Societal Classes of the Medieval Era and of Today - 540 Words

One’s social and economical status has, throughout all of history, been a very important aspect of one’s life. It influences the education one can receive, what work they are eligible to do, and their position in their world as a whole. In The Canterbury Tales, Geoffrey Chaucer explores a variety of positions in medieval society through his characters. The feudal hierarchy Chaucer explored over 600 years ago such as the clergy, the middle class, and the nobility are all comparable to the societal classes of today’s world. The first, and most influential class, would be the clergy. These people some might describe as â€Å"those who pray.† The clergy is a special case as it does not have a strict position the feudal hierarchy. For example, friars and priests would be considered on par with peasants and commoners respectively. On the other hand, the pope himself easily rivaled the king in terms of power. The organized institution of Christianity and its memb ers are still extremely comparable today. They both still dedicate their lives to God and service his Will, while controversially there are members whose integrity are similar to some of the Clergy members in The Canterbury Tales. Like the friar, there are members today who knew â€Å"every innkeeper and barmaid too better than lepers, beggars and that crew† (pg.103, -245-6). That is too say, despite being a â€Å"messenger of God,† their behavior is still commonly seen as less than Godly today. Of course there are still excellentShow MoreRelatedIf Rome Never Fell2888 Words   |  12 Pagesconcrete are often highlighted to show how advanced technologically Rome was. Think of the film Gladiator and its depiction of the advanced coliseum. But imagine if Rome had never fallen. Would modern society be more advanced today? Quite the contrary would be true. It is actually medieval technology and society that progressed more rapidly than that of Rome, and if it werenâ€℠¢t for the fall of Rome, technology would have advanced much more slowly. According to ancient Roman legend, Romulus founded the cityRead MoreThe Communist Manifesto: . The Proletarian And Communist1787 Words   |  8 PagesThe Communist Manifesto: The Proletarian and Communist Ideological Relevance in Society Today. Karl Marx and Freidich Engels both raised the essential question of this study in the second chapter, â€Å"Proletarians and Communists.† Of the book, â€Å"Communist Manifesto† (1848) Karl Marx, he distinguished himself as a man of high caliber, and a philosopher of immense intellect. 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Nylon hosiery became scarce, causingRead MoreBusiness Environment of Pre-British India13645 Words   |  55 PagesPRE-BRITISH INDIA PROJECT BY: BHAVANA BHATIA-7 REUBEN DANTES-9 CRYSTAL D’SOUZA-11 ALISHA PEREIRA-38 TANUSHREE SHARMA-47 GAURAV TALERA-52 Executive Summary It is the past which shapes what we become in the present. Most of what we do and follow today has been decided in the past which is why we have to understand who we were to become who we have to be. India is one of the few civilizations which has been in existence for more than 5000 years. India is a homogenous culture and it has such strongRead MoreSocial Movements And Collective Action Essay8585 Words   |  35 Pagesrelations in which individuals gain their livings, Marx saw behind free enterprise s peace appearance a battle of two primary classes: the entrepreneurs, who were in control of the profitable assets, and the working classes, who should oblige work for their survival. Marxism is essentially Marx s investigation of the multifaceted and developing relations between these two classes (Ollman, 1972). The main theories that actually formulate this analysis are; theory of alienation, the labour theory of

The Movie Dallas Buyers Club Essay - 1412 Words

The film Dallas Buyers Club is a biographical drama whose plot is based around the HIV/AIDS epidemic of the 1980s. Early in the history of the illness, cases of a rare lung infection were found in five previously healthy young men. In addition to that, the young men all suffered from various other infections which indicated that their immune systems were not functioning properly. The new illness was so aggressive that before a report by the CDC could be published, two of the five men had succumbed to the illness. Besides the similar rare cases of lung infection amongst the five, there was one other shared characteristic; they were all gay men. By years’ end, there were 270 reported cases in gay men with the same disease; of that 270 however, 121 of those individuals had passed (Timeline of HIV/AIDS,2011). It was now clear that there was a new threat to gay men