Enlightenment and the Great Awakening Essay Example | Topics and Well Written Essays - 500 words

Illumination and the Great Awakening - Essay Example Such changes made North America to turn into an extraordinary donor in the pioneer America’s economy. Because of the significant changes occurring in the urban areas, there was an expansion in the provincial urban relocation. This was credited to the way that there was requirement for them to scan for work in the businesses that had been built up in the urban territories. The development of the estates additionally energized the relocation as the manors required workers. There were various creations of crude materials for the plants and this boosted creation by the enterprises. Therefore there was a proceeded with admission of workers a stage that made it difficult to kill country urban relocation. During a similar period, North America experienced restorations as far as religion, government and human instinct. The job of illumination was to concentrate on testing the current strict principles and the perfect rights that had been received by the individuals. It was through tolerating the strict convictions and resistance among various people that they might effectively encounter edification. It was through religion that they might bind together themselves. That is the reason they contended that religion was the opium of society a road through which people would see one another.

Positive and Negative Environmental effects of Genetically Modified Research Paper

Positive and Negative Environmental impacts of Genetically Modified Crops - Research Paper Example In any case, various complaints have been raised. This paper looks at the positive and negative ecological impacts of hereditarily changed yields. While hereditarily changed harvests have consistently picked up help there exists a solid unexpected of gatherings that item to these yields on ecological reasons. Inside this unexpected probably the most grounded protests have been required by bunches worried about ecological maintainability just as strict gatherings that item to hereditary adjustment on moral grounds. All things considered, it’s away from developing assemblage of research has highlighted significant ecological worries from executing hereditarily adjusted yields. In this setting of understanding, one of the overwhelming concerns is unintended damage to encompassing yields and life forms. For example, an ongoing report demonstrated that, â€Å"pollen from B.t. corn caused high death rates in ruler butterfly caterpillars† (‘Transgenic Pollen’, pg. 214). While this investigation was not directed in characteristic conditions, different analysts have contended comparative disputes. In such matters, it’s been noticed that dust and other hereditarily adjusted harvest outgrowth holds a solid potential for spreading to encompassing territories and negatively influencing the life-pattern of an assortment of living beings. Another noticeable ecological concern identified with the utilization of hereditarily altered harvests is the detailed capability of quality exchange to non-target species. Basically this worry shows that crops that have been hereditarily altered for severe protection from climate conditions or different territories of disservice will move their harvest protection from less alluring outgrowth. For example, â€Å"crop plants designed for herbicide resilience and weeds will cross-breed, bringing about the exchange of the herbicide opposition qualities from the harvests off course. These superweeds would then be herbicide lenient as well† (Whitman). These worries have risen in various genuine settings, with claims developing in circumstances where nearby hereditarily altered yield land have supposedly tainted non-adjusted harvests. Another noticeable worry around there of comprehension is the concern of the diminished viability of pesticides. This worry accepts an assortment of structures as ranchers of non-hereditarily altered yields stress that new types of bugs may develop because of hereditarily adjusted harvests that are then completely impervious to customary types of pesticides. While there have been an assortment of proposed answers for the previously mentioned ecological concerns, it’s clear that at any rate in the present innovative condition they stay practical concerns for ranchers not straightforwardly engaged with the creation of hereditarily adjusted strains of yield. Indeed, even as generous ecological protests exist to hereditarily altered harvests, scientis ts note that there is extensive natural help for this method of farming creation. One of the major noted natural advantages for ranchers is the expanded nuisance obstruction of hereditarily altered yields. One of the essential territories where such hereditary change has tremendously affected cultivating is in creating areas. In these regions, â€Å"agricultural creation doesn't just capacity as a methods for financial benefit, yet is as a rule personally connected to the population’

Management Theory by Henri Fayol

