Friday, November 29, 2019

james Essays - Bible Translations Into English, Wycliffes Bible

Throughout the Middle Ages literacy rates were extremely low in Europe, and hand copied manuscripts were expensive. The Bible and many legal documents were written in Latin or Greek, which were becoming increasingly dead languages used only by the church. Moreover, the statute of Valencia and other statutes had made it illegal for anyone not authorized by the Church to have even the Latin and Greek versions of the of the Bible. The laity therefore had to rely on the Church, government and powers that be for understanding and interpreting these documents. With the invention of the printing press, one of the first books to be printed was the bible, which was soon translated into several languages, often badly. The errors were due in part to ignorance and in part by attempts to use the Bible to further sectarian political or theological goals. A few small parts of the Bible had been translated into vernacular at different times. King Alfred translated the ten commandments, and Bede had translated the gospel of St John into Saxon language, but the translation was lost. In the fourteenth century. Wyclif had translated parts of the Bible and this work was completed after his death. Many copies of this "Lollard" bible in middle English were distributed before the invention of printing. The Genesis narrative opened: ?In the firste made God of nougt heuene and erthe. The erthe forsothe was veyn with ynne and void, and derknessis weren vpon the face of the see; and the Spiryt of God was born vpon the watrys. And God seide, Be maad ligt; and maad is ligt.? The Wyclif (or Wycliffe) bible was completed in 1388, four years after Wycliffe's death. Wycliffe himself had translated the New Testament , relegating the Old Testament translations to assistants with the necessary language skills. These Wycliffe bibles were laboriously copied out and distributed at great risk. The Catholic Church was horrified at the possibility that everyone would be able to read the Bible. In 1399, alarmed at the spread of Lollardy, the convocation of Oxford passed the statute De Heretico Comburendum, "Of the burning of heretics." This law was passed in Parliament by King Henry IV in 1401. It provided for burning of all those who held Lollard opinions, or possessed illegal books, including the translated Bible apparently, though it is a common misconception that it was directed only against the Bible. The De Heretico Comburendo statute stated: ...that none...presume to preach openly or privily, without the license of the diocesan of the same place first required and obtained, curates in their own churches and persons hitherto privileged, and other of the Canon Law granted, only except; nor that none from henceforth anything preach, hold, teach, or instruct openly or privily, or make or write any book contrary to the catholic faith or determination of the Holy Church, nor of such sect and wicked doctrines and opinions shall make any conventicles, or in any wise hold or exercise schools; and also that none from henceforth in any wise favor such preacher or maker of any such and like conventicles, or persons holding or exercising schools, or making or writing such books, or so teaching, informing, or exciting the people, nor any of them maintain or in any wise sustain, and that all and singular having such books or any writings of such wicked doctrine and opinions, shall really with effect deliver or cause to be delivered all such books and writings to the diocesan of the same place within forty days from the time of the proclamation of this ordinance and statute. The Lollards did not believe that the wine and wafer of the communion were transsubstantiated into the blood and body of Jesus, they refused to worship the cross as an object, and held many other such "dangerous" doctrines in addition to translating the Bible. The first person to be executed under the law was Sir William Sautre, who refused to abjure, among other heresies, the following: 1. he will not worship the cross on which Christ suffered, but only Christ that suffered upon the cross. 2. he would sooner worship a temporal king, than the aforesaid wooden cross. 3. he would rather worship the bodies of

Monday, November 25, 2019

Psycology essays

Psycology essays The only way to fully understand the psycology of another is throught the talking of the pateint. In resent years only a few things have been learned about this science. There have also been many PSUEDO sciences (false sciences) and therys of how to cure many people. There have been many techinquies to cure people from electro convusive theropie which sends a electric shock into the person causing a small secure. Medication is another part of this prosess. Many doctors are baffled over what alot of patients many have. Shizophreneia is one of the many cases in mental institutes, there are wild speaking individualswhich have not only mentaly changed but there phisical apperence has also altered. In closing Psycology is the study of the mind of criminals and patientes of the time and age were mental sickness is at an all time high. ...

Thursday, November 21, 2019

Knowledge Managment Initiative Assignment Example | Topics and Well Written Essays - 750 words

Knowledge Managment Initiative - Assignment Example The new system allowed all employees to constantly gain detailed information on products and helped them to adequately solve the problem of resigning sales people due to lack of information and resulting commission. The product pricing and availability reports incorporated by cubes to boost system functionality were only available to the retail managers who worked to set the market policy, thereby creating a knowledge barrier and hindering development. Although ample training was provided to all the managers to gain sufficient knowledge of the online repository system, the rest of the employees’ learning and development was limited to 10-minute sessions per employee and minimal encouragement to learn the rest on their own time. Despite the high traffic of customers coming to the stores, the repository system’s usage did not increase accordingly. So even though, values, accessibility, and goals were set for all employees, the circle the of learning and organization came to a gradual halt.

Wednesday, November 20, 2019

The Reasons for War in 1898 Essay Example | Topics and Well Written Essays - 1750 words

The Reasons for War in 1898 - Essay Example The vision of the United States as an Asian power originated in the post colonial period. The U.S. Exploring Expedition of 1838 described three great island nations in the Pacific. These ports, Pago Pago, Manilla, and Pearl Harbor initiated the vision of America's quest for a presence in the Pacific. In 1878 the United States acquired a naval base in Pago Pago through an agreement with Great Britain and Germany, and by the end of 1898 the U.S. government controlled all the above mentioned harbors.2Frederick Jackson Turner‘s analysis that liberty and individualism had depended on the existence of a moving frontier into contiguous land. Turner believed that an ever-expanding frontier was necessary for the growth of the nation. Stromberg contends that, "With the disappearance of the frontier in the 1890s, a substitute frontier had become necessary to preserve the American way of life"3. Foreign markets became the frontier that had been exhausted on the mainland. Using Turner's arg uments, proponents advocated looking beyond our shores for new frontiers and expanding markets.The vehicle to make large scale saltwater imperialism possible began with the publication of Alfred Thayer Mahan's 1890 book "The Influence of Sea Power Upon History, 1660-1783". Mahan proposed the theory that great nations rode upon great naval power. As Mahan laid out in his book, "The motive, if any there be, which will give the United States a navy, is probably now quickening in the Central American Isthmus. Let us hope it will not come to the birth too late"4. Mahan's book was greeted with great acceptance and resulted in an appropriations bill to build a strong naval fleet in the 1890s. The naval appropriations act of 1890 was a strong endorsement of Mahan's philosophy and changed our naval approach from defensive to offensive. According to Musicant, "The battleships were a giant stride, as Tracy and his allies frankly admitted, toward creating a fighting fleet to seize command offen sively of the open sea and destroy the enemy in blue water"5. The new naval strategy would enable the coming decade to foment the beginnings of war and enable the interested factions to make a case for imperial expansion. By 1898, Cuba was central to our nation's attention and was the jumping off point to the war with Spain. Cuban rebels had been fighting for independence from Spain for 30 years. The main impetus for the rebellion was the unacceptable conditions in Cuba. In 1868, Cuban Nationalists fought a ten-year war that left the insurgents exhausted. Spain promised reforms, but most were never materialized and in 1895 the rebels staged a more concentrated effort for Cuban independence. The war from 1895-1898 would devastate Cuba, its economy, and its people. As Offner describes the devastation, "They sought to turn Cuba into an economic desert, thereby making the island unprofitable and convincing Spain to leave. Insurgents burned sugar cane fields and mills and destroyed railroads, telegraph lines, and other property"6. These atrocities would capture the attention

