Cervantes Motivation for Writing Don Quixote Essay -- Biography Biogr

Cervantes' Motivation for Writing Don Quixote  Ã‚   Miguel de Cervantes' greatest literary work, Don Quixote, maintains an enduring, if somewhat stereotypical image in the popular culture: the tale of the obsessed knight and his clownish squire who embark on a faith-driven, adventure-seeking quest. However, although this simple premise has survived since the novel's inception, and spawned such universally known concepts or images as quixotic idealism and charging headlong at a group of "giants" which are actually windmills, Cervantes' motivation for writing Don Quixote remains an untold story. Looking at late fifteenth- and early sixteenth-century Spain from the viewpoint of a Renaissance man, Cervantes came to dislike many aspects of the age in which he lived, and decided to satirize what he saw as its failings; however, throughout the writing of what would become his most famous work, Cervantes was torn by a philosophical conflict which pervaded the Renaissance and its intellectuals--the clash of faith and reason.   Ã‚  Ã‚  Ã‚   When Cervantes began writing Don Quixote, the most direct target of his satirical intentions was the chivalric romance. He makes this aim clear in his own preface to the novel, stating that "..[his] sole aim in writing..is to invalidate the authority, and ridicule the absurdity of those books of chivalry, which have, as it were, fascinated the eyes and judgment of the world, and in particular of the vulgar.† Immediately after the beginning of the novel, he demonstrates some of the ridiculous and unbelievable writing of these books: as Alonso Quixano--the man who decides to become the knight Don Quixote, after going mad from reading too many of these romances--sits in his study, tirelessly poring over his belo... ...r (Magill 330). In Part II of the novel, however, Don Quixote becomes less of a sadly comic figure, and more heroic (331) after he stoically faces down a lion, leading Sancho to change his master’s previous title--†Knight of the Rueful Countenance†--to â€Å"Knight of the Lions†.   Ã‚  Ã‚  Ã‚   Although the tale told in Don Quixote, the account of an idealist who embarks on a seemingly impossible quest to rid society of injustice, â€Å"[has] assumed archetypal importance for what [it reveals] of the human mind and emotions (Person 81),† there is another story which remains hidden between the pages of the novel: what was Cervantes’ original intent in writing, and how that simple goal--a humorous parody of chivalric romances--eventually led to the literary embodiment of a tremendous philosophical debate: whether to let the perception of truth be dominated by faith, or by reason.   

Imperatives for Developing My Transformational Leadership Potential: Some Plans Essay

The word â€Å"leader† first appeared in the English language in the 1300s; it stems from the root â€Å"leden† meaning â€Å"to travel† or â€Å"show the way.†   The term â€Å"leadership†, however, followed only some five centuries later.   One can sift through many definitions of the term â€Å"leadership† and fail to find a single ‘common denominator’ that will unite all of them. This may be because there are so numerous, varying usages of the term in equally numerous and complicated situations.   However, for purposes of this paper, the following definitions used in many leadership studies were adopted: Leadership was broadly defined by Yukl (1989) as â€Å"influencing task objectives and strategies, influencing commitment and compliance in task behavior to achieve these objectives, influencing the culture of an organization.†Ã‚   In simpler terms, leaders influence the actions and behaviours of their followers to obtain a shared vision or aim.   According to Deming (1992), leadership must come from top management and leaders must possess profound knowledge. By profound knowledge, Deming meant that one must have knowledge of systems, variations (statistical thinking), theory, and psychology. Leadership is quite different from management; leaders grow from mastering their own conflict which arises during their developing years using internal strength to survive. On the other hand, managers tend to perceive issues as positive progressions of events which must be planned, organized, scheduled, and controlled.   In order to create the proper thinking perspective, leaders must aggressively investigate and act on the current market to create opportunities.   Effective leaders are those that are capable of assisting their organization/country manage change and steer it towards success. Past Work Experience I have had the opportunity to work with a local company; at peak work periods, I am tasked to manage a small team of 4 staff. Some of the responsibilities involved in this role are delegation of work; prioritizing tasks based on urgency and importance; reporting regularly to my superior for updates and new directives; and updating my superior at the end of the day for concerns and accomplishments. Moreover, it requires me to plan and manage my own time. Effective people skills are as critical as the management of tasks in a team leader’s role. It is necessary for me to create and manage smooth working relationships with line managers, colleagues, and team members. I am also expected to manage their performance by clearly explaining to them standards of work and behavior. An Assessment of My Leadership Style I personally want to develop a transformational leadership style that is more dynamic, innovative and accepting of change than that espoused by a management role. Tichy and Devanna (1986) assert that managers engage in very little change but manage what is present and leave things much as they found them when they depart. Transformational leadership, they declared, focuses on change, innovation, and entrepreneurship. They assumed that transformational leaders begin with a social fabric, disrupt that environment, and then recreate the social fabric to better reflect the overall business climate (Bass, 1990). They argue that there are four suggested personal characteristics of a transformational leader: (a) dominance, (b) self-confidence, (c) need for influence, and (d) conviction of moral righteousness. These are the traits that I have to focus on in undertaking my development plan. Transformational leaders are expected to deal with the paradox of predicting the unknown and sometimes the unknowable.   