Internet - Cybersex and the Online Gender Gap :: Exploratory Essays Research Papers

Cybersex and the Online Gender Gap  Presentation of a New Concept Sex. This is one of the most ordinarily talked about subjects vis-à-vis and online that works up discussion. The presentation of the Internet and its mass intrigue and use has just fueled the fire of the ever-consuming fire of the discussion of sex related material and the ever-present sexual orientation fight among people. Victor J. Vitanza’s Cyberreader contains an area entitled â€Å"Sexual Politics† that investigates the issues of PCs and sex, and the sexual orientation hole in the digital world between men, ladies, and PCs. In the wake of review these materials, I might want to examine the personal conduct standards of people with regards to talking and finding out about PCs, the generalizations with PCs, and sex in the virtual/digital world. People are fit for learning a similar topic, however clearly neither one of the genders needs to concede or express the self-evident. The sexual orientations separate themselves in the PC/digital world as they do in reality. The foreordained generalizations and biases that started with the creation of the PC and Internet are as yet the measures we hold today; men overwhelm the PC/digital world. Another sign on the fire of the sexual orientation fight is sex and the Internet. The practices showed by people both unite the two sexes and split them separated. Sexual orientation shouldn’t matter online in light of the fact that it very well may be covered up as in screen names don’t consistently hold a sex related trademark. The Gender Gap PCs and everything that identifies with them has consistently been seen as â€Å"a man’s job† or a male ruled field. This purported sex hole got its underlying foundations from this confusion, and the accompanying articles give some quick data to help clear up these false impressions in the PC/digital/virtual world. As indicated by Barbara Kantrowitz the sex hole starts at an early age when kids start finding out about PCs. â€Å"Girls get unpretentious messages- - from society if not their folks - that they should keep their hands clean and play with their dolls. Over and over again, they’re disheartened from taking science and math†¦Ã¢â‚¬  (Kantrowitz, 177) Kantrowitz proceeds to talk about how around the fifth grade these inconspicuous little messages kick in with young ladies since PCs are â€Å"not very female topics†, so young ladies don’t plunge into the PC world like young men do.

The Lost Symbol Chapter 110-112 Free Essays

Part 110 Executive Sato remained solitary in the investigation, pausing while the CIA satellite-imaging division prepared her solicitation. One of the extravagances of working in the D.C. We will compose a custom paper test on The Lost Symbol Chapter 110-112 or on the other hand any comparative point just for you Request Now zone was the satellite inclusion. With karma, one of them may have been appropriately situated to get photographs of this home today around evening time . . . conceivably catching a vehicle leaving the spot in the last half hour. â€Å"Sorry, ma’am,† the satellite expert said. â€Å"No inclusion of those directions today around evening time. Would you like to make a reposition request?† â€Å"No much obliged. Too late.† She hung up. Sato breathed out, presently having no clue how they would make sense of where their objective had gone. She exited to the hall, where her men had packed away Agent Hartmann’s body and were conveying it toward the chopper. Sato had requested Agent Simkins to accumulate his men and plan for the arrival to Langley, yet Simkins was in the lounge room on all fours. He appeared as though he was sick. â€Å"You okay?† He looked up, an odd look all over. â€Å"Did you see this?† He pointed at the front room floor. Sato came over and looked down at the extravagant floor covering. She shook her head, seeing nothing. â€Å"Crouch down,† Simkins said. â€Å"Look at the rest of the carpet.† She did. After a second, she saw it. The filaments of the rug appeared as though they had been crushed down . . . discouraged along two straight lines as though the wheels of something overwhelming had been moved over the room. â€Å"The unusual thing,† Simkins stated, â€Å"is where the tracks go.† He pointed. Sato’s look followed the swoon equal lines over the lounge room cover. The tracks appeared to vanish underneath an enormous floor-to-roof painting that hung close to the chimney. What on the planet? Simkins strolled over to the artwork and attempted to lift it down from the divider. It didn’t move. â€Å"It’s fixed,† he stated, presently running his fingers around the edges. â€Å"Hold on, there’s something underneath . . .† His finger hit a little switch underneath the base edge, and something clicked. Sato ventured forward as Simkins pushed the casing and the whole artwork turned gradually on its middle, similar to a spinning entryway. He raised his electric lamp and sparkled it into the dull space past. Sato’s eyes limited. Here we go. Toward the finish of a short passageway stood an overwhelming metal entryway. The recollections that had surged through the obscurity of Langdon’s mind had traveled every which way. Afterward, a path of intensely hot flashes was whirling, alongside the equivalent frightful, removed murmur. Verbum significatium . . . Verbum omnificum . . . Verbum perdo. The reciting proceeded with like the automaton of voices in a medieval canticle. Verbum significatium . . . Verbum omnificum. The words presently tumbled through the unfilled void, new voices reverberating surrounding him. Apocalypsis . . . Franklin . . . Apocalypsis . . . Verbum . . . Apocalypsis . . . All of a sudden, a forlorn ringer started tolling some place out yonder. The ringer rang endlessly, becoming stronger. It tolled all the more desperately now, as though trusting Langdon would comprehend, as though asking his brain to follow. Part 111 The tolling ringer in the clock tower rang for three entire minutes, shaking the gem light fixture that hung above Langdon’s head. Decades prior, he had gone to addresses in this very much cherished get together lobby at Phillips Exeter Academy. Today, notwithstanding, he was here to tune in to a dear companion address the understudy body. As the lights diminished, Langdon sat down against the back divider, underneath a pantheon of dean pictures. A quiet fell over the group. In all out obscurity, a tall, shadowy figure crossed the stage and took the platform. â€Å"Good morning,† the unremarkable voice murmured into the mouthpiece. Everybody sat up, stressing to see who was tending to them. A slide projector flashed to life, uncovering a blurred sepia photographâ€a sensational mansion with a red sandstone exterior, high square towers, and Gothic embellishments. The shadow talked once more. â€Å"Who can disclose to me where this is?† â€Å"England!† a young lady proclaimed in the murkiness. â€Å"This veneer is a mix of early Gothic and late Romanesque, making this the quintessential Norman château and putting it in England at about the twelfth century.† â€Å"Wow,† the anonymous voice answered. â€Å"Someone knows her architecture.† Calm moans all around. â€Å"Unfortunately,† the shadow included, â€Å"you missed by 3,000 miles and a large portion of a millennium.† The room livened up. The projector presently flashed a full-shading, current photograph of a similar mansion from an alternate edge. The castle’s Seneca Creek sandstone towers commanded the forefront, yet out of sight, startlingly close, stood the grand, white, sectioned arch of the U.S. State house Building. â€Å"Hold on!† the young lady shouted. â€Å"There’s a Norman mansion in D.C.?!† â€Å"Since 1855,† the voice answered. â€Å"Which is the point at which this next photograph was taken.† Another slide appearedâ€a highly contrasting inside gave, delineating an enormous vaulted dance hall, outfitted with creature skeletons, logical showcase cases, glass containers with organic examples, archeological antiques, and mortar throws of ancient reptiles. â€Å"This wondrous castle,† the voice stated, â€Å"was America’s first genuine science exhibition hall. It was a blessing to America from a well off British researcher who, similar to our ancestors, accepted our juvenile nation could turn into the place where there is illumination. He passed on to our ancestors an enormous fortune and requested that they work at the center of our country 'a foundation for the expansion and dissemination of knowledge.’ † He stopped a long second. â€Å"Who can disclose to me the name of this liberal scientist?† A tentative voice in front wandered, â€Å"James Smithson?† A murmur of acknowledgment undulated through the group. â€Å"Smithson indeed,† the man in front of an audience answered. Subside Solomon currently ventured into the light, his dark eyes blazing energetically. â€Å"Good morning. My name is Peter Solomon, and I am secretary of the Smithsonian Institution.† The understudies broke into wild adulation. In the shadows, Langdon viewed with appreciation as Peter charmed the youthful personalities with a photographic voyage through the Smithsonian Institution’s early history. The show started with Smithsonian Castle, its storm cellar science labs, passageways fixed with displays, a salon loaded with mollusks, researchers who called themselves â€Å"the caretakers of crustaceans,† and even an old photograph of the castle’s two most mainstream residentsâ€a pair of now-perished owls named Diffusion and Increase. The half-hour slide show finished with an amazing satellite photograph of the National Mall, presently fixed with colossal Smithsonian historical centers. â€Å"As I said when I began,† Solomon taking everything into account, â€Å"James Smithson and our ancestors imagined our extraordinary nation to be a place that is known for illumination. I accept today they would be pleased. Their extraordinary Smithsonian Institution remains as an image of science and information at the very center of America. It is a no nonsense, working tribute to our forefathers’ dream for Americaâ€a nation established on the standards of information, shrewdness, and science.† Solomon clicked off the slides to a lively round of adulation. The houselights came up, alongside many excited hands with questions. Solomon approached a little red-haired kid in the center. â€Å"Mr. Solomon?† the kid stated, sounding baffled. â€Å"You said our progenitors fled the strict mistreatment of Europe to build up a nation on the standards of logical advancement.† â€Å"That’s correct.† â€Å"But . . . I was under the impression our ancestors were passionately strict men who established America as a Christian nation.† Solomon grinned. â€Å"My companions, don’t misunderstand me, our ancestors were profoundly strict men, however they were Deistsâ€men who had faith in God, yet in an all inclusive and liberal way. The main strict perfect they set forth was strict freedom.† He pulled the mouthpiece from the platform and walked out to the edge of the stage. â€Å"America’s progenitors had a dream of a profoundly illuminated ideal world, in which opportunity of thought, training of the majority, and logical progression would supplant the murkiness of obsolete strict superstition.† A light young lady in back lifted her hand. â€Å"Yes?† â€Å"Sir,† the young lady stated, holding up her wireless, â€Å"I’ve been inquiring about you on the web, and Wikipedia says you’re a conspicuous Freemason.† Solomon held up his Masonic ring. â€Å"I could have spared you the information charges.† The understudies chuckled. â€Å"Yes, well,† the young lady kept, faltering, â€Å"you just referenced 'obsolete strict superstition,’ and I can't help thinking that on the off chance that anybody is answerable for engendering obsolete notions . . . it would be the Masons.† Solomon appeared undeterred. â€Å"Oh? How so?† â€Å"Well, I’ve read a great deal about Masonry, and I know you’ve got a ton of peculiar old ceremonies and convictions. This article online even says that Masons have confidence in the intensity of an old supernatural knowledge . . . which can raise man to the domain of the gods?† Everybody turned and gazed at the young lady as though she were nuts. â€Å"Actually,† Solomon stated, â€Å"she’s right.† The children all spun around and confronted front, eyes extending. Solomon stifled a grin and asked the young lady, â€Å"Does it offer some other Wiki-insight about this supernatural knowledge?† The young lady looked uncomfortable no