Management Theory by Henri Fayol Th? k?? to the ?u????? ?f ?n? ?nd??v?ur li?? primarily on how it i? managed.It ??uld be ?n ?rg?niz?ti?n, gr?u? ?f people ?r ?v?n ju?t a v???ti?n ??u w?nt t? t?k?.Proper m?n?g?m?nt i? wh?t m?k?? it run smoothly.With?ut m?n?g?m?nt, thing? will n?t g? w?ll.Y?ur vacation f?r ?x?m?l? might come t? a h?lt before it even b?gin? if you forgot t? book your flight to th?t h?lid?? d??tin?ti?n.Proper m?n?g?m?nt ?f ?n organization, ?????i?ll? th??? ?n?? w? set up f?r ?r?fit; i? m?r? important th?n the ?rg?niz?ti?n itself.Because ?f it? importance, ??i?nti?t? ?v?r the ???r? h?v? developed diff?r?nt m?n?g?m?nt theories.S?m? of th?m ?r? ju?t theories, whil? ??m? ?th?r? have b??n tested ?nd proved t? w?rk. On? ?f the ?ld??t ?f th??? th??ri?? is th?t of Henri F???l.A? one of the ?ld??t ?nd m??t ???ul?r approaches t? management taught, H?nri F???l’? (29 Jul? 1841â€"19 N?v?mb?r 1925) th??r? holds th?t ?dmini?tr?ti?n of all ?rg?niz?ti?n?â€"wh?th?r “public ?r ?riv?t?”, ?r “l?rg? ?r small” r?quir ?? th? ??m? rational process or fun?ti?n?.Thi? ??h??l is b???d ?n th? assumptions that, although the objective ?f an ?rg?niz?ti?n may differ; f?r ?x?m?l?, business, government, education, ?r r?ligi?n, yet th?r? i? a core m?n?g?m?nt ?r????? th?t remains th? ??m? for ?ll in?tituti?n?.Successful m?n?g?r?, therefore, ?r? int?r?h?ng??bl? ?m?ng ?rg?niz?ti?n? ?f differing purposes. Also, h? ?rgu?d th?t admini?tr?tiv? m?n?g?m?nt ?r??????? ??n b? reduced t? a ??t ?f ????r?t? fun?ti?n? ?nd related ?rin?i?l??.It h?? rightl? b??n said b? some scholars th?t “??rh??? the real father ?f m?d?rn m?n?g?m?nt th??r? i? th? Fr?n?h indu?tri?li?t H?nri F???l.”In 1916 h? published “Admini?tr?ti?n Indu?tri?ll? et Generale.” It w?? translated ?nd r??ubli?h?d in English in 1929. In 1949 hi? b??k w?? published in USA ?nd from then hi? ideas became famous. In th? w?rld, his b??k l?ft a ??rm?n?nt m?rk ?n m?n?g?m?nt thinking.A successful industrialist, F???l h??d?d a steel ?nd ???l ??m??n? in Fr?n??. H? i ? now ??n?id?r?d th? f?th?r of th? Universal ?r????? ?r O??r?ti?n?l m?n?g?m?nt ?r Admini?tr?tiv? management th??r?, because he m?d? univ?r??l g?n?r?liz?ti?n? ?b?ut m?n?g?m?nt based ?n hi? k??n in?ight and ?r??ti??l m?n?g?m?nt ?x??ri?n??.A? opposed t? Taylor, F???ltri?d t? deal with “classical ?dmini?tr?ti?n.” H? f??u??d hi? ?tt?nti?n ?n th? enterprise as a wh?l? r?th?r than ?n a single ??gm?nt of it.H? ?i?n??r?d th? ??n???t ?f vi?wing m?n?g?m?nt as being m?d? up of fun?ti?n?, ?nd hi? work supplied a ??m?r?h?n?iv? framework fr?m whi?h m?n?g?m?nt ??uld be studied and d?v?l???d.H? ?l?? repeatedly emphasized th?t hi? ?rin?i?l?? ???l? n?t only t? bu?in??? but ?l?? t? ??liti??l, religious, ?hil?nthr??i?, military ?nd ?th?r und?rt?king?.H?NRI F???L’? FUNCTIONS ?F M?N?G?M?NT M??t m?n?g?m?nt writers ?gr?? ?n the ?l???ifi??ti?n ?f Henri F???l r?g?rding managerial fun?ti?n?: ?l?nning, organizing, commanding (??tu?ting), coordinating and ??ntr?lling.Th?r? ?r? ?ix fun?ti?n? ?f m?n?g?m?nt ? ???rding to Henri f???l and th?? are:PlanningWh?n?v?r a numb?r ?f individu?l? ??m? together ?nd d??id? t? achieve a common goal, planning b???m?? essential.It inv?lv?? deciding, in ?dv?n??, wh?t t? do, h?w t? do, wh?n t? d?, wh? to d? ?nd wh?r? t? d? it.Pl?nning assists t? bridge the gap b?tw??n where we ?r? n?w ?nd wh?r? w? w?nt t? g?. Pl?nning i? deciding in th? ?r???nt ?b?ut th? futur?.In the opinion ?f Alf?rd and B??tt?, “Pl?nning i? th? thinking ?r?????, th? ?rg?niz?d foresight, th? vi?i?n b???d ?n f??t? and ?x??ri?n?? that is r?quir?d f?r intelligent ??ti?n.” Th? ?ttribut?? of ?l?nning ?r?:It i? an int?ll??tu?l (m?nt?l thinking) process.It i? a ?r?-??ti?n stage function ?nd futurit? is th? root ?f planning.Pl?nning ?r???d?? ?ll ?th?r managerial fun?ti?n?. B?f?r? ?l?nning there i? n?thing t? ?rg?niz?, dir??t ?nd ??ntr?l.It i? n?t a ?tr?? functionâ€"it is a continuous, fl?xibl? ?nd n?v?r-?nding ??tivit?.Pl?nning i? pervasive ?nd h?? a broad ??v?r?g?.It should ??v?r th? ?ntir ? ?nt?r?ri??, it? ??gm?nt? ?nd ?v?r? levels ?f management.Planning process im?li?? int?rw?v?n f?ll?wing steps-setting th? ?bj??tiv??, ??ll??ting and ?n?l??ing inf?rm?ti?n, d?t?rmin? alternative courses ?f action, w?ighing (evaluating) alternative ??ur???, ??l??ting th? b??t ??ur?? of ??ti?n, developing ?ub-?l?n?, implementing ?nd following u? th? ?l?n.S?m? of th? im??rt?nt b?n?fit? fr?m ?l?nning ?r?:T? f??? th? uncertainties ?f futur?,T? adapt and ?dju?t t? ?h?nging ?nvir?nm?nt,T? ?r?v?nt h??t? decisions,T? reduce th? overall ???t,To im?r?v? th? m?r?l? ?nd m?tiv?ti?n,To bring unit? in thr?ugh ??ti?n?, ?ndTo ?x?r?i?? ?ff??tiv? control.Planning i? indi???n??bl? ?nd th? basis f?r ?ll ?th?r m?n?g?ri?l fun?ti?n?.As Kn??tz ?nd O’Donnell h?v? rightl? pointed out, “with?ut ?l?nning bu?in??? b???m?? r?nd?m in nature ?nd decisions become meaningless ad hoc choices.”With?ut ?l?nning, ?n ?nt?r?ri?? would di?int?gr?t? quickly, its ??ti?n? w?uld b? ?? r?nd?m ?? l??v?? ???m??ring b?f?r? an ? utumn wind, and its ?m?l????? as confused ?? ants in ?n unturn?d ?nthill.In spite ?f it? basic n?????it?, ?l?nning h?? not been as widely adopted ?? it d???rv??.In f??t, it ?uff?r? from ??m? ?r??ti??l limit?ti?n?:Oft?n, managers ?r? r?lu?t?nt to plan because it i? seen ?? in im??rt?nt, tim? consuming, costly ?nd tedious m?nt?l ?r?????.It d?m?nd? serious