These leaders change and transform the organization according to a vision of a preferred status. Leaders then are change makers and transformers, guiding the organization to a new and more compelling vision, a demanding role expectation. Studies have been carried out in many different countries, and research in this area also shows that transformational leadership is closer to perceptions of ideal leadership than transactional leadership.   As Hartog et al (1999) note, being perceived as a leader is a prerequisite for being able to go beyond a formal role in influencing others.   They hold that leadership perceptions can be based on two alternative processes.   First, leadership can be inferred from outcomes of salient events, and attribution is crucial in these inference-based processes. For example, a successful business ‘turnaround’ is often quickly attributed to the high quality ‘leadership’ of top executives or the CEO.   Leadership can also be recognized based on the fit between an observed person’s characteristics with the perceivers’ implicit ideas of what ‘leaders’ are (Hartog et al., 1999). This again points to the fact that an effective manager is not only focused on delivering tasks, but on handling his people well. This is especially true among people in the organization who put high premium on a manager’s interpersonal skills. The first step I will consider in my developmental plan is to maintain my enthusiasm and motivation of my team towards their work. Concurrently, I will also aim to develop my leadership potential. I will concretely undertake this by developing a strong mentoring relationship with my superior. Empirical research from both educational and industrial settings suggests that students and employees both have increased probability of success if they have had a mentor. While mentors are effective for everyone, sometimes organizations implement mentoring programs to support particular parts of their populations, often newer employees. And while mentoring programs are always established with the best of intentions, their results are often mixed (Werner, 2004). To make the most of my work exposure, I hope to establish a strong mentoring relationship with my superior or with an expert in my field to develop my competence further. Coaching and mentoring is a very effective way of developing my leadership potential because it does not only develop me in terms of technical expertise, but it will also allow me to actually experience how these experts undergo the coaching and mentoring exercise. Skills Acquisition Skill acquisition acknowledges that proficiency and expertise are a function of the exposure to a variety of situations. These circumstances become experiences for the learner to elicit apt responses. Bandura (1977) emphasized that most learning transpires by observing and modeling behaviors. Information is then stored and coded cognitively and utilized as guide for action. He further noted that the development of a realistic learning setting incorporating environment, behavior, and thought promotes the acquisition of complex skills. Moreover, simulation can help in providing this realistic exposure for neophyte professionals (Bandura, 1977). Because I have gone past beyond being a novice, now is the perfect time for developing strategic leadership skills. I will also be able to add on to my networks by attending conferences related to my field to be able to build and establish peer contacts. I will also endeavor to build relationships with members and managers of other teams within the organization. The following soft competencies have been recommended areas for leadership development by the Development Dimensions International website (2005): master at managing through ambiguity; inspires confidence and belief in the future; have a passion for results; are marked by unwavering integrity; set others up for success; have strong rather than big egos; and have the courage to make big decisions. Mastery at managing through ambiguity. Build a culture that embraces change; constantly set clear goals and expectations; are able to manage across boundaries (and lead others to do the same); show connections between individual accountabilities, team goals, and organizational vision and strategies; sets out a clear course even though it may change frequently. Inspires confidence and belief in the future. Are able to articulate a vision depicting what they want their organization; exudes calm and projects optimism in the face of uncertainty; can engage and inspire employees in their work connecting their needs and values with those of the institution. Passion for results. Set clear accountabilities and high expectations for themselves and for others; hire, promote and reward high performers; keep themselves and their employees focused on the top two or three customer-driven priorities; take action on those who do not fit or who are consistently not performing; establish critical measures of success and make sure they are visible to others. Marked by unwavering integrity. Serve as a â€Å"moral compass† for others; keeps promises and commitments; â€Å"walks the talk†; gives straight, honest feedback; leads through values; acts promptly when their own or the integrity of their organization is compromised.    Set others up for success. Coaches others to succeed before they have the opportunity to fail; truly enjoys seeing people learn and grow; rewards and recognizes success; views failures as learning opportunities; shares (rather than hordes) talent for the good of the organization. Have strong rather than big egos. Humbly shares credit with others; never shoots the messenger – they encourage the sharing of bad news; are always asking â€Å"how can we do things better?†; blame themselves before pointing a finger at others; knows themselves and are guided by strong personal values; listens to understand; recognizes that they, more often than not, are not the ones with the right answers.    