Monday, November 18, 2019

CSR Coursework Example | Topics and Well Written Essays - 500 words

CSR - Coursework Example the interests of the society by being considerate of its impact on the society, customers, shareholders, suppliers, employees, communities and the environment in which the business operates from. Socially responsible organizations take the initiative of following the laid down legislation and also takes care of its employees and their families voluntarily without being under any obligations (p.199). They continue to say that CSR just means the strategies that organizations use to conduct their business ethically by being society friendly. CSR involves a lot of activities like partnering with local communities, investing in socially sensitive ventures, having an excellent employee, customers and family relations and lastly being involved in environment conservation activities (Ismail, 2009, p.199). According Gotherstrom (2012), organizations like H&M can use the Stakeholder theory of CSR. It involves the organization management putting into consideration economic and social factors that affect the business during its decision making in its operation.in this case the stakeholders involved include investors, political groups, communities’ employees, trade associations, government etc. These all stakeholders affect the business in one way or another but the business has to find ways and means of keeping them happy. This theory is not only how the shareholders can make more profits but also of how the organization can make decisions that will affect how the society views (p.8). The application of this theory has been on the rise especially due to the rise activists and environmental groups. (p.9) In the case of H&M, we find that it is involved in its CSR activities to atone for the condemnation that it received from Greenpeace in the year 2011for discharging hazardous waste water with chemicals which could affect the environment negatively. This is demonstrated by the way it partners UNICEF to help children in Bangladesh. The next CSR is Legitimacy Theory; this

