervised, although the most likely range is between three and twenty. Smaller spans tend to be found among managerial, professional and technical groups. Here factors such as cost, the complexity of the work and the need to deal adequately with the problems of people, who may themselves be managers of others, require a closer involvement by superiors in the total operation of their units. Towards the bottom end of the organisational hierarchy, where employees who have no subordinates themselves are carrying out routine tasks, it is practicable to have much larger spans. The whole question of spans of control is linked to top managements views about the number of levels they should have in their organisation. If a flat organisation is preferred, then larger spans are an inevitable consequence, especially for middle managers. If a tall structure is preferred, then spans can be smaller. Any final decision has to be a compromise between these opposing consequences. Other important influences on the size of the spans in an organisation or unit include: * The levels of ability of management i.e. are they capable of producing results with spans of a certain number. * The level of knowledge and experience of the subordinates concerned, e.g. well-trained and experienced staff require less supervision than those without training and experience * The complexity of the work of the unit and the degree of change to which it is subject, i.e. the more complex and more fast changing the work, the more necessary it is to install narrow spans of control * The costliness of possible mistakes by individuals in the unit * The degree of hazard or danger associated with the work, e.g. work on oil rigs or in biochemical laboratories requires special attention to safety procedures In a tall organisational structure many levels separate the lowest positions from the highest one. Hierarchical structures are taken to the extreme in organisations like the army. There are lots of different ranks or grades of workers, with different responsibilities, pay and status. Such organisations are meant to be more inflexible and bureaucratic. 2. Informal and Formal Organisational Structures Organisational structure can be viewed from many perspectives, but I find viewing it from a decision making perspective most useful. Structure exists to perform two essential functions within an organisation: a) Control Ensuring that decision makers at all levels use the managerial or hierarchical constraint as one of the criteria in making their decisions, and b) Coordination Ensuring that decision makers at all levels use lateral or peer constraints as criteria in their decision making The informal organisation structure usually consists of staff and workers who report directly to a small number of managers. This permits a strong influence on morale, motivation and how satisfied staff are with their jobs. This can assist in giving a fast response to customers and following up market opportunities quickly but can lead to confusion of responsibilities and confuse decision making. Organisational growth could lead to increased tension due to overlapping of job roles which would lead to the organisation adopting a formal organisational structure. The informal organisation is: * Flexible and loosely structured * Relationships may be left undefined * Membership is spontaneous and with varying degrees of involvement. The informal organisation can serve a number of important functions: * It provides satisfaction of members social needs, and a sense of personal identity and belonging * It provides for additional channels of communication; for example, through the grapevine information of importance to particular members is communicated quickly * It provides a means of motivation, for example, through status, social interaction, variety in routine or tedious jobs, and informal methods of work. * It provides a feeling of stability and security, and through informal norms of behaviour can exercise a form of control over members * It provides a means of highlighting deficiencies or weaknesses in the formal organisation, for example, areas of duties or responsibilities not covered in job descriptions or outdated systems and procedures. The informal organisation may also be used when formal methods would take too long, or not be appropriate, to deal with an unusual or unforeseen situation The informal organisation, therefore, has an important influence on the morale, motivation, job satisfaction and performance of staff. It can provide members with greater opportunity to use their initiative and creativity in both personal and organisational development. The informal organisation is the networks of relationships that employees form across functions and divisions to accomplish tasks fast. Control is also an integral part of the process of management and a key element for any organisation, playing an important role in the relationship between managers and their subordinates. Control is not only a function of the formal organisation and hierarchical structure of authority, it is also a feature of organisational behaviour and a function of interpersonal influence. The whole purpose of managerial control is the improvement in performance at both the individual and organisational level. Control involves the planning and organisation of work functions, and guiding and regulating the activities of staff. A social organisation is an ordered arrangement of individual human interactions. Control processes help circumscribe typical behaviours and keep them conformant to the rational plan of the organisation. Organisations require a certain amount of conformity as well as the integration of diverse activities. It is the function of control to bring about conformance to organisational requirement and achievement of the ultimate purposes of the organisation. At the organisational level, management need to exercise control over the behaviour and actions of staff in order to ensure a satisfactory level of performance. Managerial control systems are a means of checking progress to determine whether the objectives of the organisation are being achieved. Control provides a check on the execution of work and on the success or failure of the operations of organisations. There are two main types of control which can be used within the organisation and whichever one of these two styles is chosen plays an important factor in the relationship