Socrates Essays (1430 words) - Socratic Dialogues,

Socrates Throughout the readings of The Apology of Socrates and Crito I have found that Socrates was not a normal philosopher. It is the philosopher's intention to question everything, but Socrates' approach was different then most other philosophers. From one side of the road, Socrates can be seen as an insensitive, arrogant man. He did indeed undermine the laws so they fit his ideals, leave his family, and disregard the people's values. On the other side he can be seen as an ingenious man who questioned what many thought was the unquestionable. As he can be criticized for disregarding the many's ideals he can also be applauded for rising above the daily ways of popular thought. He questioned the laws that he thought were wrong and, to his death, never backed down in what he believed in. People may see that as stupidity or as heroism, the beauty of it is that either way people saw it, Socrates wouldn't care. Socrates lived in a political system. In order for someone to survive in a political system, it is helpful to obey the laws of the system, or city. Did Socrates follow these laws? According to the facts, no. He was indeed put to death because he broke them. But when looking at Crito, I wonder if he even intended or noticed the laws he broke to deserve him death. In Crito, Socrates follows the laws and does not escape, as recommended. If he was such a criminal to deserve death, why didn't he escape? Socrates viewed the laws with his own reference. It is obvious that he does not see any law being broken such as corrupting the youth. If he did see this crime take place I think he would not of defended himself. Socrates was a proud man, even though he did not show it. If he was accused of a crime and he knew he did it, I believe he would live up to it. I believe this because of his actions in Crito. He knows that if he escaped, it would be a crime. I find it ironic that he would argue hi s trial, but not argue his punishment from the trial he argued. The bottom line with Socrates and laws is that he probably did not live by them very closely. It is my belief that Socrates was a good person with good morals. He probably saw laws for the weak minded, and he was certain he was not weak minded. The question of whether he would abide by these laws is that he would and he did. He died for them. A curious question to consider about Socrates is What is the value of family? To me, it seems like it is not his first priority. Socrates did indeed leave his family behind. Instead of sacrificing his mind and body to the city for his family, which is as common today as it was then, he sacrificed himself for himself. So who is nobler? The family man, who lives for the love of his family, or Socrates, who lived for himself. Many issues come to thought. One, was Socrates a family man? No, I think not. Two, did he die for his pride or to follow the laws? Can't answer that one, but it seems to be his pride based on him living by his own laws. It may not be this blunt, but I feel like Socrates did not care for his family much. Socrates was not a politically powerful man nor did he die for some great cause that change the way things were. He died for pride. I think Socrates viewed everyone with a mind as their own individual, including his family. I think that he would have escaped with Cr ito if he thought differently. I am not sure if his family depended on him much, but he was a husband and a father. I wonder, since the oracle told him that he was the wisest, if he left his fathering responsibilities with the unwise. Maybe he felt like he had better things to preoccupy himself with. I can only conclude that Socrates was not a family man and viewed family as something for the

Backlash has been described as a complicated struggle over normativity The WritePass Journal

Backlash has been described as a complicated struggle over normativity Abstract Backlash has been described as a complicated struggle over normativity Abstract1. Introduction2. The Concept of Backlash3. Backlash and the Contemporary Positions of Men and Women in Organisations4. ConclusionReferencesRelated Title: Backlash has been described as a complicated struggle over normativity (Robinson, 2000). What does this mean? How can the concept of backlash help us understand the relative positioning of men and women in organizations? Abstract Men have historically occupied an invisible, gendered space within the work environment. Their privileges compared to women, and their power compared with women, have gone unnoticed through this invisibility.  Ã‚   Through feminism, there has gradually arisen an awareness of these hidden inequalities, and the ways in which men have been prioritised as the ‘neutral’, over-riding voice in the workplace. This awareness has led to some redistribution of power, as women take on greater responsibility, more powerful roles, and obtain better pay. However, the consequences of this have been that men have, in some instances, started to see themselves as victims of women’s growth in the workplace through the phenomenon of backlash. Although seemingly a simple concept, backlash is complex and tricky to measure, and has a number of consequences for both men and women.  