Freedom Fighters Patriotism Essay

India was under British rule for over more than 200 years. The freedom of India did not come easily. It required fearless courage and true spirit to regain India’s freedom. The freedom history of India is full of great leaders and freedom fighters that faced exploitations, hardships and immense torture to earn freedom that was dutifully ours. It demanded immense courage and sacrifice to devote one’s life to the cause of freedom of the mother nation. Every Indian who lived under the British rule dreamt of an independent India. Different freedom fighters adopted different ways of fighting the British Empire but the common objective was same, to earn the freedom. Credit must go to the spirit of those great fighters who aimed to abolish the British and various other colonial authorities ruling over different parts of India. It is because of them that we are living in a free, democratic country. The freedom of India came after a century of struggle, revolution, blood shedding, sacrifices and battles. Before India finally achieved the freedom on 15th of August, 1947, many lives were lost and sacrificed on the altar of independence. Countless patriotic people and freedom fighters who possessed tremendous spirit and immense bravery surrendered their lives for the sake of free India. The freedom came at a heavy price, of lives and division of united India and that’s why we must respect and appreciate our independence. Indian freedom fight officially began with mutiny of 1857. The initial freedom fighters and patriots were Mangal Pandey, Rani of Jhansi, Tantia Tope and several others. They led the uprising that was brutally suppressed by the cruel British rulers. It was the arrival of the Father of the Nation, Mahatma Gandhi that completely changed the landscape of Indian freedom struggle. His main weapon was non-violence that paid handsome returns for the Indians. There were several prominent freedom fighters who toiled for the independence of India. Names like Gopal Krishna Gokhle, Lala Lajpat Rai, Annie Besant, Bal Gangadhar Tilak, Bipin Chandra Pal, Bhagat Singh, Sukhdev, Chandrashekhar Azad, Jawaharlal Nehru, Maulana Abul Kalam Azad, Sarojini Naidu, Dadabhai Naoroji, Chakravarti Rajagopalachari, Sucheta Kriplani, etc have made themselves immortal in the annals of Indian freedom fight. These leaders were well assisted by thousands and lakhs of men and women who fought daringly for the independence of India.

“Discourse on the Method” by Rene Descartes Essay

Discourse on the Method is Descartes’ attempt to explain his method of reasoning through even the most difficult of problems. He illustrates the development of this method through brief autobiographical sketches interspersed with philosophical arguments. Part 1 contains â€Å"various considerations concerning the sciences.† First, all people possess â€Å"good sense,† the ability to distinguish truth from fiction. Therefore, it is not a lack of ability that obstructs people but their failure to follow the correct path of thought. The use of a method can elevate an average mind above the rest, and Descartes considered himself a typical thinker improved by the use of his method. Descartes benefited from a superior education, but he believed that book learning also clouded his mind. After leaving school, he set off traveling to learn from â€Å"the great book of the world† with an unclouded mind. He comes to the conclusion that all people have a â€Å"natural light† that can be obscured by education and that it is as important to study oneself as it is to study the world. In part 2, Descartes describes his revelation in the â€Å"stove-heated room.† Contemplating various subjects, he hits on the idea that the works of individuals are superior to those conceived by committee because an individual’s work follows one plan, with all elements working toward the same end. He considers that the science he learned as a boy is likely flawed because it consists of the ideas of many different men from various eras. Keeping in mind what he has learned of logic, geometry, and algebra, he sets down the following rules: (1) to never believe anything unless he can prove it himself; (2) to reduce every problem to its simplest parts; (3) to always be orderly in his thoughts and proceed from the simplest part to the most difficult; and (4) to always, when solving a problem, create a long chain of reasoning and leave nothing out. He immediately finds this method effective in solving problems that he had found too difficult before. Still fearing that his own misconceptions might be getting in the way of pure reason, he decides to systematically eliminate all his wrong opinions and use his new method exclusively. In part 3, Descartes puts forth a provisional moral code to live by while  rethinking his views: (1) to obey the rules and customs of his country and his religion and never take an extreme opinion; (2) to be decisive and stick with his decisions, even if some doubts linger; (3) to try to change himself, not the world; and (4) to examine all the professions in the world and try to figure out what the best one is. Not surprising, Descartes determines that reasoning and searching for the truth is, if not the highest calling, at least extremely useful. For many years after his revelation, Descartes traveled widely and gained a reputation for wisdom, then retired to examine his thoughts in solitude. In part 4, Descartes offers proofs of the existence of the soul and of God. Contemplating the nature of dreams and the unreliability of the senses, he becomes aware of his own process of thinking and realizes it is proof of his existence: I think, therefore I exist (Cogito ergo sum). He also concludes that the soul is separate from the body based on the unreliability of the senses as compared with pure reason. His own doubts lead him to believe that he is imperfect, yet his ability to conceive of perfection indicates that something perfect must exist outside of him–namely, God. He reasons that all good things in the world must stem from God, as must all clear and distinct thoughts. Part 5 moves from discussion of a theory of light to theories about human anatomy. Descartes considers the fact that animals have many of the same organs as humans yet lack powers of speech or reason. He takes this difference to be evidence of humankind’s â€Å"rational soul.† He considers the mysterious connection of the soul to the body and concludes that the soul must have a life outside the body. Therefore it must not die when the body dies. Because he cannot conceive of a way that the soul could perish or be killed, he is forced to conclude that the soul is immortal. In part 6, Descartes cautiously touches on possible conflicts with the church over his ideas about physical science. Finally, he implores his readers to read carefully, apologizes for writing in French rather than Latin, and vows to shun fame and fortune in the name of pursuing truth and knowledge.

