Ottoman Empire Essay Example | Topics and Well Written Essays - 500 words

Ottoman Empire - Essay Example It should be noted that Ottoman Empire was made up from different ethnic groups such as Turks, Arabs, Greeks, Serbs, Bulgars, Armenians, Assyrians and Kurds. Moreover, different communities of Christian religion and Jews were existed in the Ottoman Empire. However, Ottomans never tried to inject Islamic beliefs and principles among people of other religions. In fact, Turkey under ottomans did succeed in isolating religion from politics (McCarthy, p.217). In other words, the tolerance shown towards other religions is definitely a legacy left behind by the Ottomans. For example, at present, Turkey is believed to be the most secular country in the Arab world. Moreover, no other Islamic country is currently successful in implementing democracy as Turkey does. As a result of that, Turkey is very close to acquire a permanent membership in EU which would further enhance their possibilities of economic progress. According to McCarthy (p.217), the Ottoman Empire was successful in improving the transportation and communication infrastructure. They built roads, railroads, and telegraph lines as a measure to improve the economic activities inside their territories. At the same time, they made plenty of architectural wonders which are still reminding the aesthetic legacy left behind by them. Plenty of mosques and buildings that were constructed by the Ottomans are still available in Arab countries such as Turkey, Balkans, Hungary, Egypt, Tunisia and Algeria. The institutional and structural reforms undertaken by Ottoman Empire are still relevant. The bureaucratic traditions and the structural reforms undertaken by the Ottoman did continue in the Arab world even after the Ottoman era. Centralized control was the major ideal of bureaucratic reforms under Ottomans (McCarthy, p.216). In other words, bureaucrats were accountable for the activities done by them, under the Ottoman Empire. It should be noted that

Find everything related to food Essay Example | Topics and Well Written Essays - 500 words

Find everything related to food - Essay Example The continental army who were stationed at Valley Forge tried to obtain food from the local farms during the encampment in winter.2 These farmers sold their farm produce meaning that they could not just give away their produce for free. Washington would dispatch procurement parties to pay for the needed supplies. On the other hand, farmers did not want to sell to the army because they paid using continental money or promised them money. The British soldiers paid in gold, and the farmers took advantage since they were loyalists, not patriots. Other farmers did not believe in war due to their religious affiliations. Herbert Hoover was the 31st United States president; he was born in West Branch Iowa in 1874, 10th August. His family was affiliated with the Quakers religion together with the community as a whole; this created a tight religious identity. His parents passed away when he was ten years old and later went to live with his uncle in Oregon. During his stay, he attended Quakers schools where he obtained a firm belief in the common good and a sense of belonging. At seventeen years, he went to Stanford University where he earned a degree in geology. He started working as a mining engineer in many parts around the world. He was able to make full use of his knowledge in the Chinese Boxer Rebellion and the Australian Gold Rush. After the eruption of the First World War, Hoover was in England. 3He was able to organize, direct procurement, distribution of food and delivery to Belgian people who were controlled by the Germans. Society Hill was named after a society of free traders that is now obsolete. In this society, William Penn saw virgin land and vast woodlands were stretching towards Schuylkill to the west. The area acted as a settlement of the Swedes and Dutch, and they had a glasshouse, sawmill and tannery. Two years later, the society did not have any money, and their properties were handed to trustees in order to

Evidence-Based Practice Dissertation Example | Topics and Well Written Essays - 500 words

Evidence-Based Practice - Dissertation Example 1. PICOT Question: Does the obese African American (black) sixteen-year-old girl patient undergoing mastectomy and weight loss after surgery have a better chance of losing it that would result to the cancer not spreading to other parts after mastectomy if doctors assist her in losing weight compared if they do not intervene? 2. Intervention Question: In obese African American (black) teenage patients with breast cancer (P), how effective is weight loss after mastectomy compared to mastectomy without any weight loss (C) in minimizing the chances of the cancer spreading to other body parts after treatment (O) during and after the recovery and weight loss period? 3. Therapy Question: How long does it take a patient to lose weight (O) when the patient is an obese African American (black) teenage girl with breast cancer (P) whose doctor assists her in losing weight (I) as opposed to the patient whose doctor does not assist her in losing weight (C) after the six weeks recovery period (T)? 4. Etiology Question: Are obese African American (black) teenage girls (P) whose doctors assist in weight loss (I) lose weight faster and reduce chances of the cancer spreading to other body parts (O) compared with obese African American (black) teenage girls (P) whose doctors do not assist in weight loss (C) after the six weeks recovery period (T)? 5. Diagnostic Question: Is doctors assisting their patients lose weight after mastectomy (I), for obese African American (black) teenage girls (P) a better way of avoiding the cancer from spreading to other body parts (O) compared with doctors who do not help their patients lose weight (C)? 6. Prevention Question: In obese African American (black) teenage girls with breast cancer (P) what is the probability of the cancer spreading to other body parts after the mastectomy (O) when the doctor assists in the weight loss (I) and when the doctors do not assist in the weight loss (C) after the recovery period (T)?