Ã‚   The notion of normativity helps us understand the ways in which victimhood has been appropriated by some men to reclaim the power they feel they have lost.  Ã‚   Ideas around backlash and normativity have had a number of repercussions for the workplace and organisational politics, some detrimental to women’s position, although there are suggestions that the right approach to equality can overcome these issues. 1. Introduction The following essay will look at the concept of ‘backlash’, the notion that people are resisting structured organisational attempts to ensure that marginalised workers are employed and given opportunities for promotion. While the concept embraces a number of marginalised workers, for example people of colour and people with disabilities (Burke and Black 1997), this essay will consider only the case of ‘backlash’ for men against women employees.  Ã‚   Male ‘backlash’, it has been claimed, has existed for some considerable time, and is stronger now than in the past (Faludi 1991).   Backlash can be unconscious: men may be unaware that they hold the attitudes they do towards women (Burke and Black 1997). First, the notion of ‘backlash’ will be discussed, and the ideas that it presents â€Å"a complicated struggle over normativity† (Robinson, 2000) analysed. Next, the essay will consider how the notion of backlash is useful for understanding the hierarchical relationships between men and women in organisations. 2. The Concept of Backlash In order to understand the concept of backlash, it is first necessary to look more closely at men’s position within organisations.  Ã‚   It has been argued that men’s status as gendered goes unnoticed by themselves and by others within the organisation.  Ã‚   Men are assumed to be the norm, and to speak for the whole of human kind (Nelson 2006).   Typically, men in organisations are unaware of themselves as men, with â€Å"self-knowledge as gendered subjects †¦ noticeably absent† (Whitehead 2001, p. 309).  Ã‚  Ã‚   However, the state of being a man means occupying one of (at least) two possible gendered positions.   While gender is a visible ‘fact’, with most (but not all) men and women being visually distinguished as such, behind this ‘fact’ â€Å"gender is enacted, and society has a pattern of practices and expectations that make this enactment visible† (Bilimoria and Kristin, 2007, p. 38).   Ã‚  Ã‚  While often seen as a genderless, cerebral environment, the workplace, no less than other cultural and social contexts, is one in which organisational decisions are made in an embodied, gendered context (Whitehead and Moodley 1999).   Within the workplace, gender differences exist both visibly and invisibly, and at a number of different levels.   One of the most important of these levels is the symbolic: the ways in which language, clothing, physical symbols, printed media and similar function to express positions about gender. Ideas, attitudes and perceptions also contribute to the complex mix of engenderment in the organisation. The social and political structures of an organisation might appear neutral, however it is likely to be based upon invisible engenderment at deeper levels (Blanpain et al 2008). It should be noted, however, that recognition of the gendered nature of the workplace should not be taken as a simple binary between male and female: â€Å"transgender identities further complicate notions of the gendered subject†. Additionally, invisibilities of sexuality further complicate the matter: the relationship of lesbian to womanhood, and the gay man to masculine identities, needs also to be considered   (Melzer 2006). There is an unfair balance of power between men and women in the workplace, with men generally getting better pay, conditions and holding higher positions within organisations. Women’s abilities as leaders often go unnoticed or are ignored, and the phenomenon of the ‘glass ceiling’ is well-documented (Haslett et al 1992).   This unfair balance seems to be a function of men’s invisibility as gendered subjects: if men are perceived unconsciously to be the norm, then women are by definition outside the norm, and are consequently subject to poorer work conditions including pay and promotion. One reaction to this is for the oppressed groups to act to make people aware of men’s privileges and bring to light their hidden engenderment.   This opens the possibility of making the inequalities between men and women visible to all.   Mutua (2006) describes â€Å"unearned benefits† which men possess, just by being born men, and suggests that rather than seeing the inequalities between men and women in the workplace in terms of how poorly women are treated, we reverse this and look at, for example, how much more men earn on average than do women (Mutua 2006). In general, there has been a concerted effort in many countries to make gender inequalities in the workplace more visible (Kabeer et al 2008). This can, however, make the privileged group – men – defensive and angry.   