Saturday, November 16, 2019

Leadership Development Past Present And Future Management Essay

Leadership Development Past Present And Future Management Essay This article reviews notable trends in the leadership development field. In the past two decades, such trends included the proliferation of new leadership development methods and a growing recognition of the importance of a leaders emotional resonance with others. A growing recognition that leadership development involves more than just developing individual leaders has now led to a greater focus on the context in which leadership is developed, thoughtful consideration about how to best use leadership competencies, and work/life balance issues. Future trends include exciting potential advances in globalization, technology, return on investment (ROI), and new ways of thinking about the nature of leadership and leadership development. The Past Looking back at the state of leadership and leadership development over the past 20 years, we were surprised to discover more than a decade passed before HRP first contained an article with the word leadership in its title. At the risk of making too much out of mere titles, we note with interest the contrast between that early period and the fact that leadership development is now one of HRPs five key knowledge areas. The last two decades have witnessed something of an explosion of interest in leadership development in organizations. Some of the most noteworthy issues and trends in the field of leadership development in the past 20 years fall under these two general headings: The proliferation of leadership development methods; The importance of a leaders emotional resonance with and impact on others. Proliferation of Leadership Development Methods One clear trend over the past 2years has been the increasing use and recognition of the potency of a variety of developmental experiences. Classroom-type leadership training-for long the primary formal development mode-is now complemented (or even supplanted) by activities as diverse as high ropes courses or reflective journaling. Classroom training should not be the only part of a leadership development initiative, and may be the least critical. While training may even be a necessary element of leadership development, developmental experiences are likely to have the greatest impact when they can be linked to or embedded in a persons ongoing work and when they are an integrated set of experiences. Activities like coaching, mentoring, action learning, and 360-degree feedback are increasingly key elements of leadership development initiatives. Developmental relationships primarily take two forms: coaching and mentoring. Coaching involve practical, goal-focused forms of one on- one learning and, ideally, behavioural change (Hall, et al., 1999). It can be a short term intervention intended to develop specific leadership skills or a more extensive process involving a series of meetings over time. The most effective coaching allows for collaboration to assess and understand the developmental task to challenge current constraints while exploring new possibilities, and to ensure accountability and support for reaching goals and sustaining development (Ting Hart, 2004). Mentoring is typically defined as a committed, long-term relationship in which a senior person supports the personal and professional development of a junior person. It may be a formal program or a much more informal process. Recognizing the value of mentoring, organizations are increasingly looking at ways to formalize these types of relationships as part of thei r leadership development efforts. Action learning is a set of organization development practices in which important real-time organizational problems are tackled. Three kinds of objectives are sought: delivering measurable organizational results, communicating learnings specific to a particular context, and developing more general leadership skills and capabilities (Palus Horth, 2003). Effective action learning may range from tacit, unfacilitated learning at work to focused and high-impact learning projects to transformations of people and organizations (Marsick, 2002). Challenging job assignments are a potent form of leadership development and provide many of the developmental opportunities in organizations today. The level of organizational involvement in making job assignments part of their leadership development process runs the gamut from simply providing people with information about developmental opportunities in their current job to a systematic program of job rotation. Using job assignments for developmental purposes provides benefits that go beyond getting the job done and may even result in competitive advantages for the organization (Ohlott,2004). One developmental method has been so pervasive that it deserves somewhat greater attention here: the use of 360-degree feedback to assess leader competencies. Chappelow (2004) recently noted that perhaps the most remarkable trend in the field of leader development over the past 20 years has been the popularity and growth of 360- degree feedback. Others called it one of the most notable management innovations of the past decade (Atwater Waldman, 1998; London Beatty, 1993). To help those organizations disappointed with 360-degree feedback results, here is some of what we have learned over the years about how to implement them effectively (Chappelow, 2004): An assessment activity is not necessarily developmental. Three-hundred-sixty-degree feedback should not be a stand-alone event. In addition to assessment there need to be development planning and follow-up activities. Boss support is critical for the process itself, as well as for buy-in for the recipients specific developmental goals stemming from the feedback. The 360-degree feedback process works best if it starts with executives at the top of an organization and cascades downward throughout the organization. Shoddy administration of a 360-degree feedback process can be fatal. The timing of the process accounts for other organizational realities that could dilute or confound its impact. Another kind of leadership development method gaining popularity during the past 20 years has involved teams (Ginnett, 1990). The prevalence and importance of teams in organizations today, and the unique challenges of leading teams, make it easy to forget that teams were not always so pervasive a part of our organizational lives. One way to convey the magnitude of that shift is to share an anecdote involving one of our colleagues. During his doctoral work in organizational behaviour at Yale about 20 years ago, our colleague Robert Ginnett would tell others about his special interest in the leadership of teams. Routinely, he says, they would assume he must be an athletic coach; who else, theyd say, would be interested in teams? Importance of a Leader s Emotional Resonance with and Impact on Others Twenty years ago, our understanding of leadership in organizations was dominated by the classic two-factor approach focusing on task and relationship behaviors. That general approach can be characterized as transactional in nature, as distinguished from a qualitatively different approach often described as transformational. Transactional leadership is characterized by mutually beneficial exchanges between parties to optimize mutual benefit including the accomplishment of necessary organizational tasks. The exchange-model nature of transactional leadership tends to produce predictable and somewhat shortlived outcomes. Transformational leadership touched followers deeper values and sense of higher purpose, and led to higher levels of follower commitment and effort and more enduring change. Transformational leaders provide compelling visions of a better future and inspire trust through seemingly unshakeable self-confidence and conviction. Conger (1999) reviewed 15 years research in the related fields of charismatic and transformational leadership, and observed that scholarly interest in these areas may be traceable to changes in the global competitive business environment at that time such as competitive pressures to reinvent them selves and challenges to employee commitment. Prior to that time, leadership researchers generally had not distinguished between the roles of leading and managing: A person in any position of authority was largely assumed to hold a leadership role. It was a novel idea that leadership and management might represent different kinds of roles and behaviors. Hunt (1999) was even more blunt about the state of scholarly research in the field of leadership in the 1980s. He described it as a gloom-and-doom period characterized by boring work, inconsequential questions, and static answers. Research in the areas of transformational and charismatic leadership both energized scholars and interested organ izational practitioners. One factor presumably underlying the interest in charismatic and transformational leaders is the nature and strength of their emotional impact on others. The nature of the leaders emotional connectedness to others is also apparent in the growing interest over the past decade in topics like the leaders genuineness, authenticity, credibility, and trustworthiness (Goleman, et al., 2002; Collins, 2001). These seem related more to the affective quality of a leaders relationships with others than to specific leader behaviors and competencies. Attention given during the last decade to the concept of emotional intelligence also attests to that shifting interest. For example, Goleman, et al. (2002) present data that a leaders ability to resonate emotionally with others is a better predictor of effective executive leadership than is general intelligence. Recent research at the Center for Creative Leadership (CCL) has uncovered links between specific elements of emotional intelligence and specific behaviors associated with leadership effectiveness (Ruderman, et al.,2001). Effective leadership is clearly about more than just enacting the right behaviors, or merely translating feedback (e.g., from 360-degree feedback) into changed behavior. One way 360- degree feedback can positively impact an individuals effectiveness as a leader is by deepening that persons self-awareness about the impact of his/her behavior on others. Much leadership development feedback naturally affects how people think about themselves, not just their interactions with others. Similarly, it can lead to re-evaluations of many aspects of ones life, not just ones role as a leader. It can affect the whole person. It follows, then, that in some ways leadership development itself involves the development of the whole person. The Center for Creative Leadership began during the heyday of the human potential movement, and its ideals and educational philosophy still reflect a commitment to the value of self-directed change and growth (albeit informed by knowledge about the needs of the organization). Virtually all CCL leadership development programs include numerous activities to increase managerial self-awareness, and most address balance in life, including the relationship between health, fitness, and leadership. From our own participants, representing diverse companies across virtually all industries, the feedback is that balance in life has so far been more of an aspiration for them than a reality. The Present Today, effective leadership is commonly viewed as central to organizational success, and more importance is placed on leadership development than ever before. Developing more and better individual leaders is no longer the sole focus of leadership development, although it remains a critical aspect. Increasingly, leadershipis defined not as what the leader does but rather as a process that engenders and is the result of relationships-relationships that focus on the interactions of both leaders and collaborators instead of focusing on only the competencies of the leaders. Leadership development practices based on this paradigm are more difficult to design and implement than those that have been popular for the last several decades in which the objective was to train leaders to be good managers. In light of this, several themes describe the state of leadership development today: 1. Leadership development increasingly occurring within the context of work; 2. Critical reflection about the role of competencies in leadership development; 3. Revisiting the issue of work/life balance. Leadership Development Within the Context of Work Leadership development initiatives today typically offer performance support and real world application of skills through such methods as training programs, coaching and mentoring, action learning, and developmental assignments. Combining instruction with a real business setting helps people gain crucial skills and allows the organizations to attack relevant, crucial, real-time issues. The goal of leadership development ultimately involves action not knowledge. Therefore, development today means providing people opportunities to learn from their work rather than taking them away from their work to learn. It is critical to integrate those experiences with each other and with other developmental methods. State of the art leadership development now occurs in the context of ongoing work initiatives that are tied to strategic business imperatives (Dotlich Noel, 1998; Moxley OConnnor Wison, 1998). Furthermore, best practice organizations recognize leadership as a key component of jobs at all levels and are committed to creating leaders throughout their organizations. Increasingly, organizations have CEOs who model leadership development through a strong commitment to teach leaders internally. For example, Carly Fiorina at HP is annually teaching at 12 leading business results classes. The targets of leadership training programs are no longer relatively isolated individuals who were anointed by senior management. Instead of the thin horizontal slices, the program design is likely to involve work groups or several vertical slices of the organization (Fulmer, 1997). The proliferation of leadership development methods was previously noted. Not just the variety of development methods matters; greater variety is not necessarily better. It is also critical to integrate various developmental experiences to each other as well as to both developmental and business objectives. That way they can have a greater collective impact than they otherwise could have. But such efforts at integration are far from universal. In reviewing the entire field of leadership development, McCauley and VanVelsor (2003) noted that the approach of many organizations is events-based rather than systemic. One method of making leadership development more systemic is to make sure it involves more than training. An array of developmental experiences must be designed and implemented that are meaningfully integrated with one another. Leadership development efforts and initiatives must be ongoing, not a single program or event. The idea of leadership development strategies that link a variety of developmental practices including work itself (e.g., action learning projects) with other HR systems and business strategy is an emerging and probably necessary evolution of our state-of-practice (Alldredge, et al., 2003). Critical Reflection about the Role of