Freuds Id, Ego, and Superego

Freud's Id, Ego, and Superego Theories Personality Psychology Print Freuds Id, Ego, and Superego By Kendra Cherry facebook twitter Kendra Cherry, MS, is an author, educational consultant, and speaker focused on helping students learn about psychology. Learn about our editorial policy Kendra Cherry Medically reviewed by Medically reviewed by Steven Gans, MD on September 28, 2019 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD on September 28, 2019 More in Theories Personality Psychology Myers-Briggs Type Indicator Behavioral Psychology Cognitive Psychology Developmental Psychology Social Psychology Biological Psychology Psychosocial Psychology In This Article Table of Contents Expand Id Ego Superego Interactions Imbalance View All Back To Top According to  Sigmund Freud, human personality is complex and has more than a single component. In his famous  psychoanalytic theory of personality, personality is composed of three elements. These three elements of personalityâ€"known as the id, the ego, and the superegoâ€"work together to create complex human behaviors.?? Each component not only adds its own unique contribution to personality, but all three elements interact in ways that have a powerful influence on each individual. Each of these three elements of personality emerges at different points in life. According to Freuds theory, certain aspects of your personality are more primal and might pressure you to act upon your most basic urges. Other parts of your personality work to counteract these urges and strive to make you conform to the demands of reality.   Take a closer look at each of these key parts of the personality, how they work individually, and how they interact.  Verywell The Id The id is the only component of personality that is present from birth.This aspect of personality is entirely unconscious and includes the instinctive and primitive behaviors.According to Freud, the id is the source of all psychic energy, making it the primary component of personality.?? The id is driven by the  pleasure principle, which strives for immediate gratification of all desires, wants, and needs.?? If these needs are not satisfied immediately, the result is a state anxiety or tension. For example, an increase in hunger or thirst should produce an immediate attempt to eat or drink. The id is very important early in life because it ensures that an infants needs are met. If the infant is hungry or uncomfortable, he or she will cry until the demands of the id are satisfied. Because young infants are ruled entirely by the id, there is no reasoning with them when these needs demand satisfaction. Imagine trying to convince a baby to wait until lunchtime to eat his meal. Instead, the id requires immediate satisfaction, and because the other components of personality are not yet present, the infant will cry until these needs are fulfilled. However, immediately fulfilling these needs is not always realistic or even possible. If we were ruled entirely by the pleasure principle, we might find ourselves grabbing the things that we want out of other peoples hands to satisfy our own cravings. This sort of behavior would be both disruptive and socially unacceptable. According to Freud, the id tries to resolve the tension created by the pleasure principle through the use of  primary process thinking??, which involves forming a mental image of the desired object as a way of satisfying the need. Although people eventually learn to control the id, this part of personality remains the same infantile, primal force all throughout life. It is the development of the ego and the superego that allows people to control the ids basic instincts and act in ways that are both realistic and socially acceptable. The Ego The ego is the component of personality that is responsible for dealing with reality.??According to Freud, the ego develops from the id and ensures that the impulses of the id can be expressed in a manner acceptable in the real world.??The ego functions in both the  conscious,  preconscious, and  unconscious  mind.?? The ego operates based on the  reality principle, which strives to satisfy the ids desires in realistic and socially appropriate ways. The reality principle weighs the costs and benefits of an action before deciding to act upon or abandon impulses. In many cases, the ids impulses can be satisfied through a process of  delayed gratificationâ€"the ego will eventually allow the behavior, but only in the appropriate time and place.?? Freud compared the id to a horse and the ego to the horses rider. The horse provides the power and motion, yet the rider provides direction and guidance. Without its rider, the horse may simply wander wherever it wished and do whatever it pleased. The rider instead gives the horse directions and commands to guide it in the direction he or she wishes to go. The ego also discharges tension created by unmet impulses through the us of  secondary process thinking, in which the ego tries to find an object in the real world that matches the mental image created by the ids primary process.?? For example, imagine that you are stuck in a long meeting at work. You find yourself growing increasingly hungry as the meeting drags on. While the id might compel you to jump up from your seat and rush to the break room for a snack, the ego guides you to sit quietly and wait for the meeting to end. Instead of acting upon the primal urges of the id, you spend the rest of the meeting imagining yourself eating a cheeseburger. Once the meeting is finally over, you can seek out the object you were imagining and satisfy the demands of the id in a realistic and appropriate manner. The Superego The last component of personality to develop is the superego. The superego is the aspect of personality that holds all of our internalized moral standards and ideals that we acquire from both parents and societyâ€"our sense of right and wrong.??The superego provides guidelines for making judgments.According to Freud, the superego begins to emerge at around age five. There are two parts of the superego: The ego ideal  includes the rules and standards for behaviors that the ego aspires to.??The conscience  includes information about things that are viewed as bad by parents and society. These behaviors are often forbidden and lead to bad consequences, punishments, or feelings of guilt and remorse.?? The superego acts to perfect and civilize our behavior. It works to suppress all unacceptable urges of the id and struggles to make the ego act upon idealistic standards rather that upon realistic principles. The superego is present in the conscious, preconscious, and unconscious. The Interaction of the Id, Ego, and Superego When talking about the id, the ego, and the superego, it is important to remember that these are not three totally separate entities with clearly defined boundaries. These aspects of personality are dynamic and always interacting with a person to influence an individuals overall personality and behavior. With so many competing forces, it is easy to see how conflict might arise between the id, ego, and superego. Freud used the term  ego strength  to refer to the egos ability to function despite these dueling forces.?? A person with good ego strength is able to effectively manage these pressures, while those with too much or too little ego strength can become too unyielding or too disrupting. What Happens If There Is an Imbalance? According to Freud, the key to a healthy personality is a balance between the id, the ego, and the superego.?? If the ego is able to adequately moderate between the demands of reality, the id, and the superego, a healthy and well-adjusted personality emerges. Freud believed that an imbalance between these elements would lead to a maladaptive personality. An individual with an overly dominant id, for example, might become impulsive, uncontrollable, or even criminal. This individual acts upon his or her most basic urges with no concern for whether the behavior is appropriate, acceptable, or legal. An overly dominant superego, on the other hand, might lead to a personality that is extremely moralistic and judgmental. This person may be unable to accept anything or anyone that he or she perceives as bad or immoral. A Word From Verywell Freuds theory provides one conceptualization of how personality is structured and how these different elements of personality function. In Freuds view, a healthy personality results from a balance in the dynamic interaction of the id, ego, and superego. While the ego has a tough job to do, it does not have to act alone. Anxiety also plays a role in helping the ego mediate between the demands of the basic urges, moral values, and the real world. When you experience different types of anxiety, defense mechanisms may kick in to help defend the ego and reduce the anxiety you are feeling.

