Raymond Carver a Small Good Thing free essay sample

An analysis of his novel A Small Good Thing and contributions to the literary world. (more)

summary of totalitarian essays

summary of totalitarian essays Totalitarianism is the idea that all motions, buisness, thought, religion, are regulated by the state or the ruling upper hand that controlls the people. It focuses on the older ideas of tyanny, absolutism, and many others things that were seen prior to the breakout of this mindstate in the 20th century. However, in these older systems of absolutism or tyanny people could have their individual thought, as long as it didnt pertain to politics or have the chance of damaging the ruler. In the modern totalitarian system the people are forced to be completely dependant on the rulers and his partys wishes. In previous totalitarian-like forms of government, it was usually a monarch, or ruling family which controlled the people, and to a certain extent. In these more recent totalitarian times theyre ruled by a dictator and his party, which is often the majority of the stronger political figures in the area. Throughout history, government and popular opinion has always ruled over the common people and the standards these people live by. During the middle ages with the Catholic Church, the propaganda and the almost hypnotic brainwashing of the people of Germany under Hitlers rule, Stalins iron fist over a powerless Russian peoples are all examples of the totalitarian place in mind these people or establishments possessed. People are often sheep, but in most cases its the shepards who set the dogs on the ...

Argumentative Essay Example | Topics and Well Written Essays - 750 words

Argumentative - Essay Example This retributive justice was carried out in a public square where other citizens could witness the agonies of the accused before his or her death. Today, many nations, including the United States, still allow for the death penalty even though there are many human-rights organizations which still assert that the death penalty is not the right way of dealing with extreme crimes. Thesis Statement: The reality is that in the absence of a totally fool-proof system of justice in the nations that have allowed for the death penalty, there is the ever present risk of putting innocent suspects to death. In any case, the point of justice should not be to revenge on behalf of society but to force the criminal to understand the errors of his or her ways. There are different reasons why the death penalty should be abolished. Some of these include: Executions cost more where taxpayers are concerned than even life imprisonment: The reality is that it is more expensive for tax payers to execute crimi nals than maintain them in life imprisonment. According to a study conducted in 2011, the state of California alone has spent approximately $4 billion on executing death row prisoners since the reinstatement of the death penalty in 1978 (Death Penalty Focus). ... The cases also take long because there may be many appeals because a human being’s life is in danger (Banner 136). Such cases could even last for years; thus resulting in a lot of expense. The use of Capital Punishment has no Dissuasive Effect: According to Baldwin, the use of the death penalty does not really stop identical crimes such as were committed by the accused from being committed again (Baldwin 57). In many nations, the main crime which often results in the death penalty is the murder of another human being. Moreover, scheming people who actually plan on committing murder cannot be convinced not to commit murder due to the possibility of being murdered themselves; but have to be in possession of the mental deterrence not to be criminals. Also, it is not always convicted criminals who plan on committing murder. In many cases, individuals who kill others do so in the heat of the moment; at a time when the thought of a death penalty is not in their minds. There are othe rs who will kill because they have a serious mental disorder or imbalance. For these individuals, the existence of the death penalty does not have the power to change their actions before they commit murder. Innocent People are often Wrongly Executed: According to the Death Penalty Focus online periodical, the re-enactment of the death penalty in the United States alone, which took place in the 70s, has resulted in the execution of hundreds of innocent people (Death Penalty Focus). While this has resulted in the death penalty becoming ever more controversial, it has not stopped different states from still practicing it. Some of the more common examples are those of men such as Cameron Todd Willingham. Willingham was wrongly accused of murdering his three small

Women in the work place (is there still glass ceiling Essay

Women in the work place (is there still glass ceiling - Essay Example Seek sponsors and mentors: Mentors should always be able to couch or train you in areas of difficulty or less knowledge by just following their footsteps. They do not necessarily have to be people in high management levels. Those in the top may not have time for you. Sponsors are top or senior level persons or leaders who can make decisions in an organization. They must be willing to advocate for you. Be a risk taker: Adjust your attitude towards failure and never get scared. Keep venturing into several opportunities to improve your knowledge and experience. Have confidence and take time for personal networking for back up incase of a stumble. Develop emotional intelligence: You must bear self-awareness and learn to listen before you react. â€Å"Seek first to understand and then to be understood – Stephen Covey†. Ethics and your code of conduct mean a lot to the people that surround you. People always want to work with someone who has integrity, caring and

