Advantages and Disadvantages of Organizational Structures Essay Example for Free

Advantages and Disadvantages of Organizational Structures Essay Departmentalization: Advantage- More specialized in certain fields, communication is excellent because of the knowledge one has about the function of the job, easier to work as a team to get better results. Disadvantage-Staff does not always know the case of the client in detail, other organizations may not always talk to the same person, and very specific job knowledge is required, hard to find a fill in for positions. Matrix Organizations: Advantages-more flexible than departmentalization, more than one person in charge that one can go to for assistance, wider choice for employees that fit the need. Disadvantages-employees are harder to manage due to independence, could increase expenses, more employees needed, lack of loyalty to position, constant team work needed. The Project Team: Advantages-less managers, better communication, less stress on one person. Disadvantages-who is in charge may create conflict, lack of consideration for others, lack of accountability, lack of job focus. The collegial model: Advantages-independent functioning, independent decision making, each person is equal in responsibility, each generates own income, total flexibility. Disadvantages-lack of accountability, lack of authority. In day to day operations the Matrix structure would serve well for a counseling center as its advantages are stronger than its disadvantages, Project Team structure would be the better choice for the center as it has a stronger back bone to carry the center. The Departmentalization structure is the strongest of all choices as it divides the employees by knowledge and has a better opportunity to assist clients. The collegial model would not be efficient in a counseling center as there is no real set structure for day to day operations; its disadvantages are stronger than its advantages.

Expansionism in the late 19th/ Early 20th century :: American America History

Expansionism in the late 19th/ Early 20th century Expansionism in America during the late nineteenth and early twentieth century shared many similarities and differences to that of previous American expansionist ideals. In both cases of American expansionism, the Americans believed that we must expand our borders in order to keep the country running upright. Also, the Americans believed that the United States was the strongest of nations, and that they could take any land they pleased. This is shown in the "manifest destiny" of the 1840's and the "Darwinism" of the late 1800's and early 1900's. Apart from the similarities, there were also several differences that included the American attempt to stretch their empire across the seas and into other parts of the world. Throughout history, the United States had come off as a stubborn nation that would take what they wanted at any cost. This was prevalent in both cases of expansion as the Americans risked war and national safety for the sake of gaining land, or even merely for proving a point. During the early years of expansion, the Americans had pushed aside the Native Americans and whoever else inhabited the land they wanted. They believed that the land was rightfully theirs and that every one else was merely squatting on their territory. This idea was continued into the early twentieth century as the Americans looked to the oceans for new territories to their kingdom. This idea is greatly exemplified in document 'E', in which Senator Albert J. Beveridge delivers a speech to Congress, saying that, "...and thanksgiving to Almighty God that He has marked us as His chosen people, henceforth to lead in the regeneration of the world..." In contrary to America's earlier beliefs, however, the race for expansion became more of a global competition than that of controlling the surrounding lands. Other countries were quickly scooping the remaining uncontrolled territories up, and America felt that they needed to stake their clam in imperialism around the world. The cartoon presented in document "A" shows how all the European countries were picking away at the lands still open for taking. In addition to the sense of "catching up" with the other nations around the world. America also felt that they were more powerful than ever, with the addition of an improving navy, turning their attention to the seas for conquer. During the earlier attempts of expansion, America had virtually no navy, which made oversea conquest out of their reach, leaving them only the surrounding areas for taking. Expansionism in the late 19th/ Early 20th century :: American America History Expansionism in the late 19th/ Early 20th century Expansionism in America during the late nineteenth and early twentieth century shared many similarities and differences to that of previous American expansionist ideals. In both cases of American expansionism, the Americans believed that we must expand our borders in order to keep the country running upright. Also, the Americans believed that the United States was the strongest of nations, and that they could take any land they pleased. This is shown in the "manifest destiny" of the 1840's and the "Darwinism" of the late 1800's and early 1900's. Apart from the similarities, there were also several differences that included the American attempt to stretch their empire across the seas and into other parts of the world. Throughout history, the United States had come off as a stubborn nation that would take what they wanted at any cost. This was prevalent in both cases of expansion as the Americans risked war and national safety for the sake of gaining land, or even merely for proving a point. During the early years of expansion, the Americans had pushed aside the Native Americans and whoever else inhabited the land they wanted. They believed that the land was rightfully theirs and that every one else was merely squatting on their territory. This idea was continued into the early twentieth century as the Americans looked to the oceans for new territories to their kingdom. This idea is greatly exemplified in document 'E', in which Senator Albert J. Beveridge delivers a speech to Congress, saying that, "...and thanksgiving to Almighty God that He has marked us as His chosen people, henceforth to lead in the regeneration of the world..." In contrary to America's earlier beliefs, however, the race for expansion became more of a global competition than that of controlling the surrounding lands. Other countries were quickly scooping the remaining uncontrolled territories up, and America felt that they needed to stake their clam in imperialism around the world. The cartoon presented in document "A" shows how all the European countries were picking away at the lands still open for taking. In addition to the sense of "catching up" with the other nations around the world. America also felt that they were more powerful than ever, with the addition of an improving navy, turning their attention to the seas for conquer. During the earlier attempts of expansion, America had virtually no navy, which made oversea conquest out of their reach, leaving them only the surrounding areas for taking.