between the manager and his/her subordinates. Firstly, there is Behavioural Control which is based upon the direct personal supervision of the employees. This form of control appears more useful to the needs of individual managers in their attempts to control subordinates in one department or section. There is also Output Control which is based on the measurement of outputs and the results achieved. This form of control serves the needs of the organisation as a whole and is used largely because of the demand for simple measurement of organisational performance. There are five essential elements for a management control system to be truly successful. These factors include the planning of what is desired, establishing standards of performance, monitoring actual performance, comparing actual achievement against the planned target and also rectifying the taking of corrective action. Control is viewed as an essential feature of formal organisation and a hierarchical structure of authority. An alternative view of control is more in keeping with the human relations approach, control is seen as a feature of interpersonal influence and takes place within a network of interaction and communication. While the need for some form of control is constant, the extent and manner of control is variable. In the formal organisational structure there will be patterns of communication and procedures for decision making. Some organisations will have tall structures with lots of layers of command. Other organisations can be relatively flat. The formal structure is usually the first structure adopted after the simple informal organisational structure. It represents a significant shift from centralisation (one person in charge) to decentralisation. Management is divided into tasks of getting the work (sales marketing), carrying out the work (operations), getting the staff (personnel) and recording transactions and arranging finance (finance). This can lead to tension and inter-rivalry between functions, overlap, duplication of effort and difficulties in co-ordination can also occur. Formal structures are often based on specific tasks and it is how these tasks are allocated and the authority which they carry are explained by the organisational structure. The formal organisation is based on official links and connections whereas the informal organisation is based on loose ad hoc connections. It is much easier to set out an organisation chart for formal structure than for informal ones, which may not be obvious and may change although some informal structures are deeply embedded in working practice. The formal organisation is: * Deliberately planned and created * Concerned with the co-ordination of activities * Hierarchically structured with stated objectives, the specification of tasks, and defined relationships of authority and responsibility. Within the formal organisation an informal organisation will always be present. I would define an organisations structure as the architecture both visible and invisible which connects and weaves together all aspects of the organisations activities so that it functions in a dynamic way. One simple approach is to consider how an organisations structure is described when represented in the form of a diagram which is most often shown as an organisation chart. Below is an example of formal organisation chart for 3. Organisational Structure of Scottish Enterprise Borders a) Scottish Enterprise operates a formal organisational structure subdivided into regional structures for each Local Enterprise company. This structure is due to the organisation being relatively large, geographically dispersed, and delivering a wide range of goods/services. This is in common with all 12 local enterprise companies and allows us to work in close proximity to our customers and partners, by locating staff throughout lowland Scotland. The regional structuring was adopted following a process the Scottish Enterprise Network went through 2 years ago called Business Transformation. This entailed a radical overhaul of the way Scottish Enterprise conducted its business. As part of Business Transformation the organisational structure of the entire Scottish Enterprise Network was reviewed and as a result a flatter less bureaucratic structure developed. The original structure hindered the decision making process and there was a lack of co-ordination. The network needed to modernise its working practices to ensure that it was giving tax payers value for money. b) It was considered that adopting this type of structure would improve decision making, fix accountability for performance and increase the coordination of functions. This structure allows the network to evaluate and monitor its activities, it also allows a degree of flexibility. The main downside of this strategy is that it does foster rivalry among the divisions. This is why our organisational values became an integral part of how we do business. Rivalry between local enterprise companies and departments is a cultural and historical issue that will probably always exist. In Network terms, our business units are the 12 LECs and the directorates in Atlantic Quay. Every business unit owns a balanced scorecard to help them manage the performance of their own business unit. The reference point for this is the Network balanced scorecard agreed with the Corporate Management Team. Strategy maps articulate the key objectives that describe both what the organisation wants to achieve and how it is going to achieve it, and demonstrates the critical cause and effect relationships between these objectives (i.e. linkages between desired outcomes and what we must have in place internally to deliver them). Strategy maps are now considered to be the single most important and useful element of designing a balanced scorecard. 