Competencies in Leadership Development Although the field is moving away from viewing leadership and leadership development solely in terms of leader attributes, skills, and traits, leadership competencies remain a core dimension of leadership development activities in most organizations. A recent benchmarking study found that leading-edge companies define leadership by a set of competencies that guide leadership development at all levels (Barrett Beeson, 2002). A majority of organizations have identified leadership competencies, or at least tried to define the characteristics and qualities of successful leaders. How then are leadership competencies most effectively used in leadership development? Leadership competencies need to correspond to the organizations particular strategy and business model (Intagliata, et al., 2000). Leadership development programs implemented in isolation of the business environment rarely bring about profound or long-lasting changes; therefore, organizations must develop leaders and leadership competencies that correspond with and are specific to their distinct business challenges and goals. While common leadership qualities or competencies characterize effective leaders, developing such core leader qualities may not be enough. The leadership competencies of a best-practice organization uniquely fit the organization, its particular strategy, and its business model (APQC, 2000). This perspective has also been applied to the individual level. Not only may organizations differ in their identification of critical leadership competencies, some would argue it is unlikely all leaders within an organization must all possess the same set of competencies to be successful- or make the organization successful. According to this perspective, leaders should not be accountable for demonstrating a particular set of behaviours but rather should be held accountable for desired outcomes. This perspective looks beyond competencies, which have a tendency to focus on what needs fixing, and instead focuses attention on the whole person and on peoples strengths and natural talents, not on a reductionism list of idiosyncratic competencies (Buckingham Vosburgh, 2003). Development is increasingly seen as a process of developing and leveraging strengths and of understanding and minimizing the impact of weaknesses. Work/Life Balance Revisited Health and well-being at work are issues of increasing interest and attention, including their relevance to leadership. In an environment of constant change and unrelenting competition, managing stress and personal renewal to avoid burn-out are becoming a central focus for leadership development. Dealing with multiple and competing demands of a fast-paced career and personal/family relationships and responsibilities is a common challenge, and there is increasing recognition that a persons work and personal life have reciprocal effects on each other. We know that individual leader effectiveness is enhanced when people manage multiple roles at home and at work but we continue to learn more about the organizational benefits and maybe even the benefits to family and community as well. We also know leadership effectiveness is correlated with better health and exercising HUMAN RESOURCE PLANNING (McDowell-Larsen, et al., 2002). We need to better understand which assumptions about organizational life are challenged by the idea of work/life integration as well as which changes organizations need to make to facilitate greater work/life integration. Challenging work/life situations are integrally related to the need for, and development of, resilience. Resilience is the ability to bounce back from adversity or hardship, a characteristic that can be developed at any time during a persons life. It is an active process of self-righting and growth that helps people deal with hardships in a manner that is conducive to development (Moxley Pulley, 2004). One of the fundamental characteristics of resilience is that it allows individuals to take difficult experiences in their lives and use them as opportunities to learn. This, in turn, develops their ability to face hardships successfully in the future. The Future Several trends will have a major role in our future understanding and practice of leadership and leadership development. They represent, in different ways, the critical role changing contexts will play in leadership development. Leadership competencies will still matter; Globalization/internationalization of leadership concepts, constructs, and development methods; The role of technology; Increasing interest in the integrity and character of leaders; Pressure to demonstrate return on investment; New ways of thinking about the nature of leadership and leadership development. Leadership Competencies Will Still Matter Leadership competencies will still matter, but they will change as the competitive environment changes. According to a Conference Board study (Barrett Beeson, 2002), five critical forces will shape leadership competencies (requirements) in the future: 1) global competition, 2) information technology, 3) the need for rapid and flexible organizations, 4) teams, and 5) differing employee needs. Given these, most organizations will not need the Lone Ranger type of leader as much as a leader who can motivate and coordinate a team based approach? This new environment will have greater ambiguity and uncertainty, and many if not all aspects of leadership (e.g., strategy development) will require a more collaborative approach to leadership. The model of effective leadership in the future will be one of encouraging environments that unlock the entire organizations human asset potential. The Conference Board report Developing Business Leaders for 2010 (Barrett Beeson, 2002) identified four essential roles for meeting the business challenges of the future, and the career derailers that will matter most in the future. The four essential roles for meeting future business challenges include master strategist, change manager, relationship/network builder, and talent developer. The most important derailers in the future include hesitancy to take necessary business risks; personal arrogance and insensitivity; controlling leadership style; and reluctance to tackle difficult people issues. Changes in the context in which leadership is practiced will bring certain competencies evenmore to the forefront, including globalization, the increasing use of technology, and public scrutiny of the character and integrity of leaders. Globalization/Internationalization of Leadership Concepts, Constructs, and Development Methods Future leaders will need to be conversant in doing business internationally and conceiving strategies on a global basis. Globalization will intensify the requirement that senior leaders deal effectively with a complex set of constituencies external to the organization. (e.g., responsibility for managing the companys interface with trade, regulatory, political, and media groups on a wide range of issues). Leadership development is rapidly moving to include substantial components involving international markets, world economic trends, and focus on particular regions such as the Asia Pacific rim (Cacioppe, 1998). Leaders are being exposed to how the world is becoming interdependent and the need to be up to date with international trends that are vital to the success of the business. Use of the internet to obtain information and to market products and services worldwide is a topic in many current leadership development programs. The Role of Technology The technology revolution has changed organizational life. It has changed the ways information and knowledge are accessed and disseminated, and the ways in which people can communicate and share with one another. This has profound implications for what effective leadership will look like as well as how to use technology most effectively in leadership development. Leaders will clearly have to be much savvier with regard to technology in general. Facility and comfort with communication technology and the internet will be a necessity. Given the pace of change and the speed of response time that leaders are now required to demonstrate, technological savvy has rapidly become an integral aspect of leadership effectiveness. It has even been noted that the effective use of technology is proving to be a hierarchy buster. It can be an avenue for people to communicate with leaders at all levels and whenever they need to at any time. Leading virtually is already a reality, and requirements to lead geographically dispersed units and teams will only increase. Technology will not be a solution for this challenge, but it will surely be a tool. The pressure on costs, increased reality of virtual teams, and availability of technology leadership development has reduced the need for people to travel to training programs, will make learning opportunities available to geographically dispersed leaders, and will allow individuals access to learning opportunities when it best suits their schedule. Technology can extend learning over time rather than limiting it to time spent in the classroom. Technology will also enhance the emergence and sharing of knowledge among participants via such venues as chat-rooms, thought leader access, e-learning advances, e-mentoring/ shadowing, and business simulations. While technology is useful for some aspects of leadership development, it cannot replace the importance of bringing leaders together to deepen their relationships and their learning experience. Maximizing the effectiveness of leadership development offers the best of both worlds: integrating face-to-face classroom and coaching experiences with technology-based tools and processes, i.e., blended learning solutions (e.g., Alexander Ciaschi, 2002). Increasing Interest in the Integrity and Character of Leaders The 1990s witnessed ethical lapses and arrogance among senior executives of certain companies of disturbing-if-not-unprecedented magnitude. Enron and WorldCom were two notable examples. Such events probably accelerated and deepened growing sentiment among many-including members of organizational governance boards-that interrelationships among leadership, character, and values ought to be made more salient. It is probably not a coincidence that a recent article in CEO Magazine (Martin, 2003) observed that the age of the imperial CEO is waning. In its place, a crop of new CEOs humble, team building, highly communicative are rising (p.25). Similarly, one of the intriguing and unexpected findings in the book Good to Great (Collins, 2001) was of the universally modest and self-effacing nature of CEOs in the good-to-great companies. This contrasts considerably with the often flamboyant and self-promoting style of many popular business leaders in recent years who, despite celebrity status, typically did not have an enduring positive impact on their companies. Bass and Steidlmeier (1999) noted that transformational leadership is only authentic when it is grounded on the leaders moral character, concern for others, and congruence of ethical values with action. A leaders credibility and trustworthiness are critical, and increasing numbers make the case that character-as defined by qualities like ones striving for fairness, respecting others, humility, and concern for the greater good-represents the most critical quality of leadership (e.g., Sankar, 2003). Assuming there is continuing if not increasing interest in the character of leaders, much work is needed in the years ahead to assure greater clarity of concept about these vital-yet-elusive concepts if they are to play a prominent role in leadership development practices in organizations. Pressure to Demonstrate Return on Investment The future trends noted reflect in part a response to the changing context of leadership. Perhaps the strongest pressure facing leadership practitioners in the future may be to demonstrate ROI (Kincaid Gordick, 2003). While leadership development is strategically important, it is usually expensive. Yet while leading-edge companies today such as PepsiCo, IBM, and Johnson and Johnson spend significant time and resources on leadership development, attempts to quantify its benefits precisely have remained elusive and have led some to speculate that investment in developing better leaders may be falling short of the desired impact. In todays economy, leadership development expenses will likely have to meet certain standards of proof of impact or return on investment. Demonstrating and quantifying the impact of leadership development investments is likely to emerge as a priority for organizations committed to building leadership strength. To maximize ROI for leadership development efforts, its payoffs organizations must effectively plan, implement, and evaluate their initiatives. They must create a chain of impact that connects leadership development to relevant organizational outcomes (Martineau Hannum, 2003). Historically, most organizations have not closed the loop through systematic evaluation and thus make assumptions about its efficacy based on anecdotes, reactions, or hunches. New Ways of Thinking about the Nature of Leadership and Leadership Development Emerging new perspectives on the nature of leadership may profoundly affect our thinking about leadership development. Increasingly, leadership and leadership development are seen as inherently collaborative, social, and relational processes (Day, 2001). Similarly, Vicere (2002) has noted the advent of the networked economy where partnerships, strategic and tactical, customer and supplier, personal and organizational, are essential to competitive effectiveness. As a result, leadership will be understood as the collective capacity of all members of an organization to accomplish such critical tasks as setting direction, creating alignment, and gaining commitment. Leadership development based on this paradigm is more difficult to design and implement than those that have been popular for the last several decades in which the focus was to train individual leaders. Taking this next step will require a deeper understanding of the role of organizational systems and culture in leadership development (VanVelsor McCauley, 2004). Conclusion The dual challenges of understanding the nature of leadership development and implementing effective leadership development practices will likely be greater than ever before. At the same time, we find ourselves guardedly optimistic about the fields future. Our optimism is directly tied to some of the trends that make the future both challenging and interesting. For example, leadership development practices will need to become better integrated in the broader context of organizational business challenges and systems. Thus, not only will organizations need to hire and develop leaders, they will also need to be the kind of organizations that nurture and reinforce enactment of the kinds of behaviours desired in those leaders. Similarly, demands to demonstrate ROI can encourage greater rigor and clarity in our understanding of the nature of leadership development and in how we assess its impact. Meeting such challenges will be one important thrust of more comprehensive efforts in the years ahead to demonstrate convincingly the strategic role of people in organizations.