A Review of the Literature Essay Example for Free

A Review of the Literature Essay Introduction Because the focus on market orientation has steadily increased over the last decade, academicians and marketing managers have begun to debate the effectiveness of market orientation as a profit enhancing strategy. Researchers and marketing managers are attempting to measure the benefits and costs associated with the implementation of market orientation. For researches and managers, the key questions that surround market orientation are whether or not it increases performance, and if so, in which circumstances should market orientation be implemented. In order for market orientation to become a cornerstone of business practices in years to come, these questions must be answered. This review will focus on three articles which address these key questions: Market Orientation and Company Performance: Empirical Evidence from UK Companies by Greenley, G (1995), Market Orientation: Antecedents and Consequences, by Jaworski and Kohli (1993) and The Effect of a Market Orientation on Business Profitability by Narver and Slater (1990). Summary of The Effect of a Market Orientation on Business Profitability by Narver Slater (1990) In The Effect of a Market Orientation on Business Profitability (1990), Narver and Slater address the lack of empirical evidence surrounding the effectiveness of market orientation. They begin the article by stating: market orientation is the very heart of modern marketing management and strategy ? yet to date, no one has developed a valid measure of it or assessed its influence on business performance? as a result, business practitioners have had no specific guidance as to what precisely a market orientation is and what its actual effect on business performance may be. Their study attempts to develop a valid measure of market orientation and its effect on the profitability of the firm. Narver and Slaters study is designed to test the hypothesis that there is a strong correlation between market orientation and profit levels for both commodity and non-commodity businesses. Narver and Slater  hypothesize that market orientation is a one dimensional construct consisting of three behavioral components: customer orientation, competitor orientation and inter-functional coordination. Additionally, they hypothesize that there are two decision criteria: a long term focus and a profit objective. Based on these criteria, Narver and Slater developed a questionnaire which was given to a sample group of 140 strategic business units in the same division of a major Western corporation. They then used statistical analysis to try to determine the correlation between the adoption of market orientation and the increase in profit and overall performance. In order to obtain accurate results, the researchers attempted to limit the influence of the other forces that impact a businesss profit margin; by doing this, they were able to isolate two key variables and find the relationship between them. Based on their data and analysis, Narver and Slater concluded that there is a monotonic relationship between profit and market orientation for the non-commodity business, whereas the relationship with commodity business was only apparent above the stated median in market orientation. Narver and Slater also concluded that market orientation is economical in all environments, and the question was finding the optimal level of market orientation. Critique of The Effect of a Market Orientation on Business Profitability by Narver Slater (1990). Narver and Slaters study is one of the first major empirical studies on the subject of market orientation and its impact on the firms profit. This ground-breaking study offers empirical validation to theories that were unproven prior to the study. However, based on the results of Narver and Slaters study, there are still many questions that remain unanswered. I found that the most significant problem with the study is that their sample was taken from a single corporation, meaning that the data they used was limited to only one industry and one region. As Narver and Slater noted in their conclusion, a sample this limited means that their results can be influenced and skewed by many variables, including corporate culture and regional practices. It is also possible that their findings are industry-specific and do not pertain to other companies outside of foresting. However, in the articles conclusion, Narver and Slater acknowledge these shortcomings and are eager for others in different regions to conduct further research in this field. Although the limited nature of the study makes it difficult to draw any large scale conclusions about the effectiveness of market orientation, Narver and Slater have created a useful model for an empirical study of market orientation which can now be applied to other industries and regions. The most interesting part of the study is not necessarily the results, but the fact that they were able to design the first successful empirical study. Another problem with the study is that Narver and Slater concluded that an equilibrium existed: the point at which the level of market orientation reaches a point at which its cost is equal to its benefit. At this point, any increase of market orientation would only be detrimental to the firms profit margin. Although the study states