Have the courage to make big decisions. Addresses issues or problems quickly; takes actions that are right, even when they are unpopular – they act on conviction; stands by their decisions once they make them – even if circumstances cause them to change course later; takes a longer term view consistent with a future vision (www.ddiworld.com, 2005). Soft skills are as equally if not more important than technical skills, in the development of leadership potential. These competencies must also be integrated into my success competency profile and adequately addressed through formal classroom or on-the-job training. Naturally, to be able to identify which leadership areas I need to focus on, I need to use reflection. The main approach is to develop fully into a transformational leadership role. With transformational leadership, the followers feel trust, admiration, loyalty and respect towards the leader and they are motivated to do more then they originally expected to do. Leaders transform and motivate followers by: (1) making them more aware of the importance of task outcomes, and (2) inducing them to transcend their own self-interest for the sake of the organization or team and activating their higher order needs. In contrast, transactional leadership involves an exchange process that may result in follower compliance with leader requests but is not likely to generate enthusiasm and commitment to task objectives. Therefore, my staff need to feel that I can empathize with them, are able to give them feedback while maintaining their self-esteem, and also solicit their ideas on important issues. Transformational and transactional leadership are distinct but not mutually exclusive processes. Transformational leadership increases follower motivation and performance more than transactional leadership, but effective leaders use a combination of both types of leadership.   Such is the argument of   Gary Yukl (1989).   He defined transformational behavior as idealized influence, individualized consideration, inspirational motivation and intellectual stimulation. Yukl theorized that transformational leadership probably involves internationalization because inspirational motivation includes the articulation of an appealing vision that relates task objectives to follower values and ideals, it therefore also involves personal identification.   Yukl (1989) described transformational leadership as a process of micro-level and macro-level influence. At the macro-level, transformational leaders must take charge of the social systems and reform the organization by creating an appropriate power situation. At the micro-level, transformational leaders must attend to the personalities in the organization to facilitate change at an interpersonal level. One other way of developing my leadership potential is by regularly reflecting on areas for improvement. In this area, the feedback of my superior would serve as critical input. There is now broad agreement on four key attributes, therefore, known as the four i’s of Transformational Leadership (Avolio et al., 1991; Bass & Avolio, 1994b). Inspirational leadership means ‘the arousal and heightening of motivation among followers that occurs primarily from charismatic leadership’ and individualized consideration is evident when subordinates are treated individually according to their needs. Intellectual stimulation refers to the leader’s influence on followers’ thinking and imagination (Bass, 1985, pp. 62,82 and 99). And, finally, idealized influence is the identification with and emulation of the leader’s mission and vision. Apart from focusing on my own leadership needs, I would also like to assist in the drafting of Career Management plans of the members of my team. I would also like to ensure that I continuously serve as a model and inspiration for them in terms of giving support, praise and encouragement to all team members. Moreover, I will work for the implementation of retention strategies among the team members I work with through career development,   flexible work, induction, partnership and staff involvement, and pay and rewards. Some Comments on the Transformational Leadership Framework / Theory In contrast with leader emergence which deals with the likelihood that a person will become a leader, leader performance involves the idea that excellent leaders possess certain characteristics that certain leaders do not. For example, an excellent leader might be intelligent, assertive, friendly, and independent, whereas a poor leader might be shy, aloof, and calm. Research on the relationship between personal characteristics and leader performance has concentrated on three areas: traits, needs and orientation. In relation to transformational leadership framework, I do agree that the leader must possess certain characteristics to transform the organization. But this is not all – there must also be ample consideration of other factors such as subordinates’ ability and organizational climate. Traits. The idea that certain traits are associated with effective leadership is appealing, but in 1964, a review by Heslin and Dunphy indicated that only two traits – intelligence and interpersonal adjustment – have consistently been related to leadership performance. More recently, it has been proposed that good leaders need to possess only one stable trait – adaptability or self-monitoring (Cohen & Bradford, 1990). Thus, good leaders will constantly change their behaviors to meet the demands of the situation or person with whom they are dealing. Support from this theory comes from a study by Caldwell & O’Reilly (1982), who found that field representatives who dealt with many different types of people were more effective if they were high self-monitors. Similar results were found with Zaccaro, Foti & Kenny (1991). The concept of self-monitoring focuses on what leaders do as opposed to what they are. For example, a high self-monitoring leader may possess the trait of shyness and not truly want to communicate with other people. He know, however, that talking to others is an important part of his job, so he says hello to his employees when he arrives at work, and at least once a day stops and talks to each