besides social ostracizing; HIV/AIDS had made its presence known. HIV stands for human immunodeficiency virus and can lead to acquired immunodeficiency syndrome (AIDS) if not treated (About HIV/AIDS, n.d). Unlike some other viruses, the human body cannot fully rid itself of HIV completely, even with treatment. Simply put, once you contract HIV, you have it for life. This disease attacks the body’s immune system, specifically the CD4 cells (T cells), which help the immune system stave off infections. When left to its own devices, HIV reduces the number of CD4 cells (T cells) in the body, making the person more likely toShow MoreRelatedThe Movie Dallas Buyers Club872 Words   |  4 PagesThe film Dallas Buyers Club takes place in Texas during the mid-1980s. The film is based on true events and focuses on the life of an electrician and rodeo bull rider Ron Woodroof, who’s life consists of heavy drinking, smoking, drug use and sex. Ron Woodroof is a racist and a homophobic, which after a work related injury is sent to the hospital. 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Dallas Buyers Club is based on a true story of Ron Woodruff, a Texan redneck, who is outspokenly homophobic, works as an electricianRead MoreMovie Analysis : Dallas Buyers Club Directed By Jean Marc Vallee And The Imitation Game By Morten Tyldum1850 Words   |  8 PagesMAJOR WRITTEN ASSIGNMENT: TOPIC TWO ESSAY WORD COUNT: 1893 In film, drama is the most diverse of genres with many subcategories such as crime drama, comedy drama, romantic drama, historical drama etc. Dallas Buyers Club directed by Jean-Marc Vallee and The Imitation Game by Morten Tyldum both take on the role of producing historical and biographical dramas. 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Similarly, there was a law case between Dallas Buyers Club LLC and iiNet where Dallas Buyers Club sued Australian ISP, iiNet last year. Dallas Buyers Club LLC accused iiNet users in Australia who illegally downloaded and shared the movie. As in Dallas Buyers Club LLC brought this case to the court, it asked for the Internet users details who they believe may have illegally shared and downloaded theirRead MoreThe Violation Of Copyright Infringement1296 Words   |  6 Pagesthe film studio that created the â€Å"Dallas Buyers Club† attempted to use the recently passed amendment to target online pirates and extract â€Å"ludicrous† amounts of money from supposed perpetrators. However, little was done to actually punish the piraters, and soon after they abandoned the case leading many to think that the law could not be used effectively, as it became more expensive for the company to continue their case than to abandon it. 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Like Tom Hanks (Cast Away) or Matthew McConaughey (Dallas Buyers Club), Hemsworth is forced to shed quite a few pounds to sell his adrift, wayward character – which, along with his mates, are stranded at sea for 3 months (by the time all is said and done). In fact, here lies the main obstacle that director RonRead MorePrice Discrimination8877 Words   |  36 Pagesprice discrimination and discusses the two major forms of price discrimination. It then considers the welfare effects and antitrust implications of price discrimination. 1. Introduction The Web site of computer manufacturer Dell asks prospective buyers to declare whether they are a home user, small business, large business or government entity. Two years ago, the price of a 512 MB memory module, part number A0193405, depended on which business segment one declared. At that time, Dell quoted $289Read MoreIncreasing Frequency And Normality Of Piracy2055 Words   |  9 Pagesavailability coming second only to price at a 1:2 ratio. Out of the 168 films released in both the US and Australia in 2014, 107 of those films had a delayed release in Australia (The Guardian, 2014). Even the Australian produced and filmed movie, The Lego Movie, had a 54 day delayed release in Australia (Gizmodo, 2014), and soon became one of the most frequently pirated films. Village Roadshow Chairman Burke maintains this delay only occurred to ensure the release the film within Australian school

Effect of he Environment on Westward Expansion Essay Example For Students