that the equilibrium is present, the authors offer no guidance on how marketing managers can identify this critical point. Further studies should be dedicated to answering this question in order to make market orientation a more effective strategy for businesses. Additionally, in the articles conclusion, Narver and Slater neglected to discuss a very key finding which surfaced in their data. Their study revealed that market orientation can have a detrimental effect on a companys overall performance when certain market forces and internal conditions apply. In my opinion, this finding was largely ignored in the conclusion in order to validate their original hypothesis: that market orientation has a positive impact on the performance of an organization. Although this finding was acknowledged in the article, I felt the conclusion was somewhat misleading with regard to the outcome of the study in this respect. Summary of Market orientation: Antecedents and consequences, by Jaworski and Kohli (1993) In Market orientation: Antecedents and consequences (1993) Jaworski and Kohli set out to empirically build upon Narver Slaters study. Jaworski and Kohli attempt to study the relationship between market orientation and its effect on numerous aspects of the firm. The authors lay out a series of 13 hypotheses which they attempt to prove within their study. The four hypotheses that dealt directly with the key questions noted in the introduction of this review are: A. The greater the market orientation of an organization, the higher its business performance. B. The greater the market orientation, the greater the (1) esprit de corps and (2) organizational commitment of employees. C. The greater the market turbulence, the stronger the relationship between market orientation and business performance. D. The greater the competitive intensity, the stronger the relationship between market orientation and business performance. The other nine hypotheses are related to the antecedents of market orientation, including managements role on market orientation and the impact the organizations structure and communication has on market orientation. Although these questions are important, I am primarily interested in Jaworski and Kohlis conclusions on whether or not market orientation affects overall performance and profit/return on equity. Jaworski and Kohli set up two samples from which they derived their data. The first sample was made up of executives from 102 companies; the second sample was made up of 230 executives taken from the membership roster of the American Marketing Association. The authors gathered data via a questionnaire that was sent to participants by mail. Based on the data reviewed, Jaworski and Kohli concluded that market orientation is an important determinant of overall performance regardless of factors such as market turbulence, competitive intensity or technological turbulence. However in both samples, the authors found little correlation between market orientation and return on equity and market share. Jaworski and Kohli also found that the commitment of top management towards implementing market orientation is an important factor on the strategys overall performance, as are the levels of interdepartmental coordination and interdepartmental conflict. Critique of Market orientation: Antecedents and consequences, by Jaworski and Kohli (1993) Jaworski and Kohlis study measures the value that market orientation creates for a business. In their introduction, the authors state their intentions quite clearly: The purpose of this research is to address the voids in knowledge [in the Narver and Slater study]. (Jaworski Kohli 1993) In this study, Jaworski and Kohli build upon and answer many of the questions left unanswered in Narver and Slater (1990). In my opinion, one of the most important aspects of Jaworski and Kohlis article is that they attempted to explain their study in an accessible manner by including a section that dealt with the implications of their findings for market managers. Unlike Narver and Slater, I felt that Jaworski and Kohli went to great lengths to try to answer the key questions that managers might have and attempted to lay down guidelines that managers could use in the implementation of market orientation. Jaworski and Kohli also realized the importance of one of the findings Narver and Slater neglected in their conclusion: that market orientation could be detrimental to a business in certain circumstances. Jaworski and Kohli explained the relationships between market orientation and certain environmental contexts including market turbulence and competitiveness. The aspect of the study that I found most interesting was Jaworski and Kohlis discovery that there is neither an association between market orientation and return on equity nor a relationship between market orientation and market share. Although the two authors still concluded that market orientation was beneficial for overall performance, the finding that it does not help return on equity is very significant. Return on equity, for many firms, is the guiding factor in the decision-making process, especially for private equity groups and investment banking firms. Having worked for a private equity firm, where return on equity is the principal goal, I can confidently say these findings are a huge blow to the advocacy of market orientation. However, I