employee. Thus, the leader has the trait of shyness but adapts his outward behavior to appear to be outgoing and confident. An interesting extension of the trait theory of leader performance suggests that certain traits are necessary requirements for leadership excellence but that they do not guarantee it (Simonton, 1979). Instead, leadership excellence is a function of the right person being in the right place at the right time. The fact that one person with certain traits becomes an excellent leader while another with the same trait flounders may be no more than the result of timing and chance. Needs. A personal characteristic that has received some support to a leader’s need for power, need for achievement, and need for affiliation. Research by McClelland and Burnham (1976) and McClelland and Boyatzis (1982) have demonstrated that high-performance managers have a leadership motive pattern, which is a high need for power and a low need for affiliation. The need is not for personal power but for organizational power. This pattern of needs is thought to be important because it implies that an effective leader should be more concerned with results than with being liked. Leaders who need to be liked by their subordinates will have a tough time making decisions. A decision to make an employee work overtime, for example, may be necessary for the organization’s survival, but it will probably be unpopular with employees. Leaders with high affiliation needs may decide that being liked is more important than being successful, causing conflict with their decision. Needs for power, achievement and affiliation can be measured through various psychological tests. The most commonly used is the Thematic Apperception Test (TAT). The TAT is a projective test in which a person is shown a series of pictures and is asked to tell a story about what is happening in each picture. The stories are then analyzed by a trained psychologist who identifies the needs themes that are contained in the stories. Obviously, this technique is time consuming and requires a great deal of training. Task vs. person orientation. Over the last 45 years, three major schools of thought – Ohio State studies (Fleishman, Harris & Burtt, 1955), Theory X (McGregor, 1960) and managerial grid (Blake & Mouton, 1984) – have postulated that differences in leader performance can be attributed to differences in the extent to which leaders are task versus person oriented. Person-oriented leaders (country club leaders, theory Y leaders, leaders in high consideration) act in a warm and supportive manner and show concern for their subordinates. Person-oriented leaders believe that employees are intrinsically motivated, seek responsibility, are self-controlled, and do not necessarily dislike work, Because of these assumptions, person-oriented leaders consult their subordinates before making decisions, praise their work, ask about their families, look over their shoulders, and use a more â€Å"hands-off† approach to leadership. Under pressure, person-oriented leaders tend to become socially withdrawn (Bond, 1995). Task –oriented leaders (task-centered leaders, theory X leaders, leaders high in initiating structure) define and structure their own roles and those of their subordinates to attain the group’s formal goals. Task-oriented leaders see their employees as lazy, extrinsically motivated, wanting security, undisciplined, and shirking responsibility. Because of these assumptions, task-oriented leaders tend to manage or lead by giving directives, setting goals, and making decisions without consulting their subordinates. Under pressure, task-oriented leaders tend to produce humor (e.g. tell jokes and stories) whereas person-oriented leaders tend to appreciate humor (e.g. listen to others’ jokes) (Philbrick, 1989). I feel that the best leader who may undertake transformation in the organization ought to be both person and task-oriented. In effect, in being a transformational leader, I should put premium on both person and task orientations, exhibiting each one with equal strength or emphasis. Interaction between the Leader and the Situation Apart from just focusing on the leader, I feel it is equally important for him to consider the complexities of his situation so that he may have a better grasp of how it is to transform the organization. In line with this, I should also be able to focus not only on developing myself but also consider the characteristics of the situation which I find myself in. One of the more recent research on this area is the situational theory of Geier, Downey and Johnson (1980) who believed that the leader has one of six behavioral styles, namely, informational, magnetic, position, affiliation, coercive or tactical. Each type is only effective in a particular situation, or in what researchers call an organizational climate. These researchers further say that based on the organizational climate, a leader with an informational style is best fit in ac climate of ignorance; those with magnetic style in a climate of despair; those with a position style in a climate of instability; affiliation style in a climate of anxiety; coercive style in a climate of crisis; tactical style in a climate of disorganization. This suggests that as a transformational leader, I should be able to adjust myself on the basis of my assessment of my organization’s climate. Relationship with Subordinates One other facet of transformational leadership which I intend to integrate into my personal development plan is my relationship with subordinates. This is consistent with the vertical dyad linkage theory. Vertical dyad linkage (VDL) theory was developed by Dansereau, Graen, and Haga (1974) and is a unique situational theory that makes good intuitive sense. Some situational theories concentrate on interactions between leaders and situations and between leaders and employees with differing levels of ability. VDL theory, however, concentrates on the interactions between leaders and subordinates. These interactions are called leader-member exchanges (LMXs). The theory takes its name from the relationship between two people (a dyad), the position of the leader above the subordinate (vertical), and their