Effect of he Environment on Westward Expansion Essay As the country grew and expanded, the American people where always one to push their bounds. In 1763, we proudly, defied Englands proclamation of the year, and settled west of the Appalachian mountains. A little later, the westward people pushed Indians, animals, and society to a place where no American person had gone before. But all the while, one important factor determined where they transported themselves, where they settled, and what they did when they got there. This factor, the environment, profoundly affected the settlers way of life, and other factors, such as the Indians and the railroad, only aggravated a pre-existing condition. The settlers of the late 1800s had only one way to get to the west- along the pre-existing routes established by the courier-de-bois, Spanish settlers, and the Indians of the past. These routes, which flowed through the only passable areas of the Rockies, naturally led to Oregon and California, which caused an increase in the population of these regions at the time. These trails, such as the Oregon Trail to the north, the Mormon and Spanish Trail to the south, and the California and Overland trails in between were very rough and bumpy, making the trek no easy task. On the home front, the environment played an important role on the family life as well.. Women had a more prominent role in society as we shifted from the urbanized east to the more agrarian west. They were expected to do more than they did in the past, such as make the clothing everyone in the family wore, while the man was off toiling in the desert in search for food. With an increased sense of independence, women had gained rights to vote and proprietorship. But with this increased sense of independence came the added responsibility of being the family doctor, chef, and provider of family comfort and support. Women even faced the grim possibility of giving birth on the trail. The environment also affected the health of the people who lived in the west. In the middle of the desert, with scarce sources of food and water, the people and environment became one. With the water remote and out of hand, the emigrants faced higher incidents of dysentery and diarrhea, which stemmed from their inappropriate water supplies. The environment also molded another aspect of our westward ancestors- their style of architecture and development. In the east, where the land was expensive and hard to find, people generally built towards the heavens. But in the lands west of the Mississippi, where the land was found easily and very cheaply, the people generally built outward with buildings no taller than two stories. Perhaps we should of learned from the Indians of the past, who built in natural recesses in the mountains to provide natural protection and shade. But other factors also played a role in westward movement, although its influence wasnt as imposing as the environment. The people that already lived in those areas, the Indians, naturally fought against these white faced foes to keep the land that was once theirs. But other factors also played an important role. The railroad, for instance, would ultimately decide which areas would become populated or not as this form of transportation became a more comfortable mode of movement. In conclusion, one can now see the extreme influence the environment played on the westward settlers of the past. Not only did it influence where and how they settled, it affected their way of life, livelihood, and general mood. While it may be said that external factors such as the Indians and the railroad changed the direction of westward movement, it was ultimately the environment that would decide where and how the people settled. .ue7a9b3801acc6acca794bfdb538567fc , .ue7a9b3801acc6acca794bfdb538567fc .postImageUrl , .ue7a9b3801acc6acca794bfdb538567fc .centered-text-area { min-height: 80px; position: relative; } .ue7a9b3801acc6acca794bfdb538567fc , .ue7a9b3801acc6acca794bfdb538567fc:hover , .ue7a9b3801acc6acca794bfdb538567fc:visited , .ue7a9b3801acc6acca794bfdb538567fc:active { border:0!important; } .ue7a9b3801acc6acca794bfdb538567fc .clearfix:after { content: ""; display: table; clear: both; } .ue7a9b3801acc6acca794bfdb538567fc { 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; } .ue7a9b3801acc6acca794bfdb538567fc:active , .ue7a9b3801acc6acca794bfdb538567fc:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ue7a9b3801acc6acca794bfdb538567fc .centered-text-area { width: 100%; position: relative ; } .ue7a9b3801acc6acca794bfdb538567fc .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ue7a9b3801acc6acca794bfdb538567fc .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ue7a9b3801acc6acca794bfdb538567fc .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; } .ue7a9b3801acc6acca794bfdb538567fc:hover .ctaButton { background-color: #34495E!important; } .ue7a9b3801acc6acca794bfdb538567fc .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ue7a9b3801acc6acca794bfdb538567fc .ue7a9b3801acc6acca794bfdb538567fc-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ue7a9b3801acc6acca794bfdb538567fc:after { content: ""; display: block; clear: both; } READ: Rosencrantz EssayCategory: History .