thinking, tremendous ?m?unt ?f ????r-w?rk ?nd tim?.M??t managers d? n?t lik? to undergo ?u?h a hard ?nd ??inful m?nt?l w?rk whi?h may or may n?t produce r??ult?. M?n?g?r? tend to prefer t? b? doers, not think?r?.Pl?nning i? the thinking ?r????? ?nd managers b?ing m?n ?f action, ?h?uld h?v? no u?? f?r it.W?ll-d?t?rmin?d plans force the m?n?g?m?nt and ?m?l????? int? a straight jacket ?nd leave n? r??m f?r th?ir initi?tiv?.Th? rigid ?l?n? di???ur?g? individu?l initi?tiv? ?nd fr??d?m. It also promotes r?d-t???? ?nd unnecessary d?l?? in work ??rf?rm?n??.Pl?nning is ?n ?m?t? ???d?mi? ?x?r?i?? in a f??t ?h?nging ?nvir?nm?nt. It is diffi?ult f?r ?l?nn?r? t? f?r????t the government ??li?i??, hum?n behaviour, ??m??titi?n, ?trik??, look-outs, w?r?, ??rth?u?k??, ?t?. Future i? a moving target and ?xt?rn?l factors ?r? b???nd the ?l?nn?r?’ ??ntr?l.If ??m? ?h?ng?? ???ur in the organization du? to planning, g?n?r?ll? it i? opposed b? employees.N?w policies ??m??l th?m t? ?h?ng? th?ir ?ld way ?f w?rking so they r??i?t the change ?nd planning.OrganizeOrg?nizing inv?lv?? developing an ?rg?niz?ti?n?l structure (hi?r?r?h?, divisions, departments, ?t?) ?nd ?ll???ting human and ?th?r resources t? ?n?ur? the ????m?li?hm?nt ?f the ?rg?niz?ti?n’? ?bj??tiv?? ?nd im?l?m?nt?ti?n ?f it? strategic plan.Th? structure of th? ?rg?niz?ti?n i? th? fr?m?w?rk within which effort i? coordinated and i? shaped b? th? ?thi??l and ?ultur?l r?quir?m?nt? ?f th? g?v?rning body.It inv?lv?? the d??ign of individu?l jobs within th? organization ?nd ?triking a b?l?n?? b?tw??n the n??d for w?rk?r ?nd management ????i?li??ti?n ?nd the need f?r ????l? to h?v? j?b? th?t entail v?ri?t? and ?ut?n?m?.M?n? j?b? are now d??ign?d b???d ?n ?u?h principles ?? job ?nri?hm?nt ?nd t??mw?rk.The m?n?g?m?nt framework n??d? t? support the n??d? ?f th? governance fr?m?w?rk, and be ????unt?bl? to the g?v?rning b?d? for the ??ti?n? ?nd achievements ?f th? ?rg?ni??ti?n.StaffingIt i? the function of m?nning th? ?rg?niz?ti?n ?tru?tur? and keeping it m?nn?d.Staffing h?? ???um?d gr??t?r im??rt?n?? in th? r???nt ???r? du? to ?dv?n??m?nt ?f t??hn?l?g?, in?r???? in ?iz? of business, ??m?l?xit? ?f human b?h?vi?ur etc.The main ?ur???? of staffing i? t? put the right man on th? right job i.?. ?qu?r? ??g? in ?qu?r? holes and r?und ??g? in r?und h?l??.A???rding t? KootzO’Donell, “Managerial function of staffing inv?lv?? m?nning th? ?rg?niz?ti?n ?tru?tur? thr?ugh ?r???r ?nd ?ff??tiv? ??l??ti?n, ???r?i??l d?v?l??m?nt ?f ??r??nn?l t? fill the roles designed ?n th? structure.”St?ffing inv?lv??:M?n??w?r Pl?nning (??tim?ting man power in terms ?f ???r?hing, ?h???? th ? person and giving the right ?l???).Recruitment, S?l??ti?n Pl???m?nt.Tr?ining D?v?l??m?nt.R?mun?r?ti?nP?rf?rm?n?? A??r?i??lPr?m?ti?n? TransferControllingC?ntr?l ?nd evaluation ?r? th? tw? n?d?? ?f th? ??m? ?r?????.C?ntr?lling ?n?ur?? that activities are ?r?du?ing th? d??ir?d results. It i? limited t? monitoring th? ?ut??m? of ??tiviti??, reviewing f??db??k inf?rm?ti?n ?b?ut th? outcome ?nd if n??????r?, t?king ??rr??tiv? action.“C?ntr?lling is th? checking of ?urr?nt ??rf?rm?n?? ?g?in?t ?r?-d?t?rmin?d standards ??nt?in?d in th? ?l?n?, with a vi?w to ?n?uring ?d?qu?t? progress ?nd ??ti?f??t?r? ??rf?rm?n?? and ?l?? recording th? experience g?in?d from th? working ?f these ?l?n? ?? a guid? to ????ibl? future ???r?ti?n?.”Th? ?h?r??t?ri?ti?? ?f controlling ??n b? derived as f?ll?wing ?n th? basis of it? meaning:It is an ?nd fun?ti?n,It is ??ntinu?u? and d?n?mi? activity,It i? m?inl? forward-looking,C?ntr?lling i? a pervasive fun?ti?n,It i? a n?rm?tiv? and ???itiv? force,It ?ll?w? th? ?rg?niz?ti?n to cope with un??rt?int?, andIt h?l?? guiding ?nd integrating employee’s behaviour toward br??d?r ?rg?niz?ti?n?l g??l?.Th? ??ntr?lling process inv?lv?? f?ur ?t???: establishment ?f ?t?nd?rd?, measurement of ??tu?l performance, ??m??ri??n of performance with ?t?nd?rd, ?nd t?king corrective actions.C?ntr?lling i? th? ?ff??tiv? counterpart ?f ?l?nning.Alth?ugh planning ?????r? gl?m?r?u? ?nd ??ntr?lling appears annoying but ?l?nning i? a futil? exercise with?ut controlling.C?ntr?lling inv?lv?? keeping the ?rg?niz?ti?n?l activities ?n right tr??k and ?lign?d with ?l?n?.With?ut ?n ?d?qu?t? set ?f ??ntr?l?, th? best laid ?l?n? ?f m?n?g?r? will r?m?in im?gin?ti?n ?nd a whit? ?l??h?nt.Pl?nning without control is m??ningl??? ?nd control without planning is a w??t?d ?ff?rt.DirectingCoordinating i? the essence ?f management f?r th? achievement ?f h?rm?n? ?f individu?l ?ff?rt? t?w?rd? the ????m?li?hm?nt ?f gr?u? goals.To ?u?t? D?lt?n E. M?F?rl?nd, “Coordination i? th? ?r??? ?? wh?r?b? ?nd ?x??utiv? d?v?l??? ?n orderly ??tt?rn of gr?u? ?ff?rt among hi? subordinates ?nd secure unit?, ?f ??ti?n in th? pursuit ?f ??mm?n ?ur????.”Aft?r plans have been made, the ?tru?tur? ?f th? organization h?? b??n d?t?rmin?d, ?nd th? ?t?ff h?? been recruited ?nd tr?in?d, the n?xt ?t?? i? t? ?rr?ng? f?r m?v?m?nt towards the ?rg?niz?ti?n’? d?fin?d objectives.This fun?ti?n ??n be ??ll?d b? v?ri?u? n?m??: l??ding, dir??ting, m?tiv?ting, actuating and ?th?r?.But wh?t?v?r th? n?m? u??d to id?ntif? it, thi? fun?ti?n inv?lv?? g?tting th? m?mb?r? ?f th? ?rg?niz?ti?n t? ??rf?rm in ways that will h?l? it to ??hi?v? it? established ?bj??tiv??.According to Dimock, “Th? h??rt ?f ?dmini?tr?ti?n i? th? dir??ting function which involves determining th? ?????, giving ?rd?r? ?nd in?tru?ti?n? ?nd ?r?viding the d?n?mi? l??d?r?hi?.”Th? m?n?g?r ???rdin?t?? int?rn?ll? ?nd externally.In int?rn?l coordination th? ?th?r managerial fun?ti?n? such as ?l?nning, ?rg?nizing, actuating ?nd ??ntr? lling are ???rdin?t?d within th? ??n?tituti?n. In ?xt?rn?l coordination th? manager coordinates with outsiders as, government, ?ubli?, tr?d? uni?n?, other enterprises, ??liti?i?n? ?t?.In a bu?in??? ??n??rn, with a large numb?r ?f ??r??n? w?rking at diff?r?nt levels and ??rf?rming div?r?? ??tiviti??, it became ????nti?l t? synchronies th? w?rk ?t ???h level, ?nd in th? ?rg?niz?ti?n ?? a wh?l?.The m?in aspects of ??tu?ting ?r?: l??ding, ?u??rvi?i?n, m?tiv?ti?n ?nd communication. L??ding m??n? t? l??d ?nd h?ld ??mm?nd th? followers (?ub?rdin?t??).Su??rvi?i?n r?f?r? t? th? dir??t and immediate overseeing employees ?t w?rk.M?tiv?ti?n is th? w?rk of a manager t? inspire, encourage ?nd im??l people to w?rk willingly f?r ??hi?ving th? d??ir?d g??l.INTR?DU?TI?N TO THE 14 ?RIN?I?L?? ?F M?N?G?M?NT In th? l??t ??ntur?, ?rg?niz?ti?n? ?lr??d? h?d to d??l with management in ?r??ti??.In th? early 1900?, l?rg? ?rg?niz?ti?n?, such ?? production factories, had t? be m?n?g?d t??.At th? tim? th?r? were only few (external) m?n?g?m?nt tools, m?d?l? and m?th?d? ?v?il?bl?.Th?nk? t? ??i?nti?t? lik? H?nri F???l (1841-1925) th? fir?t f?und?ti?n? w?r? l?id f?r m?d?rn ??i?ntifi? m?n?g?m?nt.These first ??n???t?, ?l?? called ?rin?i?l?? ?f management ?r? th? underlying f??t?r? for successful management.Henri F???l explored thi? comprehensively ?nd, ?? a r??ult, he ??nth??iz?d the 14 principles ?f m?n?g?m?nt.H?nri F???l ‘s principles ?f management and r????r?h were ?ubli?h?d in the b??k ‘G?n?r?l ?nd Indu?tri?l Management’ (1916).The 14 Principles of Management by Henri FayolThe 14 ?rin?i?l?? ?f M?n?g?m?nt ?r? statements th?t ?r? based ?n a fund?m?nt?l truth.These ?rin?i?l?? ?f m?n?g?m?nt ??rv? ?? a guideline f?r decision-making and management ??ti?n?.Th?? are drawn u? by m??n? ?f ?b??rv?ti?n? ?nd ?n?l???? ?f ?v?nt? that managers ?n??unt?r in ?r??ti??.Henri F???l w?? able t? ??nth??iz? 14 ?rin?i?l?? ?f management after ???r? ?f study, n?m?l?:Principle 1. Division of WorkA??li??bl? for fir m? which h?v? m?n? employees as well ?? few employees, th? principle of division ?f work says, th?t the w?rk should b? divided b?tw??n ?ll ????l? who ?r? capable ?f d?ing it ?nd should n?t b? ?v?rl??d?d t? a ??n??ntr?t?d f?w.It should n?t b? dilut?d b? giving th? same w?rk to many ????l?.This ensures ?r???r utilization ?f l?b?r ?nd k???? them f??u??d ?nd ?r?du?tiv?.In th? l?ng t?rm, thi? ??m? t?rg?t?d division ?f work h?l?? the l?b?r in ????i?lizing in the work th?? ?r? doing, th?r?b? ?n?uring th?r? ?r? far fewer mi?t?k??.In a factory, the ?r?bl?m solver i? always someone who h?? w?rk?d ?n th? machinery f?r ???r? ?n end.Here i? how ??u ??n ???l? thi? ?rin?i?l? ?f management in ??ur caseAre ??u dividing th? w?rk ?qu?ll? b?tw??n employees ?f ??ur ?rg?niz?ti?n?Ar? people specializing in the work th?? ?r? d?ing?D? ??u need to restructure th? divi?i?n of l?b?r in ??ur organization?Above are some questions which ??n guid? you in improving your ?rg?niz?ti?n’? management ?nd l?b?r divi?i? n.Principle 2. AuthorityTh? power ?nd responsibility t? giv? orders should r??id? with only a f?w people and ?h?uld n?t be diluted.One of the ??mm?n errors ?f l?rg? companies is th?t th? m?n?g?m?nt ??m?ri??? ?f too m?n? ????l?, th?r?b? ?r??ting ??nfli?t?.Wh?n a f?w h?nd ??l??t?d people h?v? th? ??w?r to v?t?, th?n thi? authority is ??rri?d down th? ?h?in ?nd the process g?t? im?l?m?nt?d.With ?u?h ?uth?rit? ??m?? r????n?ibilit?.Imagine if you were th? m?rk?ting head ?f a company, ?nd you took a ??ll with r?g?rd? t? marketing a ??rti?ul?r ?r?du?t, in th? ?nd if th? ?r?du?t f?il?, you h?v? to take ?wn?r?hi? ?f th? failure.Y?u ??nn?t pass th? bu?k.Thus, when th? ??r??n t?k?? r????n?ibilit?, h? also takes wi?? d??i?i?n?.H?n??, ?uth?rit? ?nd responsibility g? hand in h?nd ?nd form an im??rt?nt ??rt ?f Henri f???l’? 14 ?rin?i?l?? ?f management.Principle 3. DisciplineA???rding t? H?nr? F???l di??i?lin? means ?in??rit? ?b?ut the w?rk ?nd enterprise, ??rr?ing ?ut ?rd?r? and instructions ?f superiors ?nd t? h?v? f?ith in th? ??li?i?? ?nd ?r?gr?mm?? ?f the business enterprise, in other sense, discipline in terms ?f obedience, application, energy and respect t? ?u??ri?r.H?w?v?r, F???l d??? n?t ?dv???t? warming, fines, ?u???n?i?n ?nd di?mi???l? ?f worker for maintaining di??i?lin?.Th??? ?uni?hm?nt? ?r? r?r?l? awarded.A w?ll-di??i?lin?d w?rking f?r?? i? ????nti?l for im?r?ving th? qu?lit? ?nd qu?ntit? ?f th? production.Principle 4. Unity of CommandThi? principle states th?t employees ?r? ?n?w?r?bl? t? ?nl? ?n? ??r??n.Em?l????? should have one and ?nl? one m?n?g?r.Th?r? ?h?uld be n? extra lin?? ?f ??mm?nd whi?h ??n confuse ?m?l?????, and ?l?w d?wn d??i?i?n? and production.Principle 5. Unity of DirectionThi? management principle of the 14 ?rin?i?l?? ?f management i? all ?b?ut f??u? ?nd unity.Unity ?f dir??ti?n means that ?ll ?m?l????? ??rf?rming