Critical Communication Event on Radio Essay Example | Topics and Well Written Essays - 250 words

Critical Communication Event on Radio - Essay Example Media covered the event as the lack of communication between the Airline personal and the Orto but some people believed that Airline personal must let the Orto to board the plane, however, Airline personal have the idea that a person with such size may be a problem for the neighbor passenger. In fact, the rude attitude of Orto led him to be refused to board the plane. The event caught the attention of many newspaper and news agencies, where most of the reporters have the view that it was the impolite attitude of Orto that made the authorities to deny him from boarding the plane. As the communication event, the event sounds a communication gap between Orto and the Airline personnel but history is full of the events that made people to think in the manner that a authority wants. It could be beneficent for the people to have knowledge about the rules of the Southwest Airline. However, it could be worse for the people who are targeted to spend extra money to buy extra seat as per their size. As the radio communication lacks to target certain audience, the messages are conveyed to all the people irrespective that the messages could harm the mind of a person or a group of people. eTurboNews Inc. (2010). Passenger not allowed to board the plane because hes "too large to fly†. eTN. Retrieved October 28, 2011, from

A rite of passage Essay Example | Topics and Well Written Essays - 1000 words

A rite of passage - Essay Example The Tibetans have Lamaism as their religion, which is an integration of the native Tibetan religion (Bon) and Mahayana Buddhism (Kapstein, p38). In a general perspective, the basic rite of passage for the Tibetans is the sticking of a tiny piece of Tibetan’s staple food (zamba) on the newborn’s forehead. This is perceived as the process of purification of the newborn. Additionally, when the baby is a month old, the parents are bound to paint the tip of its (baby’s) nose with soot as a sign of prevention from ghosts, whereas the relatives and parents of the baby going to the monastery to pray for protection from the Buddha. This is the general rite of passage of newborn babies, regardless of the gender. At a later age, that is, at the age of twelve, a Tibetan girl’s hair is combed into two braids. The braids are later advanced in to three, at the age of thirteen and/or fourteen, and five braids at the age of fifteen and/or sixteen (Kapstein, p67). However, the girl’s hair is combed into dozens of braids at the age of seventeen to signify the initiation into adulthood. In the Tibetan culture, changes in hair are used to mark the several rites of passage for the girl child (Kapstein, p67). According to research, hair changing ceremonies conducted for the Tibetan girls deliberate on the social status of the girls (Kapstein, p85). The hair changing ceremony for the Tibetan girls signifies that the girls are old enough to raise and cater for families, and hence they are ready to accept marriage proposals, and are ready to get married (Kapstein, p85). As a matter of fact, the Tibetan boys tend to court the girls after the hair changing ceremony, with intentions of sleeping with them and propose marriage. Research also indicates that hair dressers were strictly married women, who were carefully selected as per their beauty, perfect eyesight, and/or intact teeth

Entrepreneurial Management In Marks And Spencer

Entrepreneurial Management In Marks And Spencer The issue of entrepreneurial management is utterly important for any organisation, as it is responsible for the realisation of strategic plans and business objectives by means of the human resources available for a company. This report discusses the perspectives and challenges of entrepreneurial management in Marks Spencer and particularly the issue of the relationship with human resources. The analysis of the problem relies on the models of organisational design context, organisational culture and entrepreneurial skills. The author explores and analyses the changes that the organisational has undergone in respects to MSs organisational structure and how their culture has been formulated. The necessary components of core managerial skills and competencies have been discussed in-line with MSs entrepreneurial activities. These factors have been evaluated and recommendations have been made. The author concludes that on the one hand, the recent reduction of the levels in the organisational structure of MS is beneficial for the company as the communication between the level, transparency and overall effectiveness increase. On the other hand, precise hierarchy and centralisation (mechanistic structure) make the company inflexible and difficult to adapt. Also tight environmental conditions and the current strategic objectives emphasise the need for organisational learning and professional development for both common employees and managers, which should be oriented to develop their existing entrepreneurial skills. The author states that MS should reward the most active and progressive managers creating motivation by all means. It is recommended that the organisational structure is flattened further, managerial control and communication should be improved to ensure better performances of MS and that the company should act in a more consultative manner. 