Swisher Case Study

Swisher Mower is a company specialized on the manufacturing of lawn mowers. In 1996, the company got an opportunity to extend business, drawing up a private-brand distribution contract with the major national merchandise retailer.Advertising We will write a custom case study sample on Swisher specifically for you for only $16.05 $11/page Learn More However, such method of distribution would change the traditional marketing development of the company. Making a choice between the traditional way of retailing and new opportunity to extend business, the company faced with the marketing and organizational challenge and competitive threats that should be overcome. Analysis of background of Swisher demonstrated that the company had always â€Å"a small company† image (Kerin and Peterson 415) and the change of the traditional strategy and acceptance of the new way of a private-brand distribution was a serious marketing challenge due to the specific of the sales within the industry. Swisher had been already cooperated with two buying networks that represent independent farm supply stores. However, distribution within industry required the cooperation with other big networks and reduction of the direct work with the small stores. Besides, organizational challenge was based on the problem of change of the traditions of the company that had to transform its organizational strategy and the image of small company with emphasis of the personal relations with dealers and customers. In 1995, the total income of company sales was $4,3 million and gross profit of the company was $704,850; the total liabilities and owner’s equity was $1,2 million (Kerin and Peterson 421). At the same time, â€Å"the lawn and garden industry produced sales of $5,5 in 1995, at manufacturers’ prices† (Kerin and Peterson 420). The company expected the continuation of the consistent sales and incensement of benefits. However, making the arrangem ent, Swisher was not sure would it be more profitable for the company or not. The company got the opportunities of business incensement, excess capacity and benefits of distribution in metropolitan areas. Moreover, Swisher developed the new product line and introduced it to customer. In this situation, there are no opportunities that seem to be missed. Expansion of business and incensement of benefits are the main goals of every company. However, the company could make more aggressive advertising and sales effort instead of accepting this arrangement. Although Swisher had to change its traditional strategies and image, the profits were worth of this transformation.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Competitive threats of the company included the possible loss of relations with farm supply stores, lawn and garden stores and others small stores. According to Kerin and Peter son, â€Å"about 75 percent of company sales are made in nonmetropolitan areas† (416). Starting new way of distribution, Swisher faced with a serious competition with ten manufacturers with the nationally branded names in the riding lawn market. Those companies had already a strong position within the industry; therefore, it would be highly difficult to compete with them. The most important challenge that must be overcome included the reduction of the prices as the result of the new conception of a private-brand distribution. The mowers had to be purchased with a price 5 percent lower than Swisher’s list (Kerin and Peterson 423). The company had to guarantee lowest price without an obligation of the promotion discounts. Besides, the mowers should display the American name. Swisher had to find out how to reduce the prices without the serious damage to the economical proceeds and the company focused on minimizing debt. Works Cited Kerin, Roger A. and Robert A. Peterson. Strategic Marketing Problems: Cases and Comments, 12 th Ed. New Jersey: Pearson Prentice Hall, 2010. Print. This case study on Swisher was written and submitted by user Darwin Z. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

In what ways do Leaders create organizational culture The WritePass Journal

In what ways do Leaders create organizational culture Introduction In what ways do Leaders create organizational culture IntroductionWhat is leadership? Who is a leader?Leader; as a patternLeaders ruling organizational cultureMaking and interpreting strategyChanging performanceCulture creates leader, a challengeOther factors are actorsConclusionBibliographyRelated Introduction In area of Management and leadership, one of the most crucial and effective factors that determine the performance of an organization in public sector is the organizational culture. Organizational culture has been studied extensively for the past 30 or more years (Schein E. H., 1985). Lots of books have been written and much research has been done about it, and also wide range of words applied to describe this notion. Although much different definitions have been presented on this keyword, most of them place their emphasis on common key aspects of this word. I have gathered three comprehensive definitions in table below: Definitions of organizational culture   The pattern of shared beliefs and values that give members of an institution meaning and provide them with the rules for behaviour in their organizations. (Davis, 1984, p. 1).   The set of important understandings (often unstated) that members of a community share in common. (Sathe, 1985, p. 6)   A set of understandings or meanings shared by a group of people. The meanings are largely tacit among the members, are clearly relevant to a particular group and are distinctive to the group (Louis, 1985, p. 74) According to these definitions, I can extract two main features of organizational culture as first shared meanings and values among members and second introducing clear rules and behaviours in organization. Although, some argues that culture cannot be managed (Rabin, T Wachhaus. A, 2008, p. 1) , a correlation between culture and leadership has been identified   (Frontiera, 2010). Schein announced this fact in his famous book-Organizational culture and leadership (2004): â€Å"Culture is a dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our reactions with others and shaped by leadership behaviour.