Football player Essay

The amount of extra oxygen required by muscle tissue during recovery from vigorous exercise. The extra oxygen gets rid of the lactic acid in your muscles after exercise. Difference between Aerobic and Anaerobic Training The main difference between aerobic and anaerobic training is that one uses oxygen whilst the other uses lactic acid. Aerobic training uses the oxygen in your muscles to produce the energy. To improve the amount of time which you are able to train at aerobic level you can do aerobic exercises, these are normally done at a moderate pace which your body can cope with. On the other hand anaerobic training is when the oxygen in your muscles run out so you rely on lactic acid to give you energy. The energy released does not last for long however is very powerful. The lactic acid causes your muscles to start aching though and can result in vomiting. Anaerobic respiration occurs when you work your body flat out and use all the energy available. Effect of Lactic Acid on the muscles Lactic acid is a waste product that is produced by your muscles when exercising. When the body has no oxygen left in the muscles it has to revert to anaerobic respiration which uses lactic acid to form energy. The lactic acid though makes your muscles ache and tire so is not very efficient. Difference in composition between inhaled and exhaled air The air that we breathe in and the air which we breathe out, have different compositions. The main difference is that in exhaled air there is more carbon dioxide compared with inhaled air where there is more oxygen. However in both types nitrogen is the highest percentage. Here are the components of inhaled air, 79% nitrogen, 21% oxygen, a little water vapour,0. 04% carbon dioxide whereas exhaled air contains79% nitrogen17% oxygen3% carbon dioxide, a little water vapour. As you can see from the two lists they are basically the same however there is more carbon dioxide and less oxygen in exhaled air. Effects of exercise on breathing and heart rate A lot of exercise can also affect your respiratory and circulatory system, because your heart gets bigger due to aerobic training, it is now a better pump so more blood can be circulated around your body per beat than before. This also means that your resting heart rate decreases. A sign of good health is whether you have a low heart rate. The average is 70BPM (beats per minute), if you are unhealthy then your heart will have to work harder to pump blood all around your body which makes heart attacks more likely. Effects of Training In this section I will explain the effects on the body that I will expect to see when my Personal Exercise Plan has been completed over the 6 weeks. After completing my PEP my muscles should change in size and strength due to the exercises I have chosen. The muscles should grow larger with the exercise because the muscle fibres in the muscle will get fatter. Muscles are built from fibres which are either fast twitch or slow twitch. The strength of the muscle should also improve with exercise, by doing exercises with heavy weights and few reps the muscle strength will be increased. If I changed the exercise to many reps with a light weight then my muscles will gain more endurance. But as I am a goalkeeper then I will not concentrate as much on the endurance training. Changes to Vital Capacity and Tidal Volume in the lungs From completing my 6 week training routine I should be able to see changes in my Vital Capacity and Tidal Volume. VC= Your Vital Capacity is the maximum amount of air that can be forcibly exhaled from your lungs. TV= Your Tidal Volume is all the air inhaled and exhaled in a minute. With training the respiratory system I will expect to see an increase in both of these factors. These increases are down to the lungs as training on my respiratory system will make them bigger so I will be able to inhale and exhale more air per breath. SV = Stroke Volume is the volume of blood pumped out of the heart during one contraction. Due to exercise this should increase as your heart will be stronger, therefore it will be able to pump a larger volume of blood around the body. CO = Cardiac Output is the amount of blood which is pumped from your heart each minute. This can be worked out by multiplying your stroke volume with your heart rate. This should also increase with exercise, by the same reasons as your stroke volume increases, as your heart is stronger. Recovery rate = Your recovery rate is the amount of time it takes you to fully recover after exercise. The fitter you are the shorter your recovery rate is. As I am a goalkeeper I will not be concentrating on this too much as it is not that important, although for an outfield player it is very important. SPORT Principles of training The main principles of training are shown in the acronym SPORT, by using these in my PEP I should end up with a successful training programme. The different sections are: S= Specificity Specificity means that I will train specific muscles used in my sport. This could include exercises and drills that relate to moves and skills I need in football as a goalkeeper. I will specify flexibility and muscular strength as