similar ??tiviti?? should b? und?r th? ?u??rvi?i?n of th? ??m? m?n?g?r. It ?l?? m??n? that th? m?n?g?r ?h?uld b? ???r?ting from a s ingle ?l?n.Thi? ?n?ur?? t??m? ?r? well coordinated ?? everyone i? pulling in th? ??m? direction.A? ?n ?x?m?l?, in a m?d?rn organization, thi? m??n? that ?ll software development activities, ?u?h ?? coding the ?rg?niz?ti?n’? w?b?it? ?nd updating int?rn?l ??m?ut?r system, ?h?uld ultimately b? und?r th? ??ntr?l ?f a single m?n?g?r.Principle 6. Subordination of Individual InterestAccording to this ?rin?i?l?, the individu?l and organizational int?r??t mu?t ??in?id? to g?t th? task ????m?li?h?d.Th? individual must n?t ?l??? hi? personal int?r??t ?v?r th? ??mm?n int?r??t, in ???? th?r? a ??nfli?t.Principle 7. RemunerationFair remuneration ?h?uld b? giv?n t? everyone.Thi? ?n?ur?? employee satisfaction.Remuneration in?lud?? both fin?n?i?l ?nd n?n-fin?n?i?l ??m??n??ti?n.There ?r? m?n? v?ri?bl?? whi?h should b? considered b?f?r? d??iding a w?rk?r’? rate ?f ???.Some ?f th? v?ri?bl?? ?r?:C??t ?f livingSu??l? ?f qu?lifi?d personnelG?n?r?l bu?in??? ??nditi?n?Su????? of the businessPrinciple 8. The Degree of CentralizationIt i? ?lw??? ?r???nt t? a gr??t?r ?r lesser ?xt?nt, d???nding ?n th? ?iz? ?f th? ??m??n? ?nd the quality ?f it? managers. In centralization, th? ?uth?rit? is ??n??ntr?t?d only in few h?nd?.H?w?v?r, in decentralization, th? authority i? di?tribut?d to ?ll th? l?v?l? of management. N? ?rg?niz?ti?n ??n b? ??m?l?t?l? ??ntr?liz?d or d???ntr?liz?d.If th?r? i? complete centralization, th?n th? subordinates will h?v? no authority (??w?r) to carry ?ut their r????n?ibilit? (duties).Simil?rl?, if th?r? i? ??m?l?t? d???ntr?liz?ti?n, th?n th? ?u??ri?r will h?v? no authority t? ??ntr?l the organization.Th?r?f?r?, th?r? should b? a balance b?tw??n ??ntr?liz?ti?n and d???ntr?liz?ti?n.Th? d?gr?? to which centralization ?r d???ntr?liz?ti?n ?h?uld b? ?d??t?d d???nd? ?n the ????ifi? organization, but m?n?g?r? should retain final responsibility but should give subordinate ?n?ugh authority t? d? th? tasks ?u?????full?.Principle 9. Scalar ChainM?n?g?r? in hi?r?r?hi?? are part of a ?h?in lik? authority ???l?.E??h m?n?g?r, from th? fir?t lin? supervisor to the ?r??id?nt, ??????? certain ?m?unt? ?f authority.Th? President ????????? th? m??t ?uth?rit?; th? first line ?u??rvi??r th? l???t.L?w?r l?v?l managers ?h?uld ?lw??? k??? u???r level m?n?g?r? informed ?f th?ir work ??tiviti??.The existence of a scalar ?h?in ?nd ?dh?r?n?? t? it ?r? n??????r? if th? ?rg?niz?ti?n i? to b? ?u?????ful.Principle 10. OrderBr??king thi? principle int? m?t?ri?l ?rd?r ?nd ???i?l ?rd?r, F???l think? of it ?? a simple edge f?r ?v?r?thing.Thi? organization is th? ?rin?i?l?, whi?h refers t? ?rr?ng?m?nt of thing? ?nd persons in ?n ?rg?niz?ti?n.Principle 11. EquityTh? m?n?g?m?nt principle ?f equity ???? that all the employees or w?rk?r? ?f th? ?rg?niz?ti?n must b? treated f?irl?, ?qu?ll? and im??rti?ll?.M?int?ining ?quit? in the ?rg?niz?ti?n? come fr?m th? ?rg?niz?ti?n’? ?ultur?; adopting ?nd m?int?ining ?quit? m?ximiz?? employee l???lt? and tru?tw?rthin???.The combination ?f kindlin ess and justice i? v?r? im??rt?nt t? ??hi?v? equity and t? ?d??t in th? ?rg?niz?ti?n ?ultur?. If ?n ?rg?niz?ti?n f?ll?w? ?thi?? ?nd right ?rg?niz?ti?n ?ultur? th?n it is not n??????r? to put ?xtr? efforts to m?int?in ?quit? in the w?rk?l???.If ?ll th? employees n?t tr??t?d ?qu?ll? ?nd giving preference ?v?r few ?m?l????? ?r a particular gr?u? then it leads t? ??nfli?t? and r?v?luti?n?.Mi?und?r?t?nding and mi?int?r?r?t?ti?n? fr?m th? minds of ?m?l????? must b? ?l??r?d with ?r???r communication ?nd with regular int?r??ti?n?.If ??m?thing i? d?n? f?v?r?bl? t?w?rd? a ??rti?ul?r employee th?n th? managers mu?t give ?l?rit? t? th? ?th?r employees th?t wh?t situations m?d? them d? it; ?nd it mu?t be justified.Principle 12. StabilityPrin?i?l? of ?t?bilit? i? link?d with l?ng tenure of personnel in th? ?rg?ni??ti?n.Thi? means ?r?du?ti?n b?ing a team work, an ?ffi?i?nt m?n?g?m?nt ?lw??? build? a t??m ?f g??d w?rk?r?.If the members ?f th? t??m go on ?h?nging th? entire ?r????? of ?r?du?ti?n wil l b? di?turb?d. It is ?lw??? in the int?r??t ?f th? ?nt?r?ri?? that its tru?t?d, ?x??ri?n??d ?nd tr?in?d employees do not l??v? th? organization.Stability ?f j?b ?r??t?? a ??n?? of b?l?ngingn??? among w?rk?r? wh? with this f??ling ?r? ?n??ur?g?d t? improve th? ?u?lit? ?nd quantity of work.Principle 13. InitiativeEm?l????? should have th? n??????r? l?v?l of fr??d?m they need to m?k? ?nd conduct ?l?n?.M?n?g?m?nt should ?n??ur?g? w?rk?r initiative.New ?r ?xtr? work activity und?rt?k?n through self-direction is ?n ?x?m?l?.Principle 14. Spirit of Co-Operation (Spirit De Corps)In ?rd?r to achieve the best possible results, individu?l ?nd group efforts are to be ?ff??tiv?l? integrated ?nd ???rdin?t?d.Pr?du?ti?n is a team w?rk f?r whi?h th? wh?l?-h??rt?d ?u???rt ?nd ??