† So, attentions have been paid to culture aiming to manage and improve the performance through it. Leaders as persons who have crucial role in improving performance found it vital in organizational discourse. Schein introduced the relation between leadership and culture by the term â€Å"intertwined†. (1992) .While culture can be affected by various factors, Senge pointed out that leaders have the most much influence on organizational culture (2002, p. 24) : â€Å"Building an organization s culture and shaping its evolution is the unique and essential function of leadership† In this paper the focus is on the influence of leadership on organizational culture to examine to what extent the view that leaders create organizational culture is true. The approach that has been applied in this paper is studying the ways and channels through which leader creates and affects the culture of organization. Also, the other factors that create culture have been studied and the effects of culture on leadership have been analyzed.  Ã‚   But before the start of this study, clearing the concept of leadership is required. What is leadership? Who is a leader? The controversial concept of leadership has been defined in various ways. Some stated that it as a process, for instance Northouse believe that it is a process whereby an individual influences a group of individuals to achieve a common goal. (2007, p. 3). Also, Stogdill analyzed it as influencing the activities of an organized group in its efforts toward goal setting and goal achievement (1974). By these two types of definitions,   leader   can be known as a person who makes decisions, sets directions, makes things happen and often He is recognisable at the top of organization. In term of person, leader is a person who carries out this process by applying their leadership knowledge and skills. (Jago, 1982) Hence leader is placed at top of organization and clarifies strategies and directions, has most effects on the culture of organizations. In following next part I examine some ways by which leader affects organizational culture. Leader; as a pattern If in an organization the leadership and the behaviours of leader become an ideal pattern for followers, a stream of organizational deportment would flow from top (leader) to down (followers). This case can happen mostly in transformational type of leadership in which leader has charismatic features. (Harms, p Crede, M, 2010). Bass and Avolio described transformational leader as able to motivate others to do more than they originally intended and often more than they thought possible.(1993). As the organizational culture in an aspect is made of staffs behaviours and manners, charismatic leader cultivates a particular method of comportment. Culture of an organization constituted from different components; competitiveness, social responsibility, innovation, stability, performance orientation, and supportiveness. So, the manner of leader can affect every area of organizational culture and this top-down influence can lead to affirmative or mortal outcomes in performance.   (Sarros, J. Gray, J and Densten, I, 2002)   By way of illustration, this can be studied in realm of Innovation and change. Fishman and Kavanaugh claimed that the culture of an organization and how people respond to change and innovation is shaped substantially by the behaviours of the leader.   (1989) Smith revealed that leader s behaviours can be followed by employees. Leaders are the role models and when they walk the talk long enough, fairly soon these values become standard procedure. (2010). Leaders are lent very crucial and decisive position by which they influence the culture of organization through leading motivation, attendance and attitude of followers in organizational operation. This can be found in Amabile suggestion (1998): â€Å"By influencing the nature of the work environment and organizational culture, leaders can affect organizational members’ attitude to work related change and motivation.† Leaders ruling organizational culture Leaders externalize their own assumptions and embed them into structures, mission, goals and working procedures gradually and consistently (Schein E. H., 2004, p. 406). In one hand, a leader make decisions and determine rules, and in the other hand organizational culture is described as a set of structures, routines, rules and norms that guide the constrain behaviour (Schein E. H., Organizational Culture and Leadership, 2004). So, leadership manipulates organizational culture through ruling in organization. Dull reflected this fact in the other way (2010): â€Å"Public sector leaders attempt to cultivate organizational culture as a means of controlling administrative behaviour and building organizational competence, defined as the skill and capacity to accomplish necessary tasks† Here the culture described as a tool applied to improve procedures to facilitate achieving goal. This case can be examined when leader feels sure about a needful innovation in organization. For promoting change, beside other factors, leader has to provide a firm ground for implementing innovation. As Armenakis et al. claimed leaders can modify formal structures, procedures, and human resource management practices. (1999) So, it is leader who initiates change and clarifies orientation of organization; he arrives to alter proceeds for reaching ends. In reality, changing culture is defined as changing procedures. Making and interpreting strategy Stewart declared that the strategy of an organization gives it identity based on its functions, Also it clarifies what an organization is and what it is doing. (2004) Strategy can form culture of an organization through highlighting tasks, directions, positions and behaviours. Fernandez and Rainey interpreted strategy as a course of action for implementing changes (2006) . Also, the change management strategy or approach selected by leaders will result in shifts in organizational culture. (Kavanagh, H Ashkanasy, N, 2006) By understanding the importance of strategy and its relation with culture, leader enters in this relation and influence culture in two ways; first standing between strategy and culture, second use the strategy as a tool for modifying culture. Despite strategy plays a crucial role in organization, this is the role of leader to translate it into a course of action. Goldsmith explains to CEO (chief executive officer) how leaders are needed to communicate and execute an organization s strategy. (2009) â€Å"When leaders and their executive teams take an active role in implementing strategies, this is a commitment to ensure the ideas or strategies become part of the organisation. Insightful leaders realise that for strategies to be successfully integrated into their organisations, they must align, measure, market and package the strategy to their business, customers and investment community as they would with any marketing campaign.