...Things Fall Apart Political Structure Okonkwo’s plight in Things Fall Apart underscores the value of his community; he goes to great lengths and eventually martyrs himself in an attempt to keep intact his society’s way of life. His ascension to be a leader in the community is marked by success in combat and physical prowess, which renders him “one of the greatest men of his time” (8). Although the Umuofian government is militant and unremitting, it has some semblance to the United States government in that it makes decisions to better protect and serve its people. The United States government strives to protect and endow its constituency with an emphasis on equality and liberty, completely unlike the patriarchal and aggressive values that Umuofia embraces. Umuofia and America are both sovereign states that attempt to provide a “good life” to its constituents, but do so very differently. Property owning family men are the essential considerations of the Umuofian government. For these men, “it [is] right to be masculine and to be violent” (53). At ritualistic gatherings, Okonkwo “tremble[s] with the desire to conquer and subdue” (42). The expectations for aggressive and masculine society are not in place in the United States. A “good” man in American society is one that treats his family well and values everyone around him as equal. Polygamy is nonexistent in America. The government recognizes everyone’s rights as equal and nobody is deemed inferior for their gender. Women...
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...Through the Classical Period of India and the Post Classical Period of the Incas and the Aztecs, these civilizations shared similarities in their religion and political structure and placed differences in their social structures. However the similarities both these civilizations have with each other in religion and social structure have minor differences, for example militaristic confidence and the worship or celebration of the religion and the events that took place. Religion in both civilizations were Polytheistic; worship of many gods and goddesses. Although they were polytheistic, both civilizations had different ceremonial tactics. In the Aztec and Inca civilization, they took sacrifice to another level, both in the types and the frequency of the sacrifices had increased and a whole symbolism and ritual, which included ritual cannibalism that developed part of the cult. The Indian civilization did not do sacrifices. This was one of the few differences in both of these religions. However both civilizations held ceremonies and performed rituals to worship the gods. India for instance attacked the conventional Brahman view of what the religion should be, such as a set of proper ceremonies that would lead to good things in this life and the rewards in the afterlife. The Upanishads advanced the idea of mystical contact with a divine essence. Reincarnation; afterlife was very important to these civilizations. Lastly Aztec and Incas, just like the Indians, had many gods that stood...
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... | | | | |Date issued | Hand in deadline |Submitted on | | | | | | | | |Assignment title(s) |Legal and organisational structures | | |Stakeholders and their influence...
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... Human Resource Frame: sometimes romanticized view of human nature (everyone hungers for growth and collaboration) * Political Frame: fixation on politics; easily becomes cynical; reinforcing conflict and mistrust * Symbolic Frame: powerful insight into fundamental issues of meaning and belief, creating cohesive groups with shared mission; but, its concepts are elusivability to use multiple * frames Process | Structural | Human Resource | Political | Symbolic | Strategic planning | Create strategic direction | Meeting to promote participation | Arena to air conflict | Ritual to reassure audiences | Decision-making | Rational process to get right answer | Open process to build commitment | Chance to gain or use power | Ritual to build values, bonding | Reorgani-zing | Improve structure/ environment fit | Balance needs and tasks | Reallocate power, form new coalitions | Image of accountability, responsiveness | Process | Structural | Human Resource | Political | Symbolic | Strategic planning | Create strategic direction | Meeting to promote participation | Arena to air conflict | Ritual to reassure audiences | Decision-making | Rational process to get right answer | Open process to build commitment | Chance to gain or use power | Ritual to build values, bonding | Reorgani-zing | Improve structure/ environment fit | Balance needs and tasks | Reallocate power, form new coalitions | Image of accountability, responsiveness | Evaluating...
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...increase predictability in such times, I inspire people to think imaginatively and creatively. I vitalize the team with my compelling stories. I like to reward and celebrate initial breakthroughs. I take responsibilities for my actions and hold myself accountable. Structural thinking helps me build an implementation plan and develop coordination strategy to achieve my goals. I can plan for short term victories and Page 1 of 6 create structures to support the change. Thinking structurally helps me to deduce next logical steps and increase my efficiency of execution. It also has helps me evaluate my skills and address my performance gaps. I need to work on my political and human resource frames of leadership. I have to develop the channels of informal communications to build alliances. Even though I decide my strategies structurally, I have to learn to anticipate other’s strategy and change my strategies accordingly. I should develop more stronger relations with opponents to facilitate negotiations. Networking more with key players of political clout will help me build the power base. I have to work on building the team consensus and focus on building relationships among the team members. I should invest more on providing right knowledge, tools and support to empower the team. Providing more liberty to team members will increase their participation...