Wednesday, November 13, 2019

Analyse the case study with reference to Michael Porter’s Theory :: Business and Management Studies

Analyse the case study with reference to Michael Porter’s Theory of Competitive Advantage and answer the following question: Does America have competitive advantage in the textile and garment industry? Analyse the case study with reference to Michael Porter’s Theory of Competitive Advantage and answer the following question: Does America have competitive advantage in the textile and garment industry? You answer must include the following elements: 1. A clear outline of Porter’s theory with supporting references. 20% 2. An analysis of the case study with reference to the 4 main elements of Porter’s Diamond. (N.B. You will not be able to comment on company structure, as the case study does not include information on this. You should, however, refer to factor conditions, demand conditions, firm rivalry and related and supporting industries.) 40% 3. An analysis of the case study with reference to Porter’s secondary points of chance and government actions. 20% 4. Your conclusion. 10 % The remaining 10 % will be for grammar, style, clarity, using the correct system of referencing (the Harvard System) etc. Literature: Michael E. Porter. The Competitive Advantage of Nations. Does America have competitive advantage in the textile and garment industry? For a country to have a competitive advantage, it is necessary to understand Michael Porter’s Theory of National Competitive Advantage. Michael Porter introduced a model that allows analysing why some nations are more competitive than others are, and why some industries within nations are more competitive than others are, in his book The Competitive Advantage of Nations. This model of determining factors of national advantage has become known as Porters Diamond. It suggests that the national home base of an organization plays an important role in shaping the extent to which it is likely to achieve advantage on a global scale. This home base provides basic factors, which support or hinder organizations from building advantages in global competition. Porter distinguishes four determinants: Factor Conditions The situation in a country regarding production factors, like skilled labour, infrastructure, etc., which are relevant for competition in particular industries. These factors can be grouped into human resources (qualification level, cost of labour, commitment etc.), material resources (natural resources, vegetation, space etc.), knowledge resources, capital resources, and infrastructure. They also include factors like quality of research on universities, deregulation of labor markets, or liquidity of national stock markets. These national factors often provide initial advantages, which are subsequently built upon. Each country has its own particular set of factor conditions; hence, in each country will develop those industries for which the particular set of factor conditions is