would not feel comfortable ruling out market orientation based on one study; further research must be done on this topic. Additionally, I found one aspect of Jaworski and Kohlis conclusion problematic: the authors concluded that market orientation had a direct relationship with overall performance, organizational commitment and esprit de corps, yet they stated that it did not influence return on equity and market share. This finding seems to be contradictory to common business beliefs, which would suggest that if market orientation had a positive impact on commitment, overall performance and esprit de corps, it would therefore have an impact on profit or return on equity. This finding is either misleading or it indicates that common beliefs regarding performance and employee motivation are incorrect. Summary of Market orientation and company performance: empirical evidence from UK companies by Greenley, G (1995) In the article Market orientation and company performance: empirical evidence from UK companies Greenley identifies a clear need for an  empirical study in the United Kingdom. As of 1995, no major empirical research had taken place anywhere but the United States. Greenley created his study based upon this research gap. His basic hypothesis, that market orientation is positively associated with performance, is taken from the aforementioned studies by Narver and Slater (1990) and Jaworski and Kohli (1993). Greenley also tested additional hypotheses from Narver and Slaters 1990 study. The hypotheses Greenley tested dealt with the relationship between market orientation and cost, size of the company, market entry, customer power and competitive hostility in the market. Additionally, he tested hypotheses pertaining to market growth, turbulence and technological change. To obtain his data, Greenley used a slightly altered version of Narver and Slaters 1990 questionnaire, adapted for UK business culture. The questionnaires were sent to 280 top level managers, mainly CEOs. Of those 280 questionnaires, he received 240 usable responses, which made up the data for his study. Based on the analysis he conducted, Greenley concluded that market orientation does not have a direct affect on performance. (Greenley 1995) He also concluded that with high levels of market turbulence, market orientation is negatively associated with return on equity, whereas with low levels of market turbulence, market orientation is positively associated with return on equity. Critique of Market orientation and company performance: empirical evidence from UK companies by Greenley, G (1995) Greenleys study is the first major empirical study of market orientation in the UK, and quite surprisingly, his results were very different than the previous findings of studies conducted in the United States. Any reader of Greenleys study Market orientation and company performance must immediately question whether or not business culture and practices in the UK are so different from their United States counterparts that one strategy empirically proven to work in the United States will be rendered ineffective in the UK. If Greenleys results are accurate, multinational corporations using a centralized control method would have to rethink using market orientation. This, however, does not seem to be the case. Proctor and Gamble (PG) appear to successfully implement global strategies, including market orientation, profitably. Therefore, I propose that Greenleys inability to find a positive relationship between market orientation and performance is a result of a problem in his data collection process. As Greenley stated in his conclusion, his data was gathered during a recession, and therefore a managers thoughts on a long-term profit schemes such as market orientation might have been skewed. Also, Greenley obtained nearly 60 percent of his data from top level CEOs and Chairmen, a different sampling base than previous studies in the United States. For instance, Narver and Slater used CPUs and Jaworski and Kohli primarily used market managers for their samples. The difference in sample bases significantly impacts the results of Greenleys study; typically, CEOs and top management, like those that Greenley questioned, are not as involved in the day-to-day implementation of market orientation and tend to be short-term profit oriented. Managers lower on the organizations hierarchy, such as marketing managers, might have a more direct involvement with the implementation of market orientation. For future research, I think it would be more prudent to take a broader sample of managers at all levels, thereby eliminating any bias that can occur when only sampling a certain section of the managerial hierarchy. Another problem that I found in Greenleys conclusion was the fact that he did not make the individual participants aware of the studys purpose. Although he intended for this to be a tool for gathering accurate and unbiased data from participants, I believe this strategy actually had the opposite effect, given the timing of his article. During a recession, CEOs and Chairmen are attempting to regain short term profitability and/or attempting to scale down costs in order to survive until the recession ends. At such a time, market orientation would not be a viable option and it is unlikely that the top management Greenley questioned would consider it a useful