2. Case Study: Marks Spencer The company Marks Spencer (MS) was founded by Michael Marks in 1884. Michael initially opened a stall at Leeds Kirkgate market that sold various items such as nails, screws, soap and wooden spoons for a penny each. In 1893 Michael decided to return back to his home routes in Manchester, and set up a shop downstairs from where he lived. He decided to seek a business partner; the business partner being Thomas Spencer. Today, MS is the largest UK retailer with 600 domestic outlets. Furthermore, the company is presented in over 40 other countries (294 foreign outlets). Marks Spencer concentrates predominantly of clothing and food retailing, which constitute 49% and 51% of its business respectively. The company offers stylish, high quality and great value clothing, as well as giving customers the opportunity to purchase food that is of outstanding quality that has been responsibly sourced from approximately 2,000 suppliers globally. The company has grown substantially throughout the years; the company direction and strategies have been manipulated to cater for the needs and desires of their existing and potential customer base and other stakeholders such as the employees, community, suppliers, shareholders and so forth. MS believes that their company values of Quality, Value, Service, Innovation and Trust are not newly established, and state that they are the principles that the business was founded (MS, 2010). More than 75,000 are employed by the firm all over the world. In 2009, revenue of MS was equal to  £9,062 million; net income constituted  £506 million. The companys profitability has been much higher prior to the recession. The company is listed on the London Stock Exchange (LSE) and is included in the FTSE 100 Index (MS, 2009). The share price reached its peak in 2007, and took a dramatic fall in 2008. MS has a variety of competitors ranging from the main supermarket groups, to specialists in fashion and homeware. The competitive environment has changed in recent years due to the rise of home shopping, and more consumers purchasing products from catalogues and the Internet. MS have to compete on price, what they have to offer, the rising expectations of the consumers and on the in-store experience. MSs management recognise the need to do business in an ethical way; to provide products and services to stimulate public interest and to abide by legislations/regulations such as consumers rights, environmental rules and other Industry regulations. Management have attracted 21 million people visiting the stores each week by their entrepreneurial implementations through their decision making processes by acting competitively and innovatively, also by differentiating themselves from their competitors in the retail industry by what they have to offer and by their strong ethical stance. The organisational design, organisational culture and the entrepreneurial skills that the management possess have contributed to MSs success in recent years. Management have been able to spot opportunities first were other competitors havent, or have not been fast enough to act; such as in 2002 MS announced that it was the first ever retailer to use only free-range eggs in all of their products, in 2005 MSs Cafe Revive were the first UK Coffee chain to offer Fair-Trade tea and coffee as standard, and in 2008 by becoming the first retailer to remove all artificial colour and flavourings from their entire food and soft drinks range (MS, 2008). MS empl oyees may therefore feel a sense of satisfaction for working for a well established, strongly ethical and successful company, thus potentially improving their co-operation and motivational levels. Stuart Rose, the Chairman/Chief Executive of MS expressed that the company has a key goal in everything they do: to build a sustainable business for the long term, generating shareholder value through consistent, profitable growth whilst making sure that customers can trust them to do the right thing. Rose states that customers of MS have told us that despite the impact of the recession our commitment to the environment and trading fairly is still important to them (MS, 2009). MS have planned ambitions to satisfy the general public by challenging themselves with the implementation of Plan A, aiming to become the worlds most sustainable major retailer by 2015 that could also prove to be a factor that encourages customer loyalty and help establishing a competitive advantage. Plan A was launched in January 2007 and is a five year eco-plan which has a positive contribution to the environment and society in every aspect of how MS do business so that they grow in a sustainable way. The plan addresses challenges across five areas: Climate change, waste, sustainable raw materials, fair partner and health (http://plana.marksandspencer.com). MS has a standard centralised organisational structure that is characteristic to the majority of the UK multiple retailers. The organisation structure is vertical (Whitehead, 1994). MS has moved to a new flatter structure recently, which implies the reduction of organisational layers in the structure (Varley, 2006); this therefore makes the organisation faster to perceive any changes and respond to them. Due to the organisation having a large complex structure, MS have to ensure that managerial control and communication throughout the hierarchy is efficient and effective to try ensuring high employee morale and motivation, thus a more efficient and effective workforce to meet MSs strategic objectives. This is a key problem area that MS need to focus on. The structure of the hierarchy is complex; therefore employees attitudes and values may only be conveyed to the employees line manager. This reflects the importance of communication in MS between the vertical levels of authority. The leadership style is autocratic; the business decisions are typically made and influenced by management only with a lack of consultation of the employees. Consultation could give employees recognition, motivation and a sense of belonging/need. The recession has had direct effect on MS in terms of profitability and their entrepreneurial thinking in decision making processes, due to the serious nature and potential negative associations that can follow from such an economic downturn. In October 2008 Stuart Rose stated that Consumer confidence remained fragile and the retail environment was unpredictable (http://business.timesonline.co.uk); this enforcing company management to act in an entrepreneurial way, by being alert and acting rapidly in the best interests of the organisation and its stakeholders. MSs management realise that there is an importance of having the ability to spot any opportunities