By making people more aware of male engenderedness, and by   bringing   the inequalities that this hides to light, ‘backlash’ can result, as men start to see themselves as victims.  Ã‚   As such, they begin to occupy an ambivalent position, both invisible and visible. There are reasons for men to claim both these states. Robinson suggests that men have good reason to want to be invisible, as invisibility allows them to continue to enjoy benefits that women cannot access.   However, they can also gain from being visible, and visible as an oppressed group, a victim of female power (Robinson 2000).   Faludi (1991) made the concept of ‘backlash’ popular.   While, she suggested, anti-feminist feeling has always played a part in modern America, there have been particular incidences of backlash in recent history, particularly when â€Å"women are poised to make real gains in social and political life† (Boyd 2007, p. 5).   For Faludi (1991) backlash works by presenting an opposite position as the truth, and by blaming women for wider social difficulties, that is, blaming feminism for creating problems for women, rather than offering a solution to such problems (Walby 1997) The notion of ‘backlash’ is often presented as a simple reaction by men against a growth in women’s rights. However, the idea is more complex than this suggests. For example, it can cover different types of male resistance to attempts to redress inequalities between the sexes: men who may once have approved of this in principle, but now no longer do so, and those who have never approved of equality for women (Goode 1982). Backlash has also changed over time, with Faludi (1991) arguing that it is more common now than in the past. This increase may be down to a number of reasons including increased competition in organisations for pay and position, the growth of political correctness in the workplace, and increased media coverage of gender inequalities. Men are also increasingly aware of how the workplace is changing, with women gradually gaining more power and taking on roles that used to be the sole preserve of men (Burke and Black 1997).   Backlash can also be seen as a function of male insecurity over a changing world, as men blame women’s increased power for ills which befall them.  Ã‚   These feelings are fuelled by a predominantly right-wing media and corporate culture (Kimmel 2004). Estimates vary regarding the prevalence of backlash. Early studies (Astrachan 1986; AMOI 1988) suggested that up to 90% of men were in favour of women maintaining a traditional role.   While backlash in organisations seems to have been clearly identified, there are relatively few empirical studies assessing its prevalence, and a lack of clarity about the best ways of measuring it. Many researchers use the Implicit Association Test, a wider social psychology test designed to measure automatic associations between mental concepts in memory as a way of quantifying implicit stereotypes about gender (Rudman and Glick 2001) There are also different understandings of the impact of backlash on the wider workplace: backlash can increase tension between men and women, makes bonds between men stronger, and can fracture relationships between women to the extent that women have carved a role within the male environment or not (Burke and Black 1997). Backlash is sometimes known as ‘competing victim syndrome’, a term used by Cox (1995) to describe the ways in which, in education, boys interest groups tried to define a position of victims of feminism (Mills 2001). There are several factors which can exacerbate backlash.     If an organisation lacks effective communication both about the phenomenon of backlash and measures that can be taken to combat it, men are likely to be suspicious of any changes. If a clear case is made for proactive measures for women, backlash is less likely (Gandossy et al 2006).   If men are excluded from equality planning, or if they are not seen as part of the solution to inequalities, then this can also make backlash feel worse.   Organisations can take practical steps to including men in such planning, for example identifying a core group of men who are committed to women’s rights and ensuring support from senior management (Ruxton 2004).  Ã‚   Certain organisational structures can also make backlash more intense. For example, where a culture of blame is fostered, with men seen as the causes of women’s disadvantage, men are more likely to react negatively against any perception that womenâ⠂¬â„¢s situation in the workplace is improving.   Equally, if the organisational culture has prioritised men and masculinity, perhaps unconsciously, men may react more strongly against women’s improving situation (Angus 1993). It is also possible that backlash is stronger in organisations where a higher number of minority employees have been taken onto the workforce. As we have seen, the concept of backlash is not as simple as it has sometimes been portrayed in the media (for example, a recent daily mail article appeared to blame feminism for crises in the National Health Service (Phillips 2011)), but rather, as Robinson suggested, it may rather be a complicated struggle over normativity. That is, it concerns a wider debate about the concept of the ‘norm’ and what is considered the ‘normal’ in society today.  