strategy. Therefore, the data collected by Greenley during this period would have little or no relevance for the measurement of the effectiveness of market orientation outside of a recession. Conclusion All three of the articles discussed deal with the task of empirically studying the relationship between market orientation and its effects on businesses. Narver and Slater produced the first major study in this field and their research became a significant starting point for future studies. Narver and Slaters article stated that they found a direct relationship between marketing orientation and performance; however, the study also brought to light many holes in their research and aspects of this relationship which needed further study. Jaworski and Kohlis 1993 study attempted to answer some of the key questions that arose from Narver and Slaters article. The questions Jaworski and Kohli addressed included why some organizations are more market oriented then others and whether or not the linkage between market orientation and business performance depend on the environmental context. The Greenley study in 1995 was the first major study done outside the United States. Greenley followed Narver and Slaters model in his attempt to empirically study market orientation in the United Kingdom. While his methods were the same, Greenleys research produced very different results than that of Narver and Slater, and only agreed with some of Jaworski and Kohlis conclusions. In my opinion, Greenleys research only added to the confusion that surrounds the study of market orientation; the differences in his results can be attributed to many factors, including gaps in previous research, differences between the United States and the UK, or differences in the economy at the time of the studies. The ambiguous results of this study confirm the need for more research in order to answer the key question of market orientations relationship with performance and profit. Therefore, after reading and critically reviewing the above articles, my conclusion is that further empirical research must be done in order for there to be any confidence in the use of market orientation as a performance-enhancing strategy. A multi-national study or the study of multiple multinational companies would provide valuable insight into whether market orientation is exclusively suited to companies operating in the United States or if its implementation in different countries can also be profitable. Further research must also be done in order to affirm or refute Jaworski and Kohlis claim that market orientation has no positive relationship with market share and return on equity. I believe that if Jaworski and Kohlis claim is true, managers, especially those operating publically traded companies, will inevitably need to rethink the use of market orientation within their corporations. List of References Greenley, G. (1995). Market orientation and company performance: empirical evidence from UK companies. British Journal of Management, 6:1-13. Jaworski, B. and Kohli, A. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57(July): 53-70. Narver, J. and Slater, S. (1990). The effect of a market orientation on business profitability. Journal of Marketing 54(October): 20-35.

Following In The Footsteps :: Personal Narrative Teaching Education Essays

Following In The Footsteps When I was growing up, I was always around the teaching profession. My mother is an educator and I had always been told that I would make a great educator too because my mother was a teacher. They said it was in my blood. I was never too sure about that. I never really knew what I wanted to be when I grew up. I did not know if teaching would be right for me. I did not know until the summer after graduating from high school; the summer I found my calling in life. At the time I did not know it, but the summer after graduating from high school would be one of the greatest summers of my life. During this summer, I became involved in a program called Energy Express. In this program, I had my own classroom of approximately ten students. I instructed these students in improving their reading and writing skills. I became more deeply involved with the program as the summer progressed and I fell in love with the art of teaching. Until this time, I did not know of anything that gave me the type of joy that teaching gives me. I had not known what a thrill that it would be for me to watch a child that could not read at all in June, read very well by the time August came around. I knew for sure after my summer was over with Energy Express that I wanted to be an educator, but not just any educator. I want to be the teacher that has a lasting impact on the lives of every single student that comes into my classroom. During my tenure with Energy Express and in my Education classes at Concord College, I have developed my teaching philosophy. I believe very strongly in cooperative learning, meaning that students should be heavily involved in the classroom by participating in group activities and discussions. By participating in a discussion and/or hands-on lesson, the student is more likely to retain what he or she has been taught. I also believe that teachers should do their absolute best to inspire the children to learn by making the classroom a fun place to learn, but at the same time having structure and discipline.