4. Organisational Chart a) The organisational structure of a business is most easily summarised in an organisational chart. The chart shows at any given moment in time how work is divided and the grouping together of activities, the levels of authority and formal organisational relationships. Organisation charts describe in diagrammatic form the structure of an organisation. It is the skeleton upon which every other activity depends, more importantly, it is the framework which explains the communication pattern, process and the linking mechanisms between the roles. It illustrates to everyone who communicates with whom, how the control system works, who is in control, who has authority and above all, who is responsible. It explains how the organisation is co-ordinated and how individual departments relate. The division of labour and the relationship of one position to another is reflected in an organisational chart which can act as a guide to explain how the work of different people in the organisation is co-ordinated and integrated. Once specified and defined, the jobs and the authority and responsibility relations between them are represented on an organisational chart. Some charts are very sketchy and give only a minimal amount of information whilst others give varying amounts of additional details, such as an indication of the broad nature of duties and responsibilities of the various units. Others include names of post holders and even photographs, and some give the salary grading for individual positions. Using such a chart would allow employees to become familiar with the organisation, making them feel a part of the company, allowing them to know whos who and whats going on. Organisational charts are useful in explaining the outline structure of the company. They may be used as a basis for the analysis and review of structure, for training and management succession, and for formulating changes. The chart indicates several important details about the organisation: * Lines of communication * Delegation of authority * Accountability * Span of Control * The way in which the work of the organisation is grouped Organisational charts have several weaknesses as a means of explaining organisational structure. Most importantly, they may not be consistent with reality. They may not be current. They may imply a formality that does not exist in practice. Often, they are drawn from a top down perspective. The organisation may look quite different from the bottom than from the top. They often imply that a pyramid structure is the best or only way to organise a business. A circular organisational approach or team approach may in fact be better in some cases. The organisation chart may fail to come to come to grips with the power and authority of a popular and charismatic person relatively low in the organisation or a person who has a substantial financial investment in the business without being a formal part of the management team. Hierarchy refers to the number of levels found in an organisation. In a company that has a flat organisation structure there are relatively few levels between the lowest and highest levels of authority. The basic distinction made between tall hierarchical organisations, and flatter teamwork structured organisations is that a tall organisation will have several layers of command. In contrast team structures will be based on cells of team members working together, often belonging to several project teams which form and reform as projects start and finish. The line relationship authority flows vertically down through the structure, for example, from the chief executive to director, director to team. There is a direct relationship between superior and subordinate, with each subordinate responsible to only one person. Line relationships are associated with functional or departmental divisions of work and organisational control. Directors have authority and responsibility for all matters and activities within their own directorate. Lateral Relationships exist between team members. The organisation is not concerned with responsibilities or authority but rather with providing an avenue for communication and co-ordination between widely different aspects of work. The lateral relationships that exist may be categorised into: Colleague Relations: These are the relationship that exists between people working in the same directorate and who are members of the same team. Collateral Relations: These are the relationships that are necessary for the interchange of ideas and opinions between people at the same level but in different teams within the organisation. 5. Organisational Structure Matrix Structure Matrix structures are organisational forms which have evolved as a result of co-ordination problems in highly complex industries such as software development, where functional and product types of structure have not been able to meet organisational demands for a variety of key activities and relationships arising from the required work processes. A matrix structure usually combines a functional form of structure with a project-based structure. For example, in a two year project to produce a modified version of a standard software programme, one project manager will co-ordinate, and be held accountable for, the work to be undertaken by the project team, and he will be the person who deals on a regular basis with the client. However, in addition to reporting to his own senior line manager on progress with the project as a whole, he will also report on specialist matters, such as design issues, to one or more functional managers, depending on the complexity of the project. The functional managers provide technical expertise and organisational stability. The project manager provides the driving force and the day-to-day control required to steer the project through during its relatively temporary lifetime. The main feature of a matrix structure is that it combines lateral with vertical lines of communication and authority. This has the important advantage of combining the relative stability and efficiency of a hierarchical structure with the flexibility and informality of an organic form of structure. A matrix form focuses on the requirements of the project group, which is in direct contact with the client. It helps to clarify who is responsible for the success of the project. It encourages functional managers to understand their contributory role of the purely functional form, i.e. individual empire building by the functional heads. Three conditions are necessary for the matrix: * Economy of scale in the use of internal resources * Environmental pressure for two or more critical factors such as product (need to complete a specific projectfor example development of the Lower Churchill Falls for electricity) and function (specialized work activity skills needed from within the functional structure necessary for completing this project) * Environment is both complex and uncertain Key Matrix Roles The matrix relies on three key roles: Top leader This