† While strategy introduces direction of an organization, it is just on the paper. The best-planned strategy is no more than wishful thinking if it can t be translated from concept to reality (Hsieh, T and Yik, S, 2005) .Here it is leader who translates it from   language of paper   to   a course of action . Robin Speculand has studied the decisive role of leadership and placed his special emphasis on leaders in success and failure of implementing strategies (2009). So, leader as a median interprets strategy into organization procedure, role, and belief. This action forms the culture; in this area culture is sum of tasks, behaviours, and procedures that are defined by strategy. In this process leader injects strategy into the body of organization. In reality, leader makes strategy feasible, and at the same time forms culture. But it is not whole the story about relation of strategy and culture. Leader alters climate of organization by applying strategy as a tool too. In other words, leader can stand at the top and place strategy between him and culture. Actually, leader applies strategy as a means to influence organizational culture. This can be deducted from the role of leader in designing strategies, Where Abramson and Lawrence claimed (2001): â€Å"Managerial leaders must develop a course of action or strategy for implementing change. Convincing the members of an organization of the need for change is obviously not enough to bring about actual change. The new idea or vision must be transformed into a course of action or strategy with goals and a plan for achieving it† Changing performance The performance of an organization is effective factor through which leader influence the culture. Performance defined as the accomplishments of an agency, program, or employee relative to stated goals and objectives. (Technical Terms). This item is evaluated by measuring outputs and outcomes. Unfortunately, while most available research and studies devoted their focus on the effects of leadership and culture on the performance, there is a multilateral and at the same time mutual relation among leadership, culture and performance. In other words, they are interdependent (i.e. leadership and climate are subject to affect by the status of performance of organization). To understand this linkage a circle relation between leader, climate and performance should be studied. It can be understood from this circle that leader can affect culture through changing performance. In this network linkage leader affects culture and alter its elements through changing performance and informing employees about it. This influence occurs through the Feedback. Feedback typically consists of information provided to an individual for the purpose of an increase in performance (Kluger, A. N. Denisi, A., 1996). A variety of feedback forms exists, which are described by different aspects. One kind of feedback is outcome feedback in which information concerning performance outcomes. (Balcazar, F., Hopkins, B. L., Suarez, Y, 1986) It seems positive and constructive, to inform employees about high performance and improvement of outcomes. Geister et al. concluded in their research that information and feedback about the team situation is crucial to improving the motivation, satisfaction, and performance of members in virtual teams. (2006) Leader affects the culture of organization indirectly through improving performance and diffusing information about it, an action which leads to a healthy, motivate and more evolutionary climate. If decisions and policies leader applied led to quality performance it can encourage atmosphere of hardworking, competition, integration and responsibility but in fragile situation and poor performance culture would collapse. Culture creates leader, a challenge While the impact of leader on culture is a considerable fact and has been studied and proved in many cases, some opinions challenged it. In an attempt to address this theoretical disagreement, Sarros et al. surveyed over 1,900 managers in Australia and found that leadership was a far more prominent predictor of culture than culture was of leadership. (2002) As it has been mentioned there are an interdependent relations among leadership, culture and performance, so it is a noticeable reality that leader is affected by culture too. Hatch claimed that it is difficult for leaders to have any impact on culture, as culture has a larger influence on leaders. (1993) Schein asserts that while leaders create culture in the early stages of an organization, culture creates leaders as an organization matures. He suggests that culture is deep, broad, and stable. It can be an unconscious determinant of who gets hired, who gets promoted and rewarded, and indeed, how the vision, mission, and strategy are lived. (2004) Culture of organization is a very decisive factor, so leader has to apply appropriate way of leading which does work in that climate. Smith, Wang and Leung have sought for a proper model of leadership in China by regarding effects of cultural backgrounds (1997). It reflects the crucial role of culture in determining leadership style. It seems imperfect and naà ¯f to study the relation of leader and climate unilaterally. The relation is mutual and should be studied in this way to achieve a perfect theory. Other factors are actors While leadership plays a core role in creating organizational