Behavior Change Project

The goal of this course is to allow students to realize the value of leadership as it applies in the relevance of group interplay, community service, and styles available in literature. This then encourages the formulation of responsiveness in the ability to become effective in planning, setting goals, and promoting application in each setting accordingly. Such capacity can then build the necessary skills and expertise in handling specific tasks and address problematic situations in a given scenario. Action PlanTo achieve this process, specific activities and programs are to be implemented within the span of 16 weeks. Under each period, specific objectives and goals is highlighted according to the principle discussed. Here, it may entail the following activities (1) formalized instruction, (2) group activities, (3) immersion, (4) reaction papers, (5) reporting, (6) responding to specific scenarios, and (7) responses to threads. These different activities in turn shall be delegated ea ch week to determine the ability to relate corresponding principles involved in leadership towards real life applications.Alongside these, specific rubrics for grading and measurement of competency shall be elaborated to determine how students utilize the information gathered in their personal lives. Weekly Assessment: Part One – what is leadership? To determine how students grasp the concept of leadership, they are expected to provide their individual responses towards how they see it being applied in different realms. By allowing them to point out its relevance within their family, community, and school, it can help show their understanding of the term and relate it in their current environment.Weekly Assessment: Part Two – leadership styles Under this specific objective, students then need to answer the specific thread wherein they show their two most apparent leadership style and what they feel can best supplement their interests as a future professional in the wor kplace. Allowing this to occur can then give better means of responding to their capabilities and look forward on how they can achieve the necessary skills and principles for growth and development. Weekly Assessment: Part Three – leadership and planningHere, specific collaboration with the members of the class are necessary wherein they are required to submit their proposal for their immersion to a specific group/organization during weeks 9-12. These can then outline what each member plans to do and conduct preliminary research on how this endeavor can supplement their leadership capabilities individually. At the same time, they can be involved in seeking strategies that can reinforce their decision making skills accordingly. Weekly Assessment: Part Four – Setting Goals and ObjectivesAssessing individual competency in this approach requires both the submission of the group project related to immersion to a specific group/organization and that of a response paper that highlights the value of the readings. This can then justify important precepts related to identifying goals (group immersion). At the same time, it can also infuse better means of looking into the perspectives of students in their capacity to differentiate long term and short term goals. Weekly Assessment: Part Five – leadership and implementationIn measuring student capabilities and responsiveness to these issues, they are expected to submit their group proposals for approval and comments in what they plan to do give their goals and objectives in immersion. Here, they are also expected to partake in group activities wherein they are expected to contribute towards addressing specific scenarios and promote better means of applying and implementing leadership in each category. Likewise, students are also expected to point out new means of how implementation is necessary in a response paper over a specific reading.Weekly Assessment: Part Six – leadership and the school co mmunity The application of this principle corresponds to the identifying common trends and problems within the educational community and how leadership can help. To measure students’ comprehension over this topic, they are asked to engage in the threads and point out what measures can leadership provide over given issues. Similarly, they are also asked to take part in the instruction wherein recitation points are given towards identifying specific issues related to educational problems and then identifying what leadership strategy/style best fits into the category.Weekly Assessment: Part Seven– leadership and ethical issues To determine the ability of students to utilize information according to these dynamics, they are asked to provide specific information concerning ethics. Here, they will act as both raters and reporters to determine how much they understood specific ethical issues in different environments and how it relates to the process of leadership. After this , students are also expected to submit a reaction paper over what they had learned this week and how it applies to their perspective both as a leader and follower.Weekly Assessment: Part Eight – leadership and group dynamics Under this specific topic, students are then expected to submit specific responses in the group activity established and the constraints that hinder their ability to function effectively. At the same time, students also need to answer the thread wherein they shall be given specific scenarios and argue concerning the role and value of group dynamics in furthering leadership capabilities. Weekly Assessment: Part Nine – Immersion 1 This week, students are required to submit their responses in their different associations with a specific organization or group.Here, they first highlight the successes and challenges they had faced in the process. At the same time, they are also expected to point out what goals were they able to accomplish and what needs to be furthered