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...organization. It also explains the effects of internal environments, such as culture, the structure of the organization, resource and task allocation, and external environments such as competition or government regulation. These factors contribute to the performance, success or failure, and survival or fall of an organization. Organizational-behavior theories help to explain the collapse of Enron and how leadership, management, and organizational structure contributed to its failure. Organizational Structure With a market capitalization of nearly $74 billion, Enron was one of the world’s leading energy companies by the late 1990s. However, it had gained this status through the perpetration of illegal activities at the very highest levels of the organization. Enron’s fall was because of the organizational-level corruption that grew from its structure and trickled down to the collective behavior of its employees. Enron’s top-down, hierarchical structure by unit grouping meant that the top management team either directly or indirectly through their subordinates influenced the actions of the organization. For example, the structure of the accounting department allowed it to disregard legal requirements through “structural secrecy” that Enron’s executives could exploit (Beenen & Pinto, 2009, p. 283). As part of its strategy to grow its business, Enron’s leadership engaged in aggressive political lobbying to convince the government to deregulate its business activities (Kulik, O’Fallon...
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...primarily on class and determined by socio-economic status, wealth and ultimately the class structure of the 1640’s. As Antony Fletcher states, ‘popular support was crucial to the parliamentarians’ strength.’ (Source 8) The word ‘popular’ highlights the important emphasis on the masses and that class was a deciding factor. It was the middle sort who made up the mass of the population and therefore to say their support is crucial is also to say that stereotypically, the middle sort were those who fought for and supported the ideology of, parliament. The ‘spontaneous enthusiasm of the yeoman families’(source 8) to fight in battle for the Puritan oligarchy reiterates how the middle sect were fighting on behalf of parliament because of their status in society. Source 8 agrees with the fact that those who fought for Parliament did so, because of class as a determining factor; men like ‘tradesman Nehemiah Wallington… clothier Samuel Priestley… and townsman John Coulton, sustained the parliamentarian cause in the field.’(Source 8) These entrepreneurial men, were independent from the kind and could survive without inherited wealth. They had generated their own background of wealth through hard work and innovative ideas, and fought for parliament because they did not need to rely on the king for their continued success. Their class – as the middle sect, fought for parliament because the hierarchical structure was something they regarded as unimportant to their success and in some ways, even hindered...
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...behavior is a field of study of investigating, understanding and controlling individuals and groups behavior and structures within an organization to help organization to be more effective (Mullins, 2008). Huczynski and Buchanan suggested that the study of organizational behavior focuses on the pattern of structure within an organization, functioning system and the performance of an organization by understanding the groups and individuals behaviors, in order to achieve the goals of organizations. There are different dimensions could be identified when understanding the organizational behaviors (Mullins, 2008). Firstly, as for the individual level, each individual is a part of an organization, which could influence the effectiveness of an organization. For example, the needs and demands of each individual will influence their performance and finally influence the effectiveness of the whole process of achieving organizational goals. Secondly, as for groups, the member of in groups will influence each other and informal groups may arise which may develop conflicts (Mullins, 2008). Third, as for the whole organization part, pattern of structure, management style, leadership, organizational culture would be influential factors, which needs to be focused on. Finally, organizations may also be affected by external environment, such as the advance of technology, political affairs and government policies. Due to the different dimensions, organizational behavior could be seen as a multidisciplinary...
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...1) When considering an organizational structure as complex and varied as that of a criminal justice organization, one must examine the existence of conflicting goals. It is the ultimate goal of every organization to meet established and expected goals. This is a direct measure of that organizations effectiveness. However, when an agency has numerous and complex goals, is it desirable that these goals may conflict? Stojkovic et al., 2008 point out that organizations may seek to attain satisfactory levels of all of their goals, as opposed to attempting to entirely meeting every goal. While certain goals of an agency may conflict with others, this is not necessarily negative, but simply a constraint that may influence the outcome of these goals (Stojkovic et al., 2008). For example, while it may seem unreasonable that a known criminal be released from jail and acquitted due to a legal technicality in our judicial system, this due process is essential to our countries liberty (Stojkovic et al., 2008). Criminal justice organizations are, in their nature complex and there are a variety of external and environmental issues that influence these agencies. Their primary goal is to maintain order and reduce crime. While attempting to attain these goals, police agencies come into contact with several other organizations with varying goals of their own. For example in the course of their function the police agency encounters the prosecutor’s office; the division of corrections; federal...
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...in to a group that works as one or multiple groups that work together that have an identified hierarchy in which participates in all kinds of serious criminal activities. Organized crime has a structure that consists of two significant elements which include patron-client and bureaucratic organizations. In the structure of organized crimes there are models that support it by the connections and involvement of patron client and bureaucratic organizations in which determine the similarities as well as the differences in which the two models that make the structure of organized crime. The most significant element is one of which that distinguishes the differences between patron client and bureaucratic organizations. Patron-Client Organization The Patron Client Organization also known as the patrimonial network that consists of the “Criminal individuals that not only send but also receive messages, individuals that creates a network or a connection that is includes political leaders as well as other government participants and officials as well as access to a wide range of personnel that they can do business with and later if not right away become clients of the organizations with a purpose to gain monetary value or benefit from the organizations of clients in both, an economic and political manner When it comes to the patron client organization, this is the system of which is most likely than not a very structured organization standing on a strong...