available; in the scope to improve customer loyalty and confidence in the brand to attempt to overcome the negative side effects of the recession and assisting the creation of stability/prosperity for the company. According to Morgan (2001) the corporation provides the training of technical skills and business competencies of their employees. Afterwards, the effectiveness analysis of the learning is conducted within six months (Schutt, 2006). The learning process is necessary for the management to develop entrepreneurial skills to lead the workforce in an effective, appropriate and motivational manner. In January 2009 management announced that they were to cut costs by reducing their workforce by 1000 staff members across the retail stores, head office and their support functions (www.telegraph.co.uk). This reflects the need for strict management of the workforce and certain constraints to be implemented in such a dynamic environment to meet short/long term company objectives. The company comprehend the requirement to ensure that there is a focused balance between each of the stakeholders needs and desires; sacrifices such as these cost cutting measures have been implemented in attempts to outweigh financial uncertainty. According to Stiegert and Kim (2009) the rewards and bonuses for the employees in MS have been reduced considerably with the coming of the global financial crisis; which could be detrimental for the workforces future efficiency, motivation and morale; thus potentially affecting customer satisfaction levels. MS strive to satisfy stakeholders through the utilisation of the management team and their employees. They emphasise the need for effective managerial control in-line with company objectives; for the employees to know the entailment of their job specifications to provide efficiency that may contribute to a competitive advantage being established for MS. The outcome of this process will decide the companys future competitive stance in their market. 3. Context of Organisational Design According to Ferrell (1979) and Gibson et al. (2003), the notion of organisational design is directly associated with the creation of formal relationship, roles and processes within an organisation. The researcher has chosen the model that describes the context of organisational design, since it is necessary to analyse the framework and conditions of the management process and managers roles within Marks Spencer from the very beginning. According to Stanford (2005), the model of the context of organisational design is five-fold, where all the components are mutually influenced. The context of organisational design in Marks Spencer can be presented as follows: Structure: MS has a standard centralised organisational structure that is characteristic to the majority of the UK multiple retailers. Marks Spencer does not possess any manufacturing facilities in Great Britain. This means that the success of this retail business is determined by greater centralisation. The company has a vertical structure (Whitehead, 1994). MS has moved to a new flatter structure recently, which implies the reduction of organisational layers in the structure (Varley, 2006). The composition of the second-layer management team is the following: human resources, international business, retail, IT and logistics, food, store marketing and design, merchandise, finance and operations, marketing (MS, 2009). It can be argued that such hierarchy and the reduced number or levels in the organisational structure to be an advantage (mechanistic structure). The communication between the layers is better arranged, tasks and responsibilities are clearly defined, which is the key to stability. However, it may be argued that the whole organisation is less flexible and adaptive as in the case of organic structure. This deals predominantly with the initiative of lower rank managers. Size: According to the size, Marks Spencer can be classified as a large business, since the company employs more than 75,000 people all over the world (MS, 2010). Huge size implies extensive hierarchy from the CEO to a common worker (Coe, 2004). Despite the fact that organisational structure has been flattened recently, it is complicated anyway. Huge size obliges MS to state and restate precise responsibilities on a regular basis. The fulfilment of duties raises the problem of advanced managerial control. Environment: The environment in which Marks Spencer operates can be characterised as complex. The company is to respect consumer rights, operate according to the regulations in the industry and comply with environmental rules such as waste control (Bevan, 2001). Furthermore, MS is responsible to provide timely salaries and wages to its employees (Jones and Simmons, 1990). Moreover, the company is to adjust to recent social changes, which imply that the UK residents tend to spend more time online than outdoors. It is valid to argue that such a complex environment makes the management process within MS more difficult. Better entrepreneurial skills are required from the top management. And more sophisticated strategies should be used. It can be argued that in such conditions, there is a pressing need for greater integration of the departments of Marks Spencer. Technology: The technologies implemented in Marks Spencer would be rather characterised as routine technologies. Being of a clothes and food retailer, the company faces automatic and frequently repeated processes and tasks. Very few employees are required to demonstrate a creative approach to their responsibilities (non-routine technologies) (Dobson et al., 2004). It may be argued that routine technologies in MS can be explained by the considerable hierarchal organisational structure. In such a case the presence of bureaucracy is inevitable. It is valid to argue that the existing bureaucratic organisational structure should be improved by a more creative management process. This requires better entrepreneurial skills from the managers themselves. But this will enable to upgrade the inter-level communication