individual must keep a balance between the two authority structures. The leader attempts to achieve a balanced matrix structure. Oftentimes either a functional matrix (primary boss functional leader) or product matrix (primary boss functional leader). Matrix bosses Individuals who have management responsibility within the functional and divisional structure need to work collaboratively and establish a priori arrangements for decision making and dispute resolution. Two-boss employee These individuals are the employees who perform the essential work and they report to two bosses requiring them to be able to deal with conflicting demands. Strengths and Weaknesses * Achieves coordination necessary to meet dual demands from divisional-product and functional requirements, but dual authority can be frustrating and confusing to employees. * Provides flexible use of human resources across divisions-products, but participants need excellent interpersonal skills for work to proceed smoothly and successfully * Suited to environment in which frequent changes occur, but consensus seeking and meetings are time-consuming * Provides an opportunity for employees to acquire in-depth skill development for both functional and division-product skill development. * Suited best in medium-sized organizations with several products or projects However, like all organisational form, matrix structures do have their disadvantages. The most important are: * The potential conflicts that can arise concerning the allocation of resources and the division of authority as between project groups and functional specialists * The relative dilution of functional management responsibilities throughout the organisation * The possibility of divided loyalties on the part of members of project teams in relation to their own manager and their functional superiors Despite these disadvantages, the matrix form probably offers the best answer to date to the issue of handling the tension between the need to differentiate and the need to integrate the complex activities of modern organisations. Hybrid Structure Hybrid structures occur when an organisation adopts a structure, which combines two structures from either functional, product or customer principles as a basis for its design. Most organisations eventually use multiple forms of structure within a single overall structure. Once work groups have been departmentalised, the organisation needs to develop a network of reporting relationships. A hierarchy is the pattern of reporting relationships between individuals in positions throughout an organisation. The hierarchy has two purposes; to specify which positions are responsible for which areas of operation and to specify the authority of different positions relative to one another. Authority is the power created and granted by the organisation. Organisations must decide how authority is to be distributed among various positions, levels and departments. The process of distributing authority between managers and subordinates is known as delegation. Delegation is a three step process between a manager and one or more subordinates. 1) Assigning responsibility 2) Granting authority 3) Creating accountability Many managers are reluctant to delegate because they dont know how to do so or they feel threatened by a subordinate who performs well. Organisations need to help managers decide how much responsibility to delegate and to overcome the threat of being overshadowed. Decisions about how to distribute authority throughout an organisation result in decentralisation or centralisation. Delegation is essentially a power-sharing process in which individual managers transfer part of their legitimate authority to subordinates/team leaders, but without passing on their own ultimate responsibility for the completion of the overall task which has been entrusted to them by their own superiors. Strengths and Weaknesses * The hybrid is a balance between a pure divisional or product structure and a pure functional structure and combines the advantages of each. * Weaknesses include high administrative costs and potential conflict over goal focus and resource allocations for functional and divisional departments. The reasons for delegation are mainly practical, but some are idealistic. Practical reasons include: * Senior managers can be relieved of less important, or less immediate, responsibilities in order to concentrate on more important duties * Delegation enables decisions to be taken nearer to the point of impact, and without the delays caused by frequent reference upwards * Delegation gives managers the opportunity to experience decision making and the consequences of their decisions * Delegation encourages managers to learn how to cope with responsibility * Delegation enables organisations to meet changing conditions more flexibly, especially at the boundaries of their system Idealistic reasons for delegation include: * Delegation is a good thing for individual growth, and contributes to staff morale * Delegation is the sine qua non of empowerment (Peter, 1988) * Delegation helps to enrich individuals jobs and humanises work. Most organisations find the need to delegate forced on them by circumstances, especially the pressures on managers to concentrate on environmental issues rather than on internal problems. Overall, organisations have to adapt and grow whilst responding to environment and technology changes by developing more complex structures that are composites of the basic types. Both Hybrid and Matrix structures are composites of the basic type of organisation structure. The reasons why organisations divide into different structures is varied. Typically, structures develop out of functional lines (production, sales etc); geography (like Coca Cola); or by business. The reason will be about capitalising on some structural efficiencies or economies of scale to produce competitive advantage. The benefits are that the smaller (hopefully more logical) units will be more manageable, efficient and profitable. Perhaps being closer to their market and more adaptable. Possibly maximising on internal communications and transfer of knowledge. The consequences are (hopefully) that the benefits are realised. However, the best practice is to be found in organisations that use delegation positively as an important employee motivator as well as a means of facilitating effective decision-making throughout the organisation.