interrelated behavior (linkage). VDL theory states that leaders develop different roles with different subordinates and thus act differently with different subordinates. Dansereau et al (1974) believe that subordinates fall in one of two groups, the in-group or the outgroup. In-group subordinates are those who have developed trusting, friendly relationships with the leader. As a result, the leader deals with in-group members by allowing them to participate in decisions and by rarely disciplining them. Thus, in-group membership is thought to increase performance. Out-group subordinates are treated differently from those in the in-group and are more likely to be given direct orders and to have less say about how affairs are conducted. In general, research on VDL theory has been supportive (Grestner & Day, 1997). There are, however, relationships between leaders and subordinates that probably can be categorized into types other than in-group and out-group. In relation to transformational leadership, I should increase my self-awareness in treating my subordinates such that there is no rigid classification of whether they are members of the in-group or the out-group. Under the transformational leadership framework, all subordinates are encouraged to participate in decision making. As such, I should try my best to gather input from all of my staff to be able to come up with the most optimal solution to a problem or an issue. Subordinate Ability Apart from self-development, the transformational leader must also be wary of his subordinates’ abilities in carrying out his plan for change or transformation. According to House’s (1971) path goal theory, a leader can adopt one of four behavioral leadership styles to handle each situation: instrumental, supportive, participative and achievement-oriented. The instrumental style calls for planning, organizing, and controlling the activities of employees. The supportive style leader shows concern for employees, the participative style leader shares information with employees and lets them participate in decision making, and the leader who uses the achievement oriented style sets challenging goals and rewards increases in performance. Each style will only work in certain situations and depends on subordinates’ abilities and the extent to which the task is structured. In general, the higher the level of subordinate ability, the less directive the leader should be. Likewise, the more structured the situation, the more directive the leader should be (Schriesheim & DeNisi, 1981). In conclusion, I feel that the transformational leadership framework is wanting of some considerations. Apart from just focusing on the leader himself, the plan should include a grave consideration of other important factors, such as his subordinates’ ability and the organizational climate in which the leader operates. My transformational leadership development plan, in summary, will equip me with the necessary technical and leadership competencies towards effectively taking on a management role, whilst seriously considering my subordinates’ abilities and the culture of the company I am working for. Ultimately, this will reflect in being able to lead and motivate a team – who in themselves are competent, goal-driven and are able to contribute to the organization’s bottomline. References Bandura, A. (1977). Self-efficacy: toward a unifying theory of behavior change. Psych Rev . 1977;84:191–215. Bass, B. (1990). Bass & Stogdill’s handbook of leadership: theory, research and managerial   Ã‚  Ã‚  Ã‚  Ã‚   applications. New York: The Free Press. Blake, R. R., & Mouton, J. S. (1984). The managerial grid III. Houston: Gulf. Bond, G. E. (1995). Leadership behavior: How personality, stress, and gender affect leader behavior. University of Washington. Caldwell, D. F., & O’Reilly, C. A. (1982). Boundary spanning and individual performance: The impact of self-monitoring. Journal of Applied Psychology, 67, 124-127. Cohen, A R., & Bradford, D. L. (1990). Influence without authority. New York: John Wiley. Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within the formal organization. Unpublished report, State University of New York, Buffalo. Deming, W. E. , (1992) Leadership, Four Day Seminar – Charlotte, NC, October 27 – 30. Development Dimensions International. (2005). DDI’s leadership beliefs. Retrieved on December 17, 2006 from www.ddiworld.com. Fleishman, E. A., Harris, E. F., & Burtt, H. E. (1955). Leadership and supervision in industry. Columbus: Ohio State University Press. Geier, J. G., Downey, D. E., & Johnson, J. B. (1980). Climate impact profile. Minneapolis, MN: Performax Systems International. Gerstner, C. R, & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827-844. Hartog, D. N., House, R.. J., Hanges, P. J., et al. (1999). Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/ transformational leadership universally endorsed? Leadership Quarterly, 10(2), 219-256. House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 9, 321-332. McClelland, D. & Boyatzis, R. E. (1982). Leadership motive pattern and long-term success in management. Journal of Applied Psychology, 67, 737-743. McClelland, D. & Burnham, D. H. (1976). Power is the great motivator. Harvard Business Review, 54(2), 102-104. McGregor, D. (1960). The human side of enterprise. New York: McGraw-Hill. Philbrick, K. D. (1989). The use of humor and effective leadership styles. University of Florida. Schriesheim, C. A., & DeNisi, A. S. (1981). Task dimensions as moderators of the effects of instrumental leadership: A two-sample replicated test of path-goal leadership theory. Journal of Applied Psychology, 66, 589-597. Tichy, Noel and M.A. Devanna (1986). The Transformational Leader, John Wiley and Sons. Werner, W. (2004). The importance of mentoring. Law Practice Today. Retrieved on December 17, 2006 from http://www.abanet.org/lpm/lpt/articles/mgt07041.html Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of Management, 15(2), 251 – 289. Zaccaro, S. J., Foti, R. J., & Kenny, D. A (1991). Self-monitoring and trait-based variance in leadership: An investigation of leader flexibility across multiple group situations. Journal of Applied Psychology, 76(2), 308-315.