quality. Strategy: Corporate strategy is quite a broad notion, but it can be stated that the key objectives of MS is to accentuate its own brand, to improve the clothing segment in order to reach the balance between food and clothing retail. Furthermore, the company seeks to improve the line of Home Beauty in its retail stores, to accelerate the programme of store renewal, improve the supply chain and start to use the space in outlets more effectively (MS, 2009; MS, 2010). In May 2008 a press release stated that international sales and profits were up by 16.8% and 33% (http://news.bbc.co.uk); it could be suggested that MS are hoping to overcome some weaknesses of the UKs current economic climate with geographical diversification by increasing stores internationally. As it is seen, these business strategic issues require optimisation and rationalisation of the existing directions. This means that MS is to provide professional training and organisational learning for its employees. According to Morgan (2001) the corporation provides the training of technical skills and business competencies of their employees. Afterwards, the effectiveness analysis of the learning is conducted within six months (Schutt, 2006). It may be argued by the author that the discussed strategic orientation of MS requires more specialised training of the employees. Furthermore, the training should not be academic by nature, but it must be integrated into the practical fulfillment of responsibilities. It is supposed that learning groups should be organised within departments and the team work is to be emphasised in such learning. The model of organisational design context can be criticised for the fact that it does not take into account the dimension of industry. Retail industry, in which Marks Spencer is engaged, is attributed to numerous specific features that do matter in the aspects of organisational learning, entrepreneurial skills and competences. First of all, this industry is customer-oriented (Stanford, 2005). Second, the whole structure should be aimed to provide a stable and high-quality service. From this standpoint, culture of communication, fast reaction between the organisational layers and strong lea dership are sufficient. 4. Organisational Culture The model of organisational culture has been chosen for discussion because it embraces a wide range of management categories associated with the company. It is possible to discuss leadership styles, controls and rewards in organisational processes. Managerial ethics and inter-industry specifics are also included into the model (Pinches, 1999). As it was mentioned, the previous model lacked these industry-related issues. However, the framework was formulated on the foundation of very fundamental assumptions about how organisations work and how they are managed (Cameron and Quinn, 2006); these assumptions may not be true of all organisations in practice; the model also represents that each of the four inputs are of equal importance in prescribing culture, this may not always be the case. Organisational processes: Discussing the leadership styles in Marks Spencer it is quite difficult to generalise since different managers can choose different leadership depending on personal preferences, educational background and experience. Nevertheless, the top managers of the company have been numerously characterised in the past as having an autocratic leadership style (Williams, 1992). This means that with such state of affairs the authority of managers is high, but the autonomy of departments, groups and individuals in the decision-making process is low (Messick and Kramer, 2005; Mullins, 2007). This is partially explained by the centralised vertical structure with considerable number of layers. It is difficult to judge whether this style is the best one for MS, but it is valid to assume that it contributes to bureaucracy, lower motivation and absence of the necessity of personal development of employees. Hence, the management can be at least recommended to improve the autonomy of the creative departm ents. The employees engaged in non-routine technologies should be managed consultatively. According to Stiegert and Kim (2009) the rewards and bonuses for the employees in MS have been reduced considerably with the coming of the global financial crisis. A press release in May 2008 stated that store teams are set to share  £12.8 million; the previous year MS paid a record of  £91 million in bonuses to its 75,000 staff (http://investmentmarkets.co.uk). This could generate negative effect on the motivation and productivity of the personnel. It can be argued that the corporation should find the possibility to reward the most active and progressive managers and employees. However, Stuart Rose believes MS are expecting market conditions to remain difficult for the foreseeable future and are managing the business accordingly. Tight stock control and management of costs are priority. (http://corporate.marksandspencer.com) The company announced cuts of 1000 jobs in January 2009; this could create uncertainty in the workforce that may lead to a lack of motivation, morale and in crease absenteeism levels due to stress and anxiety. Cognitive processes: One of the strongest features of MS is that the company supports professional ethics. This characteristic refers to both the employees and customers of the company. Managerial decisions and actions cannot contradict to the existing regulations (MS, 2010). Nevertheless, the process of strategic thinking is vertical as in the case of organisational structure. It is valid to argue that lower rank managers should be involved into the process of strategic thinking. Behaviours: Group member behaviour in Marks Spencer can be described as traditional teamwork. This kind of member and manager behaviour is characteristic to centralised vertical organisational structures (Morgan, 2001). Such form of behaviour implies lower control by group members and greater control by group facilitators. Again, the company can be criticised for increased control over employees and strict frameworks in which the employees have to perform their functions. Values: The values of Marks Spencer are the following: quality, service, innovation, trust and commitment towards employees and valued people (MS, 2010). The implementation of Plan A strives to meet the environmental concerns of the company, employees and customers, encouraging people to live a greener lifestyle (MS, 2010). Human resources are among the highest values of the company. However, such direction is to be confirmed by the practical actions of the corporation. 