Theodore Roosdevelt: 26th President Of The United States (1901-1909) :: essays research papers

Theodore Roosdevelt: 26th President of the United States (1901-1909) Theodore Roosevelt was an energetic and dynamic leader who gave the nation a square deal. During his presidency to a position of internatio nal leadership. Roosevelt belonged to an aristocratic New York family. He attended Harvard Univerity. Theodore Roosevelt fought in the Spanish-American war with the Rough Riders at the battle of San Juan Hill. He had served as police commissiores of New York, assistant secretary of the navy, governor of New York, and vice president of the United States. When president McKinley was assassinated on September 14, 1901, Theodore Roosevelt became, at the time, the youngest (43 years) president in hist ory. The president saw himself as a man of the middle who would meditate the struggle between capital and labor. He said that business must be protected against itself and he tended to favor regulatory commissions that provided nonpartisan supervisi on by experts of business practices. As president he succeeded in getting additional authority over the railroads for the interstate commerce commission. He was also instrumental in the passage of the meat inspection act and the pure food and drug act. Ro attitude toward the poor and towards the labor movement was that of an enlightened conservative. He supported many labor demands such as shorter hours for women and children, employers' liability laws and limitations on the use of injunctions against workers in labor disputes. In reform, Roosevelt wanted gradual change. He moved in the direction of the reformers and ended up as the candidate of the progressive party in the Bull Moose presidential campaingn in 1912. He had broken with the Repub lican party. In 1907 immigration reached its all-time high 1,285,000 in one year. Theodore Roosevelt said, "There can be no divided allegiance here. Any man who says he is an American, but something else also, isn't an American at all. We have ro om but for on language here and that is the English language, for we intend to see that the crucible turns our people out as Americans, of American nationality; we have room for but one soul loyalty, and that is loyalty to the American people." Ro l ed the United States into continous armed interventions in the caribbean. In 1906 an insurrection in Cuba caused the United States to intervene in its affairs. The American government withdrew its power when ordr was restored. In the Philippines c ivil government was put into operation, and a communications cable was laid across the Pacific. Roosevelt intervened in the war betwwen Russia and Japan. He invited the Russian and Japanese governments to send peace commissioners to America where a