Final Research Paper Essay Example | Topics and Well Written Essays - 2500 words

Final Research Paper - Essay Example Organizations are also measured by how much operations are differentiated or integrated: Differentiation is the extent to which jobs are specialized, whereas integration shows the extent to which different work units cooperate. how authority is distributed throughout the organization. If that authority, such as over hiring and spending, is concentrated in the upper echelons, the organization is known as being centralized; if it is spread out, it is considered decentralized. No one organizational scheme is better than another; the contingency approach to studying structure deems that "successful organizations develop a structure consistent with the pattern of goals and the strategy established by senior management" (Schermerhorn et al., 2005, 516). During the Reagan era, Microsoft was the scrappy underdog whose staff openly laughed at the moribund IBM. The company went public in 1986. The Office suite of productivity applications for the workplace first appeared in 1989; Windows 3.0 operating system debuted the next year. The young Microsoft fostered an aggressive business environment centered on the personal computer both in the home and in businesses. When the market exploded in the 1990s, the company quickly became so large and so dominant that in 1998, the U.S. Department of Justice sued the company for monopolistic practices. The settlement in 2001 split operations along the Windows and Office lines and forced the company to accept partnerships with rivals like Sun and Netscape (Greene, et al. 2004). The case in and of itself did not hinder Microsoft's growth: The Windows operating system runs on 330 million personal computers around the world, about 90 percent of the PC operating system market. Windows is installed by mo re than 300 PC manufacturers and helps run thousands of peripherals like printers, scanners and increasingly, portable music players. Thousands of software programs by independent developers run on Windows (Lohr & Markoff, 2006). New versions of Windows and Office are scheduled to debut in the near future and the company's new entry into the console gaming market, X-Box 360, debuted last year to generally good reviews. The company is still dealing with antitrust charges in the European Union, though it has recently promised to deal more fairly with competitors (Buck, 2006). Microsoft's policy has been to go through periodic reorganizations, sometimes as often as every two years. Founder and Chairman Bill Gates has said this is a necessary part of the company's strategy. "Even though reorganizations are expected, they still create anxiety for almost everyone, including me," (Bateman & Snell, 2003, p. 267). Though Gates stepped down as chief executive officer in 2000 and handed the reins to current CEO Steve Ballmer, he remains the face of