these are the two components most vital for my sport. P= Progression Progression is when you gradually increase the amount or intensity of your exercise. This will improve your muscles as you are increasing the amount of work they do. An example of progression is starting week 1 with a 2 mile run once a week then progressing to a 3 mile run in week 2. O= Overload Fitness can only be improved by doing more than you usually do. This is called overloading. You must be careful though as if you do too much training you will end up injuring yourself. An example is doubling the distance of your runs or doubling the weight of your weights. R= Reversibility Reversibility occurs when you do not train . As your muscles are not being worked they will begin to weaken. All the improvements you have made from training will be reversed. For example if a sportsman becomes injured and is unable to train they will lose their work. So that reversibility does not affect me I will have 3 training sessions per week. T= Tedium Tedium is when you become bored with your training, this is because your training plan does not have much variety and you end up doing the same exercises. To avoid tedium I will include a variety of exercises so my PEP is not boring. FITT Principles When using overload I can use the FITT principles of training which are: F= Frequency Frequency is to do with how often I should train. I will include 3 training sessions a week in my personal exercise plan; this is a sufficient amount as I am not a professional sportsman who will probably train around 5 times a week. By doing 3 sessions a week I will also minimise the chance of reversibility as I will not have a large gap of time when I am not exercising. To make sure that my PEP is well set out I will not have to exercise in 2 consecutive days, for example I will train on Monday, Wednesday and Friday. I= Intensity Intensity is based on how hard you push yourself whilst doing your training. It is measured by MHR (Maximum Heart Rate) for example a 3 mile run at 70% MHR. As I progress through the training programme the intensity of my exercises will increase. For the first week I may start working at 65% MHR which is not too hard however by the 6th week I will be working at 80% MHR which will be working my body very hard. T= Time Time is the length I will train for during each session of my PEP. It can vary from sprinting for 10 seconds to jogging for an hour. Time will be used in my exercise plan as I will increase the length of time spent on each exercise as I progress through the 6 weeks to show progression. T= Type There are different types of training, continuous training, fartlek training, circuit training, aerobic training and interval training, I will mainly use circuit, interval and aerobic training as these will be of most help to me. Fartlek and continuous training both contain a lot of running, which will not be useful to me as I play in goal. However I will use aerobic training as it will help me with my flexibility and agility, whilst interval and circuit training can use many exercises which I can choose myself. This will also lessen the chance of tedium occurring.

Fahrenheit 451 Son’s Book Report 9th Grade

Guy Montag, a fireman in the future who burns books, is the main character, and the story is told from his point of view. Mildred is Montag’s wife, who is depressed and watches television all day. Captain Beatty is Montag’s boss and becomes his enemy. Clarisse McClellan, Montag’s 17 year old neighbor, comes from an unconventional family and has a powerful effect on Montag. Professor Faber who is Montag’s friend that helps him by making a plan to reprint books. The Hound who is a mechanical dog that hunts down Montag after he disobeys the law. The events take place in an unnamed time in the future in an American city. There are several settings: the firehouse, Montag’s home, the city streets, and the forest outside the city. In this world, books are banned, and everyone’s lives are isolated from each other. Guy Montag is a fireman and his purpose is to burn books. One day Montag meets a young girl named Clarisse McClellan who helps him realize that his life is empty. When Clarisse dies, and his wife attempts suicide, Montag decides to read books. But in Montag’s world a person caught reading books has his house burned down. Then Montag goes back to work, and he is forced to burn down a house holding books with the owner inside. After that he seeks help from an English professor named Faber, and they make a plan to destroy the firemen and to preserve books by publishing them. Mildred tells the firemen about the books that Montag has been hiding, and he is forced to burn down his own house. When Beatty tries to arrest Montag, he runs away and is pursued by the police. After Montag escapes, he runs into group of people outside the city called â€Å"the Book People. † They hold memories of books they have read and are waiting for a chance to start a new world. I think this is a great book. Ray Bradbury was very descriptive and the story has a great plot, because it was suspenseful. I would recommend it to people because it made me think about the value of books.