-???r?ti?n ?f th? m?mb?r? at ?ll l?v?l? is r?quir?d.Everyone should ???rifi?? hi? personal int?r??t ?nd ??ntribut? his b??t ?n?rgi?? t? achieve the b??t r??ult?. It r?f?r? t? the ??irit ?f l???lt?, f?ithfuln??? ?n the part ?f the members ?f th? gr?u? whi?h ??n b? ??hi?v?d b? strong m?tiv?ting r???gniti?n ?nd importance ?f th? m?mb?r? f?r th?ir v?lu?bl? ??ntributi?n, ?ff??tiv? ???rdin?ti?n, inf?rm?l mutu?l social r?l?ti?n?hi? b?tw??n m?mb?r? of th? gr?u? and ???itiv? ?nd constructive ???r???h ?f the m?n?g?m?nt t?w?rd? w?rk?r?’ w?lf?r?.CRITI?I?M OF THE HENRI FAYOL THEORY OF MANAGEMENTThe contribution of H?nr? F???l in th? fi?ld ?f m?n?g?m?nt th?ught i? very important.H? w?? th? fir?t person wh? ??int?d ?ut th? fun?ti?n? ?f m?n?g?m?nt ????r?t?l?.H?w?v?r, in spite ?f such importance, hi? th??r? of m?n?g?m?nt i? n?t b???nd ?riti?i?m.Th? management theory ?f Henri Fayol i? ?riti?i??d in the f?ll?wing ?????t?:Too Narrow MindedH? ?r????d?d t?? theorise functionalism on the basis ?f fun?ti?n? und?rt?k?n in a m?nuf??turing ??m??n?.It w?uld be unrealistic t? ?x???t th?t the insights ?nd d?riv?ti?n? from the mining ?rg?ni??ti?n would b? ?qu?ll? applicable to th? needs ?nd ?h?ll?ng?? of other ?rg?ni??ti?n?.VagueSom e ?f th? concepts h?v? n?t b??n ?r???rl? defined. F?r ?x?m?l?, th? ?rin?i?l? of divi?i?n ?f work does n?t t?ll h?w th? t??k ?h?uld b? divided.Ag?in, t? say that ?n ?rg?niz?ti?n n??d? coordination is m?r?l? t? ?t?t? th? ?bvi?u?. In th? words of Herbert Simon, administrative th??r? ?uff?r? from superficiality, oversimplification ?nd l??k of r??li?m.Negligence of Joint ManagementTh?r? is n? ?l??? f?r j?int m?n?g?m?nt in F???l’? ??n???t ?f m?n?g?m?nt. Modern ?g? is the ?g? of joint management.At ?r???nt th? workers ?l?? participate in management thr?ugh th?ir trade uni?n leaders.Controversial Universality of ManagementF???l ??in?? that the ?l?m?nt?, ?rin?i?l?? and methods of m?n?g?m?nt indicated b? him ?r? ???li??bl? to ?ll t???? ?f ?nt?r?ri???â€"tr?ding or n?n-tr?ding.But the ?rin?i?l? of universality ?f management is v?r? ??ntr?v?r?i?l.B???u?? th? principles ?f management d???nd ?n time, ?l???, and ?itu?ti?n ?f ???li??ti?n ?nd th??? ?r? ?h?ng?d ????rdingl?.Historical ValueF???l? the ory w?? r?l?v?nt wh?n organizations ???r?t?d in a ?t?bl? and ?r?di?t?bl? ?nvir?nm?nt. It ???m? l??? appropriate in th? turbulent environment ?f t?d??.For ?x?m?l?, ?r???nt-d?? managers ??nn?t d???nd ?ntir?l? ?n f?rm?l authority ?nd must u?? ??r?u??i?n to g?t th? w?rk done.Similarly, th? theory views ?rg?niz?ti?n? as ??w?r centres and d? n?t r???gni?? th? r?l? ?f a d?m??r?ti? form of organization.ADV?NT?G?? AND DISADVANTAGES ?F F???L? THEORIES ?ND ??NTRIBUTI?N?Advantages:F???l w?? th? fir?t ??r??n t? actually giv? a definition ?f management whi?h is g?n?r?ll? familiar t?d?? n?m?l? ‘f?r????t and plan, t? ?rg?niz?, to ??mm?nd, t? ??-?rdin?t? ?nd t? control.Fayol ?l?? gave much of th? b??i? t?rmin?l?g? ?nd concepts, whi?h w?uld b? elaborated u??n by future researchers, ?u?h ?? divi?i?n ?f l?b?ur, ???l?r ?h?in, unity ?f ??mm?nd ?nd centralization.Di??dv?nt?g??:F???l was d???ribing th? structure ?f f?rm?l organizations.Ab??n?? of attention to i??u?? such ?? individual v?r?u? g?n?r?l int? r??t, r?mun?r?ti?n ?nd equity ?ugg??t th?t F???l saw th? ?m?l???r ?? ??t?rn?li?ti? ?nd b? d?finiti?n w?rking in th? ?m?l????? interest.F???l d??? m?nti?n the issues r?l?ting t? th? sensitivity ?f a ??ti?nt’? n??d?, such as initi?tiv? and ‘esprit d? ??r??, h? ??w them as i??u?? in th? context of r?ti?n?l organizational ?tru?tur? and not in terms ?f ?d??ting ?tru?tur?? and changing peoples b?h?vi?ur t? ??hi?v? th? b??t fit between th? ?rg?ni??ti?n ?nd its ?u?t?m?r?.Many ?f these ?rin?i?l?? h?v? b??n ?b??rb?d int? m?d?rn d?? ?rg?ni??ti?n?, but th?? w?r? n?t d??ign?d t? cope with ??nditi?n? of rapid change ?nd issues ?f employee ??rti?i??ti?n in th? d??i?i?n-m?king ?r????? ?f ?rg?ni??ti?n?, such as are current t?d?? in th? early 21st ??ntur?.ADMINISTRATIVE THEORY IN TH? M?D?RN WORKPLACEF???l b?li?v?d that managerial practices w?r? k?? t? the ?r?di?t?bilit? and efficiency in organizations.The Admini?tr?tiv? theory vi?w? ??mmuni??ti?n as a n??????r? ingr?di?nt to successful management and many ?f F???l? ?r??ti??? ?r? ?till ?liv? in t?d??? w?rk?l???.The elements and ?rin?i?l?? ?f m?n?g?m?nt ??n b? f?und in m?d?rn organizations in several w???: as ?????t?d practices in some indu?tri??, ?? r?v?m??d v?r?i?n? ?f th? original ?rin?i?l?? ?r ?l?m?nt?, ?r as remnants ?f the ?rg?niz?ti?n? history t? which ?lt?rn?tiv? practices ?nd ?hil????hi?? are b?ing ?ff?r?d.The U.S. milit?r? i? a ?rim? ?x?m?l? ?f an ?rg?niz?ti?n th?t h?? ??ntinu?d to u?? these ?rin?i?l??.C?M??TIBILIT? ?F F???L? PRIN?I?L?? OF M?N?G?M?NT IN TODAYS WORLDFayol’s principles are easily adaptable in today’s world with some changes: Ad??ting F???l? ?rin?i?l?? t? th? 21?t ??ntur? workplace i? ?n easy ???li??ti?n. While technology ?nd gl?b?liz?ti?n h?v? accelerated the r?t? ?f ?h?ng?, ?r??ting m?r? un??rt?inti?? and less stability, th? entrenched v?lu?? behind F???l? ?rin?i?l?? remain a ?t?bilizing f?r?? in the m?d?rn w?rk?l???. Fayol d???rib?? a hi?r?r?hi??l ?tru?tur?, whi?h i? t??i??l of a m?nuf??turing o rganization. While th? hi?r?r?h? i? much fl?tt?r today th?n wh?t F???l ??w, how ?n ?rg?niz?ti?n i? ?tru?tur?d remains a key element. In f??t, F???l? ?r?mi?? th?t ?m?l????? should be w?ll-inf?rm?d ?nd ?? ?l??? as ????ibl? t? the decision-makers is ?? true today as it was th?n.Many of Fayol’s principles haven’t coped well in today’s world: Many ?f these principles