Four Seasons Change Management

Four Seasons Change Management Introduction This report is about Four Seasons Hotels, their outstanding management principles and core values, which played a crucial role in the legendary breakthrough in the hospitality industry. It describes also a big challenge of entering a new country, new market and facing completely different mentality and environment. It represents how core principles and values of Four Seasons were implemented during this establishment. It also describes gradually the process of adaptation, along with profound managerial decisions which were made and management strategies, which were applied during this process. Executive management of Four Seasons had set an ambitious goal to enter French market with an opening the first hotel in Paris under their brand. They were aware and have predicted the difficulties they might face with French culture and especially in Paris. On the early stage of Four Seasons development they have applied a core principle of flexibility, which leads to success and they were learning across borders, from each country and property1 as well. The senior managers of Four Seasons claimed: Our strengths is our diversity and our singularity, while the essence of culture may vary2, by stating that they were building new management principles. In general the report covers crucial managerial tactics and decisions, aimed to adapt to a new culture and environment as well as to manage difficulties in a highly effective and entrepreneurial manner. Cultural awareness and adaptation Before entering French market, Four Seasons Hotel Corporation had managed challenges related to entering new markets in different countries. From theoretical perspective they were prepared and experienced to admit that every culture is different and there are many distinctions in preferences of customers and the way service is expected to be provided. Based on their acknowledgement, they have stated a pattern, which says Italian in Italy, French in France3 that will lead to the target result Each hotel is a tailor made and adapted to its national environment; each property represent its location4. Based on the previous statements, Four Seasons had drawn a creative, internationally-based and worthwhile approach, variable from country to country,- creating cultural destinations4 and allowing those cultures be distinctive with clearly highlighted features of each of them. Their success lies in the knowledge and awareness of a simple principle of flexibility that one should adapt a management style and service delivery to each country. The standards were designed according to each destination, allowing the local flexibility and encouragement of doing something beyond5 the core standards and values. In terms of cultural awareness globally, Four Seasons regional management structure was considered to be a key component of its ability to deliver and maintain the highest and most consistent service standards at each property6 as well as to adapt to every culture effectively and efficiently. One of the key challenges and difficulties to launch Four Seasons Hotel George V Paris was adaptation to the cultural differences and national mentality of the people. Although executive management was aware of cultural diversity issue, what is proved by their statement: If you are going global you cannot be one way7, it still seems not enough to manage all internal and external environment affects at the beginning. Cultural differences were the major barrier for Four Seasons management, on the grounds that they were part of several problematic issues among employees, such as postponement of responsibilities, exaggeration of self inability to solve challenging situations and needless of reference to existing standards. Previously mentioned facts are the sign of low level of responsibility and accountability of decisions among middle and front-line managers. Problematic issues had also involved unreasonable scepticism of Four Seasons in the society and employees without actually knowi ng it. Management Change One of the greatest and crucial management change was new General Manager Le Clavez, who was an ideal candidate for this position. Firstly, he was French and that was beneficial for employees perception and understanding of their needs. Secondly, Le Clavez had a lot of experience in Four Seasons in the US, so that he knew the core values and standards by heart. Thirdly, he had willingness to return in France, which plays a critical role and affects the future performance. Le Clavez has established a lead by example tactic through Apples and Oranges approach which is a part of Total Quality Management and says if one rotten apple can ruin the barrel, then you have to seed the organization with oranges8. According to this fair approach, people with the right attitude were promoted, what shows loyalty and tolerance of management. In the same time it was a smart and wise adaptation measure, avoiding violence, restrictions and negative-effects. Nowadays the importance of cultural awareness is critical for a success, especially in the times of globalization9. Overall it is seen that hospitality managers are searching for patterns in order to fix cultural problems. The topic of cultural diversity and management is relevant and described in details in many books, where authors and professionals state that cultural identity is multidimensional, involving far more than nationality alone10. It also a big issue and the greatest challenge in intercultural interactions to decide who adapts whom and how11. Based on the last argument Four Seasons management in Paris has done an attempt for mutually beneficial solutions and suggested compromises for both sides, by accepting an existing situation and features of French culture. 2. Four Seasons success is owed to an excellent core values and management system which ensures compliance of family structure in the hotels. The Golden Rule of Four Seasons is the greatest approach among the all, because it is fairly simple, functional and says: One should treat others as one would like to be treated12. The Golden Rule puts all 270 core worldwide operating standards into practice, unlike many other organisations, which have it on paper only. In addition the perception of standards among executive managers is equally spread worldwide. Another distinctive value of Four Seasons is personalized service and flexibility with a help of which management allows employees to go beyond the standards in order to satisfy and over fulfil guests needs, whenever it is possible. From my point of view, the main focus has to be held on people, and Four Seasons Hotel policy had proved my assurance, by drawing to the attention the fact that people make the strength of the company. I am convinced that as easier for understanding the value or rule is, than more effectively it will be sustained in reality, and people are those priceless resources, who build and compose any company and its future. One more overwhelming factor, which highlights Four Seasons among others, is maintenance of all standards and core policies all staff all over the world at all times. For this particular reason a key word SERVICE states for Smile, Eye, Recognition, Voice, Informed, Clean and Everyone13. An impressing simplicity of this policy has created a ground for installation core values and principles of Four Seasons worldwide. A performance of Four Seasons on a global arena wouldnt have been outstanding, without the leading figures who were driving the process of development to inevitable success. Outgoing persons such as the founder, chairman and CEO Isadore Sharp and executive vice president John Young are the biggest shareholders of Four Seasons. Owing to them and many more local talented executive managers, like Le Clavez in Paris, core values and standards were successfully instilled in the hotel operation worldwide. One of the profound values, appraised in Four Seasons are human values of employees and The Golden Rule is the best proof of it. John Young commented about The Golden Rule: We recognize that the only way to