Human Resource Managers in a Multinational Company Essay

1. ‘To what extent are human resource managers in a multinational company restricted by cultural and institutional factors in implementing policies and practices across their subsidiaries? Discuss your answer giving examples.’ In the face of globalization, organisations struggle to develop the human resource management strategy (HRMS) between global integration and local differentiation. This is regarded as a critical concern for multinational enterprises (MNEs) since they suffer from cultural and institutional differences to integrate HRM practices and shape HRM activities to operate abroad. Regarding that, each cultural and institutional factors are developed over its history with unique insight into managing the organisation, the appropriate HRM practice would vary. The differentiation in national culture and institution call the different management practices that need to be concerned significantly especially for multinational companies’ managers. Researchers highlight the congruence between these factors and HR practice for higher organsational performance. When the HRM practice fits with the basic value shared by employees, the job satisfaction, employee motivation and commitment will be attained. This comes with the implication that cultural and institutional factors are pivotal in shaping the decisions and policies of managers of organisations. In this essay, it will explain what is the institutional and cultural factor with theoretical approach. After that it will suggest implications of institutional and cultural perspective for International Human Resource Management to answer how these factors influence in implementing management policies and practices. According to Hofstede (1991), Culture refers to the â€Å"shared sets of beliefs, values and norms† that is programmed into an actor’s mind. It is regarded as the psychological ‘software’ and sets of informal rule, while institution is more ‘hardware’ of modified and negotiated legal systems that actors follow. The institutionalism emphasises the legitimacy, which organsations struggle to acquiring and maintaining in relation to the environment. One of the new institutionalist theories, the ‘Variety of capitalism’, treats the corporation as a relationships network that locates organisation in its  stakeholders with employees and with competitors. The approach highlights the importance of institutional complementarities that argue the success of an organisation depending on the capability to coordinate effectively. The theory draws two types of political and economic structures across nations. One is the liberal market economic orientation (LME) and the other is the coordinated market economic orientation (CME). Companies in some North-Western European countries including Germany and Switzerland with CMEs tend to have highly structured arrangements in labour market that form strong trade union. Banks in these countries are highly coordinated with firms and have long-term capital. In contrast, there are loose hire and fire labour market regulations and dispersed international investors in the U.K and U.S.A where classified as LMEs. The source of finance in these countries is the stock market, with the clear difference. The figure1 demonstrates that corporations in these different types of systems do not operate in the same market. Figure 1. Institutions across sub-spheres of the political economy Source: Hall and Soskice, (2001) It shows the positions of OCED countries that describe institutional character in the financial and labour market. The higher development in a stock market implies higher dependency on market coordination with emphasis on financial criteria, whereas a higher degree of protection for employees is likely to rely more on non-market criteria. The flexible labour market in LMEs is suitable to easy access to stock market capital. Due to the competitive market conditions, firms in LME markets highly emphasise the financial performance rather than long-term strategies. Nervous investors such as those from the hedge fund tend to hesitate to investing in companies with long-term and uncertain employee training that ties capital in workers’ skills. Conversely, long-term employment arrangement and long-term capital remain in the essence of CMEs. The institutional considerations lead to different types of organisational behavior and investment patterns that shape different HRM policies and practices. Firms in LMEs emphasise short-term competition that likely treat  employees as disposable resources. Employees’ performances are appraised individually with a financial incentive system so managers are empowered to control HRM with considerable autonomy. Investments in employee training and development are classified as ‘overhead.’ `In contrast, HRM polices in CMEs regard employees as valuable assets for sustaining a competitive advantage thus tend to make a greater effort in investments in product innovation and employee development encouraging employment stability. In the system, the higher degrees of job security and work force commitment are derived, since its employment regulation and laws are protected from strong trade union and government. Moreover, different business systems across nations also significantly impact HRM issues. The issues including working hours, scheme of performance appraisal and job contract are highly influenced by local institutional arrangement. The MNCs in Japan prioritize work organisation, which contains quality oriented and flexible practice, and their HR practices are adopted to be suitable with this approach. Likewise, German MNCs, where short run financial ratio is not a greater concern, rely more on long term strategies that highly regulate the hours of work and worker participation. In this regard, the ability of MNCs to fit various institutional arrangements with the local environment is essential to have an advantage in global operations. The evidence from the survey conducted by Guest and Hoque (1996) show that MNCs in Germany do not implement their ‘best practices’ into subsidiaries in the U.K. such as long-term employment plans, union perception and employee training. Another crucial factor managers from MNCs should consider for effective HRM is culture. It is assumed as ‘the major source of differentiation’ in managerial behavior among different nations. One of the most widely cited approaches to culture, Hofstede’s study (1980), classifies four cultural dimensions based on the survey data from 116,000 IBM employees. The study suggests possible origin and consequence for managerial behavior in different dimension contexts. Power distance reflects the dependent relationship between superior and subordinate. Companies in high power distance subordinate have high dependence to superior with greater reverence through the hierarchical structure. Uncertainty avoidance measures different degrees of preparation for future risk and ambiguity. In risk adverse  organisations, rule making and bureaucracy are placed to deal with possibilities of risk and members prefer to behave what they are expected. Individualism versus collectivism dimension reveals the different level of desire to feeling that they belong with a group. At last, masculinity versus femininity dimension presents different values that masculine and feminine society prefer