Case Study for Organization Behaviour Essays

Case Study for Organization Behaviour Essays Case Study for Organization Behaviour Essay Case Study for Organization Behaviour Essay Title of module: Organisational Behaviour Name of the assignment: Final Exam Organizational Behavior Final Exam 1. Summary of the problem as per the case study CEO is resigning due to a brain tumor and the firm needs an interim CEO to run the firm until they find a suitable replacement. As I am the CEO I, What will I do immediately? How I will communicate with my current department and the rest of the company? What will be my key focus? Why? How will I accomplish your goal? 2. Introduction In light of the key aspects (leadership, management, structure and culture) and using the assessment tools I have to make a plan for what I should do as a CEO. 3. Problem analysis: To be in such position with no prior warning means that we need immediate work to understand the current situation, run the current business successfully and then to build the new strategy. a) Immediate Action: I have to create a crisis management team of vice presidents and directors to know exactly what was in the former CEO hands and to manage the current business. ) Next : I have to make an assessment for the current situation and review the strategy to improve it or to change it. And since the structure follows the strategy I have to build my own strategy and implement it effectively. 4. Plan of building and assessment of the new strategy: The plan will be to build and implement a High Level Balanced Score card on nine major steps: a) Assessment: Develop plan, strategic elements and change management. b) Strategy: customer value strategic themes and results. ) Objectives: Strategy Action Components. d) Strategy map: Cause Effect Links. e) Performance measures: Performance Measures Targets. f) Initiatives: Strategic Projects. g) Automation: Performance reporting and Knowledge sharing. h) Cascade: Alignment through Unit Individual Scorecards. i) Evaluation: Strategy Results Revised Strategies Company profile and overview: KEO was founded in 1964, KEO delivers world-class professional  design and management services. KEO offers award winning architectural design, progressive infrastructure engineering and highly ranked project and construction management known for quality and professionalism. KEO is proud of its 44 years of continuous success in providing professional consulting services in planning, design, engineering, and project and construction management. Over the past decade, KEO has expanded from a mid-sized practice to one of the fastest growing leaders in the Arabian Gulf and North African construction markets. KEO is a privately owned, multi-disciplinary firm and is currently ranked by Engineering News-Record (ENR) as a Top 200 International Design Firm (KEO-#77), and a Top 20 International PM/CM firm (KEO-#10). Most recently KEO Achieved the Top 100 Architectural Practices in World Architecture Survey 2008 conducted and published by UK based, Building Design Magazine, KEO Ranked in the following categories: * # 3 in the Middle East Region. * # 5 in the list of Number of Creative Staff. * # 6 in the Landscape Market Sector. * # 39 in the Worlds 100 Largest Architectural Practices KEO has over 1,700 employees with strategically located offices in Abu Dhabi, Al Gharbia, Al Ain, Ajman, Sharjah, Bahrain, Dubai, Kuwait, Oman, Qatar, Lebanon, and the Washington DC. KEO is opening new offices in Saudi Arabia, Libya, Tunisia, Bulgaria, Iran, Egypt, Bangladesh and Uzbekistan Purpose: To provide reliable and innovative total project solutions or selective professional services to our client’s from our multi-disciplinary capabilities to uniquely fit a project requirement and meeting their project and business objective achieving the highest quality level. Super ordinate goals (vision): KEO strives to be recognized globally and regionally as one of the finest project consultancy firms contributing to client success wherever we work by adopting the following: * Improve the rank to be in top 20 International Design Firms. * To be in the top 5 International PM/CM firms. * To be # 1 in Middle East. * To be # 1 in the list of Number of Creative Staff. * To be # 3rd in the Landscape Market Sector. * To be in top 10 World’s 100 Largest Architectural Practices. Strategy: * Reliable delivery of project as professional collaboration in the international market to lead to very successful project results. Pulling together the best expertise into a project team, whether in design or management. * Joint Venture relationships and, Alliance relationships through our network of associates for project delivery. * Facing creatively the project challenges. * Honesty in our services and professional integrity. * Multi-national staff delivers projects of all sizes for clients worldwide. * Combining the right mix of people, technology and expertise. * To enable clients to achieve the optimal return on investment by reducing and controlling costs, and delivering projects on time with the highest quality. Flexibility of work teams that can integrate into a larger team in partnering