assure that guests are treated well is to treat employees well14. According to the last statement, Four Seasons provides everything necessary for its employees, including spare uniform, trainings top-notch equipment, feedbacks and all the necessary information.14 270 core worldwide operating standards have several exceptional characteristics, which make them operating globally. First is their allowance of local flexibility, so that service will be provided according to local preferences. Second is a profound awareness of core standards and principles, so that some executive managers perceive standards as a religion! Cultural awareness made another beneficial input to the company, which designed the Apples and Oranges approach, which was instilled in hotel in Paris following by a s alutary and desirable effect. Another significant step of cultural renovation of Four Seasons property in Paris which Le Clavez has applied was The Task Force approach, which was instilled in every new property previously. This approach has a worthwhile deep impact on employees, because it uncovers underlying philosophy of the company and helps getting the property running. It is also considered as a strong symbol and highly effective approach from a human resource perspective.15 General Manager of F.S. George V has also instilled trustworthiness and reliability among employees, by simply keeping the promises and decisions made, when implementing The Golden Rule. With time staff members has realized that management of the hotel is supporting them in all different ways. It also tries to follow the tide with an intention to improve employees personal lives, by changing working shifts in favour of their interests. In my opinion, Le Clavez played a primary role in the establishing of hotel in Paris and especially in bringing into it a Four Seasons flavour. His entrepreneurial and effective decisions contain the half of successful installation of core values and standards. Le Clavez did not limit himself on applying common strategies and approaches; he took a risk to go beyond ordinary practices and brought worthy changes into French business. 3. Entrepreneurship is a necessary measure to apply in unstable conditions of internal and external environment. The decisions and new approaches that Le Clavez had instilled into the management structure were reasonable and innovative. The strategy of general manager was in compliance with The General Principles for Successful Cultural Change16, where the first step is acceptance of existing behaviours, based on values and underlying assumptions within the organisation and encouragement of those, who meet organisational objectives. Le Clavez first has announced the Commitment of good environment17, he was communicating ideas and organisational objectives and in an open manner to employees. Secondly, the means of Apple and Oranges approach is perfectly matches The General Principles for Successful Cultural Change. And finally, as a result all entrepreneurial measure which he had taken worked out in the best case scenario. External environment in France was unusual for American, from the legal perspective, affecting design, work pattern and laws in favour of employees, regarding to the working hours, hygiene and right-to-light. Internal environment factors are closely linked to external in the way that mentality and French pride of personnel was interfering the working process and law were creating termination difficulties. The major differences refer to cultural, where monochronic American culture with its scheduling, code of behaviour and stability states versus polichronic French culture, to which instability in employees attitude is typical. Regarding to these cultural inequality, several difficulties related to the job and professional performance can be emphasized, they include: limited selling activities, inability to apologize, accept ones fault or responsibility, and many others. An absolute difference between American and French cultures had created a detrimental barrier, which had an adverse impact on the business until the critical entrepreneurial practices were applied. Le Clavez was on the right path of improvement by instilling several unusual for France communication approaches. One of it was a Direct line approach, which was a turning point of qualitative and effective communication among different managerial levels. Another innovation in communicative process was an open door event, which involved families of employees to spend time in the hotel and to break down existing barriers18. In order to reward employees, Le Clavez has introduced uncommon in France employee-of-the-month and employee-of-the-year program along with annual evaluations. These programs were settled on the fair basis of meritocracy and aimed to avoid favoritism. On the external level, Le Clavez was straight-forward and open minded when dealing with press and publicity, which had helped to create a transparent and beneficial image of the hotel. As a result of managing cultural diversity, Le Clavez had created A Cultural Cocktail or in other words a truly international environment with a French flavor and several entrepreneurial innovations. The process of development wasnt easy in the beginning and It is understandable that people tend to be resistant to change19 because of their comfort zone, which is familiar to them. One of the new HR trends says that the measurable result and target is to create a win-win situation for both the employer and employee20 that is exactly what Le Clavez had achieved in Paris. At present cultural awareness plays a particular role in Hospitality management during an increasing globalization process. People understand importance of cultural diversity and create new approaches to manage it efficiently and effectively in their businesses. Management of change gains its popularity and appraisal in todays industry. Executive management understands values and significance of flexibility in managing external and internal environment, cultural differences. Building workplace equality through the cultural borders is crucial success factor nowadays. We can observe a variety of approaches in management regarding to previous subjects, they include: Cultural-Cocktail simulation21, focus groups observations and countless number of cultural diversity trainings, books, materials, researches and practical case studies. It all monitors an actual tendency to make organizations more accommodating to diverse groups of people22 and to react on unexpected situations in external environment. Conclusion The senior management was anticipating a great challenge and triumph, although they could not know in advance what exactly they are going to face with. The report provides analyses of the process of installation of core Four Seasons values into the French environment. It also compares Four seasons experience, management tactics and approaches of that time with todays reality. Every remarkable success is inseparable from stability and maintenance of quality, in other words it is not enough to reach a high level of service, standards and quality, one should sustain it on that high level constantly. Common understanding of core principles and values of Four Seasons management worldwide, as well as common culture of providing a luxury service, supported with simplicity of standards and its actual implementation, has been recognised and appraised globally. I would like to admit an outstanding professional performance and management of Le Clavez and the whole Four Seasons organization on the global arena. The core managerial principles which were innovated that time are still relevant and serve a base for future technologies. The story of hotel George V in Paris analysed in this report can be considered as a tutorial guide full of entrepreneurial and innovative ideas, as well as logical steps, which were intended to modify the current environment and to handle cultural diversity issues effectively. It is also an illustrative description, which reveals key managerial principles for the success, quality and sustainability of Four Seasons.