differently. Highly masculine societies have a higher tendency to be competitive since high earning and challenging careers are important values for employees. In societies with femininity tendencies, values related to satisfaction, security and cooperation are emphasised. The study highlights the importance of culture to coordinate different managerial behavior for international businesses. Another cross-cultural approach, Hall’s study (1976) classifies cultures into low and high context cultures, each with distinct demands and preferences. The culture characterizes the nature of human relationship, communication and authority. For example, the line of distinction between high and low context cultural communication has been particularly documented. According to Hall and Hall (1990), in high context communication, speakers tend to utilize relative indirect style of communication. On the other hand, in low context communication, speakers often employ more or less direct communication style. Clearly, these communication dimensions area is an overlap of the individualism-collectivism from Hofstede’s study. Collectivist societies often concern about minimizing the chances of hurting other parties. These groups emphasise the value conformity and traditions. It is for this reason that they prefer to use high context communication. The team members of collectivists often prefer communicating directly with their leaders. They are often concerned about avoiding responses that are negative, a move that is aimed at maintaining harmony. Any form of communication is aimed at fostering interpersonal communication. The tendency is reversed in individualist societies where each member pays more attention to personal goals and interests. The different communication styles and human relationships naturally relate to the different preferences of organisational structure that shape the HRM practices and policies. The culture influences multiple aspects of HRM, thus it is likely to be  effective when HR practice and policy fit with the culture. In regard to recruitment, collectivistic cultures prefer network based recruitment method like employee referrals. The method is supposed to enhance employee commitment and loyalty that strengthens the social network. Since collectivism highlights cooperation rather than individual achievement, it more considers candidates’ ascribed statuses more than personal skills and knowledge. Conversely, employers in an individualistic organisation select candidates based on necessary abilities through highly structured methods such as bureaucratic interviews. Similarly, the organisation with high uncertainty avoidance index prefers open recruitment with the use of more structured selection method as it is highly correlated with formalisation. In terms of performance appraisal, individualised appraisal and rewards are highly correlated with individualism and lower degree of uncertainty avoidance. Regarding that various reward practices based on individual performance would result in uncertainty it is less likely to emerge in risk adverse society. The incentive scheme may also not be needed in high power distance cultures since subordinates are more likely to be motivated by superiors’ direction. The merit-based selection and promotion, which consider individual performance and contribution to the organisation is related to individualism and low level of power distance. It is opposed to the value from collectivism and femininity that emphasise group harmony and cooperation. In conclusion, institution and culture significantly influence in managerial behavior. It is needed to take institutional and cultural factors into consideration in shaping and adopting management policies and practices. Cultural and institutional factors are so varied that they integrate all the factors oriented towards social and ethical responsibilities, which is a major focus for contemporary organisations. Cultural values demands that decision and policies that managers make reflect the interests of the society, including those of the institutions. Since the inappropriate management concept may trigger misunderstanding and conflict among subsidiaries it is vital for effective management. Clearly, Institutional and cultural researches contribute to analysing and understanding various manifestations of HR across a border. However, managers should take careful  consideration before implementing specific HR practices or policies to prevent overly deterministic connection from the theoretical context. In order to achieve successful performance, MNCs have to adjust and moderate management practice in accordance with the local environment. The differences in a business system, local environment and culture between home and host countries are the significant determinants for both evolutions. References: [1] Aycan, Z. (2005), ‘The interplay between cultural and institutional/structural contingencies in human resource management practices’, International Journal of Human Resource Management, 16(7), pp. 1083-1119. [2] Earley, P.C. (1994), ‘Self or group? Cultural effects of training on self-efficacy and Performance’, Administrative Science Quarterly, 39(1), pp. 89-117. [3] Gomez-Mejia, L.Y & Welbourne, T. (1991), ‘Compensation strategies in a global context’, Human Resource Planning, 14. pp. 29-42 [4] Guest. D. & Hoque, K. (1996) ‘National Ownership and HR Practices in UK Greenfield Sites’, Human Resource Management Journal, 6(4), pp. 50-74. [5] Hall, E.T. (1976), Beyond culture, New York: Anchor Books [6] Hall, E.T. & Hall, M.R. (1990) ‘Understanding Cultural Differences’, Yarmouth, MA: Intercultural Press. [7] Hall, P.A. & Soskice, D. (2001) ‘An introduction to varieties of capitalism’ in Varieties of Capitalism: The Institutional Foundations of Comparative Advantage, Oxford: Oxford University Press [8] Hofstede, G. (1980), Culture’s Consequences: International Differences in Work-related Values, California: Sage Publications [9] Hofstede, G. (1991), Cultures and Organizations: Software of the Mind, Berkshire: McGraw-Hill [10] Tsui, A.S., Nifadkar, S.S. & Ou, A.Y. (2007) ‘Cross-national, cross-cultural organizational behaviour research: Advances, gaps and recommendations’, Journal of Management, 33 (3), pp. 426–478. ——————————————– [ 1 ]. Earley, P.C. (1994), ‘Self or group? Cultural effects of training on self-efficacy and Performance’, Administrative Science Quarterly, 39(1), 89-117 [ 2 ]. Hall, P.A. & Soskice, D. (2001) ‘An introduction to varieties of capitalism’ in Varieties of Capitalism: The Institutional Foundations of Comparative Advantage, Oxford: Oxford University Press, Page 1. [ 3 ]. Hall, P.A. & Soskice, D. (2001) ‘An introduction to varieties of capitalism’ in Varieties of Capitalism: The Institutional Foundations of Comparative Advantage, Oxford: Oxford University Press, Page 4. [ 4 ]. Tsui, A.S., Nifadkar, S.S. & Ou, A.Y. (2007) ‘Cross-national, cross-cultural organizational behavior research: Advances, gaps and recommendations’, Journal of Management, 33 (3), pp. 426–478. [ 5 ]. Aycan, Z. (2005), ‘The interplay between cultural and institutional/structural contingencies in human resource management practices’, Internationa l Journal of Human Resource Management, 16(7), pp. 1083-1119. [ 6 ]. Gomez-Mejia, L.Y & Welbourne, T. (1991), ‘Compensation strategies in a global context’, Human Resource Planning, 14. pp. 29-42