5. Entrepreneurial Skills Another model that can be applied to characterise Marks Spencer is the entrepreneurial skills model. It has been chosen for the discussion because it vividly illustrates the necessary components of core managerial skills and competencies developing that take place within the company to contribute towards forming the organisations culture and design. However though, research to determine whether identifiable relationships exist between the performance of the firm, the learning mode of the organisation and organisational competence does not provide clear statistically significant relationships and further work is clearly needed (Chaston et al, 1999). Entrepreneurial skills- The necessary components of core managerial skills and competencies: Research and practice connected to competence is focused by the ambition to achieve superior performance, and for economic gain or business success (Spencer and Spencer, 1993). As it has been already mentioned, the personnel of Marks Spencer participate in regular organisational learning aimed to develop the core skills and competencies (Johansson, 2004). However, the researcher argues that such learning is necessary in the first place for the management of the company to develop entrepreneurial skills; Deakins and Freel (2003) proclaim that there is need for sophisticated knowledge and competencies to operate larger production runs and manage a workforce. It may be stated that the connection to the industry should be emphasised at every stage. The business should focus on the management to build a reliable customer-oriented service. An Industry opportunity has been spotted by management in the implementation of Plan A, in which MS feel has motivated employees and involved them in taking part in contributing to the good cause that they have an interest in in the community where they and the customers live. Costs have also been reduced in result of Plan A, with a  £50 million surplus in 2009/2010 (http://plana.marksandspencer.com). It could be argued that the management team implementing these changes relate to the definition of an entrepreneur as according to Schumpeter and Kirzner. Shumpeter (1934) believed the entrepreneur is a special person who brings about change, whilst Kirzner (1979) believed the entrepreneur is anyone who is alert to the profitable opportunities for exchange; who has additional knowledge which enables the recognition and exploitation of an opportunity (Deakins and Freel, 2003). The skill to recognise and exploit the positive financial, environmental and employee motivational implications of Plan A appears to be welcomed by the general public (through the knowledge gathered from customers (MS 2009) which could establish a competitive advantage). Also by the company and its employees due to the improvement of environmental issues that may affect all of the stakeholders; and by the savings that have been made that can be utilised in other means to the companys strategic advantage. Personal motivation is necessary for managers. If they possess this, it would be a transmitter to further organisational levels. According to Lussier (2009) managers have come to realise that a motivated workforce can contribute powerfully to bottom-line profits and that the poor performance of employees can be caused inadvertently by managers themselves potentially due to their lack of motivation. In this light, the bonuses and rewards for the managers are extremely important. David Michels (Deputy Chairman of MS) expressed that he believes good governance encourages entrepreneurship and innovation within a framework of accountability (http://corporate.marksandspencer.com). The general management skills and human relationship skills appear to be the fundamental competencies for managers. 6. Conclusion and Recommendation It may be concluded that on the one hand, the reduction of the levels in the organisational structure of Marks Spencer is beneficial for the company as the communication between the level, transparency and overall effectiveness increase. On the other hand, precise hierarchy and centralisation (mechanistic structure) make the company inflexible and difficult to adapt. MS can be recommended to flatten its structure even more because the number of departments and layers has remained high in spite of the restructuring that was attempted (MS, 2010). Furthermore, communication, quality control and managerial control over the fulfilment of employees responsibilities should be improved to ensure better performance in the company. Tight environmental conditions and the current strategic objectives emphasise the need for organisational learning and professional development for both common employees and managers. In particular, the professional training of common employees should be carried out in real teams (departments) and should be practical. The professional development of managers in MS should be oriented to develop their entrepreneurial skills. Marks Spencer can be recommended to concentrate on industry specifics, general management and human relationship. Furthermore, the company is to reward the most active and progressive managers creating motivation by all means. MS can be recommended to reconsider leadership styles with respect to creative workers engaged in non-routing technologies (from autocratic to consultative). In addition, lower rank managers are to be involved into the decision-making process of MS that may encourage them to act in a more enthusiastic intrapreneurial way.