accordingly. Weekly Assessment: Part Ten – Immersion 2 Another response paper shall be submitted this week alongside a proposal of an alternative plan based on the scenario and environment they are in. Here, they are expected to formulate what necessary means are essential to promote better means of handling specific issues.Similarly, their views concerning its relevance may also be asked for participants to consider in writing these plan and report. Weekly Assessment: Part Eleven – Immersion 3 The third week shall comprise of submitting a reflection paper whether or not specific changes have been made and if they were successful in addressing the problems and hurdles of the organization. At the same time, students are also expected to respond to the threads and share their experiences and how leadership was able to further their means to apply their specific objectives and goals.This can then help provide the final portfolio project due in part twelve of the course. Weekly Assessment: Part Twelve – Immersion 4 and Analysis This section deals with the creation of a portfolio to be submitted to the instructor wherein thoughts and inputs concerning their participation in the organization. Here, they are expected to provide feedbacks in their own leadership plan and how it complemented their specific goals and objectives. Moreover, there is also a need for students to reflect on the overall immersion and justify whether or not they had changed considerably during this process.Weekly Assessment: Part Thirteen – Leadership and Globalization This specific tenet requires student to address specific responses in the online thread to promote address ideas taught in class. Here, it tries to provide better means for incorporating principles of leadership as it relates to globalization and interdependence. Likewise, it also gives students the means to expand their understanding of leadership in both the individual and global per spective. Weekly Assessment: Part Fourteen – Leadership and My Chosen CareerGiven the different perspectives concerning leadership, students are now expected to utilize their understanding by submitting a research paper of what leadership can provide in their chosen career. Here, they need to point out specific responsibilities and roles in their profession. At the same time, they also need to explore areas on how it can be developed with their specific skill sets and experiences related to their field. Weekly Assessment: Part Fifteen – Overall Inputs in the CourseThe last part before the examinations would be for students to submit a paper reflecting their positive and negative experiences in the course. Here, they are expected to be truthful about their inputs and how it presents itself in particular activities and programs. Likewise, it also tries to address new means of identifying common goals related to their development and growth. By doing this, it can help edu cators realize if their short and long term goals are facilitated by these activities accordingly and whether or not they suffice in building appreciation among students.Conclusion The overall facilitation of this course corresponds to the ability of infusing leadership skills to students and allows each one to associate it with today’s current trends. By tackling different principles that addresses the personal, community, and professional leadership scenarios, students are given the opportunity to become responsive to these changes and promote means to address issues, hurdles, and challenges in each one.One success of this program is the ability to utilize leadership both in its relationship with associated disciplines and via specific environments. By allowing students to respond to each one using different activities and coursework, they are able to maintain a firm grasp and appreciation of the concepts related. This can then help utilize means to incorporate and maintain effectiveness in their ability to become responsive to these changes accordingly. At the same time, it also helps students bring about appropriate behavior and handling specific issues.By highlighting specific challenges related to practice, they are able to correlate theories and principles to that of actual scenarios that are happening. Such dynamics then infuses better means for collaborating and handling issues effectively and with ease. In addition, the process of undertaking programs via planning, goal-setting and application also remains crucial in determining leadership objectives as it relates to one’s personal objectives and goals in life.

The United States Became an Industrial Power

The United States became an industrial power by tapping North America’s vast natural resources, including minerals, lumber and coal, particularly in the newly developed west. Industries that had once depended on waterpower began to use prodigious amounts of coal. Steam engines replaced human and animal labor, and kerosene replaced whale oil and wood. By 1900, America’s factories and urban homes were converting to electric power. Dependence on fossil fuels (oil, coal, natural gas), which powered machines of unprecedented speed and strength, transformed both the economy and the country’s natural and built environments.What is vertical integration? Vertical integration is a business model in which one company controlled all aspects of production from raw materials to finished goods. Once his engineers designed a cooling system, swift invested in a fleet of refrigerator cars and constructed a packing plant near Chicago’s stockyards. What is horizontal integrat ion? Horizontal integration is a strategy pioneered by Rockefeller. Like swift he pressured competitors through predatory pricing, but when he had driven them to failure, he invited rivals to merge their companies into his conglomerate.The roles the government played in this story were in an effort to attract corporate headquarters to its state, New Jersey