The Tiananmen Square Massacre - Background and Causes

Most people in the western world remember the Tiananmen Square Massacre this way: Students protest for democracy in Beijing, China, in June of 1989.Chinese government sends troops and tanks to Tiananmen Square.Student protesters are brutally massacred. In essence, this is a fairly accurate depiction of what happened around Tiananmen Square, but the situation was much longer-lasting and more chaotic than this outline suggests. The protests actually started in April of 1989, as public demonstrations of mourning for former Communist Party Secretary General Hu Yaobang (1915–1989). A high government officials funeral seems like an unlikely spark for pro-democracy demonstrations and chaos. Nonetheless, by the time the Tiananmen Square Protests and Massacre were over less than two months later, 250 to 4,000 people lay dead. What really happened that spring in Beijing? Background to Tiananmen By the 1980s, the leaders of Chinas Communist Party knew that classical Maoism had failed. Mao Zedongs policy of rapid industrialization and collectivization of land, the Great Leap Forward, had killed tens of millions of people by starvation. The country then descended into the terror and anarchy of the Cultural Revolution (1966–76), an orgy of violence and destruction that saw teenaged Red Guards humiliate, torture, murder and sometimes even cannibalize hundreds of thousands or millions of their compatriots. Irreplaceable cultural heirlooms were destroyed; traditional Chinese arts and religion were all but extinguished. Chinas leadership knew that they had to make changes in order to remain in power, but what reforms should they make? The Communist Party leaders split between those who advocated drastic reforms, including a move toward capitalist economic policies and greater personal freedoms for Chinese citizens, versus those who favored careful tinkering with the command economy and continued strict control of the population. Meanwhile, with the leadership unsure of which direction to take, the Chinese people hovered in a no-mans land between fear of the authoritarian state, and the desire to speak out for reform. The government-instigated tragedies of the previous two decades left them hungry for change, but aware that the iron fist of Beijings leadership was always ready to smash down opposition. Chinas people waited to see which way the wind would blow. The Spark—Memorial for Hu Yaobang Hu Yaobang was a reformist, who served as General Secretary of the Communist Party of China from 1980 to 1987. He advocated rehabilitation of people persecuted during the Cultural Revolution, greater autonomy for Tibet, rapprochement with Japan, and social and economic reform. As a result, he was forced out of office by the hardliners in January of 1987 and made to offer humiliating public self-criticisms for his allegedly bourgeois ideas. One of the charges leveled against Hu was that he had encouraged (or at least allowed) widespread student protests in late 1986. As General Secretary, he refused to crack down on such protests, believing that dissent by the intelligentsia should be tolerated by the Communist government. Hu Yaobang died of a heart attack not long after his ouster and disgrace, on April 15, 1989. Official media made just brief mention of Hus death, and the government at first did not plan to give him a state funeral. In reaction, university students from across Beijing marched on Tiananmen Square, shouting acceptable, government-approved slogans, and calling for the rehabilitation of Hus reputation. Bowing to this pressure, the government decided to accord Hu a state funeral after all. However, government officials on April 19 refused to receive a delegation of student petitioners, who patiently waited to speak with someone for three days at the Great Hall of the People. This would prove to be the governments first big mistake. Hus subdued memorial service took place on April 22 and was greeted by huge student demonstrations involving about 100,000 people. Hardliners within the government were extremely uneasy about the protests, but General Secretary Zhao Ziyang (1919–2005) believed that the students would disperse once the funeral ceremonies were over. Zhao was so confident that he took a week-long trip to North Korea for a summit meeting. The students, however, were enraged that the government had refused to receive their petition, and emboldened by the meek reaction to their protests. After all, the Party had refrained from cracking down on them thus far, and had even caved in to their demands for a proper funeral for Hu Yaobang. They continued to protest, and their slogans strayed further and further from the approved texts. Events Begin to Spin Out of Control With Zhao Ziyang out of the country, hardliners in the government such as Li Peng (1928–2019) took the opportunity to bend the ear of the powerful leader of the Party Elders, Deng Xiaoping (1904–1997). Deng was known as a reformer himself, supportive of market reforms and greater openness, but the hardliners exaggerated the threat posed by the students. Li Peng even told Deng that the protesters were hostile to him personally, and were calling for his ouster and the downfall of the Communist government. (This accusation was a fabrication.) Clearly worried, Deng Xiaoping decided to denounce the demonstrations in an editorial published in the April 26th Peoples Daily. He called the protests dongluan (meaning turmoil or rioting) by a tiny minority. These highly emotive terms had been associated with the atrocities of the Cultural Revolution. Rather than tamping down the students fervor, Dengs editorial further inflamed it. The government had just made its second grave mistake. Not unreasonably, the students felt that they could not end the protest if it was labeled dongluan, for fear that they would be prosecuted. Some 50,000 of them continued to press the case that patriotism motivated them, not hooliganism. Until the government stepped back from that characterization, the students could not leave Tiananmen Square. But the government too was trapped by the editorial. Deng Xiaoping had staked his reputation, and that of the government, on getting the students to back down. Who would blink first? Showdown, Zhao Ziyang vs. Li Peng General Secretary Zhao returned from North Korea to find China transfixed by the crisis. He still felt that the students were no real threat to the government, though, and sought to defuse the situation, urging Deng Xiaoping to recant the inflammatory editorial. Li Peng, however, argued that to step back now would be a fatal show of weakness by the Party leadership. Meanwhile, students from other cities poured into Beijing to join the protests. More ominously for the government, other groups also joined in: housewives, workers, doctors, and even sailors from the Chinese Navy. The protests also spread to other cities—Shanghai, Urumqi, Xian, Tianjin... almost 250 in all. By May 4, the number of protesters in Beijing had topped 100,000 again. On May 13, the students took their next fateful step. They announced a hunger strike, with the goal of getting the government to retract the April 26 editorial. Over a thousand students took part in the hunger strike, which engendered wide-spread sympathy for them among the general populace. The government met in an emergency Standing Committee session the following day. Zhao urged his fellow leaders to accede to the students demand and withdraw the editorial. Li Peng urged a  crackdown. The Standing Committee was deadlocked, so the decision was passed to Deng Xiaoping. The next morning, he announced that he was placing Beijing under martial law. Zhao was fired and placed under house arrest; hard-liner Jiang Zemin (born 1926) succeeded him as General  Secretary; and  fire-brand Li Peng was placed in control of the military forces in Beijing. In the midst of the turmoil, Soviet Premier and fellow reformer  Mikhail Gorbachev  (born 1931) arrived in China for talks with Zhao on May 16. Due to Gorbachevs presence, a large contingent of foreign journalists and photographers also descended on the tense Chinese capital. Their reports fueled international concern and calls for restraint, as well as sympathetic protests in Hong Kong,  Taiwan, and ex-patriot Chinese communities in Western nations. This international outcry  placed even more  pressure on the Chinese Communist Party leadership. May 19–June 2 Early in the morning on May 19, the deposed Zhao made an extraordinary appearance in Tiananmen Square. Speaking through a bullhorn, he told the protesters: Students, we came too late. We are sorry. You talk about us, criticize us, it is all necessary. The reason that I came here is not to ask you to forgive us. All I want to say is that students are getting very weak, it is the 7th day since you went on hunger strike, you cant continue like this... You are still young, there are still many days yet to come, you must live  healthily, and see the day when China accomplishes the four modernizations. You are not like us, we are already old, it doesnt matter to us  anymore. It was the last time he was ever seen in public. Perhaps in response to Zhaos appeal, during the last week of May tensions eased a bit, and many of the student protesters from Beijing grew weary of the protest and left the square. However, reinforcements from the provinces continued to pour into the city. Hard-line student leaders called for the protest to continue until June 20, when a meeting of the National Peoples Congress was scheduled to take place. On May 30, the students set up a large sculpture called the Goddess of Democracy in Tiananmen Square. Modeled after the Statue of Liberty, it became one of the enduring symbols of the protest. Hearing the calls for a prolonged protest, on June 2 the Communist Party Elders met with the remaining members of the Politburo Standing Committee. They agreed to bring in the  Peoples Liberation Army  (PLA) to clear the protesters out of Tiananmen Square by force. June 3–4: The Tiananmen Square Massacre The morning of June 3, 1989, the 27th and 28th divisions of the Peoples Liberation Army moved into Tiananmen Square on foot and in tanks, firing tear gas to disperse the demonstrators. They had been ordered not to shoot the protesters; indeed, most of them did not carry firearms. The leadership selected these divisions because they were from distant provinces; local PLA troops were considered untrustworthy as potential supporters of the protests. Not only the student  protesters but also tens of thousands of workers and ordinary citizens of Beijing joined together to repel the Army. They used burned-out buses to create barricades, threw rocks and bricks at the soldiers, and even burned some tank crews alive inside their tanks. Thus, the first casualties of the Tiananmen Square Incident were actually soldiers. The student protest leadership now faced a difficult decision. Should they evacuate the Square before further blood could be shed, or hold their ground? In the end, many of them decided to remain. That night, around 10:30 pm, the PLA returned to the area around Tiananmen with rifles, bayonets fixed. The tanks rumbled down the street, firing indiscriminately. Students shouted Why are you killing us? to the soldiers, many of whom were about the same age as the protesters. Rickshaw drivers and bicyclists darted through the melee, rescuing the wounded and taking them to hospitals. In the chaos, a number of non-protesters were killed as well. Contrary to popular belief, the bulk of the violence took place in the neighborhoods all around Tiananmen Square, rather than in the Square itself. Throughout the night of June 3 and early hours of June 4, the troops beat, bayoneted, and shot protesters. Tanks drove straight into crowds, crushing people and bicycles under their treads. By 6 a.m. on June 4th, 1989, the streets around Tiananmen Square had been cleared. Tank Man or the Unknown Rebel The city lapsed into shock during June 4, with just the occasional volley of gunfire breaking the stillness. Parents of missing students pushed their way to the protest area, seeking their sons and daughters, only to be warned off and then shot in the back as they fled from the soldiers. Doctors and ambulance drivers who tried to enter the area to help the wounded were also shot down in cold blood by the PLA. Beijing seemed utterly subdued the morning of June 5. However, as foreign journalists and photographers, including  Jeff Widener  (b. 1956) of the AP, watched from their hotel balconies as a column of tanks trundled up Changan Avenue (the Avenue of Eternal Peace), an amazing thing happened. A young man in a white shirt and black pants and carrying shopping bags in each hand, stepped out into the street and stopped the tanks. The lead tank tried to swerve around him, but he jumped in front of it again. Everyone watched in horrified fascination, afraid that the tank driver would lose patience and drive over the man. At one point, the man even climbed up onto the tank and spoke to the soldiers inside, reportedly asking them, Why are you here? You have caused nothing but misery. After several minutes of this defiant dance, two more men rushed up to the  Tank Man  and hustled him away. His fate is unknown. However,  still  images and video of his brave act were captured by the  Western  press members  nearby and smuggled out for the world to see. Widener and several other photographers hid the film in the tanks of their hotel toilets, to save it from searches by the Chinese security forces. Ironically, the story and the image of the Tank Mans act of defiance had the greatest immediate effect thousands of miles away, in Eastern Europe. Inspired in part by his courageous example, people across the Soviet bloc poured into the streets. In 1990, beginning with the Baltic states, the republics of the Soviet Empire began to break away. The USSR collapsed. Nobody knows how many people died in the Tiananmen Square Massacre. The official Chinese government figure is 241, but this is almost certainly a drastic undercount. Between soldiers, protesters and civilians, it seems likely that anywhere from 800 to 4,000 people were killed. The Chinese Red Cross initially put the toll at 2,600, based on counts from local hospitals, but then quickly retracted that statement under intense government pressure. Some witnesses also stated that the PLA carted away many bodies; they would not have been included in a hospital count. The Aftermath of Tiananmen 1989 The protesters who survived the Tiananmen Square Incident met a variety of fates. Some, particularly the student leaders, were given relatively light jail terms (less than 10 years). Many of the professors and other professionals who joined in were simply  blacklisted, unable to find jobs. A large number of the workers and provincial people were executed; exact figures, as usual, are unknown. Chinese journalists who had published reports sympathetic to the protesters also found themselves purged and unemployed. Some of the most famous were sentenced to multi-year prison terms. As for the Chinese government, June 4,  1989  was a watershed moment. Reformists within the Communist Party of China were stripped of power and reassigned to ceremonial roles. Former Premier Zhao Ziyang was never  rehabilitated and spent his final 15 years under house arrest. Shanghais mayor, Jiang Zemin, who had moved quickly to quell protests in that city, replaced Zhao as the Partys General Secretary. Since that time, political agitation has been extremely muted in China. The government and the majority of citizens alike have focused on economic reform and prosperity, rather than political reform. Because the Tiananmen Square Massacre is a taboo subject, most Chinese under the age of 25 have never even heard about it.  Websites  that mention the June 4 Incident are blocked in China. Even decades later, the people and the government of China have not dealt with this momentous and tragic incident. The memory of the Tiananmen Square Massacre festers under the surface of everyday life for those old enough to recall it. Someday, the Chinese government will have to face this piece of its history. For a very powerful and disturbing take on the Tiananmen Square Massacre, see the PBS Frontline special The Tank Man, available to view online. Sources Roger V. Des Forges, Ning Luo, and Yen-bo Wu.  Chinese Democracy and the Crisis of 1989: Chinese and American Reflections. (New York: SUNY Press, 1993.Thomas, Anthony. Frontline: The Tank Man, PBS: April 11, 2006.Richelson, Jeffrey T., and Michael L. Evans (eds). Tiananmen Square, 1989: The Declassified History. The National Security Archive, The George Washington University, June 1, 1999.  Liang, Zhang, Andrew J. Nathan, and Perry Link (eds). The Tiananmen Papers: The Chinese Leaderships Decision to Use Force Against Their Own People—In Their Own Words. New York: Public Affairs, 2001.