h?v? been ?b??rb?d into m?d?rn day ?rg?ni??ti?n?, but th?? were n?t d??ign?d to ???? with ??nditi?n? of rapid ?h?ng? ?nd i??u?? ?f ?m?l???? ??rti?i??ti?n in th? decision m?king process ?f ?rg?ni??ti?n?, such as ?r? current t?d?? in the early 21?t ??ntur?.Specialization has evolved in today’s world: T?d??, ?m?l????? ?r? much oriented towards challenging ?nd interesting j?b?. Th?ugh th? division ?f work h?l? ?m?l????? t? ????i?liz? ????ifi? ?kill?, they seek m?r? ?h?ll?nging ????rtunit? once th?? expertize ?n th?ir ?kill?. Al??, ??m??ni?? h?v? downsized their ?t?ff with ????l? wh? are multit??king ?nd h?v? th? quest to explore b???nd th?ir ?r?? ?f expertise. Thi? h?? helped ?rg?niz?ti?n? t? ?t?? ??m??titiv? with best ?f th? ?m?l????? in the field.Authority has become a bit flexible: Th?ugh M?n?g?r? ?r? ?uth?riz?d and majorly r????n?ibl? f?r a ?r?j??t commencement and its ??m?l?ti?n, companies rely h??vil? ?n employee ??rti?i??ti?n ?nd ?m??w?rm?nt f?r th? best outcome.Fayol’s points have been stretched in modern times: A? th? Am?ri??n economy h?? ?hift?d from a manufacturing b??? to a ??rvi?? ?nd kn?wl?dg? base, ??m? of Fayols ??int? have b??n ?tr?t?h?d. S???i?liz?ti?n ?f labor (P?int 1) i? a ??rn?r?t?n? ?f ???n?mi? theory. M?n?g?r? who h?v? ?uth?rit? (Point 2), h?w?v?r, now ?m??w?r their ?m?l????? with m?r? diverse r????n?ibiliti??. Discipline (P?int 3) is ?till maintained, but it is m?r? inf?rm?l in m?n? w?rk ?nvir?nm?nt?. While F???l m?int?in?d that ?n ?m?l???? should r???rt t? ?nl? one supervisor (Point 4), many ?m?l????? t?d?? have multi?l? ?u??rvi??r?, a circumstance that m?? n?t w?rk in ? ll in?t?n???. W?rking for a ??mm?n cause (Point 5) and subordinating oneself to th? g?n?r?l interest (P?int 6) ?r? ?bj??tiv?? th?t ?r? un?h?ng?d fr?m 100 years ago.Cooperate culture has diluted hierarchy: Hierarchical decision making is v?ni?hing in ?r???nt indu?tri??. It h?? b??n ?b??rv?d th?t maximum ?r??tivit? ??n b? ?bt?in?d with r?du?ti?n of hi?r?r?hi??l elements ?nd ?d??ting ?????r?t? ?ultur?. Industries n?w f??u? on l??? hierarchical, less f?rm?liz?d and flatter d??i?i?n m?king organization ?tru?tur?.Managers have evolved: Th? American w?rk?l??? has ?v?lv?d ?in?? F???l ?ubli?h?d hi? 14 ??int?. Id??? th?t caused m?n?g?r? to ??u?? th?n ?r? accepted with?ut a ????nd thought t?d??. K???ing w?rk?r? informed wh?r? th?? stand in ?n organization, m?int?ining a clean w?rk?l???, fair m?n?g?m?nt, minimizing employee turnover, giving employees th? fr??d?m to do th?ir j?b? ?nd f??t?ring good employee m?r?l? are all g??l? th?t ?m?l????? ?x???t and ?n? m?n?g?r w?uld ???ir? t? r???h. F?ir ?? ?, remains a m?tiv?ting f?r?? in any w?rk?l???.Employees are no longer just cogs in the machine: Commitment ?f an ?m?l???? i? ??hi?v?d if th? ?rg?niz?ti?n ?tr?ngl? ??n?id?r? the int?r??t of th? ?m?l????. In ???t employees strived for equity, today ?rg?niz?ti?n? provide sense of ?wn?r?hi? t? their ??mmitt?d employees.St?bilit? ?f personnel tenure d???nt h?ld mu?h ?ignifi??n?? in present ?rg?niz?ti?n: D?wn?izing strategies h?? flattened m?n? middl? m?n?g?m?nt ???iti?n? ?nd ?nri?h?d l?w?r-l?v?l employees job. Thi? h?? h?l??d in cost ?utting ?nd maintaining ??mmitt?d group of employees. Th? Gl?b?l r?????i?n whi?h struck 2008-2012, ILO [Int?rn?ti?n?l L?b?ur Organization] predicted th?t at l???t 20 million j?b? w?r? l??t b? the ?nd ?f 2009- m?inl? in ??n?tru?ti?n, r??l ??t?t?, financial services, ?nd th? ?ut?. This hug? figur? ??t? an example ?f th? in?t?bilit? of ??r??nn?l t?nur? t?d?? and th?t it depends ?n m?n? f??t?r? of whi?h gl?b?l ???n?mi? influ?n?? ?n the organization i? ?n? ?u?h r????n.M?int?ining E??rit de corps is n?t ?r??ti??l in t?d??? world: Org?niz?ti?n? th??? days hir? m?r? ?nd m?r? of t?m??r?r? and ?r?j??t ??ntr??tu?l basis. M?r??v?r, downsizing strategies and ?r?????t? ?f ?t?ff cuts h?? tended to lower th? employee m?r?l?.Fayol’s terminologies are still strongly used today: Fayol w?? th? fir?t to d?fin? management whi?h is g?n?r?ll? f?mili?r t?d?? ?? f?r????t and plan, t? ?rg?ni??, t? ??mm?nd, t? ??-?rdin?t? and t? control. Fayol also g?v? much ?f th? basic terminology ?nd ??n???t?, whi?h would be ?l?b?r?t?d u??n b? futur? r????r?h?r?, ?u?h as divi?i?n ?f l?b?ur, ???l?r ?h?in, unit? ?f ??mm?nd and ??ntr?liz?ti?n.CONCLUSION AND RECOMMENDATIONSH?nri F???l was ?n? of the fir?t ????l? to make sense of m?n?g?m?nt ?? a ??n???t, ?nd th?n developed a th??r? to im?r?v? m?n?g?m?nt ?r??ti???.He d?v?l???d ??m? ?rin?i?l?? ?nd g?v? us what w? know ?nd g?n?r?ll? accepts today ?? the fun?ti?n? of m?n?g?m?nt. S?m? ?f th? 14 ?rin?i?l?? of HentiFayol has b??n r?d?f in?d ?nd re-interpreted t? b???m? b?tt?r ?nd m?r? ?ff??tiv? t? ?rg?ni??ti?n? in their application.Y?t a f?w others h?v? r?m?in?d ?? Fayol postulated them and ?r? ?till wid?l? adopted in the m?n?g?m?nt ?f today’s ?rg?ni??ti?n?.Generally, all organizations ?r? in ??m? w??? ?imil?r when it comes to the context of management as a ?r??ti??.Th? issue ?f ??t?g?riz?ti?n ?f ?rg?ni??ti?n?, whether ?r?fit ?r non-profit, int? m?nuf??turing, m?rk?ting, ??l??, ?r services ?? products, d??? n?t d?m??n th? n??d f?r m?n?g?m?nt in all t???? ?f ?rg?ni??ti?n.

Similarities Between the Edicts of Ashoka, the Bible, and...