Through the Looking Glass

Through the Looking Glass Summary of the Class Readings The first article â€Å"Through the Looking Glass† supports the use of effective communication after a crisis. The SCCT model offers useful guidelines that can manage the manner in which different organizations respond to crises. According to this article, the diminish strategy can minimize an organization’s association with different crises.Advertising We will write a custom critical writing sample on â€Å"Through the Looking Glass† specifically for you for only $16.05 $11/page Learn More The findings indicate how Red Cross fails to assume responsibility for different crises. The second article â€Å"Compassion without Blame† examines how ValuJet responded after one of its planes crashed. ValuJet decided to use several mortification strategies after Flight 592 crashed. The company â€Å"also used new strategies such as nonexistence, suffering, ingratiation, and distance† (Englehardt, Sallot, Springston, 2004, p. 149). This approach resulted in detrimental results. The targeted accident was human-induced thus resulting in many deaths. The article explains why it was appropriate for the company to use mortification strategies in order to maximize its concern for the community. The approach would have repaired the firm’s image. The article recommends the use of â€Å"Compassion Without Blame† strategy in order to produce the best image. ValuJet should have also established the best PR strategies in order to restore its image.  The article â€Å"Crisis Communication, Image Restoration, and Battling Stereotypes of Terror and Wars† explores the issues facing many countries in the Middle East. The region â€Å"experiences constant coverage of terror attacks, conflicts, and wars† (Avraham, 2013, p. 1354). According to the author, the multi-step model can alter place image. Many countries in the Middle East use â€Å"three strategies (message, sou rce, and audience) to deal with wars, crises, and stereotypes of terrorism† (Avraham, 2013, p. 1354). This discussion explains why the Middle East should adopt a powerful branding tool. The fourth article â€Å"Blowout!: Firestone’s Image Restoration Campaign† explores how concealment of incriminating evidence and denial occur after every wrongful event.Advertising Looking for critical writing on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More Firestone used such responses after producing defective tires. Such tires caused numerous injuries and deaths. The company was driven by corporate greed. This case study explains why a corrective action could have produced the best results. The authors also examine how mixed strategies such as corrective action and mortification could have produced the best results. Significance and Implication to Strategic Communication The first article supports the use of the diminish strategy in order to ameliorate the targeted crisis. This strategy can therefore help many organizations to deal with every crisis. An â€Å"informed approach should therefore depend on the best public relations (PR) theory† (Sisco, Collins, Zoch, 2010, p. 27). The Role of Apologia can also produce the best results instead of avoiding responsibility. The second article recommends the use of â€Å"Compassion Without Blame† strategy in order to produce the best image after a crisis. This approach can also bolster a company’s communication approach whenever there is a crisis. These two articles encourage entrepreneurs and organizations to respond to different crises.  The third article supports the use of appropriate marketing initiatives, campaigns, and PR strategies. Such approaches can restore the image of the targeted region.   New media campaigns and appropriate marketing officials can also promote the best PR practices. This approach can deal with negative situations and events characterizing a specific region. The article supports the use of a corrective action in order to produce the best communication outcomes (Blaney, Benoit, Brazeal, 2002). Companies can therefore use the above models in order to support their strategic communication approaches. Strengths and Weaknesses of the Articles The first article begins by examining the aspects of the SCCT model. This understanding makes it easier for the reader to identify the effectiveness of the diminish strategy. The authors have also used the best research approach. The authors have used three approaches to explore the models used by the American Red Cross. However, the article lacks sufficient examples and quality sources to support the arguments. The second article combines different models that can support a firm’s public image. The authors present a powerful model to explore how different organizations can deal with certain crises.Advertising We will write a custom critical writing sample on â€Å"Through the Looking Glass† specifically for you for only $16.05 $11/page Learn More These ideas can support the goals of different companies. The â€Å"Compassion Without Blame† approach is also applicable in other industries. The study approach presents quality ideas to the reader (Englehardt et al., 2004).  The third article identifies unique branding strategies that have supported the image of the Middle East. The article examines how the multi-step model can deal with such challenges (Avraham, 2013). However, the article fails to offer a powerful PR approach that can produce the best outcomes. The article on Firestone identifies the major mistakes committed by different companies. The article uses an appropriate methodology and discussions to discourage companies from shifting blames. A corrective approach can produce better results. A combined strategy will also improve the image of ever y company. The main weakness associated with the article is the absence of quality or recent sources. Agreements and Disagreements These articles present powerful arguments that can make different firms successful. The authors of the articles also support the importance of crisis communication and management in every organization. This approach â€Å"can support the goals of both for profit and not for profit organizations† (Sisco et al., 2010, p. 25). Most of the concepts presented in these articles can transform many companies. The articles support the importance of Public Relations (PR) in every firm. Societies and companies should use the best models to address every crisis. Reference List Avraham, E. (2013). Crisis Communication, Image Restoration, and Battling Stereotypes of Terror and Wars: Media Strategies for Attracting Tourism to Middle Eastern Countries. American Behavioral Scientist, 57(9), 1350-1367. Blaney, J., Benoit, W., Brazeal, L. (2002). Blowout!: Fireston e’s Image Restoration Campaign. Public Relations Review, 28(1), 379-392.Advertising Looking for critical writing on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More Englehardt, K., Sallot, L., Springston, J. (2004). Compassion Without Blame: Testing the Accident Decision Flow Chart With the Crash of ValuJet Flight 592. Journal of Public Relations Research, 16(2), 127-156. Sisco, H., Collins, E., Zoch, L. (2010). Through the looking glass: A decade of Red Cross crisis response a situational crisis communication theory. Public Relations Review, 36(1), 21-27.