Ã‚   The notion of the norm can be seen as rooted in concepts of the natural, and what is inherent or given in human nature, rather than a social, political or cultural construct.   By recognising that the ‘norm’ is, in fact, a construct, we open ourselves to the possibility that the given can be changed.   Feminism in general can be seen as a struggle against the notion that femininity and masculinity as they are experienced in today’s society are fixed. This notion that the female (or mal e) is a given is supported by much of contemporary science (Cameron 1995).  Ã‚   Robinson suggests, in this context, that seeing men as victims of feminism is not as straightforward as a reversal of positive discrimination, but is part of a larger debate about the ways in which normality is defined, and hence as part of a debate about normativity (Robinson 2000).   As Robinson (2000) points out, the notion of masculinity, and the understanding of what it means to be male, is open to debate, can be challenged, and may change.   He also emphasises that the debate over normativity is one about power; who holds power in society, and whether they rightfully do so. Seen in this context, the move by which men have presented themselves as victims is not simply one which happened by chance. Instead, men have been able to take on board the power that is currently vested in the ‘victim’: portraying themselves as oppressed (Bekerman and Zembylas 2011).   Backlash, under these terms, becomes a complex struggle for control over scarce resources and power over the symbolic languages in which notions of masculinity and femininity are normalised.   Men use backlash as a means of making themselves visible as men   and as victims, to accrue the benefits which come with being seen as the disadvantaged partner (Robinson 2000).   Consequently, by claiming the status of victims, men are able to maintain their position as those in power and control, with the added respect and material gains that goes along with this. Privileges are masked by the guise of victimhood which men have decided to wear.  Ã‚   It should be noted, however, this iss ue is made more complex by debates about the notion of power. Some suggest that power relationships are a myth, while there is an illusion that power is vested in the hands of a minority, in fact all groups in society are oppressed: â€Å"power is actually a form of a myth which subjugates all people† (Bad Subjects 1998, p. 55). 3. Backlash and the Contemporary Positions of Men and Women in Organisations The above suggests that backlash is a complex concept which underpins recent developments in contemporary awareness of feminism and women’s rights. But what repercussions does this have for understanding the positions of both men and women within organisations? There are signs that backlash is thriving in business and business organisations. Writing of the USA in the early years of the 21st Century, Bilimora and Piderit suggest that women were increasingly ‘opting out’ of the business world, for example moving on to start their own businesses, partly as a result of a backlash against the notion that women can ‘have it all’ and successfully juggle home and work (Bilimora and Piderit 2007).   This move to self-employment and starting one’s own business as a way of stepping outside the hostility of the male-dominated business environment has been reported elsewhere, for example The United States Small Business Association reported a 58% growth i n women running businesses (SBA 1993), while Carey and Bryant (1995) suggested that women-run businesses were expanding into previously male-dominated areas (Carey and Bryant 1995).   It has also been reported that women can experience hostility as result of special initiatives designed to promote equality, can become over insular as they bond together in women-only networks, thus ruling out the possibility of a further assault on male power structures, and open to charges of elitism (McCarthy 2004). However, some organisations have found that promoting equality measures in the right way can avoid backlash. Wittenberg-Cox and Maitland (2009) describe the case study of Nestle, who sought to prioritise gender equality within the workplace. They rejected the diversity approach popular in the USA in favour of promoting gender balance. Their approach was to involve men, and particularly male leaders, from the outset, with gender awareness workshops for leaders and executives. They found that this approach saw men committed to and leading organisational change, and the company thus â€Å"avoided the backlash that is common in companies that launch â€Å"women’s† initiatives† (Wittenberg-Cox and Maitland 2009). 