A response to a book called the emergence of the church By A Patzia Essay

A response to a book called the emergence of the church By A Patzia - Essay Example As part of that background he describes Judaism as it was in first-century Palestine as well as describing what life was like in the rest the Roman empire in general with a well presented exposition of what the Bible says about the growth of Christianity. The early church gained new recruits and spread over a greater geographical despite official persecution after Rome was burnt down, and Nero blamed the Christians for doing so. The books sources are pretty strictly biblical: the Didache is dated at or beyond 100 (p.99), and discussed only at the fringe, and the clearly first-century ROTAS square. In terms of evidence about the development and the eventual emergence of the early church as a distinct religion that was able to spread throughout the Roman Empire not mentioning the ROTAS square is arguably a serious omission. The ROTAS stone was actually found buried in the remains of Pompeii, being buried under the vast amount of waste products produced by the disastrous volcanic eruption of AD 79, and does not figure in this book. The ROTAS stone gives details of the early Christian presence in Pompeii, though of course nobody actually survived the volcanic eruption. Even if not mentioned anywhere else in his book, Patzia does not go into detail about the stone when discussing whether or not there were first-century churches in the Italian peninsula outside of Rome. Although it is not surprising that Patzia would want to concentrate upon the early church’s beginnings in Rome given its later importance for the Christian religion.1 If description and discussion of what the Bible says about the early Church is what youre looking for, this is as good a book to choose as any other. If you want too find out about the emergence and also the development of the early church from non-biblical sources then buy, or burrow another book on the early church.2 The ambience is distinctly Fuller, and here and there this brings up

Management and Information Systems Essay Example | Topics and Well Written Essays - 2000 words

Management and Information Systems - Essay Example And when the management team and the employees work together, they will be aided by various tools, including technological tools Through out the 20th century, many technological products including Information Technology products were developed around the world, which had and is still having applications in all spheres of human lives. Out of the many technological products developed, a good number are being used in organisations, particularly Information Technology products. That is, organisation of today have used or integrated technology in every aspect of their functioning. From opening a simple door to carrying out advanced operations, technology has become an omnipresent entity in organisations, with their entire operations hinging on the support provided by technology, particularly Information Technology. The employees working in organisation will use the technological tools in various ways to complete their works effectively, easily and quickly. But, at the same time, the same employees could use the technological tools, specifically Information Technology products negatively to gain undue advantages or profits for themselves, and thereby cause damages to the organizations. This could happen when the employees’ thought process due to the certain negative situations and intentions, starts functioning in the negative direction. Negative direction in the sense, the employees instead of positively contributing his/hers skills, knowledge and experience to the organization, will try to damage their employers in all aspects using Information Technology. The employees could wreck the organisations in which they are working, by using Information Technology in both ways, that is, they could alter or break down the Information Technology products found and functioning in the organisatio ns, and also they could bring in or use other external Information Technology products from outside to disable the technologies used in the organisation. Apart

The Moral and Economic Implications of the Occupy Wall Street Movement Research Paper