Free Essays on Where The Wild Roses Grow ~ NickCave

and symbolicall... Free Essays on Where The Wild Roses Grow ~ NickCave Free Essays on Where The Wild Roses Grow ~ NickCave â€Å"Where the Wild Roses Grow† by Nick Cave is a tragic tale of ill-fated love. Nick Cave uses a variety of literary elements such as foreshadowing, symbols and mood to strengthen and deepen the effect of his poem. The tale of Elisa Day’s first and her last love takes place over a period of three days. From the moment he walked in her door she was captured by his charm and trustworthy personality: â€Å"When he knocked on my door and entered the room/ My trembling subsided in his sure embrace/ He would be my first man.† The man appears to be drawn to her at first sight: â€Å"From the first day I saw her I knew she was the one/ As she stared into my eyes and smiled.† On the second day their feelings toward each other become more apparent. â€Å"On the second day I brought her a flower/She was more beautiful than any woman I’d seen.† The man notices Elisa’s exceptional beauty and seems to desire it, but it is still unclear what his intentions are. Elisa on the other hand sees the man with adoring eyes and wants to be with him and to be comforted by his tender embrace: â€Å"I nodded my head as I lay on the bed.† On the third and final day after E lisa accepts her love’s offer to take away all of her pain he takes her to where the wild roses grow. There on the banks where the wild roses grow the man murders Elisa merely muttering â€Å"All beauty must die.† Elisa is referred to as â€Å"the Wild Rose† throughout the poem, symbolizing that she is willful and not refined. The man often connects Elisa to a rose especially in beauty: â€Å"For her lips were the colour of the roses.† The final connection he makes is placing a rose between her teeth after killing her down by the river where the wild roses grow. At first the man is charming and seems very reliable and in love with Elisa: â€Å"Do you know where the wild roses grow/ So sweet and scarlet and free?† The use of the word scarlet deepens the meaning of his words and symbolicall...

The Truth Behind the Alien Reptile Hoax

The Truth Behind the Alien Reptile Hoax In 1990, a former British soccer player named David Icke began sharing his psychic visions with the world. According to Icke, our planet is secretly being controlled by a race of humanoid reptiles from the Alpha Draconis star system, 300 light years away. Not only do these reptoids or reptilians live underground beneath the earths major cities, Icke contends, but they drink human blood and have the ability to shape-shift. Sadly, most of the worlds leaders have already been co-opted by these evil reptiles; Icke and his followers believe that former president George W. Bush and Queen Elizabeth II are both reptoids in disguise. Of course, Icke isnt the first person in history to ascribe supernatural powers to reptiles. Snake- and crocodile-like gods are common in ancient mythology, and there were some notable pop-culture reptilian references that preceded Icke (and may, in fact, have directly influenced his philosophy). In 1983, the hugely successful TV miniseries V featured an invasion by conniving alien reptiles disguised as humanoids. After Icke appeared on the scene, the most famous fictional reptilian is arguably the snake-like Voldemort from the Harry Potter books; however, theres no evidence that J.K. Rowling even knows who David Icke is. Are Reptoids Really Intelligent Dinosaurs? Its unclear whether or not Icke believes that his alien reptoids descended from, or were somehow responsible for, the dinosaurs that roamed the earth until 65 million years ago. However, bizarre conspiracy theories have a way of rapidly mutating, and the Icke cult has spawned a subset of enthusiasts who believe that dinosaurs didnt, in fact, go extinct, but evolved into super-intelligent reptoids- so super-intelligent, in fact, that theyve managed to evade detection to this day, except (perhaps) by ex-footballers prone to psychic visions. These conspiracy theorists have received an unintentional boost from North Carolina State paleontologist Dale Russell, who in 1982 published a paper speculating about what might have become of the dinosaur Troodon had the K/T Extinction not happened. Since Troodon was an uncommonly intelligent dinosaur, Russell surmised, its uninterrupted evolutionary arc might have resulted, tens of millions of years later, in a race of super-intelligent, humanoid reptilians. One common attribute of conspiracy theorists (not to mention religious fundamentalists and disbelievers in the theory of evolution) is to take the speculations of reputable scientists as established, carved-in-stone fact. Today, most adherents of the reptoid cult cite Russells paper as proving the existence of humanoid reptiles, and many uninformed readers have helped spread the word. Russell himself, of course, meant no such thing, and is doubtless embarrassed by the cult he unintentionally fueled with his research. Are Humanoid Reptiles a Scientific Possibility? Despite what Icke and other conspiracy theorists claim, theres absolutely no proof that a race of super-intelligent reptoids (or Martians, or swamp monsters) lurk beneath the sewers of Paris, New York, and Beijing. There is also no evidence that the earth has ever been visited by flying saucers or that reptilian aliens have tinkered with human DNA, or that Queen Elizabeth II is a lizard in disguise (though some Icke cultists claim to have seen a second eyelid flickering across her pupils, if you look really closely at slowed-down news footage). But is it possible that an isolated population of meat-eating dinosaurs (Troodon, or some other genus) managed to survive the K/T Extinction, and persist to this day on some remote island or in the middle of a dense rain forest? The odds are vanishingly small, but not zero. However, the chances are even more remote for a scenario in which these dinosaurs have evolved into super-intelligent beings, which would require (among other things) a huge increase in their population, making detection by (and competition with) contemporary human beings a certainty. The fact is that reptoids, reptilians, or whatever you want to call them simply dont exist, despite what David Icke and his followers claim.