Examining Views Of Philosophy The Allegory Of The Cave,...

EXAMINING VIEWS OF PHILOSOPHY A FELLOW STUDENT UNIVERSITY OF THE PEOPLE Abstract This essay examines three brief works that introduce core concepts of philosophy. Comparisons are drawn between Plato’s The Allegory of the Cave, The Apology of Socrates and Voltaire’s The Story of the good Brahmin. Warnings about adopting a philosophically focused approach to life are extracted, as are the incentives. A central pursuit of truth above all is established to be my own prime goal, which ties closely to these two philosophers own. Philosophy has no concrete definition, and no set bounds. The realms and reasons for study vary, as do the outcomes and methods, but the underlying goals is the same throughout all disciplines; to discover truth and knowledge. Philosophy is a very personal thing, however there are common themes to be found in most appraisals of it. Both Socrates and Voltaire offer a set of warnings and incentives in this weeks readings, but their focus varies. In the allegory of the cave, Socrates describes the journey from ignorance to enlightenment. His trials dialogue, captured in Plato’s â€Å"The Apology of Socrates†, establish his valuation of philosophy contrasted against freedom, security, and ultimately life as well. Voltaire’s â€Å"The Story of the Good Brahmin† examines the turmoil that is nearly guaranteed for those who navigate life by philosophies road map, and the paradox that it leads all roads lead back to the journeys origin. Although all

Guns Firearm and Gun Free Essays

Gun related crimes kill thousands of people every day. We see it in the news and on the streets. When will it stop? What can we do to help? Already this year, the shootings in Chicago have broken records. We will write a custom essay sample on Guns: Firearm and Gun or any similar topic only for you Order Now Kids and bystanders are getting injured by guns. Guns are easily obtained and can Just as easily take someone’s life. In order to get to the bottom of this issue, one need to take into consideration statistics, Obama’s thoughts, the effects of enforcing guns in schools, new laws dealing with gun control, Homicides and accidental or suicidal deaths that is caused by a firearm. The statistics on gun related violence and homicides are showing a decrease through recent years. The data is based on gun related crimes and homicides that have occurred in the past years to the recent years. However, some communities in Chicago area and surrounding suburbs still see large amount of guns in their neighborhood illegal or legal. There are plenty more guns than shown in the media. According to Statmasters. com, Illinois firearms death equate to 9. 7% for every 100,000 deaths in America. This percentage is very low compared to District of Columbia who olds the number one ranking of gun related deaths by a whopping 31. 2 percent. Alaska has the second highest deaths by firearms at 20 percent. The lowest is Hawaii with 2. 8 percent and the second lowest is Massachusetts with 3. 1(Crime Statistics Firearms Death Rate per 100,000 (most recent) by state. N. p. : StateMaster. com, 2002. Web. 10 Dec. 2012). While these numbers are from 2002 there hasn’t been any changes in rankings much. What statistics show about gun violence is beneficial to everyone because it shows us what is really going on in the world? It allows people to e more aware of their surroundings and understand what is happening in their neighborhoods. When a leader expresses their opinions, I feel people would actually take this topic into consideration. The person we call our leader is President Obama. President Obama’s thoughts on guns, is in order to prevent gun crimes, we should limit the people we give guns too. By doing background checks and/or psych evaluations, we will discover if they are mentally stable to possess a gun (Shen, Aviva. Obama: Gun Control ‘Should Be Common Sense’. N. p. : n. p. , n. d. Web. 10 Dec. 2012). Some people might think that this is conflicting with their constitutional right to bear arms; however they have not given thought to if the person’s mental capacity is or isn’t stable and if they are prone to violence or not. Ask yourself, would you rather have a stable person with a gun around you, or an unstable person with a gun? Did you know that there are schools that allow college students to bare arms on campus? Arizona College is trying to pass the law for guns to be allowed. They think knows that guns or provoking violence makes things so much worse. Arizona’s three tate universities estimate that a bill that would allow guns on campus would cost millions of dollars in one-time and annual expenses. (Ryman, Anne. N. p. : n. p. , 2012. Web. 6 Dec. 2012) the legislation would result in an additional $13. 3million in one- time expenses and an additional $3. million in annual operating costs at Arizona State University, University of Arizona and Northern Arizona University. There are people who oppose that proposal, and won’t accept it. But on the other hand, there are people who support this decision and feel it would keep them free from danger. There are people in this country who think having guns will solve all their solutions. Well through what data that is collected, it hasn’t. The re are laws in different states that say you should ‘stand your ground’ and shoot first if threatened, that law got a kid named Traywon Martin killed. Traynv’on Martin was born February 5, 1995 and died February 26, 2012, by a man who was 28 year old man named, George Zimmerman. Mr. Zimmerman felt he was doing that law Justice by shooting the 17 year old boy in his chest, but all the boy was doing was walking around a neighborhood where he isited his father and his fianc ©s home only holding a bag of skittles (Traywon Martin Case (George Zimmerman). N. p. : The New York Times, 2012. Web. 10 Dec. 2012). By this law a man is not serving the appropriate time for murdering a child. The law needs to help prevent guns from getting into the wrong hands by having people who own guns actually have legal permits and the guns shops that are selling them need to have background check on the owners. The law also needs to ban the selling of firearms on the internet. I feel greater about the selling the firearms online, because of recent events. On July 20, of 2012, a man named James Eagan Holmes, Killed 12 and injured 58 People in Aurora, Colorado at a premiere of The Dark Knight Rise (Almasy, Steve. How to cite Guns: Firearm and Gun, Papers