The Moral and Economic Implications of the Occupy Wall Street Movement - Research Paper Example It raised questions about the humanity of the people at the helm of affairs and also questioned the political will of the nation’s system of governance whereby the sincerity of the nation’s political establishment in creating a certain amount of parity within the population is rendered suspect. There are other aspects of this movement and the government’s response that need to be looked into. Apart from not offering any tax sops to the common man and talks of doing away with tax-cuts that were offered during the Bush-era, the government had fuelled the anger of the common man. The brutalities that were carried out upon the protestors by the police came out in the open only due to the work of independent cameramen who were not associated with any news agency. The incidents that occurred during the movement thus bring to light the role of the media as well in the success or failure of such movements. The movement is described by itself as being the result of a seri es of movements that supports democracy. These, the movement claims, includes the uprisings in Tunisia and Egypt where the common man protested against the marginalization of a majority of the population for the purpose of the welfare of the minority that constituted the ruling elite (Occupy Wall Street: The Revolution Continues Worldwide, n.d.). Having this as a moral backing definitely provides a cushion for the movement in terms of the support that it would be able to gather at an international level. There is thus an element of diplomatic support that the supporters of the movement expected to get through their efforts for an equitable society in which everybody would be provided with equal opportunities. In the absence of this, people would live lives whereby their work would be used for the benefit of others and not themselves. Apart from the moral degeneracy of this position, there is also the fact of its unsustainability from an economic point of view that needs to be looked into. The creativity that is necessary for a happy nation and society and a robust economy would be lacking in case the demands that were raised by the movement are ignored. The brutalities that were practiced for the quelling of the revolution also point to the development of a state which brooks no dissent, thus stunting the intellectual growth of the nation and also constructive thought that may lead to a better way of managing the economy. If one looks at these problems from a utilitarian perspective, one would feel that the movement and the rationale behind it need to be lauded. The principle that the movement fought for, a good life for the majority of the citizens of the country, is similar to what the Utilitarian philosophers of the Victorian age proposed. They sought a political system that would make the majority of the people within a society happy. This would be possible in an equitable society where people receive equal opportunities to make their lives better. The mov ement thus almost seems to be driven by a utilitarian philosophy which would lead to the happiness of the masses and not just the ruling elite. This points to a sad situation where there is a great disjunction between the two.  Ã‚  

Infancy and early childhood Development Essay Example | Topics and Well Written Essays - 500 words

Infancy and early childhood Development - Essay Example Caregivers and the family play a very important role in infants’ emotional and cognitive development. This is because they infants get attached to those people around them who are responsive and provide them comfort. According to Evans and Erikson (1981, p.12), in the first stage of cognitive development in infants, trust versus mistrust, infants get close to and develop trust on their parents and the family members from whom they find reassurance. How the family interacts with an infant or a young child defines how he is going to make a schema of the world inside his mind. If the family is going to offer him warmth and dependable fondness, the child is going to develop a trustworthy relationship not only with the family but with whomever he will meet in his life; whereas, if the family provides him with insecurities and the child does not feel that his basic needs are being fulfilled, he will develop a sense of mistrust with the whole world. Thus, the active participation of family and how they meet the basic needs (that include food, clothing, comfort, affection) of the infant define if the child is going to trust others and feel them reliable or is going to mistrust others and feel them unreliable and undependable. If the family has been abusive toward the child, he will grow up to be abusive toward the world and will perceive the world as a dangerous place to live in.

Answer question Essay Example | Topics and Well Written Essays - 250 words - 1

Answer question - Essay Example al banks, finance companies or asset management firms and determine the stableness of the organization by asking for the length of time in business; who the owners or major stockholders are; where are their other bank locations; and a preview of their financial performance (which is usually available through online sources). The number of credit cards that a person should have actually should depend of the person’s requirements and the capacity to pay. If a person needs credit cards for personal use only, then, one card should suffice. If the person needs a credit card for other purposes like to make credit availments for one’s small business, then, another card that could support and sustain the requirements could be availed in additional to the credit card for personal use. An expense which can reduce one’s tax burden is charitable contributions. According to the IRS (2011), the rules to be considered in cases of charitable contributions are that â€Å"charitable contributions are deductible only if you itemize deductions on Form 1040, Schedule A. To be deductible, charitable contributions must be made to qualified organizations. Payments to individuals are never deductible† (IRS, 2011, pars. 1 &

Experimentation in social psychology Essay Example | Topics and Well Written Essays - 1250 words