4. Conclusion To summarise, men have historically occupied an invisible, gendered space within the work environment. Their privileges compared to women, and their power compared with women, have gone unnoticed through this invisibility.  Ã‚   Through feminism, there has gradually arisen an awareness of these hidden inequalities, and the ways in which men have been prioritised as the ‘neutral’, over-riding voice in the workplace. This awareness has led to some redistribution of power, as women take on greater responsibility, more powerful roles, and obtain better pay. However, the consequences of this have been that men have, in some instances, started to see themselves as victims of women’s growth in the workplace through the phenomenon of backlash. Although seemingly a simple concept, backlash is complex and tricky to measure, and has a number of consequences for both men and women.   Ã‚  The notion of normativity helps us understand the ways in which victimhood has been a ppropriated by some men to reclaim the power they feel they have lost.  Ã‚   Ideas around backlash and normativity have had a number of repercussions for the workplace and organisational politics, some detrimental to women’s position, although there are suggestions that the right approach to equality can overcome these issues.    References AMOI (1988) ‘American Male Opinion Index’, Conde Nast, New York Angus, L B (1993) Education, inequality, and social identity, Routledge, USA/ UK Astrachan, A (1986) How Men Feel: Their responses to Women’s Demands for Equality and Power,   Anchor, New York. Bad Subjects Production Team (1998) Bad subjects: political education for everyday life, NYU Press, USA. Bekerman, Z and Zembylas, M (2011) Teaching Contested Narratives: Identity, Memory and Reconciliation in Peace Education and BeyondAuthorsZvi Bekerman, Michalinos ZembylasPublisherCambridge University Press, 2011 Bilimora, D and Piderit, S K (2007) Handbook on women in business and management,   Edward Elgar Publishing, 2007 Cheltenham Glos. Blanpain, R, Dickens, L and Kaj, S (2008) Challenges of European employment relations: employment regulation, trade union organization, equality, flexicurity, training and new approaches to pay, Kluwer Law International, The Netherlands. Boyd, S B (2007) Reaction and resistance: feminism, law, and social change, UBC Press, USA Burke, R J and Black, S (1997), ‘Save the Males: Backlash in Organisations’, Journal of Business Ethics, 16, 933-942. Cameron, D (1995) Verbal hygiene: The politics of language, Routledge, UK Carey, A, and Bryant, B (1995)   Women-owned business growth, USA Today, USA Faludi, S (1991) Backlash: The Undeclared War Against Women, Random House, London Gandossy, R P, Tucker, E and Verma, N (2006) Workforce wake-up call: your workforce is changing, are you?, John Wiley and Sons, USA Goode, W J (1982) ‘Why Men Resist’, in B Thorn and M Yalom (eds.) Rethinking the Family: Some Feminist Questions, Longman Inc. New York Greenwald, A. G., McGhee, D. E., Schwartz, J. K. L. (1998) ‘Measuring individual differences in implicit cognition: The Implicit Association Test’, Journal of Personality and Social Psychology, 74, 1464-1480. Haslett, B, Geis, FL and Carter, M R (1992) The Organizational Woman: Power and Paradox, Greenwood Publishing Group, USA Kabeer, N, Stark, A and Magnus E (2008) Global perspectives on gender equality: reversing the gaze, Routledge, New York /   Oxford Kimmel, M (2004) Men and masculinities, ABC-CLIO, USA Melzer, P (2006) Alien constructions: science fiction and feminist thought, University of Texas Press, USA Mills, M (2001) Challenging violence in schools: an issue of masculinities, Open University Press, UK Mutua, A D (2006) Progressive Black masculinities, CRC Press, USA Nelson, S M (2006) Handbook of gender in archaeology, Rowman Altamira, Lanham Phillips, M (2011) ‘The real reason our hospitals are a disgrace’, Daily Mail, 17th October 2011, London. Robinson, S. 2000 ‘Introduction: Visibility, Crisis and the Wounded White Male Body’, in Marked Men: White Masculinity in Crisis, Columbia University Press, New York Rudman, L A and Glick, P (2001) ‘Prescriptive Gender Stereotypes and Backlash Towards Agentic Women’,   Journal of Social Issues, 57:4, 743-762 Ruxton, S (2004) Gender equality and men: learning from practice, Oxfam, UK United States Small Business Administration (1993) Women Business Owners, SBA, Washington DC Walby, S (1997) Gender transformations, Routledge, UK. Whitehead, S M (2001) The masculinities reader, Wiley-Blackwell, Cambridge. Whitehead, S M and Moodley, R (1999) Transforming managers: gendering change in the public sector, Routledge, London. Wittenberg-Cox, A and   Maitland, A (2009)   Why Women Mean Business, John Wiley Sons, USA

Eating Jesus' Flesh and drinking His Blood Research Paper