American Hawaii Essay -- essays research papers

American Hawaii American Hawaii Hawaii is known for its beautiful beaches, it’s nice year-round weather, and its culture. Thousands of vacationers come to Hawaii each year to get away from the stressful city and relax. But do they know how cruel the Americans were to the natives? Do they know how we corrupted their culture and their religion? Do they know how Hawaii really became a state? Probably not. When most people think of Hawaii, they think of happy Hawaiian babes hula dancing and palm trees swaying in the warm breeze. Hawaii has still held on to many of their traditions although they were invaded by Americans. But you have to go to a museum to see their old way of life. Hawaii is now populated mostly by Americans. Native Hawaiians have adapted to our American lifestyle and much of their old traditions and beliefs are lost in history books. America dominated over the Hawaiians just as they did with the Native Americans. The Hawaiians didn’t even stand a chance against big b rother. They probably feel the same way towards America just as a child does with stubborn parents. Now I will tell you about the history of Hawaii so you will see how the United States came to annex Hawaii. Hawaii was first inhabited by the Polynesians. They came in canoes from other islands around the pacific. They called the new found island "Hawaii", which means "home" in Polynesian language. Hawaii was their home until the white man came in and took advantage of these simple, happy aborigines. The corruption of this unique and fragile culture first started when Captain James Cook ran into the islands on January 18, 1778. After Cook’s discovery, many other foreigners (mostly American) visited the islands. They brought clothes, livestock, orange trees, horses weapons and souvigners. Foreigners also brought with them a handful of deadly diseases such as smallpox, measles, syphilis, tuberculosis, and whooping cough. During the time period of Cook&# 8217;s arrival in 1778 to 1820, the population of Hawaii dropped from 300,000 to 135,000 due to the diseases! Another problem was the introduction of alcohol. Like the native americans, Hawaiians were not immune to alcohol. Hawaiian’s were very sensitive to alcoholism. Hawaiians religion was a very complex one with many gods. They worshiped idols and they belived in many f... ...ature consisted of a council of chiefs and an elected house of representatives. In 1842, the Hawaiian islands were seen as an independent government. Sugar production was Hawaii’s largest buissiness. Tons of sugar was grown in Hawaii. Many of the Hawaiians worked on the sugar farms. Sugar was sold to the United States and large amounts of money flowed into Hawaii. Hawaii’s economy grew and banks were built. Annexation America’s main goal was to overthrow monarchy and Annex Hawaii as the 50th state. In 1887, the Americans forced king Kalakaua to sign a new constitutions that lessened the king’s powers and limited the rights of native Hawaiians to hold office. After Kalakaua’s death, Queen Liliuokalani ruled Hawaii. She was stubborn and wanted Hawaiian independence. But the Americans took over the government and ended monarchy and set up their own government. They put up the American flag where the Hawaiian flag originally flew. So, in other words, Hawaii was stolen from its original owners. Defenseless, Hawaii couldn’t do anything about United States’ control. Hawaii was then Annexed to the United states in 1898.