and sub-consulting roles. * Concentrating on following the highest quality standards in design, documentation and project management. KEO structure: KEO is matrix organization with organic organization chart model. Deputy President Director IT services Worldwide HR Administration Director Finance MIS Director Asst Director IT Services Deputy Director HRD Admin Financial Controller President Senior Vice President VP Marketing corporate Director PR corporate Branding Washington DC office CEO Lebanon office PM/CM Services Kuwait, Kuwait Based Clients, Worldwide. Infrastructure Engineering Services Master Planning, Sustainability Urban Design, Development Management services Abu Dhabi, Worldwide Architectural, Building Eng, Landscape Interior Design services PM/CM Services Qatar, Abu Dhabi Dubai, Oman, Bahrain, Egypt, Worldwide Managing Director KEO-Infrastructure Vice President KEO-PM CM Corporate Vice President KEO-PM CM International Vice President KEO-Design Managing Director KEO-Strategy, Planning Urban Development Current Structure Style: Since the company is private and a family owned business, the top management always concentrates on the perspective of collegiality and team-orientation giving all the employees the sense of one family. Staff: KEO employed a Multi-national staff in different specializations, combining them into a mix of high skilled people and expertise. KEO maintained high quality criteria for selecting the employees. After reviewing the 7S to understand the organization I will try to begin the plan for building and implementing the High Level Score Card. a) Assessment: 1. At the beginning I will try to identify the strengths, weaknesses, and areas of opportunity for the organization. This provides a road map for both short-term and long-term action (SWOT analysis). I| INTERNAL| | Strength| Weakness| | * Diversity. * Excellent reputation. * High skilled employees. * Spreading and strategic locations. * Multinational team. * Staff ability to change. * Private company. | * Bad communication. * Lack of motivation. * No clear career advancement path. * Cultural differences. * Private company. | EXTERNAL| Opportunities * Extended customer’s plans. Promising markets in Saudi Arabia Libya. * vacant by an ineffective competitor| S-O strategies * More training on quality. * Marketing efforts relying on the reputation and diversity. | W-O strategies * Improve the communication process by training and more efficient system. | | Threats * Highly completive market. * Current recession. * Price wars with competitors * New competitors. * Changing technologies. | S-T strategies * Reducing expenses. * Relying on customer confidence and our track record to keep our position in market. Trying to keep customer’s level of confidence by high quality and accurate time schedules. * Training on new technologies. | W-T strategies * Motivation and reward system to keep the skilled staff. * Open employment for senior management positions internally and give the employees the opportunity to apply for it. * Create techniques to use the cultural differences to the benefit of the company. | S-O strategies take advantage of opportunities that are a good fit to the organizations strengths. W-O strategies overcome weaknesses to make use opportunities. S-T strategies identify ways that the organization can use its strengths to reduce its external threats. W-T strategies Build a defensive plan to prevent the organization’s weaknesses from making it highly susceptible to external threats 2. Review the current strategy by using balanced score card for assessment of the current strategy and what it has achieved last year. Perspective| metrics| 2007| 2008| financial| Revenue Operating profit Operating margin Operating cash flow | 1,179. 8m67. 7m5. 7%93. 9m| 1,313. 6 m86. 7m6. 6%80. 9m| customer| Customer satisfaction (1-5) scale. No. of customers. New customers. | 4426| 45614| Internal business process| No. of conflict accidents Implementing the QMSSuccessful tenders. Successful project (on time, on budget, customer satisfied)| 168852%62%20%90%| 148765%64%28%93%| Learning and growth| Employee satisfactionNo. of employeesNo of trained employees. Productivity Index| 65%168810166| 75%14879276| b) Mapping Strategy: Remapping the strategy based on the SWOT analysis and the evaluation above, the understanding established for the organization (purpose, superordinate goals, strategy, style, Structure and the staff). c) Objectives: (see balanced scorecard). ) Strategy map: Cause Effect Links. (See Balanced Score Card) e) Performance measures: Performance Measures Targets. (See Balanced Score Card) f) Initiatives: Strategic Projects. (See Balanced Score Card) ( new Organization Structure) Strategy Map (Simplified)| StrategicObjectives| Performance measures| Initiatives| Decrease costs Increase revenue financial| * Increase revenue * De crease costs| * Revenue * Operating cost| * Develop resources management program. | Improve Brand Image Increase numbers of customers. Increase costumer’s satisfaction. ustomer| * Increase costumer’s satisfaction. * Increase numbers of customers. * Improve Brand Image | * Customer satisfaction (1-5) scale. * No. of customers. * New projects in new markets. | * Increase quality. and show commitment to customer’s goals(create customer locality program) * Expand into Europe and new promising markets. | Increase the Implementing of the QMS Internal Decrease conflict Increase no. of successful tenders Increase the % of successfully submitted projects. process| * Decrease conflict * Increase the Implementing of the QMS * Increase no. f successful tenders * Increase the % of successfully submitted projects. | * No. of conflict accidents * %of Implementing the QMS * No. Successful tenders. * Successful project (on time, on budget, customer satisfied)| * Modify the organizational structure. * Apply the effective and universal techniques of project management. * New marketing campaign. * Develop the communication system. | Learning Optimize workforce Increase workforce skills Increase employees satisfaction and growth| * Increase employee satisfaction. * Optimize workforce * Increase work force skills. * %Employee satisfied * Productivity Index * No of trained employees. | * Rewarding system * Career advancement system * Open application for senior position from inside the organization. * PMP certification program for project managers. | High Level Balanced Score Card: President Financial metrics | | | | Revenue | ? 373. 6m | ? 320. 8m | +16% | Operating profit | ? 30. 2m | ? 27. 0m | +12% | Operating margin | 8. 1% | 8. 4% | -0. 3pp | Share of post-tax JV losses | – | – | – | Work in hand | 39% | 40% | -1. 0pp | Modified structure: CEO Deputy President Senior Vice President Finance MIS Director HR Administration Director Director IT services Worldwide Washing ton DC office Europe office Lebanon, Cairo Libya offices Director PR corporate Branding VP Marketing corporate Financial Controller Deputy Director HRD Admin Asst Director IT Services Vice President KEO-Contract QS Services Vice President KEO-Design Managing Director KEO-Strategy, Planning Urban Development Vice President KEO-PM CM Vice President KEO-PM CM Corporate Managing Director KEO-Infrastructure Branch manager Bahrain Branch manager Oman Branch manager Qatar Branch manager Kuwait Branch manager AD Branch manager KSA Branch manager Dubai New Structure Financial metrics | | | | Revenue | ? 373. 6m | ? 320. 8m | +16% | Operating profit | ? 30. 2m | ? 27. 0m | +12% | Operating margin | 8. 1% | 8. 4% | -0. 3pp | Share of post-tax JV losses | – | – | – | Work in hand | 39% | 40% | -1. 0pp | Changes to structure: Since the structure follows the strategy, we need to modify the structure to serve the strategic goals as following: * Merge KEO-PM CM International KEO-PM CM corporate under one division because there was overlapping and conflict between them also it will help to optimize the workforce. Add Cairo and the Libya offices under the Senior Vice President because the two still growing and have few projects. And they need somebody focus on marketing to lead them until they acquire more projects then it will be placed in the structure the same as other branches. * Build a new division for Contracts and Quality Management Services to focus on quality system in KEO and give services and solutions to the market clients. * Make branch managers to create autonomy for branches, decrease centralization and reduce pressure on headquarters after the growth of branches and increasing of clients. ) Automation: applying performance measurement software to get the right performance information to the right people at the right time. h) Cascade: help the organization to alignment around strategy. By translates high-level strategy into lower-level objectives, measures. i) Evaluation: evaluate the strategy by the effectiveness of achieving the strategic objectives and comparing to target values of the strategic objectives. 5. Bibliography Reading materials used and referred to as resources: * Organizational Behavior(by Stephen P. Robbins) * Do You Have a Well-Designed Organization? by Harvard business review) by Michael Goold and Andrew Campbell. * LEADING O RGANIZATIONAL DESIGN (Darden Business Publishing). * A LEADER’S GUIDE TO UNDERSTANDING COMPLEX ORGANIZATIONS: AN EXPANDED â€Å"7-S† PERSPECTIVE ( Darden Business Publishing). * The Balanced Score Card (NetMBA) netmba. com/accounting/mgmt/balanced-scorecard/ * Balanced Scorecard Examples Success Stories balancedscorecard. org/BSCResources/ExamplesSuccessStories/tabid/57/Default. aspx * Balanced Scorecard Institute balancedscorecard. org/ * Case Studies(Advanced Performance Institute) ap-institute. com/resources_casestudies. asp

The Trent Affair in the Civil War