Eating Jesus' Flesh and drinking His Blood - Research Paper Example The Hebrew writer tells us that His blood was shed for the transgressions of those who lived under the first testament, as well as those who live under the second (Heb. 9:15).   So, all humanity, who desire salvation, are dependent upon the blood of Christ  Ã‚   In this lesson, we shall  Ã‚   list some of the things that are said to be accomplished by the blood of Christ. VERSES 51-52:  Ã‚   I AM THE LIVING BREAD 51I am the living bread which came down out of heaven. If anyone eats (Greek: phage) of this bread, he will live forever. Yes, the bread which I will give for the life of the world is my flesh (Greek: sarx)." 52The Jews therefore contended with one another, saying, "How can this man give us his flesh to eat?"   "I am the living bread which came down out of heaven" (v. 51a).   This "living bread" parallels the "living water" that Jesus offered the Samaritan woman (4:10).   "If anyone eats (phage) of this bread, he will live forever" (v. 51b).   Phage is the ao rist of esthio (to eat), and thus represents a one-time action.   To eat of this bread, in this context, means the once-and-for-all action of accepting or believing in Christ.   "Yes, the bread which I will give for the life of the world is my flesh (Greek: sarx)"(v. 51c). Jesus does not retreat from the offense of his words, but instead adds to it with his mention of flesh (sarx). This is sacrificial language. The Torah requires ritual sacrifice of animals, and specifies how they are to be prepared and how their flesh is to be used. Some flesh is to be burned on the altar and other flesh is to be eaten.   Jesus makes his sacrifice in behalf of the world –– not just Israel (see also 3:16-17).   "The Jews therefore contended with one another, saying, "How can this man give us his flesh to eat?† (v. 52).   "Flesh" is a provocative word, raising the specter of cannibalism.   No observant Jew would consider eating human flesh. VERSE 53:   UNLESS YOU EAT AND DRINK 53Jesus therefore said to them, "Most certainly I tell you, unless you eat (Greek: phagete) the flesh (Greek:   sarka –– from sarx)of the Son of Man and drink his blood, you don't have life in yourselves. "Most certainly I tell you" (v. 53a).   These words make emphatic that which follows.   "unless you eat (phagete)the flesh(sarka –– from sarx) of the Son of Man and drink his blood, you don't have life in yourselves" (v. 53b).   The title that Jesus uses for himself here is Son of Man, which is a less provocative title than Messiah. The first significant issue here is whether Jesus' words are Eucharistic in nature (referring to the Lord's Supper) or simply incarnational/sacrificial (referring to the incarnation and the cross).   The question is significant.   Is Jesus emphasizing participation in the Eucharist here?   Should a sermon based on this text emphasize participation in the Lord's Supper?   Scholars are divided on this question.   My conclusion is that incarnational, sacrificial, and Eucharistic emphases are intertwined in 6:51-58, and that the emphasis shifts to favor the Eucharistic at verse 51c.   If this is correct, it is appropriate, perhaps even important, to emphasize participation in the Lord's Supper when preaching from this text. We should also note two things that were happening at the time of the writing of this Gospel that might have influenced the author to emphasize the eating of Jesus flesh and the drinking of his blood:

Critically discuss the following statement What is marketing Easy its Essay

Critically discuss the following statement What is marketing Easy its what marketers do - Essay Example A series of theories has been gradually developed aiming to help the transformation of marketing in accordance with the current market rules. Current paper focuses on the examination of the context and the role of marketing within the modern market; the specific field is evaluated using relevant theories – as published in the academic literature. Moreover, efforts are made in order to present and explain the practical implications of marketing – as these implications are understood and handled by marketers. It is concluded that the current forms of marketing are difficult to be fully explored and evaluated – being differentiated within each commercial sector; however, the theoretical explanations on marketing – as identified through the relevant literature – can help to understand the actual role of marketing in the modern market but also its potentials for further transformation in the future. 2. Marketing – Description and functions 2.1 The context of marketing - definitions One of the key characteristics of marketing is its ability to be transformed being aligned with the market trends and demands. Initially, marketing was a discipline rather foreign to academic study; it had been rather considered as a series of practices used by professionals who deal with the promotion of products/ services within a pre-arranged market (also known as target market); the above issue is highlighted in the study of Baker et al. (1998) who noted that marketing gradually entered the academic field of knowledge; however, despite the fact that a wide range of studies has been developed in regard to the content and the role of market, still there are many of its aspects that are not clear (Baker et al 1998). Probably the reason is that the changes of the market are too quick and extensive, marketing’s rules and forms are transformed - in