What are the specific laws concerning Property Rights and Car Parking Essay

What are the specific laws concerning Property Rights and Car Parking in the UK - Essay Example All those who share common interests in the shared property should be aware there are three different types of 'free hold titles'. The first being a "fee simple free-hold title" simply stating what the complete interest in regards to the specific real estate can be. If said clients have a fee-simple free-hold title' then it entitles them to "unrestricted enjoyment of the property (subject to any relevant laws) including the right to dispose of property in any manner they see fit. This is also known as fee-simple absolution" http://www.consumerbuild.org. If residents possess a 'free-title life estate' then their rights will be limited in regards to the proposed property due to the understanding that they would not be the sole owner but considered a beneficiary instead. Finally, we come to the final type of 'free-hold title' which is "free-hold title stratum estate". It would seem that the developers of Rural Retreats and the investors deeds are similarly related in some respects to th is lease amend even though they have actual titles of ownership. What makes them similar is the fact that stratum estate, "records ownership of common property. The owners, (being the realtors and investors) s hare ownership of the common property. The owners become shareholders in the main property holding company that manages common areas such as; a garden, pool, garage, parking space, lifts and laundries." http://www.consumerbuild.org. For Rural Retreats and the purchaser's of the development, their common property shared would be, "Easy Access". They have the right to even sell or lease out their percentage in the parking area otherwise known as, "Easy Access". Although the homeowners and Rural Retreats have individually acquired these titles, they will not protect them from any problems arising out of "Easy Access", due to the fact that the register didn't implement any statute of ownership in the title for the parking area itself. There are ways around this though and they are legal and very easily taken care of. If Rural Retreats and the owners where to leave the present situation this way they would have no protection for themselves, in other words there is no proof of ownership in reality. Title insurance is available for any said property not disclosed in the title registry. Having the insurance will offer the protection needed to insure the owner's interests in the property from being encroached upon under differing and abnormal circumstances "The coverage is for as long as you own the land and it's a 'no fault' insurance so it is not necessary to prove intent or negligence by another party" http://www.consumer.org . Furthermore, after researching this problem more thoroughly for Rural Estates' and the various purchaser's involved, they all need to be completely clear to the fact that although they each share a free title to their share of said property; it is in a restricted way. The title restriction they all face is a "covenant" type one. This is due to the fact they all share sections of the same property and in regards to that there might be instances w here they cross over on one another's private sections of property. Also, the "covenant" seems to be a restrictive one in the fact that at the initial drawing up of the titles' it was implemented that "a prohibition against using the land for commercial purposes or further building" would not be tolerated. The property would remain exactly as it claims to be, 'a parking area for the residents of Rural Retreats' titled, "Easy Access". http://www.propertyworldme.com. Another detail that Rural Estate realtors and investors need to recognize

Superannuation Assignment Example | Topics and Well Written Essays - 1000 words

Superannuation - Assignment Example Adam can use this option to increase his superannuation with $90,000 more dollars so as to make the total amount of his superannuation funds to be $540,000. This option is only allowed for persons who are below fifty five years of age and Adam is eligible as he is fifty three years old. Employers are required to contribute 9.5% of their workers earnings to their superannuation funds. Adam’s is earning $35,000 and thus his employer is required to pay $3,325 towards Adam’ superannuation fund. The Low Income Superannuation Contribution refund is applicable to Adam because he earns less than $37,000. This scheme is applicable to people who whose superannuation contribution is made by their employers and those that earn less thus $37,000. Adam meet these two requirements thus he is eligible for the scheme. The amount in dollars that will actually be invested in Adam’s superannuation fund is $3,325. This is because the Low Income Superannuation Contribution refund is a refund of the concessional tax levied on employer’s contribution. Thus considering this scheme, the total amount of employer’s contribution will be invested in Adam’s superannuation fund. Benjamin should consider making personal contributions of $180,000 to his superannuation fund. Then if he is employed his employer will pay for his contributions where he will be eligible for the Low Income Superannuation refund thus the total employer’s contribution will be invested in his fund. The requirements in a SMSF investments strategy are; considering business risks, the investment must give adequate gains to the fund members, the investments must be diversified sufficiently, the needs, employment and income needs of the members must be met by the investment and finally the fund has to be able to sustain the investment as well as pay member benefits. The considerations that have to be made while making an SMSF investment are majorly