Count of Monte Cristo essays

Count of Monte Cristo essays There are many subplots involving The Count of Monte Cristo's adversaries. The first one started out in Rome where the count met two young men, Albert de Morcerf and Franz d'Epinay. The Count became a great friend to the two young men and even saved Albert's life when the "Italian bandit," Luigi Vampa, captured him. Luckily Vampa was a loyal friend to the count and obeyed his command to release Albert. Albert eventually introduced the count to Paris society and to his many friends. The next subplot was when The Count of Monte Cristo bought the house in Auteuil. His servant Bertuccio had a history with that house that involved Monsieur de Villefort. He later told that story to the count and introduced Benedetto, which later became Andrea Cavalcanti. Benedetto was the son of Villefort and Madame Danglars, which was presumed dead and was burried and left to die if Bertuccio did not dig the baby up. Benedetto later led a life of crime and left Bertuccio, who raised him. The next subplot was when Benedetto was introduced to the Count of Monte Cristo as Andrea Cavalcanti. He took on this role and was given a fake father. Andrea then became the good friend of the count's, mainly because the count was to supply him with a The next subplot was when the count created the false telegram that "King Don Carlos escaped the vigilance excercised over him in Bourges and has returned to Spain across the Catalonian frontier." This caused many people to sell their Spanish bonds, including Baron Danglars, and to lose a lot of The next subplot is when The Count of Monte Cristo invited all of his "friends" to the country house he bought in Auteuil. This house haunted two guests, Monsieur de Villefort and Madame Danglars because this was the house which Madame Danglars gave birth to Benedetto and where Villefort barried him. The count showed the guests t...