Compare and contrast The Flea Essay Example For Students

Compare and contrast The Flea Essay Metaphysical poetry was type of poetry that was very popular during 17th century. Metaphysical actually comes from the Greek words Meta and physical. Meta meaning beyond or after and physical meaning physical. The poets wrote in contrast to the highly stylized Elizabethan Lyric poetry written by poets such as Shakespeare, Spencer and Wyatt. This poetry was quite traditional in terms of subject e. g. love poetry which was joyful, fluent and full of sweetness and melody. In contrast metaphysical poetry was quite rough in terms of sound and rhythm. Metaphysical poetry comprises several literacy devices such as conceits, and an usually simile or metaphor. A conceit is an extended metaphor with a complex logic that governs and entire poem or poetic passage. It is a far fetched idea which is made believable by the logical and powerful way it is argued. I will be comparing The Flea by John Donne and To His Coy Mistress by Andrew Marvell. Both poems were written in the 17th century, both poems have similar structures as they both have three stanzas therefore Im going to use the layout to organise my essay. I will compare each stanza with the same stanza from the other poem. The first poem of the two is called The Flea written by John Donne. Donne was born in 1572 and died on March the 31st 1631. He was a Jacobean poet, a metaphysical poet, and a preacher. He was also the representative of the metaphysical poets of the period. His works are notable for their realistic and sensual style and include sonnets, love poetry, religious poems. Latin translations, epigrams, elegies, songs, and satires. His poetry is noted for its vibrancy of language and inventiveness of metaphor, compared with that of his contemporaries. He is also famous for his holy sonnets. Donne came from a Roman Catholic family, and so he experienced persecution until his conversation to the Anglican church. The second poem is To His Coy Mistress Written by Andrew Marvell, born on the 31st of March 1621 in winstead-in-Halderness East riding of Yorkshire and died on the 16th of August in 1678. He was also a metaphysical poet, and the son of a church of a Church of England Clergyman (also named Andrew Marvell). As a Metaphysical poet, he is associated with John Donne and George Herbert, he was also a friend and a college of John Miton. His style of poetry was often witty and full of elaborate. Donne begins stanza one of The Flea with very forceful language. We see an example of this when he begins the poem with an imperative straight away, telling the lady of the poem to do something, without giving her the option of saying yes or no Marke but this flea, and marke in this. Its almost as if hes making her look at the flea and then make the comparisons between the option for them to have sex together and the flea. He does this to try and make her see that the choice for them both to have sex together isnt a major ordeal; hes basically saying look how small the flea is, thats how big the decision for us to have sex is. It is a very odd for a love poem to sound and be as direct as this, being very forceful and putting pressure on her for her to say yes. The way he puts forward his argument is very simple but very clever and powerful at the same time. Its as almost as if hes a lawyer trying to put forward his case at court. Also in the first stanza the women which he is talking to is not given a voice, however her opinions of sex are very clear. .u2ac9c8e769c7c22115162e9775a99af4 , .u2ac9c8e769c7c22115162e9775a99af4 .postImageUrl , .u2ac9c8e769c7c22115162e9775a99af4 .centered-text-area { min-height: 80px; position: relative; } .u2ac9c8e769c7c22115162e9775a99af4 , .u2ac9c8e769c7c22115162e9775a99af4:hover , .u2ac9c8e769c7c22115162e9775a99af4:visited , .u2ac9c8e769c7c22115162e9775a99af4:active { border:0!important; } .u2ac9c8e769c7c22115162e9775a99af4 .clearfix:after { content: ""; display: table; clear: both; } .u2ac9c8e769c7c22115162e9775a99af4 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u2ac9c8e769c7c22115162e9775a99af4:active , .u2ac9c8e769c7c22115162e9775a99af4:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u2ac9c8e769c7c22115162e9775a99af4 .centered-text-area { width: 100%; position: relative ; } .u2ac9c8e769c7c22115162e9775a99af4 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u2ac9c8e769c7c22115162e9775a99af4 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u2ac9c8e769c7c22115162e9775a99af4 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u2ac9c8e769c7c22115162e9775a99af4:hover .ctaButton { background-color: #34495E!important; } .u2ac9c8e769c7c22115162e9775a99af4 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u2ac9c8e769c7c22115162e9775a99af4 .u2ac9c8e769c7c22115162e9775a99af4-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u2ac9c8e769c7c22115162e9775a99af4:after { content: ""; display: block; clear: both; } READ: Oedipus The King: Free Will Vs Fate Persuasive EssayShe thinks sex is a sin unless married, and she is made out to think that if she commits this sin then she would be going against God. During the time of the Elizabethans they viewed sex as a mixture of blood and other fluids and in The Flea Donne says: Me it suckd first, and now sucks thee, And in this flea our two bloods mingled bee Hes basically saying that now the flea has bitten him and bitten her, that inside the flea both their blood is mixed together. The flea is acting almost like a marriage temple and that they have come together inside it. There is also a codicil at the end of this stanza which is like the summing up of an argument. He stops using forceful language and uses the word wooe trying his very hardest to make her fall in love with him. The very last line of the stanza is and this, alas, is more than wee would doe. He is again reminding her that the flea now has her blood inside of it, and that he has nothing to mark there relationship. Also that the flea has just taken what he wants whereas he should be trying to flatter and woo her. r Both poems have the same theme, of men trying to get their partners into bed. However they both do this very differently, Donne is pressuring her and using forceful language. He uses charm and wit to persuade her to agree to his wishes, he doesnt give her compliments, or any form of flattery. Whereas on the other hand, Marvell is very charming and flattering. Throughout the poem he gives her compliments and makes her feel loved, and in my opinion Marvell would be a lot more successful in achieving his aim and having sex as he expresses the fact that he loves her not only that he wants sex, but is he being truthful? Or being ruthless in the terms that he is willing to say anything to get her into bed. Whereas Donne is trying to sort of manipulate her, and doesnt show his love or affection for her in any way. The first stanza of To His Coy Mistress is very similar to Elizabethan Lyric poetry in the sense that Marvell is very flattering, complimentary, and constantly giving her praise. Marvell also exaggerates time throughout the first stanza, and what he would want them to do if they had plenty of it, for example: We would sit down and think which way to walk, and pass out long loves day

American Way essays

American Way essays There's nothing more ingrained in the American value system than work ethic that involves the notion that hard work will lead to the fulfillment of the American dream, economic success. According to the New York Times (Schmitt, 2001), there's ample evidence to suggest that American hard work is paying off as evidenced by a sharp increase in living standards shown by census data for the 1990s.[1] The proof provided by the article includes: An increase in high school and college graduates An increase in people owning cars, with eighteen percent owning three bigger homes, with an increase in the number of houses with seven growing family incomes However, books such as Fast Food Nation: The Dark Side of the All-American Meal (Schlosser, 2001)[2] and Nickel and Dimed: On (Not) Getting by in America (Ehrenreich, 2002)[3] dispute the claims of The New York Times. These works argue that working class people are now working longer, harder hours than ever before with little reward or hope for a better future. These books claim that hard work may be the American way, but it is certainly not to key to the American dream. Schlosser describes the "deskilling" of fast food jobs and the grueling labor involved. Fast food jobs have their origins in the assembly line systems adopted by American manufacturers in the early twentieth century (Schlosser, p. 68). In a restaurant assembly line, tasks are broken up into small, repetitive bits requiring little or no skill, while machines and operating systems do the things that require timing and training (Schlosser, p. 69). In the chapter called Behind the Counter, Elisa, is a sixteen year old fast food worker who must get up at 5:15 in the morning to arrive at work on time. She and her manager open the restaurant by turning on the ovens and grills and getting the food and ...

The Eyes Of The Dragon Essays - Novels By Stephen King, Free Essays

The Eyes Of The Dragon Essays - Novels By Stephen King, Free Essays The Eyes Of The Dragon The book that I read was The Eyes of the Dragon. The author was Stephen King. It was published in 1987. Stephen King grew up in Maine and has lived most of his adult life there, both in Bangor and in the Portland area. He and his wife, Tabitha, have three children, Naomi, Joe, and Owen Philip. This story took place in the fairy tale times with Kings and Dragons. The kings name was Roland. He was a good king. He had two sons. Peter, the first son, was good at every thing and his father and every one else loved him. Thomas was just a reject. He had no friends and his Father didn't even care for him. Flagg was the Magician. Flagg was trying to manipulate the kingdom so that he could end up in control and after 5000 years his chance had finally come. He killed Roland and framed Peter so that he would have to go to jail for life. Thomas was then king and Flagg was his friend and teacher. Flagg taxed the town and beheaded people for anything that they did. The title of the book came from the passage that Flagg had shown Thomas that lead to the head of a Dragon head that was hanging in his fathers room. He saw Flagg poison his father and he was to scared to tell anyone. Any way, Peter excapes and kills Flagg. Thomas was just a followed of any one who would be his friend. He was stupid and he never expected to be king so he didn't pay attention in class. Peter was the perfect son. He won all of the castle competitions. Every body in the entire kingdom loved him. Flagg was just plain evil. Every thing he did, he did for the good of evil. He finally got his way with the world and he took complete advantage of it. Stephen Kings style is to keep the reader from knowing to much and in some places in the book it gets very boring and then every thing starts to pick up. I like his style because it reads very quickly and is very entertaining. I think that this is one of the better books that I have ever read. I would recommend it to any one who has a brain in their head Bibliography na

Christian Perspectives on Euthanasia and Physician Assisted Suicides Research Paper