Role of Men in Louisas Life in Hard Times :: Dickens Hard Times Essays

Role of Men in Louisa's Life in Hard Times In Hard Times Charles Dickens portrays Louisa Gradgrind as a realistic character who faces conflict from the start of her life. Louisa encounters three major psychological conflicts in the form of three different men: Mr. Gradgrind, Mr. Bounderby, and Tom Gradgrind. Men play a very important role in the shaping of Louisa's life. Instead of being her own person and expressing her own feelings, Louisa falls under the realm of these three men. Since the beginning of her life, Louisa isn't allowed to express herself because her father continually stresses the facts. Mr. Gradgrind suppresses Louisa's imagination and all she can do is wonder. One example of Louisa attempting to view the unknown occurs when she and Tom peep through a loophole in order to see a circus (8). This is the first time both Louisa and Tom have seen such a sight. When asked why they were there, Louisa curiously answers, "Wanted to see what it was like" (8), a response any normal child would have. Her "starved imagination" (8) is curious and needs some sort of avenue for release. As Louisa blossoms into a young lady, the young Miss Gradgrind enchants one particular suitor. Her father thought that it was time for Louisa to marry and had a suitable companion in mind. When Mr. Gradgrind asks Louisa if she would like to be Mrs. Bounderby, all Louisa can utter is, "You have been so careful of me, that I never had a child's dream. You have dealt so wisely wit h me, father, from my cradle to this hour, that I never had a child's belief or a child's fear" (63). Mr. Gradgrind interprets his daughter's words as a compliment to him and his strict belief in teaching only the facts. But Louisa means she has not experienced life and has never been given the chance. Her childhood has been murdered by her father's strict insistence on the perpetuation of facts only. Although Louisa realizes she has been enslaved by the theories of fact, she willingly enters yet another bondage to Mr. Bounderby allowing the process of her suppression to continue. Mr. Bounderby is yet another man in Louisa's life who expects her to conform to the system implemented by men in society. This young girl, more than half his junior, appeals to Josiah Bounderby and soon they wed.

Killings vs. in the Bedroom

After reading the story â€Å"Killings† by Andre Dubus and watching the movie â€Å"In the Bedroom,† there are several noticeable differences and a few similarities. Since the movie was derived from the short story, the plot is practically the same throughout. â€Å"Killings† is portrayed as a revenge story, whereas â€Å"In the Bedroom† it appears to be a love story. As the plot progresses we find out this is not the case at all. One of the biggest differences I saw between the two was the arrangement of the story.Dubus’ written version starts out in the middle at Frank’s funeral and the movie starts the story from the beginning with Frank and his lover Mary Ann (Natalie) running in a field. The film gives you more of a sense of the characters, their emotions, and the relationships they share with one another, while the written story gives you the view from Matt’s perspective only. The movie showed a lot more of the background details such as: the father-son bond between Matt and Frank, and the loving bond between Frank and Mary Ann.The story proceeded to show more of Matt’s feelings and internal thoughts on a different level then the film, which displayed very little interaction between him and his son in their lifetime. â€Å"It seemed to Matt that from the time Mary Ann called weeping to tell him until now, a Saturday night in september, sitting in the car with Willis, parked beside Strout’s car, waiting for the bar to close, that he had not so much moved through his life as wandered through it, his spirit like a dazed body bumping into furniture and corners. He had always been a fearful father; when his children were young. t the start of each summer he though of them drowning in a pond or the sea, and he was relieved when he came home in the evening and they were there; usually that relief was his only acknowledgment of his fear, which he never spoke of , and which he controlled within his he art† (100). Another difference that made the movie more personal was by not having Frank’s older brother figure that we read about in the story at the funeral. The movie showed the viewer the connection that they had as a father and a son that the story didn’t portray.Another difference that made the film more enjoyable was the hatred that was shown for Strout. The story didn’t give enough justice for how much the Fowler family really resented him. The moment in the movie when Ruth lays her eyes on him in the convenient store foreshadows the breakdown she had and the isolation she experienced. Ruth knowing that he is a free man that killed her son is something she couldn’t live with under any circumstances. The relationship that Mary Ann’s sons had with Frank in the movie was much stronger than in the book. This partly labels Frank as a hero and makes Strout look like even more of a bad person.In my opinion, One of the best scenes in the movi e was when one of the boys that Frank and Matt took fishing rode his bike down to the docks to see Matt and they just stared at each other with a burning look. This scene wasn’t talked about in the story, however it gave you a view of the actual killing scene. In the book, Strout shot Frank in front of his two sons. â€Å"Richard Strout shot Frank in front of the boys. They were sitting on the living room floor watching television, Frank sitting on the couch, and Mary Ann just returning from the kitchen with a tray of Sandwiches.Strout came in the front door and shot Frank twice in the chest and once in the face with a 9 mm automatic. Then he looked at the boys and Mary Ann, and went home to wait