culture, other factors affect climate and even can take it out of control of leader. Culture can be affected by different internal and external factors. As the culture has defined as meanings and behaviours of members, the organizational members are effective actors. Krizek views culture as patterns of meaning and interpretation- whether these patterns emerge among management or employees. So, before that leader can decide to create culture, it has been constituted by member s beliefs and thoughts. (2005) External forces may or may not influence the communicative and cultural makeup of an organization. (Cheney, 2001) Examples of external forces include, but are not limited to, economics, education, family, law, media, politics, religion, and technology. External environment and constraints have a considerable role in determining climate of organizations. As, leader has to make situation and organization ready to cope with external environment, any change in environment leads to change policies, behaviours and routines and finally innovates the culture. Schein pointed out that if the environmental context is changing such conflict can be a potential source of adaption and new learning. (Schein E. H., Organizational Culture and Leadership, 2004, p. 108) Organizational culture is influenced by social and national culture of the area in which it is situated. National beliefs, stories, type of thinking and values affect the climate of organization. The type of function and business of organization conducts the elements of culture. (Schein E. H., 1992) In other words the mission of organization is a set of beliefs about its core competences (Schein E. H., Organizational Culture and Leadership, 2004, p. 89) Conclusion In this paper the view that leaders create organizational culture has been examined critically. At the first the culture defined as a set of routines, behaviour, meanings and understandings that is shared among members of an organization. Leader defined as who make decision, determine directions and make things happen or not to happen. it has been proved that leaders have a noticeable role in creating organizational climate. The first way through which culture forms by leader is by the stream of meaning, behaviour and beliefs as an ideal method or pattern from top (leader) to down (employees). In this statement employees are assumed as followers who are affected by the nature of leader. As a short explanation, Leadership consists of attributes and skills that determine not only the nature of enterprise, in all its manifestations, but the overall nature of society and the world (Sarros, J. Gray, J. Densten, I, 2002). In this way leaders are charismatic persons by whom followers’ behaviours consciously or unconsciously are affecting. The second conduit for influencing culture is ruling. Here, leader is top ruler in organization who directs routines, structures and procedures. It has been assumed that by doing these affairs in reality leader is manipulating culture or changing its elements. In this statement changing culture described as changing procedures and formal administrative process. In third way the focus has been put on strategy. Strategy is the manifestation of mission, directions, tasks and rules and has a strong correlation with culture. It has been expressed that leader can affect strategy in two ways. First way is attempt to codify and provide it. In this state leader inject beliefs and preference into strategy and determine culture through it as a tool. The second channel is to standing between strategy and culture in order to interpret and implement it in preferred way. The last area which has been studied is performance. It assumed that leader plays remarkable role in changing performance and the status of outcomes of organization affect the culture directly. The impact of high performance in healthy culture and poor one in weak climate mentioned in this area. These four ways illustrate the crucial role of leadership in creating culture. But in last two sections these role has been challenged in two statements. First is that while leader creates culture, culture can create leader too. As mentioned, culture is stable and has elements that determine which style of leadership is required and who can be the organizational leader. In addition, some factors like external environment, employees’ beliefs, business of organization, and national culture introduced as factors which affect organizational culture. In conclusion, it should be claimed that the effects of leadership in shaping culture is noticeable and can be realized by studying it through different ways. But the more crucial point is that the effect is not directly except in first way in which leader becomes a pattern for followers. In all conditions leader can apply some policies by which affects culture. Employees play decisive role in changing climate, and leaders don’t change culture, they merely invite their people to change the culture (Hillis).   So, leader is not the exclusive actor in influencing culture. Other factors should be studied so that an effective innovation and successful change in culture can be achieved. Another point is that while leader creates culture, culture influence leader and style of leadership. As, Schein assumes leadership and culture as two sides of one coin, cultural norms define how a given nation or organization will define leadership. (2004) Consequently, while the role of leadership is considerable in creating culture it is not comprehensive and precise to analyze it without regarding other factors and mutual effects in organization. Bibliography Abramson, A Lawrence, P. (2001). Th e Challenge of Transforming Organizations:Lessons Learned about Revitalizing Organizations. In A. . Abramson, Transforming Organizations (pp. 1-10). Lanham: MD: Rowman Littlefi eld. Amabile, T. M. (1998). How to Kill Creativity. Harvard Business Review , 76 (5), 76-87. Armenakis. Achilles, A . Stanley, G. Harris Hubert. (1999). Handbook of Organizational Behaviour. New york: Marcel Dekker. Balcazar, F., Hopkins, B. L., Suarez, Y. (1986). A Critical, Objective Review of Performance Feedback. Journal of Organizational Behavior Management , 65-89. Bass, B.M. Avolio, B.J. (1993). Transformational Leadership and the Organizational Culture. Public Administration Quarterly , 112-122. Cheney, G. . (2001). Organizational Identity: Linkages Between Internal and External Communication. In F. M. Jablin, The New Handbook of Organizational Communication: Advances in Theory, Research and Methods (pp. 231-269). Thousand Oaks: CA: Sage. Davis, S. (1984). Managing Corporate Culture. Cambridge: MA: Ballinger. Dull, M. (2010). 