order to be aligned with these changes - but there is no adequate time for the phases of this t ransformation to be monitored and evaluated. From a similar point of view Viardot (2004) noted that the context and the role of marketing can be differentiated when having to enter a particular sector; reference is made, for example, to the term ‘marketing for high tech firms’ (Viardot 2004, 1); it is suggested by Viardot (2004) that marketing is described as follows: ‘putting on the market’ (Viardot 2004, 2) – a description which presents the practical use of marketing as a range of tasks focusing on the achievement of a particular target. Baker et al. (2007) use a similar approach; they note that marketing is still in a period of transition from ‘a pure professional practice to an activity explained through appropriate theoretical models’ (Baker et al 2007, 3). Kotler et al. (2010) give a different, more analytical, description of marketing; in accordance with the above researchers, marketing is ‘the process of building profitabl e customer relationships by creating value for customers and capturing value in return’ (Kotler 2010, 53). In the above description marketing is presented as being closely related to customers; in this way, the main priority of marketers is set: marketers should focus on the development of the relationship between the products/ services

Interview with a human resource manager Essay Example for Free

Interview with a human resource manager Essay Many organizations build human resource management section separately so that an expert service is provided to the people and the human resource function performed efficiently. These organizations consider people as their most priceless assets and so they need managers in this section who are efficient, responsible and devoted to the rules and regulations of the respective organization. For this they need a capable person who can cover up the responsibilities excellently and help in further development of the organization. Different organizations have varied expectations from the candidate and the ecruitment is done according to the requirements of the company. It depends upon the size of the company, the physical nature of the products, the size of the staff members, its functions, aims and complexities that decide what exactly is expected from a human resource department. A human resource manager has to keep a balance between the employer and the employees. He has to act as an advocate for both, the organization and the people who work for it. Only one or two decades ago the human resource manager was associated with personnel and administrative division of the company and mostly confined to some aper work. They had to deal with hiring of the employees for different sections of the company, paying them and dealing mostly with their benefits. But today most of the organizations are customer centered and are becoming more adaptable to changes needed for successful marketing strategy. So the responsibilities of today’s human resource manager is to take care of customer satisfaction and make specific changes considering success in marketing along with taking care of the benefits of the employees, payroll and do some paper work as well. The HR manager has to be very attentive and cautious with ny and every change that is taking place in the marketing policy. With the globalization of small and big businesses, it seems that the development of an organization depends quite a lot on the human resource manager and so he is answerable to almost every aspect of marketing and customer satisfaction section. This includes a lot of work pressure, which burdens the professionals a lot. Almost every human resource manager is suffering form this problem and feels the pressure from various directions. They have to discuss the matters and the targets need to be achieved in imited time and above all be updated with the latest in marketing strategy. Those who are interested in regular competition and want to progress fast can try and make human resource manager a career but I feel that with so much of work pressure a man will have to sacrifice a lot in life just to satisfy his ego and earn success and new heights in monetary section. With flexible working hours the manager has to sacrifice various aspects of recreation and relaxation with family and friends. With stress and conflicts in the organization, the human resource manager needs to take care of it before it does any harm to the organization. He needs to be like a team leader and convince the employees with the views of the management and vice versa. Open communication and discussion helps a lot and the manager balances if there is any aggressive attitude in the employees. The only thing that I work out from the interview with a human resource manager is that the job satisfies people who are very ambitious and enthusiastic. It is not that the job or its responsibilities are not reachable. Some managers find it very challenging and like to work in a competitive environment so that the charm of life and work remains there for them.