for the police† (100). He shot him in rage without any hesitation. This proves to the reader how much of a terrible, heartless person that he was, but the movie was not able to display such rage. The movie, however, does a great job of telling a clear story from start to finis h without interruptions. It made the makeup of the story so much more powerful.This gives the reader time to establish Frank as the main character that he is. Throughout the story, whether it be the written version or the movie, you really began to understand the love that has not only been lost, but the love that was left behind as the story comes to an end. Overall, love was a major theme in both of these stories, no matter how you look at it. Frank’s life was over much earlier than expected because of love and envy. In the end, Strout was killed because of the love that will never be forgotten between a father and son, and even between a husband and wife.A strong meaning was conveyed when Matt was unsure about not being able to be alone with Strout for that long of a time. He couldn’t stand the thought of being so close to this man that he had so much hatred for. Both of the killing scenes were portrayed in different ways. In my opinion, Matt killed Strout better in the movie than in the book. In the movie, Strout wasn’t trying to escape when Matt shot him. In the story he tried to run away from Matt. This gave Matt more of a justification for killing him. This showed the amount of hatred he had towards Strout, and even more of the endless love he had for his son.

Shotgun vs Rifle

Compare & Contrast All guns serve different purposes. Guns have been a part of American history for many years. Many different kinds of guns have been used for many different types of jobs. Just as police use guns for law enforcement, hunters use guns to harvest game and they have different guns for different game. The two most commonly used firearms of hunters, are the rifle and the shotgun. One of the great things about having a well-made shotgun is that they are not very expensive and will usually last you a long time. They are very easy to take care of and you can put many rounds threw them before they need to be cleaned.When you do need to clean them, it is very simple because a shotgun does not have a lot of working parts. So, it is very easy to get a cleaning tool in all parts. A couple of down falls to a shotgun is that your range is minimized to how far you can actually shoot accurately and kill game, (you can shoot slugs threw them around 100 yards, but there are not always accurate and when harvesting game you always want a clean kill). So the typical ammo is bird shot or steel shot, shooting birds from ten yards all the way up to forty yards. A rifle is an amazing weapon.There are tons of things you can do with a rifle and so many different kinds of calibers that you can shoot. Anything from a . 22 caliber bullet all the way up to a . 50 caliber bullet, this will shoot well over a mile. Rifles are used far more by hunters than any other gun out there. The rifle can take all kinds of game and is also very accurate with really long distances. With the rifle, you have a better chance at a good, clean kill because of its accuracy. When learning how to shoot rifles, it takes a lot of practice and patience when shooting because the slightest twitch will send your bullet off target.Another important thing to remember is if you use a scope, you will always have to be very cautious to not to bump your gun into anything or drop it because it is very easy to k nock your scope out of alignment and once you do that you will not be able to harvest a game. Rifle and shotguns are both awesome guns, and there are many different ways they are used for depending of the person, for example hunting, competition shooting, and they are used for law enforcement. Personally, shooting and guns in general are some of my passions along with hunting. I use this time to get out in the woods, relax and have a good time with friends.

Medieval Times essays

Medieval Times essays People tend to view medieval times as a period where we learned to live in towns and cities and to be comfortable with a life where technology had not yet become a dominant force. It is sometimes romanticized in movies as a time when people were closer to nature and lived more simply. As a generalization this may have been true for day-to-day life, but the medieval period was also a time of invention and resourcefulness. Some of the new technologies continue to be used to this day while others laid the foundation for greater technological advances to come. During the medieval period, from 1000 to the Renaissance, humankind actually made great technological advances that influence life to this day. Heavy plows were first used in Europe in the seventh century (Cipolla, 1994). These plows had to be pulled by beasts of burden oxen or horses. Horses were stronger, easier to manage and had more endurance than oxen, but farmers and other laborers did not come close to making use of all the power horses could offer until the harnesses used to attach them to plows or wagons were improved. The first horse harnesses used a strap that went around the horse's neck. The straps to the load to be pulled were then attached to the top of this neck strap. This arrangement actually pressed on the horse's trachea and interfered with breathing, and was an inefficient way to use horsepower (Gans, 2002). Starting in the ninth century (Cipolla, 1994), people started experimenting with design modifications to eliminate breathing problems. Harnesses were modified several times, but it was during the medieval age that the horse collar was developed. This heavy, padded piece, strapped to stay in place, distributed the horse's shoulders and chest, where the horse had its greatest pulling power. This technological advance allowed the use of horses to pull much greater loads than eve...