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Journal of Leadership and organizational Studies , 15 (1), 1-15. Hatch, M. (1993). The Dynamics of Organizational Culture. Academy of Management Review , 657-693. Hillis, L. (n.d.). Department of Leadership. Retrieved March 11, 2011, from The Banff Center: banffcentre.ca/departments/leadership/library/pdf/culture_28-29.pdf Hsieh, T and Yik, S. (2005, February). Leadership as the Starting Point of Strategy. Retrieved March 14, 2011, from McKinsey Quarterly: https://www.mckinseyquarterly.com/Leadership_as_the_starting_point_of_strategy_1560 Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science , 28 (3), 315-336. Kavanagh, H Ashkanasy, N. (2006). The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger. British Journal of Management , 81-103. Kluger, A. N. Denisi, A. (1996). 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Writing a Residency Personal Statement

Writing a Residency Personal Statement As most medical students will attest, formulating a residency personal statement is an extremely difficult task. An essay that must articulate the students career intentions as well as his/her passion for the field, residency statements are not exactly a walk in the park. As someone who has written and proofed dozens of personal statements, I would like to offer the following tips on writing one for residency. As if getting into and graduating from medical school isnt difficult enough, young doctors also most complete several years as a resident in a hospital. Now, considering that young doctors arent paid squat while working as residents, you would think that hospitals would be begging them to apply. Not the case. Not only are top residency positions hard to come by, but graduate hopefuls must compete against the best in their field in order to even be considered. That is why the personal statement is so important. As a potential resident, the personal statement is your chance to stand out above the rest and literally plead your case. Residency personal statements are hard to write, but they arent impossible. For more information on writing a quality personal statement for your residency or if you would like to know where you can find an editor to assist you in the process, please access the link provided. In the meanwhile, good luck!

Stadiums are bad for economy of a city and tax payers pay the cost (4 Research Paper

Stadiums are bad for economy of a city and tax payers pay the cost (4 real life examples, TABLES AND CHARTS) Cost enefit analysi - Research Paper Example However, the income generated in the stadiums does not directly benefit the taxpayers and the residents of the city. The amount that the fans spend when watching a match does not benefit those who work in the stadiums. The amount does not lead to increased growth of the local economy because the amount is not included in the local economy. The employees, who work in the stadiums and other sources of the stadiums like the taxpayers, do not benefit from the money earned. Instead, the biggest share of the amount pays the players. However, most of these players in many cases do not belong to the local community. Therefore, the local community, which pays tax to help in construction of the stadiums, does not benefit too. Though the stadiums collect large amounts of money, the money is spent in other locations (Barros et al. 42). Taxpayers who contribute towards the construction of the stadiums do not attend the events that take place in the stadiums yet they pay for the events indirectly through tax. Stadiums fail to improve and develop the local economy because it concentrates more on the intensity of labour. In this case, low levels of unskilled type of labour activities take place within the metropolitan area. The people who benefit from this type of unskilled labour do not get high wages or salaries. This leads to a fall in the share of the income of the region because those who are highly skilled do not get a chance to get a job in the stadiums. The jobs that the local community gets are either temporary types of jobs or part time jobs, which are not effective to improve the economy of the local region that has the stadium facility. Construction of a stadium assists a team from the community. However, the players who play for the city do not live in the city. The assumption made by the metropolitan is that even if the players do not contribute much in building of the stadium, maybe they spend their money doing shopping and paying house taxes (Andreff and Szyman ski 56). However, most players have houses far away from the cities in where they live with their families, do shopping, and spend their leisure time. The space used to construct the stadium is large enough hinder expansion and development of a city. Those people whose land is taken to cater for the area of construction of the stadium get angry and leave the city (Morris 67). However, the people who leave the city may be good businesspeople who can invest and create job opportunities for the local community and by doing so; the economy of the city can grow to a higher level. Some of those people could be good investors, and this hinders them from investing in construction of commercial buildings, which would bring more income to the city through tax and to the dwellers of the city. When a city lacks potential investor to invest in the transportation sector and other smart type of investments, which lead to economic growth, the economy is likely to go downwards. Therefore, constructi on of the stadium does not support a city’s expansion and development. The cost of operating the stadium is very high. However, this amount used in maintenance and operations in the stadium