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...Chapter 3 Organization Design * Defined by the arrangement of responsibilities, authority and flow of information within an organization. * Organization structure is analogous to human anatomy with the caveat that an organization structure can be changed Organization Design Cont. * Two interrelated parts to organization design * How to divide the work and responsibilities and allocate them to units in an organization * How to coordination the work for those units to perform the organization’s overall work effectively The Importance of Organizational Design * Grouping people into work units having a common supervisor is a micro level in a organization. * EX: In small hospitals the nurse manager report directly to the VP for nursing * EX: In large hospitals there are intermediate of organization in nursing, with several nursing managers that all report to the director of nursing and then they report to the VP of nursing * Organization allocates resources and conduct planning and holds people accountable for performance and the use of those resources. Table of Organization * A table of organization or organizational chart, Consisting of boxes and lines provides a shorthand for describing structure * Dividing work and responsibilities to be performed by different units has both advantages and disadvantages. Twin Structural Issues; Differentiation and Integration * Differentiation- Segmentation of an...
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...provide us an angle to organize an better organization. Like what is the author telling us in the text book “These supposition reflect confidence in rationality and a faith that a suitable array of formal roles and responsibilities will minimized distracting personal static and maximize people’s performance on the job”(Bolman & Deal. p. 43). An good organization should be like an accurate machine, every kind of organizations should find the most effective structure for its self. Human Resource frame At the beginning of chapter 6 the writer telling us a story of strike that really happened in China. The story told us a truth, persons in factory is not a machine, we could not dispatch them with low pay and make them working much more than they should. Last semester we learned about Maslow's hierarchy of needs in leadership class, we all know about that persons have its own need to satisfied, our text book also mentioned about it “Maslow's view is widely accepted and enormously influential in managerial practice” (p. 122) Political frame This part in the book tell us that we should have a kind of politics thinking while we face some task, the politic is a negative word for most of the people, it means a kind of disapproval. But we should also see the positive side, the politic thinking give us a general situation view, we may considering the problem more realistic and we could allocate resource more effectively. In this part, the word “coalition” is the center word, because I think...
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...words « In this age of hyper-competition, organisations should adopt a decentralised structure ». Businesses have entered in a new era, the era of hyper-competition, more competitive as they become more global. Business has shifted dramatically from a slow-moving stable environment to an environment where competitive advantages are no longer sustainable but temporary as new competitors enter the market. Aveni argues that, to have a chance to survive in this constantly changing environment, firms should adopt a new strategy that best suits with these unpredictable variations. In recent years, organisations have been reassessing their strategy and structure because of this growing competition, thinking that their success is widely related with re-matching to its environment. (Johnson, 1988; Miller and Friesen, 1980) Tom Peter (1987) and Michael Porter (1990) claimed that adopting this attribute if changing ability will in some sense guarantee competitive advantage. In this assignment, we will base our discussion on managing theories in order to explain organisations’ structure choice by describing how they respond to their changing context. We will comment on the view that structure depends on the contingency theory and contrast both decentralised and centralised structure in each contingency factor, using resources to support statements. Finally, we shall decide which structure best fits with this context of hyper-competition. It is possible to characterize the...
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...Organization a competitive advantage over others. - A large number of loyal customers and the range of services it provides. - A wide coverage area of operations. - A loyal customers and a good reputation due to many years of operations. Weakness: This shows weaknesses within the organization. - Poor quality of service. - Poor employee relations and lack of specific skills - Lack of funds due to over-reliance on government for subsidies. - A highly bureaucratic system being operated by the organization Opportunities: In the organization’s external market. - A large market ready to consume the organization’s services. Threats: This may be from outside the organization such threats Include: - Political interferences - Competition from other service providers - Poaching of skilled staff by other competitors due to lucrative offers being Offered to staff. A case study can be said of Ghana Telecom now Vodafon Ltd. Which was 100% owned by the Ghana Government could not perform due to administrative and government interference, there were lack of initiative, and innovation, a large work force, a huge infrastructure...
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...because of interior egalitarian structure and exterior egalitarian society1, 2. Egalitarian Structure: In the recent times the egalitarian styles of management are gaining popularity in the both the developed and the developing economies. Traditionally most corporate structures are hierarchical. In a hierarchical corporate structure, there are various tiers of management and people from each tier are assigned specific roles and responsibilities. People from low tier will have to report to the people from the higher tiers. But in egalitarian structure there are no power tiers and all the employees sharing equal responsibility and power2. According to me, the best style of management is a blend of both the traditional hierarchical structure and the new era egalitarian structure. Hierarchical companies restrict the freedom of the employees and therefore curb the flow of new and innovative ideas into the organization. Flexible boundaries allow employees more freedom to collaborate with coworkers and introduce their own ideas while still remaining under the direction of a supervisor. In India, most of the start-ups follow egalitarian structure. The recent success of many firms can be attributed to this structure. Even IT giant like Infosys was started as an egalitarian company3. All the eight partners of the company started the company where the roles and duties were equally divided among all the partners. As the company grew the hierarchal structure was enforced in the company to...
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