Explanation and Chart of Ser Versus Estar

Explanation and Chart of Ser Versus Estar There are few things more confusing for beginning Spanish students than learning the differences between ser and estar. After all, they both mean to be in English. Differences Between Ser and Estar One way to think of the differences between ser and estar  is to think of ser as the passive verb and estar as the active one. (The terms arent being used in a grammatical sense here.) Ser tells you what something is, the nature of its being, while estar refers more to what something does. You might use soy (the first-person present of ser, meaning I am) to explain who or what you are, but youd use estoy (the first-person present of estar) to tell what you are being or doing. For example, you might say, Estoy enfermo for I am sick. That would indicate that you are sick at the moment. But it doesnt tell anyone what you are. Now if you were to say, Soy enfermo, that would have a different meaning entirely. That would refer to who you are, to the nature of your being. We might translate that as I am a sick person or I am sickly. Note similar differences in these examples: Estoy cansado. (I am tired.) Soy cansado. (I am a tired person. My nature is to be tired)Estoy feliz. (Im happy now.) Soy feliz. (I am happy by nature. I am a happy person.)Est callada. (Shes being quiet.) Es callada. (Shes introverted. Shes naturally a quiet person.)No estoy lista. (Im not ready.) No soy lista. (Im not a quick thinker.) Another Approach to Ser vs. Estar Another way of thinking about the two verbs is to think of ser as being roughly equivalent to equals. Another approach is that estar often refers to a temporary condition, while ser frequently refers to a permanent condition. But there are exceptions. Among the major exceptions to the above way of thinking is that ser is used in expressions of time, such as Son las dos de la tarde for Its 2 p.m. Also, we use estar to indicate someone has died- quite a permanent condition: Est muerto, he is dead. Along that line, estar is used to indicate location. Estoy en casa. (I am at home.) But, soy de Mà ©xico. (I am from Mexico.) Ser, however, is used for the location of events: La boda es en Nuevo Hampshire. (The wedding is in New Hampshire.) There are also a few idiomatic expressions that simply need to be learned: La manzana es verde. (The apple is green.) La manzana est verde. (The apple is unripe.) Est muy bien la comida. (The meal tastes very good). Note that sometimes estar is often modified by an adverb such as bien rather than an adjective: Estoy bien. (Im fine.) Although rare, there are a few situations where you can use either ser or estar. A married man  describing his marital status could say either Soy casado or Estoy casado. He might be more likely to use soy because he considers being married as part of his identity, although he might use estoy to indicate that he had been married recently. Present Conjugation of Ser and Estar Both ser and estar are irregularly conjugated. Heres a chart of the indicative present tense: Pronombre Ser Estar Yo soy estoy Tà º eres ests Él, ella, usted es est Nosotros somos estamos Vosotros sois estis Ellos, ellas, ustedes son estn Sample Sentences Susana es atenta y con buena comunicacià ³n. (Susana is thoughtful with good communication skills. Ser is used with a personal quality.)Susana est atenta a la situacià ³n de su amiga. (Susana is attentive to her friends situation. Estar is being used to characterize behavior.)Roberto es nervioso como mi hermano. (Roberto is as nervous of a person as my brother is. Ser is used here for describing what kind of person someone is.)Roberto est tan nervioso como mi hermano. (Robert is as nervous as my brother is now. Estar is used for an emotional state that is independent of personal qualities.) Quick Takeaways Ser and estar are the two verbs most frequently used as the equivalent of the English to be.Ser typically is used in describing the nature of someone or something.Estar typically is used in referring to a state of being that isnt necessarily innate.