Lizzie Borden Essays - American Folklore, Axe Murder, Lizzie Borden

Lizzie Borden Essays - American Folklore, Axe Murder, Lizzie Borden Lizzie Borden L I z z I e B o r d e n A little over a century ago a gruesome double murder was committed, in the 2- story house at 92 Second Street, in Fall River, Massachusetts. This crime shocked the nation as Lizzie Borden, a 32-year-old Sunday school teacher, went on trial for the murder of her father and her stepmother. An all male jury eventually acquitted her on the accusations. To this day, the murderer of Andrew J. Borden and Abby Gray Borden is still unknown, but in the public mind everyone believes it was Lizzie Borden. Lizzie was born and grew up in Fall River, Mass. She was the youngest daughter of Andrew Jackson Borden, who was a very successful Banker and Sarah Morse Borden. Sarah died when Lizzie was very young and Andrew then married Abby Durfee Gray. Lizzie grew up with an elder sister, Emma. Neither of them has ever married. The sisters hated their stepmother, mainly because of the familys inferior social position. On the day of August 4, 1892, the bodies of Andrew Borden and his wife were found mutilated. As opposed to 40 whacks, in the popular rhyme, 19 blows struck Abby Borden by a hatchet or axe to the back of her head and neck. At the time she was cleaning the guestroom of the family home, at 9:30 am. Andrew Borden, who had returned home around 10:30 am, after his daily business had been attended to, was either napping or reading the newspaper on a couch in the parlor, when he was attacked. 11 blows were rained upon Mr. Borden's head and face, to the point that one eye hung from its socket upon his cheek, and his close friend and physician, Dr. Bowen, couldnt recognize him. There were only two people in or about the house at the time of the killings, Lizzie Andrew Borden and Bridget Sullivan, the Borden's maid. There is some speculation as to others that may have been responsible for these heinous acts. Among the other alleged killers are John Morse, the brother of Andrew's first wife, a secret lover Lizzie was said to have, though never named, Emma Borden, Lizzie's elder sister, and William Borden, who, while legally Andrew's second cousin, was rumored to really be his illegitimate son. Soon after the murders, Lizzie emerged as the prime suspect after John Morses alibi checked out. She then was arrested and tried on three counts, the murder of Abbey, of Andrew, and of them both and, if found guilty, faced death by hanging. Six days after the murders occurred, she went to court. The all-male jury was put into a difficult position. It was the Victorian Era where women were considered delicate flowers and not capable of killing someone and it was not a common or working class woman they were to judge guilty or innocent, it was a wealthy society lady. After only an hour of deliberating, the jury declared Lizzie to be not guilty. It is said it only took them 15 minutes to decide, but out of respect for the prosecution, they waited another 45 minutes before they informed the court of their decision. What makes the Fall River murders so perplexing is that the motive, the weapon and the opportunity for such a crime are all seemingly absent. When the Fall River constabulary investigated the murders, they found no money or jewelry missing, not even small amounts of change or the packet of bus tickets as were taken in the daytime break-in at the Borden home twelve months earlier. Later, Prosecuting Attorney Knowlton hired a machinist who spent two days cracking open Andrew Borden's safe in hopes of finding a missing will disinheriting both daughters. But Borden died intestate, leaving Lizzie and Emma to inherit his entire fortune. Besides the lack of a clear motive for the murders, there was also the disconcerting lack of opportunity. Fall River found the entire Borden house locked up as usual, and during the two-and-a-half-hour period in which both murders were completed, the maid Bridget was outside the house washing windows and daughter Lizzie was inside the house reading a magazine. Even if one of the two committed the crime,

Interactions of hazardous materials Essay Example | Topics and Well Written Essays - 250 words - 6

Interactions of hazardous materials - Essay Example Total dose of rem determines how much the radiation can harm a person. A 25 rem dosage of radiation causes changes that can be detected in the blood while doses around 100 rems normally don’t have immediate effects. Radiation of 50 rems causes nausea, 55 rem fatigue, 70 rem vomiting, 75 hair loss, 90 diarrheas, 100 hemorrhage and 400 can possibly cause death within a period of 2 months. 1,000 rems cause destruction of intestinal lining and death within two weeks while rem of 2,000 damages the central nerve system and causes death within minutes (Walker, 2006). In Three Mile Island incident, the radiation that was released was minimal, far below the levels associated with health effects resulting from radiation exposure. In the incident, 2.4 million curies of radioactive noble gases and 16 curies of radioiodines were released (Mac Kinney & Schoch, 2003). The resulted average radiation dose to people living in that area was 1.4 mrem. In chest X-ray, a patient receives 3.2 mrem this is twice more than the radiation released during the incident. In the Chernobyl incident in the Soviet Union, the radiation level in some areas was about 20,000 roentgens per hour and this cause death to some workers. Average radiation dose for the people who was affected most was 120 mSv; this was mainly those who were assisting in the recovery operation and a dosage of 30 mSv for the evacuated