broke ranks in 1889, by passing a law that permitted the creation of holding companies and other corporate combinations. Despite reformers’ efforts, a huge wave of mergers in the 1890s further concentrated corporate power. By 1900, America’s largest one hundred companies controlled a third of the nation’s productive capacity.Such familiar firms as DuPont, Eastman Kodak, and singer had assumed dominant places in their respective industries. The immense power of these corporations would henceforth be a recurring political concern. Roles that the government could have played but didn’t was that distressed by the development of near monopolies, reformers began to denounce â€Å"the trusts† and that some states outlawed trusts as a legal form. The nineteenth century's industrial philosophy dates, actually, from Adam Smith's â€Å"The Wealth of Nations†, published in 1776.This is really the â€Å"capitalist bible† in which the notion that greed has a socially useful role is first popularly put forward. It also puts forward the notion of the â€Å"invisible hand† that guides the market to improve the standard of living of everyone, without regard to the actual intentions of its participants. This is the â€Å"magic of the marketplace† many capitalists are so fond of referring to. But, by the late nineteenth century, these concepts of Adam Smith had been distorted and fused, to some extent, with the ideas of Charles Darwin about evolution.This led to the extremely pernicious and largely discredited concept of â€Å"Social Darwinism†, related to Na zism, in the twentieth century. Social Darwinists believe that only those who are socially successful and powerful should have the right to survive, and that providing assistance and support to the â€Å"weak† is, actually, antisocial. According to this view, society can only progress if the â€Å"strong† exploit, suppress and, eventually, destroy the â€Å"weak†. The factors that I don’t really agree with are the Ideas of social Darwinism.I don’t think that the strong should not help the weak because what if were the strongest person in the world with the most money and were at the top and we refuse to help someone who is at the bottom like the very bottom were in there’s no more down only way is up at that point say we become the weak party and them the strong party what if we need the help they need and the refuse us that help because we believe in social Darwinism as an whole and we didn’t help them reach the top when we were up t here so why should they help us.Industrialism changed the nature of work and in many respects caused an uneven distribution of power Among interest groups in American society. Industrial workers were employees rather than producers, And repeating specialized tasks made them feel like appendages to machines. The emphasis on quantity Rather than quality further dehumanized the workplace. These factors, in addition to the increased Power of the employer, reduced the independence and self-respect of workers, but worker resistance only led employers to tighten restrictions. Industrialism also brought more women and children into the labor force.Although job opportunities Opened for women, most women went into low-paying clerical jobs, and sex discrimination continued in the workplace. Employers also attempted to cut wage costs by hiring more children. Although a few States passed child-labor laws, such laws were difficult to enforce and employers generally opposed State interference in t heir hiring practices. Effective child-labor legislation would not come until the Twentieth century. As the nature of work changed, workers began to protest low wages, the attitude of employers, the hazards of the workplace, and the absence of disability insurance and pensions.The effectiveness of Legislation designed to redress these grievances was usually limited by conservative Supreme Court Rulings Out of frustration, some workers began to participate in unions and in organized resistance. Unionization efforts took various directions. The Knights of Labor tried to ally all workers by creating Producer and consumer cooperatives; the American Federation of Labor strove to organize skilled Workers to achieve pragmatic objectives; and the Industrial Workers of the World attempted to Overthrow capitalist society.The railroad strikes of 1877, the Haymarket riot, and the Homestead and Pullman strikes were all marked by violence, and they exemplified labor’s frustration as well a s its active and organized resistance. Government intervention against the strikers convinced many workers Of the imbalance of interest groups in American society, whereas the middle class began to connect organized working-class resistance with radicalism. Although this perception was by and large Mistaken, middle-class fear of social upheaval became an additional force against organized labor.Not only did industrialization affect the nature of work, it also produced a myriad of products that affected the everyday lives of Americans. As America became a consumer-oriented society, most of its Citizens faced living costs that rose faster than wages. Consequently, many people could not take advantage of the new goods and services being offered. But, as noted above, more women and children Became part of the paid labor force. Although many did so out of necessity, others hoped that the Additional income would allow the family to participate in the consumer society.The Nativists didnâ⠂¬â„¢t take too kind to the wave of new immigrants. The reason most industrial workers put up with the difficult conditions of their work because factory owners, especially those involved in the steel industry and in the coal mine industry, often would build company towns. Workers were given cheap rent in these towns to go along with their low wages. In essence the worker was trapped. The company town afforded him a place to live and without the job he couldn't live there.