Experimentation in social psychology - Essay Example Typically, social psychology aims to explain human behavior as a resultant of the interaction of an individual's current mental state and the situational context. The ways in which individuals react in different situational context vary based on several factors. These factors include prior learning as well as genetics. This essay will examine the utility of experimentation in the field of social psychology and will focus on the cognitive social and discursive perspectives. In order to delineate the differences between the utility of experimentation in cognitive social psychology and discursive psychological perspective, it is prudent that we offer operational definitions for each discipline and delineate their use of experimentation. In the case of cognitive social psychology, there are many features that distinguish this perspective from the other perspectives. They include a strong cognitive and social-interpersonal focus as well as the belief in human agency and free will. The general goal of cognitive social psychology is to conduct empirical research with the purpose of advancing the theoretical knowledge pool as it relates to the antecedents as well as the consequences of human behavior within a social construct. This knowledge should also provide a foundation on which a true understanding of the inextricable link between behavior and the social context can be built and advanced. In general, the ultimate goal of cognitive social psychology resea rch is to impact behavioral changes by establishing an empirically-based testing ground for theoretical ideas. The experimental studies within this field typically originate with a real-life and testable phenomena such as obedience, discrimination and prejudice. One of the most the most poignant studies within the field is the obedience studies conducted by Stanley Milgram. This study is controversial in that its utilization of deception raised ethical concerns and it was responsible for the establishment of new standards with regards to the treatment of human subjects. Milgram asked each of the student participants to fulfill "teaching" duties in a learning task. The participants were commanded to carry out an authority's orders, and were led to believe they were delivering an electric shock each time the "learner" made a mistake. In the standard baseline condition, no one quit before 300 volts, and 65% of participants continued to obey the experimenter to the highest level available, 450 volts. Unlike research involving hypothetical authority situations, Milgram's behavioral studies indicated that adults from civilian groups could indeed be induced to comply with noxious demands of authority. Discursive social psychology in contrast to cognitive social psychology examines how people make sense of their world through their mutual engagement with each other. In so doing, it develops its methodology from the philosophy of language and the utility of common psychological sense in order to understand mainstream topics in both social and cognitive psychology. Essentially, discursive psychology has been utilized to explore the ways in which reality is constructed within the society. The topics of study which prove to be applicable for discursive methods include the study of memory, attribution and attitudes. Most recently discursive psycho

John Blackthron, I, Che Guevara Essay Example | Topics and Well Written Essays - 1250 words

John Blackthron, I, Che Guevara - Essay Example The man was presumed dead since 1967. They said that the man might actually be the martyr Ernesto Che Guevara. His campaign trail was mainly focused on converting illiterate peasants to the revolutionary political philosophy of the True Republic. After the short appearance of Ernesto, Castro’s power finally relinquishes as he steps down from power in exchange of Cuba’s recognition from the United States. Another mission was also to lift the crippling embargo. In order to have U.S diplomatic recognition and to remove all embargoes and sanctions, he had to allow free elections and step down from his official position. After this, two traditional parties formed quickly. These include the Communist Party from one side and the U.S and Mafia backing Cuban exiles on the other. The bargain was accepted, and the communists left the Mafia backed exiles square off the presidential elections. Then came a bitter rivalry of the political titans but as soon as the new party, True Repu blic, was introduced things started to change. Che, though he did not admit to the name, started to gain popularity. The True Republic movement spread rapidly throughout Cuba that each person from every side devised plots to get rid of Ernesto Blanco. The left, the right and fumbling White House started groping on the quick spreading rumors that Guevara is back, and they all tried to get rid of him in every possible way. This included manipulation, treachery, threats, intimidation, bribery; media pay-offs and even assassination attempts. Despite the efforts by the rivals to get rid of Che, he was able to achieve unstoppable momentum to put a stop to the revolution. Che’s spirit of governing oneself gave him grassroots drive to populist local self-determination to his missions. The book tries to speculate Cuba’s future through the early retirement of the President Fidel Castro and the return of the man who appeared after his alleged death and began to draw attention to the various provinces of Cuba. Facilitated by the efforts of two women, a journalist and an assassin, the movement captured a lot of the world’s attention. In the back cover of the book, there is an interesting opinion about the author â€Å"John Blackthorn is the pseudonym of political figure whose name is well known in international capitals and intelligence circles† (Blackthorn) This can only mean that John’s work is outstanding and excellent. In my opinion, John writes from his inner passion and skill. This is so b ecause he is well knowledgeable about Cuba through his American-Latin citizenship. The book has been able to show a clear view of the much-illuminated social, political, and economic realities of the government. I think the author’s intentions were to assist in greater understanding of politics and socioeconomic factors of a society with an aim of molding great leaders and thinkers. Blackthorn wanted to show the forces that Cuba had to contend with and the uprisings. He also wanted to bring about the idea of Marxism and communism. John Blackthorns is a former senator and two-time presidential candidate whose public career came to a halt after a sex scandal in 1987. He is now a lawyer especially in international law. The book made him travel several times to Cuba usually to convey messages unofficially between Fidel Castro and the Clinton administration. Other works done by John Blackthorn include Sins of the Fathers, which was also a non-fictional book. The fact that Ernesto re-appeared years later after the