Japanese American History Essay Example | Topics and Well Written Essays - 1250 words

Japanese American History - Essay Example Having taken the usual sciences as its standard in terms of create valid, generalizable and prognostic hypothesis, modern sociology is frequently critiqued for its incapability to produce such hypothesis in relation to the social globe. No doubt, this research is fraught at the start. Social science cannot create this type of hypothetical knowledge and neither be supposed to it effort to as the individual world is far too multifaceted and our sympathetic of it is always context reliant. What is necessary, he goes on to argue, is not a turn towards post positivist or postmodernist reductionism, but a latest way of conceptualizing social science so that it can get back its position as a sensible, thinker action. Furthermore, this topic of Japanese Americans and World War II is obviously the most written regarding episode in Asian American narration and perhaps is the mainly recognized past event of meaning to Asian Americans between modern Americans. That reminiscence is perpetuated, in both books and the public dialogue, in immense part by those who, like Myers, emphasize the past to safe the future. Japanese American To these split ends, a spatial explanation of the Japanese American imprisonment story must generate newest signs, factually, new road signs directly the entire Americans to those unremembered facial appearance of the Southwestern scenery. Those narratives necessitate generating novel chart modalities to meet head-on those available landmarks from side to side which social agendas are required, identities are openness, and precise desires are elicited. At an essential level, these narratives have to forward the tourist's sight. As things place now, tourists often decrease the countryside of the Southwest to something inspiring, religious, or beneficial, all founded on images of sun, desert, blue skies, dramatic gorge lands and mesas, cacti and coyotes, adobe structural design, living Indians, and extra symbols of a unlike civilization. But in addition such bearers of attitude and civilization, the landscape of Southwest are supposed to also be evocative tourists and others of that ap palling Thing, the custody. Internment Activities From the amount of novel literature faithful to the internment, we might believe this facing up to the appalling Thing is charming place. Certainly, there is a rapidly rising body of writing concerning this Japanese American knowledge. For instance, the main collection of Japanese American internment narratives, It exemplify on a diversity of voices of internment; on internees diaries, letters, stories, poems, and biographies; and on information accounts as well as authorized government declarations. In adding up, there have been recurrent sequential studies of and orientation guides to the Japanese American wartime information. These include the Encyclopedia of Japanese American History, Japanese American Internment all through World conflict II. Additional, in the preceding decade, we have seen more than a few more individual accounts of the internment camps, and the list is still increasing. Historical Background At the beginning of 1941, Japanese expansion in the pacific was countered by the USA. Japans profession of northern Indo-China provoked the USA to oblige restriction on Japan; which was hold up by the British and Dutch. The USA ended its trade agreement by means of Japan and decided additional loans to China. A whole halt to all petroleum products by the USA, the British and the Dutch aggravated a main disaster and a argument. Thus, the option appeared to the Japan either obedience to the USA or the use of military force to safe latest sources of oil and raw material. Moreover, Japan chosen second option and ultimately concerned her in to the war. Japan and the allies carried out number of

Efforts at containing cost in health care Essay Example | Topics and Well Written Essays - 500 words

Efforts at containing cost in health care - Essay Example cally due to heavy expenses that are being spent on the treatment that they don’t visit hospitals or physicians who charge them a hefty amount (Robinson & Timothy, 2013). Personal health care services in the U.S are provided by State of the provider, they provide healthcare facility to the citizens of 50 states in the D.C (Kaiser Family Foundation, 2014). There are profitable as well as non-profitable hospitals, both of them have different ways of charging the patients, However, there are some approaches, one of the approach is that the insurance policies should encourage the insurance consumers to get treated from a less expensive hospital, that will make the expensive hospitals less in demand and more approachable by the general public, other than this the unnecessary costs of the pharmaceuticals should be tapered off(Weinstein & Stason, 1977). With this approach, the hospitals policy will start to be altered in the long term, it will take time and the benefits will be less expensive medicines, and more feasibility of the treatment in the hospitals for the general public. The undesirable effects of this approach will also be there, for instance, the hospital policy makers might not find it a right approach, a more professional team of health care managers will have to look into the matter, which might ultimately increase the cost of the whole process. Along with the cost reduction effect, there should also be a cost-containable effect, in which the overall cost should be consistent. The cost containment effect might lose the market value of a specific product, there is also a chance that the medical staff’s income faces a downfall, which will lead to another problem, that is, the medical professionals will be discouraged to work under low wages. The approach is feasible enough, the Govt. should look into the matter and think about the patient’s and a U.S citizen’s benefits. Reduction of overall costs can be extremely difficult as well but it should be