Monday, November 11, 2019

Epo in Sport

Competitive athletes are constantly in search of ways to get better, seeking a slight edge over their closest competition. They are willing to practice for countless hours, put themselves through rigorous training and follow a very strict diet. Those who are passionate about their sport are willing to do just about anything to improve performance, but just how far are athletes willing to go? With recent advancements in sports science, it has become possible to alter some elements of human physiology.The human body has been meticulously studied over the years, and as a result we are able to comprehend how complex systems function enabling the human body to perform simple everyday functions, as well as, impressive athletic performances. Science has discovered there are ways to improve the physiology of the human body to enhance athletic performance. By carefully tailoring specific functions to enhance a specific task an athlete will most likely be able to get the â€Å"one up† o n the competition.Science has also discovered there are dangers associated with tampering with these complex systems that keep the human body alive and well. Unfortunately, some athletes ignore the physiological risks/ professional repercussions and indulge in enhancing some physiological processes in order to gain a slight edge against the competition. Today, as well as in the past, various sporting organizations have had to deal with performance-enhancing issues through testing of their athletes, yet these people continue to seek out ways to sneak under the wire, undetected.One example of athletes trying to beat the system is that of the recently publicized performance-enhancing dispute with blood doping in the sport of cycling, namely the use of recombinant human erythropoietin (Robinson, Mangin, and Saugy 2003). The following will discuss the function of erythropoietin, its uses in medicine and athletics, the benefits and risks of artificial along with testing methods for detect ion of illegal use. In order to perform in endurance sports, efficient oxygen delivery from lungs to muscles is crucial.The cells responsible for oxygen delivery are erythrocytes, or red blood cells. The functional portion of the red blood cell that acts as an oxygen carrier is the protein molecule hemoglobin (Kraene, Fleck and Deschenes 2012). Hemoglobin is a four part haem-iron containing protein, with two alpha and two beta subunits associated with each molecule. Hemoglobin accounts for 99% of the protein composition of an erythrocyte (Lippi, Franchini, Salvengo et al). Circulating blood contains approximately 40-45% red blood cells in its composition (Kraene, Fleck and Deschenes 2012).The hemoglobin associated with each red blood cell has a specific mechanism for pick-up and delivery of oxygen. This mechanism depends on varying physiological body conditions during which oxygen has differing affinity for the hemoglobin molecule. The conditions at which affinity for oxygen is high include lower body temperature, low carbon dioxide, and low 2,3-diphosphoglyerate (Elliott 2008). As these are the conditions found in the lungs, plentiful oxygen will bind to the hemoglobin for transport to the tissue cells in the body.In the tissue where carbon dioxide concentrations are high, body temperature increases, higher hydrogen ion and ,2,3-disphosphoglycerate concentrations, oxygen affinity for hemoglobin is reduced, resulting in the delivery of oxygen to tissues (Elliott 2008). During physical exercise, the body's consumption of oxygen is increased due to the demand of working muscles. As a result of this process, the carrying capacity of hemoglobin is adjusted automatically to deliver adequate oxygen to the muscle tissues (Lippi, Franchini, Salvango et al 2006).Applying this principle of supply and demand, to an endurance sport, one can see how an athlete’s aerobic training regime aims to peak the efficiency of the process of oxygen delivery from lungs to muscl e tissue. To maximize the process of oxygen delivery, a high number of circulating erythrocytes is desired, resulting in more available hemoglobin and therefore more oxygen can be delivered to working muscles. Red blood cell (RBC) production, called erythropoiesis, is carefully controlled and monitored by the body (Lippi, Franchini, Salvango et al 2006).This monitoring system involves oxygen-sensing cells to detect hypoxia (low oxygen concentration) in the body. During oxygen deprivation, a nerurosecretory mechanism is activated through chemoreceptors found in the carotid body ( in the carotid artery found in the neck) and in the lungs. If out of balance, the body undergoes rapid cardiopulmonary adjustments to compensate for the current stress of hypoxia (Kraene, Fleck and Deschenes 2012). One of the factors present during hypoxia is the hypoxia inducible factor, HIF-1.This molecule acts as a transcription factor for controlling several genes (Lippi, Franchini, Salvango et al 2006). When oxygen levels are low, the enzymes that normally inhibit HIF-1 cease their activity. The HIF-1a molecule becomes available is now capable of binding with HIF-b to cross the nuclear membrane of the cell and promotes gene transcription (Lippi, Franchini, Salvango et al 2006). One of the main coding events that occurs as a result of the gene transcription is production of erythropoietin (Epo).This endogenous Epo is then produced in the body, specifically in the peritubular capillary-lining cells of the renal cortex of the kidneys, with minute amounts produced in the liver and brain (Kraene, Fleck and Deschenes 2012). When the Epo molecule is synthesized, the composition is initially a 193 amino acid molecule that eventually is released as a 165 amino acid protein with much of the total molecule composed of carbohydrate (Lippi, Franchini, Salvango et al 2006). The release of Epo from the kidney to the blood then stimulates erythropoiesis in the bone marrow (Kraene, Fleck and Desch enes 2012).Science advancements in the 1980’s have led to a synthetic form of Epo known as recombinant human Epo (rHuEpo) (Spedding and Spedding 2008). It was first introduced by a team of researchers at the Northwest Kidney Centres, who conducted clinical trials that resulted in the first successful artificial form of this hormone (Eichner 2007). The production of rHuEpo, from mammalian cells to treat anemic patients was approved by the U. S. Food and DrugAdministration in 1989 (Elliott 2008). Today human recombinant erythropoietin is available in a variety of forms.It is synthesized with an amino acid sequence identical to that of endogenous erythropoietin, with slight differences in composition of carbohydrate portions of the molecule (glycosylation) (Lippi, Franchini, Salvango et al 2006). Alpha and beta erythropoietin are produced from Chinese hamster ovary cells with the only differences being a slightly longer half-life and slight difference in molecular weight (Lippi, Franchini, Salvango et al 2006). Another form of Epo is Erythropoietin gamma. It is produced from a different host cell and as a result has a different glycosylation pattern (Lippi, Franchini, Salvango et al 2006).Erythropoietin delta, yet another variation of the synthetic hormone, is the most recently introduced form. This type is produced from human cells, and has identical amino acid and glycosylation patterns as endogenous Epo, with a longer half-life of 18-20 hours compared to the 7-12 hour range of alpha and beta forms (Lippi, Franchini, Salvango et al 2006). The current research is clinically testing a protein called Continuous Erythropoietin Receptor Activator (CERA). This protein has a half-life of 133-137 hours, which equates to less frequent dosing.CERA unlike other synthetic forms of this hormone, has very mild side-effects and has yet to produce any serious adverse effects (Lippi, Franchini, Salvango et al 2006). This type of synthetic Epo may be the best option avail able for patients who require treatment for anemia (low hemoglobin levels). Unfortunately, some people suffer anemia due to various medical issues such as kidney disease, chemotherapy for cancer, HIV, blood loss, et cetera (Kraene, Fleck and Deschenes 2012). The body's demand for Epo becomes more significant when such medical conditions arise.Often times Epo needs to be artificially supplemented to compensate for the lowered hemoglobin production/ hemoglobin loss (Catlin, Fitch and Ljungqvist 2008). Originally, recombinant human erythropoietin was developed as a substitute for endogenous Epo for those who suffered from abnormal blood conditions. It is highly effective in increasing hemoglobin levels, and as a result has numerous benefits such as, reduction in required blood transfusions, restoring energy levels, increase in exercise capacity, improves cognitive function and overall quality of life improvement (Elliott 2008).When administering this hormone, the dose, frequency of adm inistration, the rate of rise of hemoglobin and target hemoglobin levels are strictly controlled (between 10-12g per 100mL), slightly lower than the range for normal range of 13-15g per 100mL. The lower range is maintained in order to keep the risks and side effects of the rHuEpo minimal (Lippi, Franchini, Salvango et al 2006). Careful monitoring and control is used to maximize the benefits for patients while minimizing the risks.Recombinant Epo not only benefits those who are suffering a blood condition but it has significant benefits to athletic performance (Elliott 2008). It is used illegally as an ergogenic aid primarily in endurance sports, such as cross-country skiing, track, swimming, and most notoriously, cycling (Bento, Damasceno, Neto 2003). One study, as noted in Exercise Physiology (Kraene, Fleck and Deschenes 2012), that involved well-trained male endurance athletes administered recombinant human erythropoietin 3 times a week for 30 days or until hematocrit levels reach ed 50%.The following resulted: an average hematocrit increase of 18. 