Christian Perspectives on Euthanasia and Physician Assisted Suicides - Research Paper Example Since then, the ethics of the practice has evolved, and so have the reasons for proscription. Nowadays, the proscription is based more upon practical concerns then scriptural ones – concerns such as the introduction of a slippery slope; the possibility that the person might be cured and miss his or her chance for this cure; and the need to create a culture of life that values everybody in society, even the infirm and terminally ill. Still, the belief remains that God has sovereignty over life and death, and man cannot usurp this. St. Thomas Aquinas was one of the first religious figures to advocate this, and the traditional Christian proscription for the practice has been based upon this ever since. Although some individual Christians may take issue with the official church teachings on the subject, for a variety of reasons, in the end the practice should be banned because of the practical concerns listed above. Discussion According to Fontana (2002), there have been a variety of traditions throughout the ages concerning the ethics of euthanasia. For instance, in Ancient Greece, Hemlock, a common poison, was made available for individuals who desired a â€Å"good death,† after an appeal to a tribunal. In fact, ending one’s life was a festive occasion for the elderly and the infirm, as they drank ceremonial poison at a banquet that honored their lives. It was similar in ancient Rome (Fontana, 2002, p. 147). Of course, these practices were prior to Christianity, and the advent of Christianity caused these euthanasia practices to be outlawed (Fontana, 2002, p. 147). In particular, St. Thomas Aquinas and St. Augustine declared such practice a great sin. However, an increase in secularism during the Renaissance period and Enlightenment in the 18th Century caused a resurgence of Greco-Roman beliefs regarding the practice, and this greater tolerance continued into the 19th Century when social philosophers advocated for the practice. However, even though there was great tolerance for the practice, it was not entirely accepted as it was in Ancient Greece and Ancient Rome, because the church still had some sway, and, as the church believed the practice to be sinful, this had some impact on society and the laws regarding euthanasia even during the Renaissance and Enlightenment (Fontana, 2002, p. 147). Euthanasia may be either involuntary or voluntary. Involuntary euthanasia occurs when there is brain death or the person is otherwise incapacitated. In that case, especially if there is some kind of directive from the person, in that he or she signed a living will or a â€Å"Do Not Resuscitate† order, then that person will be allowed to die. Voluntary euthanasia, however, is more active and involved, therefore more controversial. Voluntary euthanasia is when an individual who is of clear mind chooses to end his or her life with assistance (Nayernouri, 2011, p. 54). Nayernouri (2011) further delineates the practice of euthana sia from suicide. As she explains, suicide is an act that one takes by oneself, without assistance, and this is not as controversial as euthanasia as the act of suicide is presumably one’s right, although the world’s religions, including Christianity, Islam and Judaism view this act to be one of great sin (Nayernouri, 2011, p. 54). The secular rationale against euthanasia are that the patient may be treated therapeutically for depression or pain, which are the major reasons why individuals choose euthanasia. It is for this reason that the American Medical Association (AMA) has come out against the practice. The AMA’s stance on euthanasia is inconsistent with its other stances which conflict with the traditional pro-life views regarding abortion and

Business Ethics Essay Example | Topics and Well Written Essays - 250 words - 11

Business Ethics - Essay Example Utilitarianism theory states that an action is ethically right on the basis that it encourages the best consequences. Accounting on the Mackenzie VS Miller Brewing Company with consideration of the utilitarianism theory, Smith, the supervisor of Mackenzie can be spared the convictions because his action of assuring Mackenzie that his salary and grade status level 14 would not be affected was esteemed to promote the best consequences. Smith’s assurance to Mackenzie meant to avert the plaintiff any stress and unrest. Thus, Smith in this case should not be convicted on the grounds of intentional misrepresentation. Best on other hand, was eligible to be convicted on the grounds of intentional misrepresentation and torturous interference with prospective contract because her accusation of Mackenzie was not meant to promote best consequences. In that case, it was therefore right to award the plaintiff compensatory damage, as the claims were sensitive to continuation of Mackenzie’s services and punitive damage to bring to an end such false and intentional misrepresentation. Viewing the case from deontogical theory angle, which consider an as action as right only if it accords to the moral principles and norms, Best’s accusation against Mackenzie was questionable considering the fact that Mackenzie had not express any sexual intentions in his speech. Thus Best’s verdict against Mackenzie equals tom intentional misrepresentation, which worth the bail of punitive damage against Best. Smith on the other hand and with consideration to the deontological theory, responded to Mackenzie out of good faith just to ensure that Mackenzie’s emotional uprightness is maintained. Therefore, he was not eligible to any fines for the upheld the moral principles of business. Miller on the other extreme, as can be viewed from deontological theory deserved the conviction and the bails altogether. His actions against Mackenzie with regard to the