The Trent Affair in the Civil War Trent Affair - Background: As the secession crisis progressed in early 1861, the departing states came together to form the new Confederate States of America. In February, Jefferson Davis was elected president and began working to achieve foreign recognition for the Confederacy. That month, he dispatched William Lowndes Yancey, Pierre Rost, and Ambrose Dudley Mann to Europe with orders to explain the Confederate position and endeavor to obtain support from Britain and France. Having just learned of the attack on Fort Sumter, the commissioners met with British Foreign Secretary Lord Russell on May 3. In the course of the meeting, they explained the Confederacys position and emphasized the importance of Southern cotton to British textile mills. Following the meeting, Russell recommended to Queen Victoria that Britain issue a declaration of neutrality in regard to the American Civil War. This was done on May 13. The declaration was immediately protested by the American ambassador, Charles Francis Adams, as it conveyed a recognition of belligerency. This afforded Confederate ships the same privileges given American ships in neutral ports and was seen as the first step toward diplomatic recognition. Though the British communicated with the Confederates through back channels during the summer, Russell rebuffed Yanceys request for a meeting shortly after the Southern victory at the First Battle of Bull Run. Writing on August 24, Russell informed him that the British government considered the conflict an internal matter and that its position would not alter unless battlefield developments or a move towards a peaceful settlement required it to change. Frustrated by a lack of progress, Davis decided to send two new commissioners to Britain. Trent Affair - Mason Slidell: For the mission, Davis chose James Mason, a former chairman of the Senate Foreign Relations Committee, and John Slidell, who had served as an American negotiator during the Mexican-American War. The two men were to emphasize the Confederacys strengthened position and the potential commercial benefits of trade between Britain, France, and the South. Traveling to Charleston, SC, Mason and Slidell intended to embark aboard CSS Nashville (2 guns) for the voyage to Britain. As Nashville appeared unable to evade the Union blockade, they instead boarded the smaller steamer Theodora. Using side channels, the steamer was able to evade the Union ships and arrived at Nassau, Bahamas. Finding they had missed their connection to St. Thomas, where they had planned to board a ship for Britain, the commissioners elected to travel to Cuba with the hope of catching a British mail packet. Forced to wait three weeks, they finally boarded the paddle steamer RMS Trent. Aware of the Confederate mission, Union Secretary of the Navy Gideon Welles directed Flag Officer Samuel Du Pont to send a warship in pursuit of Nashville, which ultimately did sail, with goal of intercepting Mason and Slidell. Trent Affair - Wilkes Takes Action: On October 13, USS San Jacinto (6) arrived at St. Thomas after a patrol in African waters. Though under orders to head north for an attack against Port Royal, SC, its commander, Captain Charles Wilkes, elected to sail for Cienfuegos, Cuba after learning that CSS Sumter (5) was in the area. Arriving off Cuba, Wilkes learned that Mason and Slidell would be sailing aboard Trent on November 7. Though a well-known explorer, Wilkes had a reputation for insubordination and impulsive action. Seeing an opportunity, he took San Jacinto to the Bahama Channel with the goal of intercepting Trent. Discussing the legality of stopping the British ship, Wilkes and his executive officer, Lieutenant Donald Fairfax, consulted legal references and decided that Mason and Slidell could be considered contraband which would allow their removal from a neutral ship. On November 8, Trent was spotted and was brought to after San Jacinto fired two warning shots. Boarding the British ship, Fairfax had orders to remove Slidell, Mason, and their secretaries, as well as to take possession of Trent as a prize. Though he sent the Confederate agents across to San Jacinto, Fairfax convinced Wilkes not to make a prize of Trent. Somewhat uncertain of the legality of their actions, Fairfax reached this conclusion as San Jacinto lacked sufficient sailors to provide a prize crew and he did not wish to inconvenience the other passengers. Unfortunately, international law required that any ship carrying contraband be brought to port for adjudication. Departing the scene, Wilkes sailed for Hampton Roads. Arriving he received orders to take Mason and Slidell to Fort Warren in Boston, MA. Delivering the prisoners, Wilkes was hailed as a hero and banquets were given in his honor. Trent Affair - International Reaction: Though Wilkes was feted and initially praised by leaders in Washington, some questioned the legality of his actions. Welles was pleased with the capture, but expressed concern that Trent was not brought to a prize court. As November passed, many in the North began to realize that Wilkes actions may have been excessive and lacked legal precedent. Others commented that Mason and Slidells removal was similar to the impressment practiced by the Royal Navy which had contributed to War of 1812. As a result, public opinion began to swing towards releasing the men in order to avoid trouble with Britain. News of the Trent Affair reached London on November 27 and immediately incited public outrage. Angered, the government of Lord Palmerston viewed the incident as a violation of maritime law. As a possible war loomed between the United States and Britain, Adams and Secretary of State William Seward worked with Russell to diffuse the crisis with the former clearly stating that Wilkes acted without orders. Demanding the release of the Confederate commissioners and an apology, the British began reinforcing their military position in Canada. Meeting with his cabinet on December 25, President Abraham Lincoln listened as Seward outlined a possible solution which would appease the British but also preserve support at home. Seward stated that while stopping Trent had been consistent with international law, the failure to take it port was a severe error on the part of Wilkes. As such, the Confederates should be released â€Å"to do to the British nation just what we have always insisted all nations ought to do to us.