9% (range of 42. 7-50. 8%), cycling time to exhaustion had increased 9. 4% (12. 8-14. 0 minutes longer), and cycling VO2 peak had increased 7% (range of 63. 8-68. 1 ml/kg/min). Another study also noted in Exercise Physiology (Kraene, Fleck and Deschenes 2012) gave low-dose subcutaneous injections of rHuEpo over a 6 week period to moderately to well-trained athletes and what resulted was a 6-8% increase in VO2 peak, time to exhaustion on a treadmill increased 13-17%, and hemoglobin concentration and hematocrit both increased by approximately 10% each.The use of recombinant human erythropoietin is found to have clear benefits in athletic performance, with higher trained individuals exhibiting enhanced results. At an elite level, where competition is so close, it is tempting for athletes to gain an edge over their competition though the use of rHuEpo. There is a certain amount of pressure on athletes in cycling to use ergogenic aids due to the fact that so many of the sport's top competitors are using it to boost performance (Vogel 2004). In cycling, the abuse of this ergogenic aid has recently come to light in the media.Although many benefits can be reaped in athletic performance from recombinant erythropoietin, it is not without risks. When synthetic forms were first introduced, many of the risks were unknown to athletes and use was not medically monitored as would be the case with an anemic patient. As a result, sudden heart attacks occurred that led to more than a dozen deaths of Dutch and Belgian cyclists (Vogel 2004). Their deaths were connected to inappropriate administration of rHuEpo. This form of Epo had not yet been clinically studied from an athletic perspective.The combination effect of increasing hemoglobin to well above normal range along with other factors associated with endurance sports, makes tampering with the body's natural blood physiology dangerous and potentially deadly ( Robinson, Magin and Saugy 2003). Myocardial infarction, cerebrovascular disease, transient ischemic attack and venous thromboembolism were all found to be potential events associated with the misuse of rHuEpo (Catlin, Fitch and Ljungqvist 2008). Due to the increase of red blood cells, the blood becomes more viscous and leads to an increased frequency risk of thrombotic events.There have also been proven reports of increased risk for migratory thrombophlebitis, microvascular thrombosis and thrombosis of cerebral sinuses, retinal artery, and temporal veins. The increased blood viscosity also increases systolic blood pressure during sub-maximal exercise and increases platelet reactivity resulting in risk of more blood clotting (Bento, Damasceno, and Neto 2003). One of the most serious risks found to be associated is that of red cell aplasia in which red blood cell formation ceases. Although rare but ife-threatening, this condition was found to be linked to the use of subcutaneous alpha -Epo (Lippi, Franchini, Salvango et al 2006). Anemia may also develop in individuals who mis-use rHuEpo after they discontinue the hormone, as it causes progressive erythroid marrow exhaustion due to prolonged periods of use. Some other risks and side effects include headache, muscle cramps, incomplete deviation of red blood cells, convulsion, and upper respiratory tract infections (Kraemer, Fleck and Deschenes 2012). The risks of using rHuEpo are more significant for athletes than average patients who are using for treatment.Athletes pushing to increase hemoglobin outside of a normal range run the risk of life-threatening circulatory/blood abnormalities. Testing for the use of banned erythropoietin in sports has been an ongoing challenge. As quickly as testing laboratories can produce testing methods for banned substances, new ways to slide under detection are being found (Cazzola 2000). It is difficult to directly identify rHuEpo as it has a relatively short half-life in most form s, for example an administration of 50 IU/kg given subcutaneously has a half-life of approximately 35. hours, and intravenous administration has a half-life ranging from 4 to 7 hours (Lippi, Franchini, Salvango et al 2006). Athletes could selectively time the administration of Epo and combined with concealing strategies to slip under the wire. As a result, laboratories are required to look at specific biomarkers that indicate past or current use of rHuEpo (Delanghe, Bollen and Beullens 2007). Human recombinant erythropoietin was initially a challenge to detect as various forms are extremely similar to that of endogenous Epo (Skibeli, Nissen-Lie and Torjesen 2001).As it is a rising issue in sport, laboratories are required to find better ways to detect the illegal use of rHuEpo. Initially as a measure to deter doping and identify usage, cutoff levels of hematocrit (the percentage of red blood cells in the blood) were established in some sports (Adamson and Vapnek 1991). For example, the International Cycling Union established cutoff hematocrit levels of 47% for women and 50% for men. This method was flawed, as it sometimes produced false positive results in athletes with naturally high hematocrit levels (Casoni, Ricci, Ballarin et al 1993).Currently, there is no foolproof testing method to detect the use of recombinant human erythropoietin. A combination of indirect and direct testing is currently the most effective method to identify blood dopers (Cazzola 2000). Indirect testing uses a blood sample and is based on the analysis of hematological parameters, including measures of hemoglobin, hematocrit, soluble transferrin receptors, serum Epo, percent reticulocytes, and macrocytes (Delanghe, Bollen and Beullens 2007).Changes observed in the above measures are often a result of introducing recombinant Epo to the body and can be used as an indirect marker to detect the substance (Skibeli, Nissen-Lie and Torjesen 2001). There is a reference range of parameters set for this form of testing, one indicating current use of Epo while the other can indicate recently discontinued use of Epo (Parisotto, Wu, Ashenden et al 2001). Indirect testing has the advantage of being able to detect Epo use several weeks after it has been administered, however the disadvantage of possibly producing false-positive results (Delanghe, Bollen and Beullens 2007).Changes in the measuring parameters used in indirect testing can also be the result of the body's natural modifications from training methods such as altitude training (increasing RBC levels due to lower oxygen at higher altitude, a naturally occurring body compensation) (Kraemer, Fleck and Deschenes 2012). Indirect testing is useful in being a primary indication of recombinant erythropoietin use, yet it is not completely reliable.If use of Epo is suspected after using indirect testing methods, direct testing will follow to confirm or deny the results (Birkeland and Hemmersbach 1999). Direct testing for recomb inant Epo involves the collection of a urine sample. The urine sample needs to be fairly large (20ml) and strongly concentrated (between 700-1000 fold) (Elliott 2008). The approved test that uses the direct approach is based on differences in glycosylation between endogenous Epo and artificial forms (Elliott 2008).The recombinant and endogenous forms of erythropoietin have varying isoelectric points (pI). Using isoelectric focusing (IEF), the isoelectric points can be determined (Skibeli, Nissen-Lie and Torjesen 2001). The normal range for the pI of endogenous Epo is 3. 7-4. 7, while alpha and beta Epo have a slightly higher range of 4. 4-5. 1. The Aransep form of Epo has 2 extra N-glycosylaton sites in order to increase its stability, resulting in a pI range of 3. 7-4 (Parisotto, Wu, Ashenden et al 2001).In order to see the isoforms of Epo, double immunoblotting is used in combination with monoclonal anti-Epo antibodies. The interaction of the antibodies with the recombinant forms of Epo shows if illegal forms are present in the urine (Skibeli, Nissen-Lie and Torjesen 2001). The purpose of the double immunoblotting technique is to avoid secondary antibodies interacting with proteins in urine and affect the test. A technique known as chemiluminescence is used on the blot to image the Epo (Skibeli, Nissen-Lie and Torjesen 2001).Direct testing can detect most forms synthetic Epo. When a test is found to be positive for an illegal form of Epo, a second test is performed due to the fact that occasionally enzyme activity causes a shift in the electrophoretic banding pattern of the molecule (Parisotto, Wu, Ashenden et al 2001). Additional stability testing is performed where the urine sample is incubated overnight in an acetate buffer and rHuEpo. If a banding shift is observed during the isoelectric focusing, it can be determined that the sample is negative for rHuEpo (Parisotto, Wu, Ashenden et al 2001).The direct testing method is currently the most reliable and a pproved approach and can be used during competition and off-competition periods (Elliott 2008). The development of recombinant human erythropoietin was originally an approach to treat low hemoglobin levels in anemic patients. The athletic gains that can be exhibited through introducing rHuEpo have caused abuse at the elite level in many sports. Other than disqualification and loss of credibility as an honest athlete, there are also medical risks associated with tampering with the blood's physiology in artificial ways.A combination of testing methods is currently used to identify those using rHuEpo as an ergogenic aid, as there is no single test that can clearly deny of confirm use. New ways to slip under the wire with testing are being discovered and used by athletes and laboratories are constantly working to keep up. The use of recombinant human erythropoietin is a serious issue of misconduct in sport and needs to be ended in order to keep competition ethical and fair.