Surrealism

Surrealism Surrealism started as a revolt against the intellect of Cubism, Formalist art, Art for Arts sake (Dada) and abstraction. It is an attitude to life and society rather than a style of art. It was a painting style that trapped the dream into physical existence. Individualism and isolation was a core value of the movement. They investigated the mind for artistic inspiration.Origins of Surrealism: Andre Breton: Was dissatisfied with DADA Wanted a more organized and realistic He explored automatic righting and discussed the irrational and the accidental Hough process in painting He published a manifesto in 1924 (statement of ideas about the movement) Was based on Freud the idea of the conscious mind struggling against the irrational and the unconscious Implemented the idea that the individual is free to express their personal desires Definition of Surrealism: Thought is expressed with the absence of reason, aesthetic (visual), moral concerns.Surrealism emphasizes words more than the image and was dominated by the written works and ideas. The influence of Sigmund Freud: Worked with Psychoanalysis, and how hypnosis allows an individual to remember motional experiences that have been forgotten. The importance of memories and experiences in the subconscious is core to Surrealism Hypnosis liberates the imagination Through the dream, reality is solved.Political situation of the time: Breton was a communist The surrealists were anarchists like the Dadaists of WWW Surrealist thought that non-government was better(irrational vs. the rational) Russian revolution Tribal art Dada : chance, irrational, illogical Art of children and the mentally ill Freud and Jung (importance of dreams and the symbols used to understand dreams) Sub Themes:The human condition: Surrealism deals with the subconscious, dreams and irrational thought Influence of technology- Meaning in media: Surrealism involves symbolism, meaning through the use of paint Reflection of society: comment on ant i war etc Two Schools of Surrealism Bibliographic Surrealism Ray, Dali,Yves, Migrate Detailed Automatic Organic surrealism Mirror, Manson Recognizable objects in different contexts Images of the mind Precise reproduction Juxtaposition (placing next to each other) Transposed (placed over) Displaced(put out of place) Mutated (altered) Visual pun/ double meaning Hidden Meaning Chance Close to abstract

Employment Law Essay

1. When can an employee’s religious belief qualify as a bona fide occupational qualification? Religious organizations are permitted to discriminate as long as the position relates to the promotion of the religion. Religious belief is considered a bona fide occupational qualification. For example, if a catholic church is looking for a clergy member. The Catholic Church would argue that only catholic could effectively practice and preach the tenants of their religion. 2. In the law firm of Milton, Madden & Herman (â€Å"MM&H), a request has been filled by two Sikhs to wear turbans. Although MM&H’s dress code does not speak to this issue, MM&H decides to prohibit this attire. How would you advise the Sikhs to proceed? Sikhs can argue that MM&H prohibited the turban which is part of his religion. The company can always accommodate his religious beliefs as long as Sikhs explain what his religious beliefs are and how they are being compromised by the employer because of the task at hand. Reasonable accommodation of a religious belief must be made by the employer if such accommodation does not compromise the rights of others does not require lots of cash. 3. Johnny Carlton attended the University of Lebanon while his father was stationed in the military in that country. When Kurt Munson review Carlton’s application for employment, he asks Carlton why he chose to attend college there. Carlton explains. When Carlton, who is qualified for the position, is subsequently denied, he reasons that Munson’s inquiry was determining factor. Carlton initiates a Title VII claim for national origin discrimination. Munson asserts that Carlton does not fall under that protected class. Is Carlton covered? Yes, Carlton is covered. Even though he  is not of national origin and not part of the protected class he attended a school or religious institution that is identified with people of a specific national origin. In this case Lebanon. Carlton can sue because the Title VII of the Civil Rights Act and the Immigration Reform and Control Act of 1986 says that individuals are protected from discrimination based on national origin. 4. Harvey Jameson was recently terminated as comptroller at the age of 66 from Better Beef, Inc. His replacement is Tammy Parker, age 45. Because both he and his replacement are covered under the ADEA, Jameson is wondering whether he is precluded from suing. Harvey can go ahead and sue, but, he might not win this one because once he does initiate the case the employer must provide legitimate nondiscriminatory reason for the discharge. In this case, it seems that he was â€Å"let go† because of his performance. Then Harvey must prove that the employer’s reasoning was false and that the real reason was to discriminate. 5. Rita Hall has kidney failure and is forced to be on dialysis three times a week. She is a financial analyst for Bull and Bear. She is asking for three afternoons off each week. Hall is offering to work. Late two days and on Saturdays to make up the remaining time off. She does not believe this will adversely affect her duties. Bull and Bear refuses, claiming it is disruptive to the work environment. How would you advise Hall to proceed? For Rita Hall is more of revenue problem and not an age discrimination. The company can claim that to keep this employee would be not beneficial to the company in financial terms.