† This position was accepted by Lincoln and two days later was presented to the British ambassador, Lord Lyons. Though Sewards statement offered no apology, it was viewed favorably in London and the crisis passed. Trent Affair - Aftermath: Released from Fort Warren, Mason, Slidell, and their secretaries embarked aboard HMS Rinaldo (17) for St. Thomas before traveling on to Britain. Though viewed as a diplomatic victory by the British, the Trent Affair showed American resolve to defend itself while also complying with international law. The crisis also worked to slow the European drive to offer the Confederacy diplomatic recognition. Though the threat of recognition and international intervention continued to loom through 1862, it receded following the Battle of Antietam and Emancipation Proclamation. With the focus of the war shifted to eliminating slavery, European nations were less enthusiastic about establishing an official connection with the South. Selected Sources US State Department: Trent AffairCivil War: The Trent Affair Library of Congress: Trent Affair

Les changements philosophique etaientelles au cuaser par les emeutes Essay

Les changements philosophique etaientelles au cuaser par les emeutes en Mai 1968 - Essay Example Pour Baudrillard l'poque contmporaine se caracterise par l'abandon de la ralit, et cet abandon s'est ralis par une vitesse de liberation semblable celle ncessit par un corps pour s'chapper la gravit d'une planete. Cette vitesse de liberation est dtrmine par l'acceleration de la technologie , et aussi par la vitesse des autres changes - conomique , politique , sexuel . La vitesse de liberation impose par le dveloppment scintifique a dbut l'poque duquel on vient de parler. Le plus important vnement philosophique qui s'est produit cette poque- l fut l'apparition du structuralisme thoris au domain philosophique par Michel Foucault . Le changement , en bref , est rerprsent par la substitution de la notion de idologie , comme reprsentation du monde , avec celle de structure , ou , dans la trminologie foulcauldienne , " l'archologie du savoir " . Ce terme parle par lui-mme de cette rvolution du pense - l'archologie se focalise sur la structure du savoir , ca veut dire , la philosophie et la pense en gnral n'examinent plus seulement les ides et les formes , mais aussi la structure dinamique de choses , ce qui transforme toute pense en discours . LaLa thorie du discours de Foucault vient de remplacer , ainsi , les philosophies idologiques de Marx , Sartre et Althusser. Au coeur de ces philosophies il y avait l'humanisme , qui a pris des formes diffrents pour chaque d'entre eux. Le fait le plus important a signaler ici est que toute ces philosophies ont cherch , comme idologies , trouver un but pratique pour leur thorie , soit-il politique ou social ou conomique. Louis Althusser (1986) a essay de thoriser le marxisme , en observant le changement essentiel qui s'est produit , a un certain moment dans ce courrant , et qui a dtrmin la transformation de l'humanisme initial , qu'il nomme "humanisme rationaliste -liberal " en un " anti-humanisme thorique ". Cette transformation du statut de l'humanisme est survenue quand prtentions thoriques ont t rejetes en reconnaissant la fonction pratique de l'idologie . (Althusser , 1986: 236). Cela a signifi aussi la rupture de avec la philosophie de l'homme , et au mme temps , avec toute anthropologie ou humanisme philosophiques , ainsi comme elles taient dfini la premire tape du marxisme . Ainsi , le marxisme et au fond une idologie , et concepte est pour Althusser indispensable quand il s'agit de la socit humaine : Seule une conception idologique du monde a pu imaginer des socits sans idologies , et admettre l'ide utopique d'un monde ou l' idologie disparaitrait sans laisser de trace, pour etre remplace par la science. (Althusser , 1986: 239 ) L'idologie ne peut pas disparaitre du milieu de la socit humaine , et se manifeste toujours en un ou pluiseurs de ses formes : morale , rligion , art. De mme, l'existentialisme de Sartre a chrch s'approcher l'idologie marxiste , en affirmant la philosophie de l'action , et la "condamnation de l'homme libert " , ce que veut dire que l'homme , a toujours la possibilit du choix , cette chose l tant la principale cause de l'anxiet pour l'homme; donc , l'homme est ce qui'le fait : Quand nous disons que l'homme se choisit , nous entendons que chacun d'entre nous se choisit , mais par l nous