Understanding And Managing Resistance To Organizational Change Management Essay

Understanding And Managing Resistance To Organizational Change Management Essay Most businesses have to undergo change as a result of any of a number of causes: a changing competitive landscape; a new business strategy; changing of customer or workforce demographics and expectations; new laws; new technology or a changing economic environment. Rumelt, as cited by Boyer and Robert (2006, p.325), claims that organizational change is the most vital issue in front of executive management teams, even above product and market strategies. Therefore, as businesses approach change, an important issue for many is effecting the needed change in the face of resistance. This paper will examine resistance to change and approaches to managing organizational change. Resistance to change can occur at both the individual and the organizational level. Robbins (2011, p.627) summarizes major factors in such resistance. On the individual level, these factors develop from habit as well as insecurity about ones well-being, career, or general fear of the unknown. On the organizational level, the factors are even more complex: structural inertia; insufficiently comprehensive focus of change; group inertia; and threats to expertise and the existing hierarchy. Habits are useful, and even vital to our daily lives. They take away the need for us to willfully focus attention on every action and thought, turning into non-events such things as tying our shoes, driving a car, and interacting with others. However, habits can also be non-optimal, non-productive, or even destructive. Woods et al. (2002) conclude that habits are associated with lower stress and sense of being in control, and the greatest benefits of habits are that they allow for reflection on the past and planning for the future. On the disadvantages of habits, they note that judgments that have become automatic because of previous experiences may cause people to be less aware of small but potentially important changes in the current situation, and that behaviors may continue even when the situation changes to make those behaviors no longer appropriate. In an organization, structural inertia is the product of embedded mechanisms that perpetuate existing behaviors. These can be embodied in formal procedures and regulations as well as in unwritten rules and social norms, including hiring selection criteria. Structural inertia is not in itself, however, a bad thing, and it should not be challenged without good reason. At the same time, when good reason exists, change must not be avoided. As cited in Mellahi and Wilkinson (2004, p.11), Hannan and Freeman note that structural inertia causes organizations to react slowly to threats and opportunities, instead of adapting they are more likely to dissolve. However, they report this risk decreases as the organization grows and suggesting that in larger organizations there is greater capacity to absorb the shock of adjusting to organizational change. Another factor against change in an organization is when the effort is applied to an area that is not large enough, or where the focus is too limited. Surrounded by and interacting with a larger environment still doing things the old way, changes tend to be temporary only. Even where individuals want to change, group inertia, or the expectations and attitudes of their group or team, can hold them back. For others, though, change represents a direct threat to their authority or prestige, leading not only to resistance, but possibly direct opposition. Robbins (2011, p.628) lists eight tactics to help moderate resistance to change: education; participation; building support; developing trust; making the change fair; covert manipulation; selecting people who are able to accept change; and coercion. Education, employees are more willing to accept change when they understand its rationale. This is most effective when the rationale is not solely based on maximizing value to the shareholder, but takes into account the interests of all stakeholders, including employees. Participation, allowing those who are impacted by the change to have meaningful input in the process and this may result in a suboptimal result. The benefits tend to reduce resistance among participants. Building support, when workers are fearful of change, counseling and training can help boost confidence, and perks can help make the adjustment easier. Developing trust, change is better tolerated when implemented by trust-worthy managers. Making the change fair, workers will view a change negatively if it is not seen to be applied fairly and consistently. Covert manipulation, lying about the need for change, or starting false rumors, can be an effective form of manipulation, as can give influential resistors inducements to support the change. However, these deceptions, if discovered, put at risk the credibility of management and those effecting the change. Selecting people able to accept change, some people are predisposed to prefer stability, while others are more open to change. An organization can shape its hiring policies to prefer candidates that are tolerant of change, thus reducing one form of resistance when organizational change occurs. However, there are potential risks in this approach. First, this bias might skew hiring in a way that exposes the organization to discrimination lawsuits. Second, it might create a monoculture that puts the organization at a competitive disadvantage. An alternative to changing hiring practices is to identify those within a group that are more accepting of change and use them as examples and advocates for applying change throughout the organization or area where change is needed. Coercion, when all else fails, threats and force can push through a change. It can often be done quickly, although it carries the risk of loss of morale and trust in management. Robbins (2011, pp.630-636) describes four major approaches used in managing organizational change: Lewins Three-Step Model; Kotters Eight-Step Plan for Implementing Change; Action Research; and Organizational Development. Another notable approach is Wilfried Krugers Change Management Iceberg. Krugers Change Management Iceberg Kruger(1996) likens the factors involved in organizational change to an iceberg. He contends that managers of change consider only the tip of the iceberg, which relates to issues of cost, quality, and time. However, perceptions, beliefs, power and politics are below the surface, which must also be managed in order for change to succeed. Managing issues from these areas involves understanding that people at every level of an organization are affected by change. These people can generally be grouped into four categories: promoters, who support the change; potential promoters, who are disposed to accepting the change but have not yet been convinced; opponents, who are against the change; and hidden opponents, who appear to be supportive, but are actually against the change. People in each of these categories must be managed appropriately to avoid failure. Lewins Three-Step Change Model Robbins (2011, p.630) describes the three steps of Kurt Lewins Change Model as unfreezing, movement, and refreezing. Using the hypothetical example of a large oil company that wanted to consolidate its three marketing offices located in different cities into a single office, two forces are considered during the step of unfreezing acceptance of the way things currently are. The first, a driving force, moves behavior away from the status quo. The second, a restraining force, suppresses behaviors that move away from the status quo. Unfreezing can be accomplished by increasing the driving force, weakening the restraining force, or executing both actions. In the hypothetical example, restraining forces could take the form of objection to the inconvenience involved in moving to a different city, especially for those with children, houses or roots in the community. Management might accomplish the first step of unfreezing acceptance of the status quo by increasing the driving force by, for e xample, helping with moving costs or with securing low-rate mortgages in the new location. Similarly, restraining forces could be weakened by listening to and helping clarify worker concerns. Figure . Source: http://www.sqaki.com/9/KrugerChangeIceberg/screenshot.gif When the second of Lewins three steps movement is underway, completing the transition quickly, as opposed to deliberate, plodding change, is associated with greater chance of overall success, and the reasons are not hard to deduce. The two stable states the original one, before change began, and the one after the transition has been completed are fully engaged in the business of the organization. However, during the transition, the organization might be unstable, lines of communication are in flux, and the business of the organization might conduct inefficiently. An organization in the middle of organizational change is like a boxer changing boxing gloves that the transition should be as quick as possible. When the tolerance for error is extremely limited, for example, such as when transitioning from a manual system of order processing to an automated one. It would be foolhardy to flip a switch that stops the first and begins the second. Prudence dictates that there should be a t ransition period when both systems are operating in parallel. Although such a transition is costly, it allows time for errors to be worked out of the new system. Lewins final step refreezing is needed in order to stop reversion to the previous stable state or continued movement to some unintended stable state. Refreezing is accomplished by balancing the driving force against the restraining force. In the hypothetical oil company example, this might be done by making permanent a salary increase. It is assumed that as time progresses workers will get used to the new way of doing things, adopting it as a new normal. Kotters Eight-Step Change Model Kotter (1995) builds on Lewins approach, breaking the steps into greater detail. Expressed as a list of errors that contribute to the failure of organizational transformation, Kotter presents an eight-step model of change: Error #1: Not Establishing a Great Enough Sense of Urgency (Kotter 1995, p.61). Kotter considers this step essential, declaring that half of the companies he has observed fail here. Executives either pay this step only cursory attention or worry that showing the urgency of the situation will precipitate plunging morale and lower share prices, for all of which they will be held to account. For this reason, outsiders may be brought in to give the unwelcome message. The intent of this stage is to make the status quo threatening and change the only relief. According to Kotter, bad business results may be used as a pretext and in some successful cases a businesses crisis has been engineered for the purpose of creating the sense of urgency needed for organization change to succeed. Kotter argues that success requires at least 75% of management to believe that the status quo is no longer tolerable. Error #2: Not Creating a Powerful Enough Guiding Coalition (Kotter 1995, p.62). Advocates for change must include a sufficient number of senior, influential stakeholders in order for anything more than token movement to occur. Kotter allows that only a few such people three to five may be adequate at the beginning, in a large corporation this number needs to increase to as many as 20 or 50 powerful members to create substantial progress. This coalition of stakeholders may well go beyond senior management and include board members, representatives from important customers, as well as senior labor leaders. Failure at this point, according to Kotter, comes from underestimating the effort required to create change and undervaluing the guiding coalition. As a result, the coalition might be put under the leadership of someone from human resources or a lower level manager. Without active top-level backing, more senior managers can insulate themselves and their departments from change, eff ectively blocking progress and stopping change. Error #3: Lacking a Vision (Kotter 1995, p.63). Kotter remarks that every case he has witnessed of successful organizational change has involved the guiding coalition being able to develop and communicate an image of the future. Without such a unifying vision, the effort can lose its focus and devolve into contradictory and ineffective projects that either produce no organizational change at all, or, worse, change for the worse. Kotter describes one instance: [A] company gave out four-inch-thick notebooks describing its change effort. In mind-numbing detail, the books spelled out procedures, goals, methods, and deadlines. But nowhere was there a clear and compelling statement where all this was leading. Not surprisingly, most of the employees with whom I talked were either confused or alienated. The big, thick books did not rally them together or inspire change. In fact, they probably had just the opposite effect.(1995, p.63) Error #4: Undercommunicating the Vision by a Factor of Ten (Kotter 1995, pp.63-64). Transformational vision in communicating should be wide, frequent, inclusive, clear and credible. Kotter sees this step mishandled in three ways: first, the message is delivered only once or only to a small group; second, the vision is poorly expressed perhaps because it has been poorly conceived; and third, the message may be effectively conveyed in speeches and emails, but their content is belied by the behavior of senior executives, who expose the vision as being merely empty posturing. For Kotter, the communicating the vision also means expressing the message through actions that are consistent with the vision. Error #5: Not Removing Obstacles to the New Vision (Kotter 1995, pp.64-65). Barriers that hinder individuals and groups from engaging in the new way of doing things should be moved aside where possible. Although these barriers can be self-imposed there may also be obstacles that arise from the organizational structure or are imposed by ones job description or performance-appraisal metrics. Allowing these blockers to remain can bring the entire transformational effort to a halt. Error #6: Not Systematically Planning For and Creating Short-Term Wins (Kotter 1995, pp.65-66). When organizational change takes place over an extended period of time, people need positive feedback to know that they are on the right track and that the change is worth the effort. Rather than looking for and publicizing such positive news as might occur during the transformation period, Kotter advises that the guiding coalition should plan for projects that will produce short-term wins. This serves the purpose of keeping up morale, while also providing a real indication that overarching progress is being made. These mini projects can also serve as test cases to help tweak the transformation vision. Error #7: Declaring Victory Too Soon (Kotter 1995, pp.66-67). Kotter found that over a seven year period monitoring a successful transformation, the first gains were seen in year two but the maximum gain did not occur until year five. He contends that abandoning transformation efforts after the first gain misses the opportunity to achieve even greater success by confronting the structures that are still inconsistent with the transformation vision, but which had earlier been avoided because they had seemed simply too big to tackle at the time. Rather than declare victory at the first sign of performance improvement, the momentum can be used to achieve even greater performance gains. Error #8: Not Anchoring Changes in the Corporations Culture (Kotter 1995, p.67). New behaviors must take root, becoming a part of shared values, or they may degrade or revert when no longer subject to scrutiny and pressure of transformational change. Kotter argues that two factors have major importance in sealing change into a corporate culture. The first factor is to clearly show people the link between improved performance and the new behaviors and approaches. If people are left to make the link themselves, there is a risk that they may mistakenly link improved performance with something else. The second factor is to make sure that succession decisions are in place so that those who will follow into top management continue to be champions of change. According to Robbins (2011, pp.631-631), the Action Research change process uses a five-step method of systematically collecting and analyzing data in order to arrive at a change action. The five steps are: diagnosis, analysis, feedback, action, and evaluation. During diagnosis, the change agent gathers information by asking questions, looking at records, and finding out what concerns employees and what changes they say are need. Analysis involves looking for patterns and commonalities; these discoveries are turned into three parts: main concerns, secondary concerns, and possible actions. The third step, feedback, is comprised of sharing the findings with employees who, aided by the change agent, create an action plan to achieve changes. Next, the plan is put into action, with the employees and change agent performing the specific tasks in the plan. Finally, evaluation is done, using the data captured during the diagnosis step to assess the effectiveness of the action plan. This chan ge process has two obvious benefits: the first is that problems are sought, and then solutions are determined based on the problem. This is in contrast to many improvement activities where a solution goes in search of a problem. The second benefit is that resistance to change is reduced by the deep engagement of employees into the improvement process. As a point of criticism, this approach seems very useful in operational areas of which employees have direct knowledge. However, it seems of limited benefit when change involves larger parts of an organization. For example, in the hypothetical oil company case mentioned earlier, from the perspective of employees, the need for change would not be obvious, and it would be all too easy for squabbles to arise between the marketing offices over which office would remain for the other to merge into. Organizational Development (OD) is a collection of change methods that combines organizational growth with respect for human growth. Robbins (2011, p.633) summarizes the values that these methods generally support: Respect for people, individuals deserve dignity, are responsible and caring. Trust and support, a healthy organization is open, trusting, genuine and supportive. Power equalization, effective organizations place less importance on hierarchic control. Confrontation, problems should not be avoided, but addressed openly. Participation, people affected by a change will tend to commit to their implementation in proportion to the extent that they are involved in the decisions. Robbins lists six OD change-related interventions, but there are far more. Holman et al. (2007, pp.17-18) describe sixty-one, classifying them into five types: adaptive methods, which use practices that can be adjusted to varying needs; planning methods, which are used for setting strategic direction and determining core identify; structuring methods, which are used to redefine and organize; improving methods, which increase operational efficiencies and effectiveness without challenging the basic assumptions of the organization; and supportive methods, which can be used to make the other change methods more effective. In conclusion, this paper reviewed the concept of organizational change, why it happens, and its risks and benefits. Resistance to change, its motivations, and methods of managing change were also considered. Based on the great variety of approaches to managing resistance and promoting change, it is reasonable to conclude that no single method will work best in every situation. However, the abundance of approaches also suggests that with careful deliberation and application successful organizational transformation can be achieved.

Challenger Essay -- essays research papers

On January 26, 1986, one of the greatest disasters of our time occurred. When Challenger was destroyed many questions were asked about the safety of space missions. Many questions were asked about the credibility of the engineers who designed the air craft. It is now know that crucial information about the faulty O-rings was know to many if not all of the engineers. These engineers had many moral decisions they had to face when the problem was first noticed, which was as early as November 1981. When a shuttle is launched their are two booster rockets attached to the side of it that disconnect when the shuttle gets into orbit. The rockets that were on the Challenger were manufactured by Morton-Thiokol, an engineering company. This company then sends the rockets to the launch site where they are assembled. Where the different pieces of the rocket fit together, there is a set of O-rings that make a seal around the booster. Around the O-rings their is a putty substance that holds the O-rings in place. In November of 1981, after the flight of the second shuttle mission, the joints where examined, and the O-rings were eroded. The joints were still sealing effectively but the O-ring material was decaying because of hot gasses that went through the putty. At this point Roger Boisjoly an engineer for Morton-Thiokol started researching different types of putty to reduce the corrosion on the O-rings. After testing the O-rings in the laboratory it was found that they did not return to their original size after being compressed at low temperatures. Thiokol designed a set of billets that would hold the joint more firmly in place. These billets were not ready on the day of the Challenger disaster because they took too long to manufacture, and NASA did not want to delay the project. The next tests took place in June of 1985 at Morton-Thiokol in Utah. The primary seal on flight 51B which flew on April 29, 1985, was eroded; "eroded in 3 places over a 1.3 inch length up to a maximum depth of.171 inches. It was postulated that this primary seal had never sealed during the full two minute flight."i It's at this point that Boisjoly knew he had to go to his superiors about the problem. In August of 1985 Morton-Thiokol formed a task force of engineers to solve the problem of the O-rings. This task force only consisted of 5 engineers wh... ...tressed more in the education of an engineer. Engineers must realize that their are many situations that people put their live in the hands of the engineer. Every time we step into a car we are relying on the design of an engineer, and if any part of it fails the passenger could get hurt if not killed. In today's society their are many institutions that protect the public from technology; buildings must meet certain regulations, and cars have to meet certain safety standards. But their are not as many organizations that protect the rights of the engineers. When can we say that it is no longer the engineer's fault, and say that it is the fault of the operator? Engineers must be careful when it comes to ethical standards, they should not have to be in the same position that Boisjoly was in. By evaluating the situation and acting according to what is best for society and themselves they should find a perfect median between morals and management. i Http://www.mit.edu:8001/activities/ethics ii Http://www.mit.edu:8011/ethics iii http://www.mit.edu:8001/activities/ethics/boisjoly/RB-intro.html ivhttp://www.mit.edu:8001/activities/ethics/boisjoly/RB-intro.html