Making High Fructose Corn Syrup is an Unnecessary Process :: Artificial Sweetener HFCS Food

An Unnecessary Process: Making High Fructose Corn Syrup The process of making High Fructose Corn Syrup is a long and complicated one. It was first discovered in 1900’s. High Fructose Con Syrup has been used as an artificial sweetener for decades. It involves the change of sucrose sugar into fructose sugar. It is a complicated process involving many changes on the molecular level. It also needs specific temperature and pH changes throughout the process to insure that the chemical changes and the enzymes all function properly. If the enzymes and chemical reactions don’t all work properly, the sucrose won’t change properly into fructose and the outcome will not be High Fructose Corn Syrup. The specific change from sucrose sugar into fructose sugar is vital so the process for changing it must be accurate. The fructose sugar is sweeter than the table sugar or sucrose sugar, which is why the fructose sugar is used instead of the sucrose sugar. This extra sweetness makes it favorable for commercial uses. The other factor mak ing both useful and favorable for commercial businesses to use it is its low cost. High Fructose Corn Syrup is cheaper to make and therefore is sold cheaper than regular table or cane sugar. Many commercial food-processing businesses are using High Fructose Corn Syrup because of this meaning and therefore making High Fructose Corn Syrup a common ingredient in many food items. The process of creating High Fructose Corn Syrup started in the 1800’s. Food industries have known about using microorganisms to produce new foods and increase the shelf lives of foods. In the corn industry, wet millers have used the process of isomerization, or converting D-glucose to D-fructose. The process of isomerization used to be done by treating glucose with alkaline catalyst at a high pH. This technique was unsuccessful because the conversion created large amounts of by-products, which tended to create a dark color and also develop off-flavors. Despite these side effects, isomerization was continually used with most of the research being done in carbohydrates. This research led to the discovery in the 1950’s that showed that when given right enzyme, the monosaccharide outside the cell the cell would undergo ketolisomerization. This enzyme discovered was xylose isomerase. This discovery was made by biological and medical scientists. More research then worked on how to change the molecular structure of glucose molecules with 5 carbons to fructose molecules with 6 carbons. An enzyme prepared from pseudomonas hydrophilia provided this structure change creating D-fructose.