Foundations of Organizational Structure Essay Example for Free

Foundations of Organizational Structure Essay TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 1 General Introduction 1. Ice-breaking session. 2. Self-introduction by tutor and students. 3. Briefing on course requirements. 4. Tutorial expectations and participation. 5. Briefing on Group Report Oral Presentation (requirements and expectations). 6. Team formation for Group Report. (4 members per group) 7. Tutor assigns question and time for oral presentation group report ** Oral presentation and group report submission will starts from Week 3 to 5** **Important note** Students are required to sit for one (1) online test on Week 3. Please make sure that you are registered under this course and be able to access to CEL to take the test. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 2 Topic 1 : Foundations of Organizational Structure Part A: Multiple Choice Questions 1) The ________ refers to the number of subordinates that a manager directs. A) span of control B) unity of command C) chain of command D) decentralization principle E) leadership web 2) A task that is subdivided into many separate jobs is considered to have ________. A) a high degree of departmentalization B) a low degree of decentralization C) a high degree of work specialization D) a low degree of structure E) a high degree of matrix structuring 3) Aeronautics Inc., a parts supplier, has departments for government aircraft and contracts, large commercial aircraft clients, and small personal aircraft clients. This is an example of ________ departmentalization. A) product B) function C) geography D) customer E) service 4) Stalsberry Company has employees in personnel, sales, and accounting. This division of an organization into groups according to work functions is an example of ________, the second element of structural organization. A) social clustering B) bureaucracy C) specialization D) centralization E) departmentalization 5) The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed ________. A) chain of command B) authority C) span of control. D) unity of command E) web of authority 6) Which one of the following is consistent with a simple structure? A) high centralization B) high horizontal differentiation C) high employee discretion D) standardization E) bureaucracy 7) Which of the following is a drawback of a narrow span of control? It ________. A) reduces effectiveness B) is more efficient C) encourages overly tight supervision and discourages employee autonomy D) empowers employees E) increases participatory decision-making 8) In an organization that has high centralization, ________. A) the corporate headquarters is located centrally to branch offices B) all top level officials are located within the same geographic area C) action can be taken more quickly to solve problems D) new employees have a great deal of legitimate authority E) top managers make all the decisions and lower level managers merely carry out directions TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 3 Topic 2 : Organizational Culture Part A: Discussion Question 1) Explain the primary methods of maintaining an organizations culture. Once a culture is in place, there are practices within the organization that act to maintain it by giving employees a set of similar experiences. Three forces play a particularly important part in sustaining a culture: selection practices, the actions of top management, and socialization methods. a) First, the explicit goal of the selection process is to identify and hire individuals who have the knowledge, skills, and abilities to perform the  jobs within the organization successfully. It would be naive to ignore that the final decision as to who is hired will be significantly influenced by the decision makers judgment of how well the candidates will fit into the organization. This attempt to ensure a proper match, whether purposely or inadvertently, results in the hiring of people who have values essentially consistent with those of the organization, or at least a good portion of those values. In addition, the selection process provides information to applicants about the organization.   Candidates learn about the organization and, if they perceive a conflict between their values and those of the organization, they can self-select themselves out of the applicant pool. b) In addition to selection, the actions of top management also have a major impact on the organizations culture. Through what they say and how they behave, senior executives establish norms that filter down through the organization as to whether risk taking is desirable; how much freedom managers should give their employees; what is appropriate dress; what actions will pay off in terms of pay raises, promotions, and other rewards; and the like. c) Finally, no matter how good a job the organization does in recruiting and selection, new employees are not fully indoctrinated in the organizations culture. Because they are unfamiliar with the organizations culture, new employees are potentially likely to disturb the beliefs and customs that are in place. The organization will, therefore, want to help new employees adapt to its culture. This adaptation process is called socialization. This is when the organization seeks to mold the outsider into an employee in good standing. Employees who fail to learn the essential or pivotal role behaviors risk being labeled nonconformists or rebels, which often leads to expulsion. But the organization will be socializing every employee, though maybe not as explicitly, throughout his or her entire career in the organization. This further contributes to sustaining the culture. 