The Dynamics of U.S. “Indian Policy”: 1830-Today :: Essays Papers

The Dynamics of U.S. â€Å"Indian Policy†: 1830-Today U.S. Indian Policy after 1830 is characterized by the strengthening of governmental paternalism primarily demonstrated by U.S. ideals of expansion and prosperity, and is only checked within the explosive political era of the American Indian movement. As a national ideology that still endures in some states to this day, paternalism assumes that native peoples are uncivilized, backward, and in need of foreign leadership and guidance. Often termed ‘cultural imperialism’, this system is inherent to promoting the economic development of a nation state despite the rights and existence of native peoples. As several paternalistic acts of the late 1800s demonstrate, the U.S. government actively sought to destroy traditional Indian values and life styles in favor of more ‘competent’, European systems of society and economic development. However, in the last 50 years, radical Indian opposition and growing political awareness has transformed U.S. Indian Policy a more eq uitable relationship between veritable governments. Today, U.S. Indian policy must account for Indian rights and sovereignty over their own lands, and maintains a growing record of Indian victories in the struggle for justice and racial equality. The purported ideology of the Removal period, as championed by Jackson and his contemporaries, was the salvation of Indian culture and lifestyle. Indeed, under the approval of the newly formed Bureau of Indian Affairs, aptly subservient to the U.S. Dept. of War, removal was advocated for the recovery of Indian heritage in the face of white culture and demands. Yet the Removal period was not the end all be all of U.S. dominance over Indian land and culture. Rather, this tearful time was merely a government tool used to further break up traditional tribal bonds and sow discord between families through co-optation and favoritism to half-whites. This underlying national intention was revealed in the 1840s period of expansion following the Removals of the 1830s. In subsequent decades, U.S. Indian relations were a product of governmental needs for stability and peace, in the midst of war and organization of this new country. Western expansion saw the conquest of the Sioux in the â€Å"fev er† for California and Oregon, and more guns and cattle poured into the west. With the Election of Polk in 1844 and his victory in the Spanish American War of 1848, the South West became US land. While the Fort Laramie Treaty of 1851 established more territory for Indian life and preservation, and more land was granted both in Kansas and Nebraska, U.

Constructive style Essay

I was kind of surprised I ranked a medium in the â€Å"constructive style† because, I treat others as equals and I feel that I deal with conflict effectively. I do understand there are areas that I need to work on to become successful in my career. I tend to be more effective and comfortable once I get t know others. I convey my liking for people because I am thoughtful and considerate of others feelings. Being this way, has worked in my favor throughout my career. I know that I also have to work on building strong business relationships in order t have better business connections and better business networking. My regulator style ranked a 97th percentile. I feel that this is totally describing me. Rules are written for a reason and if we have to change the rules for one person than you will have to do it for all. My score for â€Å"passive/defensive styles† which include avoider, insulator, regulator, and accommodator ranked in the high percentile. At first, I was kind of disappointed that I scored high in this style. However, this will put me at a disadvantage as I start pursuing towards the destructive direction since it denies me the opportunity to contribute my own views and gain acceptance. I feel at times I accommodate myself at the approval of others. Like for example, I may act differently around certain people then I would around people I feel comfortable around. I also try to maintain a sense of peace and try to smooth over any differences that the group or peers may have. I can honestly say that I try to stay away from any and every conflict if possible. My score for â€Å"aggressive/defensive style† which includes escalator, dominator, competitor, and perfectionist ranked medium/low. The escalator style I scored in the 97th percentile. I wasn’t surprised at my ranking in this field. Growing up I was spoiled as a child and I always got what I wanted. When conflicts do arise I always get very upset at first and think it’s a personal attack against me. It does have affect on my personal relationship with my boyfriend when we get into arguments. I always try to find a way to turn the argument around to make myself look good but I know this is unfortunately self defeating. I know this is probably my biggest downfall among other but I know I can improve on this in order to become successful. I didn’t score to low in the competitor field. I do see winning as an opportunity for growth and development in the business world. In my eyes, winning shows a since of respect and people will get to like you. I know this isn’t always a good thing because winning isn’t always important you can upset other people if that is your only goal. I believe that my personality is a reflection of how I was raised as a child. My parents took the time to motivate me to be the best and work hard in anything I do. I was raised with respectful values of life. Once I became an adult, those values and skills my parents instilled in me has paid off thru my work skills. Taking this LSI survey has really made me realize things I didn’t even realize before. When you see yourself on paper it puts a different perspective in your eyes. The survey has highlighted my strengths and weaknesses. There were a lot of things that were brought to my attention that I never really thought about. With the help of this survey, it has made me see what I need to work on, build upon, and improve upon. Not only this assignment, but the course itself has motivated me to utilize my traits to develop my relationships, career, professional, and personal lifestyle while continuing to direct myself on the right road to success. References: Folger, J. P. , M. S. Poole, & Randall K. Stutman. Working Through Conflict: Strategies for Relationships, Groups, and Organizations, (6th Edition). Pearson, Allyn and Bacon: 2009. http://www. colorfulleadership. info/papers/conflict. htm http://www. survey-server2. com/lsiconflictuniversity-sso/rpt7. asp