Relationship between organizational culture and performance Essay

The topic of the link between organizational culture and performance have drawn considerable interest from both academics and practitioners because this theme can help managers design suitable strategies and goals to increase level of performance as well as providing competitive advantage to firms. Among numerous studies discussing about this subject, I found two journals that contains valuable data for interpreting the close relationship between them: â€Å"Impact of Organizational Culture on Employee Performance† of Awadh and Saad (2013) and Rose et al. (2008)’s â€Å"Organizational Culture as a Root of Performance Improvement†. Both journals stated a hypothesis that there is a transparent link between them and a good organizational culture may positively influence its performance. While the former journal focused on indentifying and measuring strong relationship between performance and organizational culture in general, the latter examined this relation in spe cific case among American, Japanese, European and Malaysian multinational companies operating in Malaysia by obtaining necessary data from self-administered questionnaires designed for respondents of high technology industry. Sixteen items adapted from Rajendar and Jun Ma’s (2005) work were used to assess the organizational culture on seven-point scale which represents the agreement of respondents. This secondary research paper which is used as a report of my understanding after reading these two journals will focus on general useful information about organizational culture, performance and their mutual influences. Discussion of findings Organizational culture Since culture plays a significant role in how the employees and managers work in the firm, the organizational culture is one of the most popular and controversial concepts in the fields of management and organizational theory (Ogbonna and Harris, 2000). Awadh and Saad (2013) defined organizational culture as a combination of shared complex social phenomena such as values, beliefs, communications and explanations guiding employees’ behaviors. This definition is widely agreed by many other researchers such as Ehtesham et al. (2011) who stated that each organization has a unique culture. valuable source of competitive advantage and Lunenburg (2011) who explained more clearly about four major functions of organizational culture: â€Å"gives members a sense of identity, increases their commitment, reinforces organizational values, and serves as a control mechanism for shaping behavior†. The culture of an organization can do its functions and transfer its messages to employees by four common ways: stories, rituals, material symbols and language (Robbins and Coulter, 2009). Rose et al. (2008) not only supported Awadh and Saad for their basic understanding about the culture of an organization but also chose the same three perspectives about organizational culture’s dimensions to include in their research: Hofstede’s (1980), Schwartz’s (1994) and Trompanaars’s (1993). Hofstede’s four dimensions including individualism, power distance, uncertainty avoidance and masculinity are considered to be the initial idea for all other’s theory. These dimensions were identified through the value’s comparison among 53 national subsidiaries’ employees and managers of IBM Corporation. In 1998, he worked together with Bond to detect the fifth dimension called â€Å"long-term versus short-term orientation†. Schwartz based on Hofstede’s study to build a model containing only two kinds of dimension: conservatism versus autonomy (affective and intellectual) and self-enhancement (hierarchy and mastery) in 19 94. Similarly, in 1993, Trompanaars brought a model of seven dimensions which can be a good supported for Hofstede’s model: five under the broad heading of relationship  with  people  communitarians, neutral versus emotional, specific versus diffuse and achievement versus ascription), attitudes to time and attitudes to the environment. These three perspectives of culture dimensions seem to be quite different from seven dimensions of nature culture I have learnt at my university: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressive and stability (Robbins and Coulter, 2009). However, all of these views to look into culture dimensions are helpful for presenting effective relationship between distinctive sets of norms and values in different ways. Moreover, the authors of the two journals also share the same understanding about a strong culture. They both agreed that a strong culture should include integrated and effective set of values and beliefs from policies, procedures and objectives designed by top manager which can influence upon employees’ behaviors, may bring about a high degree of organization performance and sustainability, and cannot be imitated because of its unique quality. In addition, Awadh and Saad (2013) also mentioned two more levels of culture: sub culture 2 (organization segments with different culture on the basis of geographical areas, job requirements and department goals) and weak culture (the loosely knit organization culture that seems to be more innovative and can help the organization remain its superior performance since it is able to adapt the changes in environmental conditions). 2. Performance and its closely knit relationship with organizational culture Awadh and Saad (2013) defined performance as the degree of an achievement after fulfilling the organizational mission at workplace which may become the measurement of transactional, efficiency and effectiveness towards organization goals. Rose et al. (2008) thought that performance is a broader indicator that may contain productivity, quality and consistency. According to Rose et al. (2008), performance measures can be comprised of results, behaviors (criterion-based) and relative (normative) measures, education and training concepts and instruments, including management development and leadership training for building necessary skills and attitude of performance management. Both journals mentioned about the traditional performance measurement basing on strategic performance system which includes both financial and non-financial measures and means that we should also consider about intangible asset. Using this method leads to competitiveness which can help in enhancing competitive advantage based upon effective pressures (Rose et al., 2008). Awadh and Saad (2013) mentioned about four casual relationships between performance management and culture: growth, customers, internal business process and financial reward management system. They said that learning about these four relations can help focusing on cooperative tools of an organization to improve communication and receive feedback which may enhance the performance management. Awadh and Saad (2013) also defined three contributions of culture to performance: forceful management, nature and scope of culture based upon theoretical point of view and competitive advantage attained through strong association and establishment of culture. These findings showed two main inferences: culture and performance are interrelated, and superior and imitable relationship with competitors may result in a sustainable competitive advantage. Awadh ad Saad (2013) explained the process that culture may influence performance in six main facets: the strong culture enable efficient management of work force employees, the net profit enhances performance of employees, the common path of making perfect use of resources helps organization positively develop, the culture provides competitive edge, employee commitment and group efficiency improve performance upon organization sustainability and the nature and power of organization culture influence upon sustainability and effective of  organization. All of these findings might help practitioners and academics to manage the value of culture based upon degree of performance. The survey carried out by Rose et al. (2008) revealed that American and European multinational companies, those have higher mean scores in organizational performance, were performing well in all four dimensions compared to Japanese and Malaysian multinational companies: high scores in individualism, low power distance, low uncertainty avoidance and femininity. The findings of their study were reported that the organizations which pay attention to the cultures are more successful. They explained that focusing on cultures provides better financial returns which are significantly correlated to the cultural strength and healthier employee attitudes, the prerequisites to financial and market performance advancement. They also reported that industry moderates the link between corporate culture and performance. These results have advanced understanding of the determi nants and performance effects of corporate culture. Although the two journals seem to have a limitation of a small sample since researching in a wider population is impossible which makes it hard to draw any certain conclusion, Rose et al. (2008)’s research still had a certain strength since they could be able to approach managers and executives from 240 different multinational companies to collect the necessary data. The results of two studies brought about valuable recommendations for employees to try their best in perceiving the organizational culture and top managers to motivate their workers in achieving the company’s objectives by providing a precise guideline and direction. Moreover, the most important thing is that both journals greatly contributed closely knit arguments to prove that there exists a clear link between a strong culture and good organizational performance. REFERENCES Awadh, A.M. Sadd, A.M. 2013. Impact of Organizational Culture on Employee Performance. International Review of Management and Business Research, 2. Ehtesham, U.M. Muhammad , T. M. Muhammad, S.A. 2011. Relationship between Organizational Culture and Performance Management Practices: A Case of University in Pakistan. Journal of Competitiveness. Hofstede, G. 1980. Culture’s Consequences: International Difference in Work Related Value, London, Sage Publication. Hofstede, G. Bond, M. H. 1998. The Confucius Connection: from Cultural Roots to Economic Growth, Organ Dyn, 5-21. Lunenburg, F. C. 2011. Organizational Culture-Performance Relationships: Views of Excellence and Theory Z. National Forum of Educational Administration and Supervision Journal, 29. Ogbonna, H. Harris, L.C. 2000. Leadership style, organizational culture and performance: empirical evidence from UK companies. International Journal of Human Resource Management, 766-788. Rose, R.C. Kumar, N. Abdullah, H. Ling, G.E. 2008. Organizational Culture as a Root of Performance Improvement: Research and Recommendations. Contemporary Management Research, 4, 43-56. Robbins, S.P. Coulter, M. 2009. Organizational culture and environment. Management. Upper Saddle River, New Jersey: Pearson Education, Inc. Schwartz, S.H. 1994. Beyond Individualism/ Collectivism: New Cultural Dimensions of Values. Thousand Oaks, CA: Sage Publication. Trompanaar, F. 1993. Riding the Waves of Culture. London: Economist Books.