Jared Sidney Messer Hi 101, Essay 2 Option 2, A few thousand years ago, three sets of laws were composed that show remarkable similarities in their instructions on how to live a moral and righteous life. Although they were written hundreds of miles apart from each other, and in totally different cultures and civilizations, the Edicts of Ashoka, the Bible, and Hammurabi’s Code all elucidate the moral principles of self-control, justice, and abstention from harming living beings. In the Thirteenth Rock Edict, Ashoka, the greatest Mauryan king of India, points out that he desired to have self-control. This is the act of self-denial and the ability to control your impulses. Ashoka obviously considered this to be a virtue and in†¦show more content†¦Justice was held up by these three sets of laws as a quality of utmost importance. One of Ashoka’s most convicting beliefs was the abstention of harming any living being. This is evident by his conversion to peace loving Buddhism after the gruesome Kalinga war. However, he did make it clear that if his subjects did not reform or submit to his rule, he would have to punish them

Argumentative Assignment Saving Private Ryan - 1163 Words

â€Å"Saving Private Ryan† Argumentative Assignment Steven Spielberg, in his 1998 cinematic classic â€Å"Saving Private Ryan†, documented the retrieval operation of Private First Class James Francis Ryan, the last surviving of four brothers to fall in action during WWII. The film, set in late WWII, opened with a half hour rendition of the macabre American occupation of Omaha beach during D-Day. Spielberg tied viewers to protagonist Airborne Ranger Captain Miller, played by Tom Hanks, as he fought through the heavily German fortified shores of Normandy. The Americans eventually took the beach, and CPT Miller then received direct follow on orders from General George C. Marshall to go and pull PFC Ryan from the frontlines of battle. The†¦show more content†¦This promise to leave no one behind can mean several things. Literally it translates to the US military, both as an institution and as an organization of people, will not voluntarily disregard the life of a soldier, regardless of context. Moreover, the implicati ons of this commitment even extend to those closest to soldiers: their families. The reason why the military implements lofty life insurance plans and facilitates on post resources for family members is because the soldier and his family are rooted as one. In the film, the General ultimately considers PFC Ryan’s mother in the final decision to send him home. His reasoning considered the fact that she already sacrificed three sons to the war. Ryan’s mother completed her civic duty through her son’s service and no longer owed the country any more of her children. To allow last of his name PFC Ryan to continue the fight meant that General Marshall accepted that PFC Ryan’s mother’s vote was not important. Indeed, this would be leaving her behind. Thus, the choice to bring PFC Ryan back to his mother was made in the light of the Army’s most consecrated promise and with all military families, past, present or future, in mind. Chartering the mission to save PFC Ryan was the best option because it reinforces the values of the US military where compassion for others is cherished. The US military is the most trusted organization because it operates on a family basis. ThisShow MoreRelatedMastering Graduate Studies 1e32499 Words   |  130 Pagesenticing. Do you really is to research and compare all the different need to complete all the reading assignments? opportunities as you focus your education. This Does the Discussion Question really have to is a process of discovery that can be very fulfilling. have all those words and require so much critical As you continue to look at the possibilities, listen thinking? Do collaborative assignments have to your heart and assess your skills. This will any place? It is essential to understand that theRead MoreDeveloping Management Skills404131 Words   |  1617 PagesSelf-Disclosure 89 Through the Looking Glass 89 Diagnosing Managerial Characteristics 90 An Exercise for Identifying Aspects of Personal Culture: A Learning Plan and Autobiography 92 SKILL APPLICATION 95 Activities for Developing Self-Awareness 95 Suggested Assignments 95 Application Plan and Evaluation 95 SCORING KEYS AND COMPARISON DATA 97 Self-Awareness Assessment 97 Scoring Key 97 Comparison Data 97 Emotional Intelligence Assessment 97 Scoring Key 97 Comparison Data 99 The Defining Issues Test 99 The EscapedRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PageseText by title or author and purchase immediate access to the content for the duration of the course using any major credit card. With CourseSmart eText, students can search for specific keywords or page numbers, mak e notes online, print reading assignments that incorporate lecture notes, and bookmark important passages for later review. For more information, or to purchase a CourseSmart eTextbook, visit www.coursesmart.com. Pearson’s Self-Assessment Library (S.A.L.) A hallmark of the Robbins seriesRead MoreLibrary Management204752 Words   |  820 Pagesit goes, and how to get it. These skills include knowledge of marketing because marketing of organizations or service often results in funding for them. Additionally, in more and more libraries, as governmental funding has decreased, the need for private fund-raising has become a primary responsibility, especially for top managers. Fund-raising is time-consuming, but it often provides the additional support needed for the extras in a library’s budget. †¢ System Skills. There is much more to this than

Joe and the Juice Free Essays

Ind. Competence. Joe and the juice: Franchise – you pay royalty every month, whether you earn or not – You use the name. We will write a custom essay sample on Joe and the Juice or any similar topic only for you Order Now The concept have to be good and proved. Of course you need a lot of money to invest, because the main firm does not give a single penny for your business. When you see a concept that people like you have to carry on this wave. Partnership is not like franchise . There is no real influence with the concepts. You have to stick to what all think is a good idea. You got limitations. You can choose how to look like but you still get limitations about the main concept. Fremtiden – future : restaurant business is to rely the personnel. How you adapt different stores to different market? – number of personnel is different depending on how busy they are. Adjust the music, take best employees to make sure the new place is working good, adapt to peoples behaviour. Try to learn from mistakes and take much more time before you open a stoer, so you can know what the locals are and you can adapt to them. . Scandic hotel To give people away from home the feeling of being home. They run the hotels, they do not own them. Promises and missions are part of any hotel chain. People skills are vital and training is vital. Team members should speak their mind and discuss. More sales are more service. Self-service is no service, it is ignorance Customers pay grants for emotions. Every business has a potential. Brand is much more than a logo type. Brand platform needs to be relevant to the customers. It is an explanation to who we are. People away from home need warm and nice atmosphere and friends. Caring, casual, creative – these are the values of Scandic. How to cite Joe and the Juice, Essay examples

Led Zeppelin IV by Led Zeppelin free essay sample

Led Zeppelin is one of the most influential and is widely regarded as the best rock band of all time. I proudly regard them as the best band of all time, and as the fore fathers to many new groups and musicians. Their fourth album titled simply Led Zeppelin IV included such influentially experimental songs such as Stairway to Heaven and Battle of Evermore while sticking to the tried and true Zeppy methods through Rock and Roll, Black Dog, and When the Levee Breaks. Some of my personal favorites include Four Sticks, Going to California, and Misty Mountain Hop. With Jimmy page shredding on guitar, Robert Plant providing his now iconic screaming and at times lyrical vocals, John Bonham’s in your face drums, and John Paul Jones laying down some smooth bass Led Zeppelin was able to influence not only a generation, but also the world and those to come. We will write a custom essay sample on Led Zeppelin IV by Led Zeppelin or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Led Zeppelin IV was able to masterfully blend hard rock songs, mystical ballads, and bluesy rock to create an album unlike any other in existence. Even those who are not fans of Led Zeppelin or even rock and roll cannot help but sing along when they hear the lyrical vocals of Robert Plant as he lulls you into a new world during the eight minute run time of Stairway to Heaven. Unfortunately the band broke up after the death of drummer John Bonham in 1980, and the world is a far poorer place for having lost out on what could have been.