Friday, November 8, 2019

Big Band Era Essays - Instrumentals

Glenn Miller And The Swing/Big Band Era Essays - Instrumentals Glenn Miller and the Swing/Big Band Era Glenn Miller led the most popular big band in the world during 1939-42 and the most beloved of all the swing-era orchestras. His big band played a wide variety of melodic music and had tremendous success in every area of music. He was with the group for two years, and put together an enjoyable and well-rounded show. Glenn Miller was a man who influenced bands greatly for years. Alton Glenn Miller was born on March 1, 1904 in Clarinda Iowa. His family had a tendency to move frequently, to places such as North Platte, Nebraska, and Grant City, Oklahoma. It was in Grant City that Glenn bought his first trombone, at the age of 13. He earned the money by milking cows for $2 a week (Glenn Miller Biography). Glenn attended high school in Fort Morgan, Colorado. He studied at the University of Colorado for 2 years. It was in college that his interest in music flourished. He continued to play the trombone, his favorite instrument. Even at his young age, he was good enough to play in the Boyd Senter Band in Denver. At that point his love for music took over. Miller dropped out of school and went to the west coast to try his luck at being a musician. Miller played with many small bands until he had the opportunity to join Ben Pollack's orchestra in 1926. At that time the band included such well-known musicians as Loschiavo 4 Benny Goodman, Gill Robin, Fud Livingston, and Dick Morgan. In September of 1926, the Pollack Band went into the recording studios and worked on "When I First Met Mary" and "Deed I Do". These were probably the first record arrangements that Glenn Miller wrote. He stayed with the band until it went to New York in 1928 (Glenn Miller Story). It was then that he married his early love, Helen Berger, and moved with her to Manhattan. In the coming years, he developed his talent by working with Red Nichols in pit orchestras, as Smith Ballew's musical director, and with the Dorsey Brothers. In 1934, Miller helped form Ray Noble's American Orchestra, which soon became popular through radio broadcasts. Miller was the lead trombonist and arranger. In 1937, he left the band, and his own popularity among big band circles enabled him to form his own band, the Glenn Miller Orchestra. They brought out a few records, and went on tour, but the attempt was doomed from the start. He could not keep the orchestra together and had to let all but four musicians go. What Miller needed was his own trademark to distinguish him from the other bands. In 1938, with encouragement from friends, he gave it another try, and Miller built up his new orchestra on the basis of the four remaining musicians Hal McIntyre (alto), Rolly Bundock (bass), Chummy MacGregor (piano) and Bob Price (Glenn Miller Story). This time Miller was lucky enough to be supported by one of the most important agencies of the General Artists corporation and to obtain a record contract with RCA Victor's Budget Bluebird Label. Glenn Miller again went on tour. At this time, he had the distinguishing characteristic in Loschiavo 5 his music of having a clarinet double the sax melody an octave higher. Times nonetheless, were hard until the big breakthrough came in 1939. The General Artist Corporation managed to get Miller an engagement at the Glen Island Casino New Rochelle. Glenn Miller's time had come: on May 17 the band played its first night to a sold-out house and by the end of the engagements all box-office records had been broken. From there they traveled to Baltimore at the beginning of September. At Baltimore's Hippodrome Theater all records were again broken. The orchestra returned to New York and played in front at the largest audience in the city's history at the New York State Fare. On September 9, he broke Guy Lombardo's record attendance from the year 1931 and on October 6 helped Carnegie Hall to achieve new record receipts. The recording was also going full swing. Four records per week were being recorded by the orchestra. It was during this period, on April 4, that Miller's signature

Wednesday, November 6, 2019

Mass Phenomena and the McCarthy Trials essays

Mass Phenomena and the McCarthy Trials essays "America is much more than a geographical fact. It is a political and moral fact - the first community in which men set out in principle to institutionalize freedom, responsible government, and human equality" wrote Adlai Stevenson, a famous politician of the 1950s. Sadly, during this time, the concepts of freedom, responsible government, and human equality were disregarded. They were deemed secondary to fear, violation of civil rights, and false accusations. Indeed, the McCarthy era was a dark time in American history. Many Asian and European nations had fallen to communism, each nation successively closer to the United States of America. This pattern was alarming to the democracy-loving Americans. To calm the panic, Congress passed the Alien Registration Act (ARA) on June 29th, 1940. This piece of legislation stipulated that it was illegal to "advocate, abet, or teach the desirability of overthrowing the government." The sole purpose of this act was to eliminate any threats to the democratic American government while young. The ARA was created especially to eradicate any prominent groups which promoted communism. One such party was the American Communist Party, which had gained recent recognition. Congress also formed the House of Un-American Activities Committee (HUAC) under Martin Dies. Essentially, the function of HUAC was to interrogate persons suspected of treacherous behavior. Though it seemed somewhat harmless in the paper, the HUAC was essential in identifying "guilty persons." HUAC targeted Hollywood initially, for information on culpable individuals. By interrogating 41 unidentified people that worked in the motion picture industry, the HUAC accused nineteen people of holding communist beliefs. Ten of these accused nineteen refused to answer any questions. These ten individuals were christened by the press as the Hollywood Ten. Each of these men, Herbert Biberman, Lester Cole, Albert Maltz, Adrian Scott, Samuel ...

Monday, November 4, 2019

Exercise 1 Essay Example | Topics and Well Written Essays - 250 words

Exercise 1 - Essay Example Sexual abuse on the other hand is enticing a child to undertake in any sexual activities with or without consent. The awareness of the child is irrelevant in this case. Failure to provide a child’s needs amounts to neglect. The program’s mission will be protecting children from neglect and abuse to ensure they grow in a healthy environment and proper mental, social, psychological, and emotional development. The primary goals include educating the society on the various forms of child abuse and helping those affected by offering support financially, emotionally and health programs for the sexually abused (Watkins,2009). The effectiveness of the program is measurable in the following ways; data can be obtained from the related agencies and compared to cases reported after awareness is done. A reduction of the number of reported cases shows success. Conducting a benchmarking activity by comparing our work and that done by other child protection programs. The number of children who successfully undertake the program will also be an indication of the success of the program. Activities aimed at achieving the objectives include conducting fun days where families are mobilized and educated on child abuse. Blogs and social networks will ensure that a larger population gets the intended message and are continuously updated on any new events. A toll free centre will be accessible for 24 hours to respond to any emergencies and receive

Saturday, November 2, 2019

Public lnternational Law Essay Example | Topics and Well Written Essays - 2250 words

Public lnternational Law - Essay Example This paper will revolve around the international law. As defined in the article, international law refers to a body of legal rules, regulations, and acceptable practices by countries, international organizations, and people worldwide. It involves norms by which people interact with one another and with other citizens of different countries. Traditionally, the international law dealt with the conduct of states and international organizations (Kelsen, 2003:122). However, in the recent decades, individuals, transnational corporations, and non-governmental organizations are becoming increasingly active in global affairs, and their operations are too relevant to international law. The international law has two basic types, public and private international laws. As stated, public international law deals with relationships among nations or between a nation and an organization or people from different nations. One the other end, the private international law deals with disputes and conflicts between citizens from diverse countries or businesses form different nations (Aust, 2010:1-4). Presence of certain courts and bodies such as the United Nations Security Council facilitate the implementation of the activities of international law since they have the power to decide cases concerning the international law. Is international law good or bad? According to Slomanson, international law is good and essential to nations and individuals. This is because; international law provides bases of peace, harmony, and corporation. Therefore, individuals and nations are able to maintain relations in both local and international levels. The same way men and women could not co-exist peacefully in a society without laws to regulate their conduct the same way nations could not. In addition, international law is necessary since avails conventions used for regulating state conduct. It also impinges on state sovereignty by creating new structures vital for regulating cross border relations. I nternational law forms limitations regarding the sovereignty of member states by establishing principles that control the global relations, which compete with the core realistic principles of sovereignty and anarchy (Slomanson, 2010:195). Since it is an agreement and tradition signed by the subscribed member states, its authority and control are strong. Relationship between international law and municipal law Municipal law and international law co-relate in the manner that, each has mandate over a particular area of jurisdiction. The national law regulates behaviors of individuals in a state while international law deals with behaviors of states and the external relations of the states’ foreign affairs. According to Black public international law, there is a divergence of opinion on the question as to whether international law and municipal law on the various national laws can be said to form a unity being a manifestation of a single conception of law or whether the IL consti tutes an independent system of law essentially different from the municipal law. However, there is a difference with regard to the substance of the law between sovereign states in as much as municipal law governs individuals while international law controls the relationship among states whereby states arrive at it through signed agreement between them. Therefore, as regards competence,