Vision for the Future of Nursing Speech or Presentation

Vision for the Future of Nursing - Speech or Presentation Example Evidence-based nursing draws upon the results and findings of ongoing research in nursing so that knowledge incorporates into practice, and the quality of health care improves. The application of nursing theory has immense influence upon the professional nursing practice. Nursing theories assist nurses in the prediction and analysis of, and rational decision making in every day experiences. Nursing theories facilitate the intervention process by providing the nurses with a rationale for obtaining reliable information regarding the patients’ health. Nursing theories establish the standards for the measurement of quality of healthcare provided by the nurses. Finally, the nursing theories function to enhance the autonomy of nurses by defining their individualistic roles and responsibilities. Nurses need to have an adequate knowledge of the nursing theories to enhance their productivity and rational decision making ability. Two features that lay the foundations of almost any kind of model of healthcare delivery are mobility and portability. Today, these features are evident in the growth of ambulatory healthcare centers, freestanding clinics as well as all sorts of nonhospital settings. Trends are changing for the better and more Americans are aging at their homes rather than in old houses these days. There is increased tendency for children to avoid institutions for their parents in the future. This imparts the need for the nurses to deliver the care at the patients’ homes. â€Å"There’s a shift away from institutional care toward individual responsibility, and a move from hospitals and nursing homes to retail, kiosks, and home† (Hines cited in Saver, 2006). This is inconsistent with the general training of the nurses in which they gain education so as to deliver care in a hospital-based environment. In addition to that patients today want increased level of personal control over their healthcare, which generates a need for the nurses t o develop innovative methods of delivery of healthcare and expect more self-diagnostic tests by the patients. These changes have increased the number of challenges for the seasoned nurses. To play their role effectively as before, it is imperative that the hospital-based nurses place more emphasis on assisting the patients with transiting to where they will mostly heal; their homes. Nursing schools are currently suffering from budget constraints because of which, millions of qualified applicants turn away. There has also been a shortage of nursing faculty in the recent years. Research suggests that almost 50% of the faculty members serving in the nursing schools would have reached the age of retirement within the next 10 years; â€Å"the anticipated attrition represents a crisis in the making, with potentially far-reaching consequences for the replenishment of the nurse workforce, which is itself on the verge of losing some 500,000 nurses to retirement† (Aiken, 2011). The dec line of the graduation rate of nurses as well as the nursing faculty is a matter of great concern, especially when there are numerous good employment opportunities for nurses in the present age. The fundamental reason this is happening is that nursing students and faculty members are required to return to school after the completion of basic education and a couple of additional academic degrees and not many nurses find this route simple enough to

Reading Journal Essay Example | Topics and Well Written Essays - 500 words - 4

Reading Journal - Essay Example The story continues when Lengel, who is the manager at the supermarket, comes and confronts the girls on their dressing at that time. Apart from being a manager, we are told he teaches at Sunday school to mean that he is a man of God. He condemns their dressing and even insists that it is against the policy of the supermarket to dress that way. That kind of dressing was meant for the beach. Because of this confrontation, Sammy sees this as an embarrassment to the women and in the juncture quits his job, and downs his work tools. This gesture is not noticed by any of the women. Lengel tries to persuade Sammy that it was going to be hard for him to without a job but he listens to none of that and walks out of the supermarket. This story is rich in themes that are outright from the events of the story. One of such themes is that of growing up in life. The story is told of a young man who is in his adolescent age of 19 years. The boy, Sammy, experiences adolescent changes and attraction to the opposite sex. Both Sammy and Stokesie react to the beauty of the women in the supermarket. They react to their appearance in a sensual manner by observing their moves and body features. The women are also in their youth probably the same age as that of Sammy. They dress in a way that the old like Lengel deem indecent but Sammy sees nothing wrong with it. This is shown by the event where Sammy wants to quit his job because he purports that the manager has embarrassed the girls. These issues happen to the youth as they grow up. They fail to distinguish love and relationship issues and end up making choices that are regrettable in a way. Sammy is infatuated with one of the women whom he nicknames as Queenie and he literally stares at her and even gets jealous of the way the woman blushes at Lengel’s confrontations. He is so crazy about the woman that when they have been â€Å"embarrassed† he gets annoyed and