2) Explain how an institutionalized culture can be a barrier to diversity. Describe how an organization could utilize the three forces at play in sustaining a culture to help create a diverse workforce. By limiting the range of acceptable values and styles, strong cultures put considerable pressure on employees to conform. In some instances, a strong culture that condones prejudice can even undermine formal corporate diversity policies. Strong cultures can also be liabilities when they support institutional bias or become insensitive to people who are different. Hiring new employees who differ from the majority in race, age, gender, disability, or other characteristics creates a paradox: management wants to demonstrate support for the differences these employees bring to the workplace, but newcomers who wish to fit in must accept the organizations core cultural values. Because diverse behaviors and unique strengths are likely to diminish as people attempt to assimilate, strong cultures can become liabilities when they effectively eliminate these advantages. The explicit goal of the selection process is to identify and hire individuals with the knowledge, skills, and abilities to perform successfully. Taking diversity into consideration at this phase does not have to be antagonistic to the culture. The final decision, because its significantly influenced by the decision makers judgment of how well the candidates will fit into the organization, identifies people whose values are essentially consistent with at least a good portion of the organizations. Looking beyond surface level differences at the selection phase will help create a diverse workforce. Through words and behavior, senior executives establish norms that filter through the organization about, for instance, whether risk taking is desirable, how much freedom managers should give employees, what is appropriate dress, and what actions pay off in terms of pay raises, promotions, and other rewards. Management actions should be inclusive and non-prejudicial to create a diverse and functional culture. During the metamorphosis stage of socialization management should use institutional practices to encourage person–organization fit and high levels of commitment. 3) What are the three stages of socialization through which employees become indoctrinated into an organizations culture? The three stages of socialization are prearrival, encounter, and metamorphosis. a) The prearrival stage recognizes that each individual arrives with a set of values, attitudes, and expectations. These cover both the work to be done and the organization. b) Upon entry into the organization, the new member enters the encounter stage. Here the individual confronts the possible dichotomy between her expectations and reality. c) Finally, the new member must work out any problems discovered during the encounter stage. This may mean going through changes hence, this is called the metamorphosis stage. 4) Discuss the difference between strong and weak organizational cultures and discuss the effect that a strong culture can have on an acquisition or merger. Strong cultures have a greater impact on employee behavior and are more directly related to reduced turnover. In a strong culture, the organizations core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment to those values is, the stronger the culture is. A strong culture will have a great influence on the behavior of its members because the high degree of sharedness and intensity creates an internal climate of high behavioral control. One specific result of a strong culture should be lower employee turnover. A strong culture demonstrates high agreement among members about what the organization stands for. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees propensity to leave the organization. In recent years, cultural compatibility has become the primary concern. All things being equal, whether the acquisition actually works seems to have more to do with how well the two organizations cultures match up. The primary cause of failure is conflicting organizational cultures, when people simply dont match up. Therefore, when considering an acquisition or merger, management would need to carefully evaluate the cultures of each organization. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 4 Topic 3: Foundations of Group Behavior Understanding Work Teams Part A: Discussion Question 1) List and briefly describe the stages in the five-stage model of group  development. The five-stage group development model characterizes groups as proceeding through five distinct stages: forming, storming, norming, performing, and adjourning. a) Forming is characterized by a great deal of uncertainty about the groups purpose, structure, and leadership. Members are testing the waters to determine what types of behavior are acceptable. b) In the storming stage, members accept the existence of the group, but there is resistance to the constraints that the group imposes on individuality. There is conflict over who will control the group. c) The third stage is one in which close relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group identify and camaraderie. This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior. d) The fourth stage is performing. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each other to performing the task at hand. e) In the adjourning stage, the group prepares for its disbandment. High task performance is no longer the groups top priority. Instead, attention is directed toward wrapping up activities. 2) Design the most effective team to figure out ways to reduce the number of preparation hours for shipping products overseas for your company. Choose the type of team from one of the four principal team types. Describe your teams context, composition, and process parameters. Answers will vary. A problem-solving team is probably the best type of team for this task. In a problem-solving team members share ideas or suggest how work processes and methods can be improved. The problem-solving team will offer ideas to management. Together they discuss ways of improving quality, efficiency, and the work environment. The team will need information on what products are being shipped and how  long each of them takes, as well as details on the current procedures. Adequate information is essential. A firm goal of reducing the hours spent must be established by a leader. The group should be comprised of workers and management with expertise in the shipping department procedures. The team should have five members, three management and two people from shipping and packaging. The process parameters should be clearly outlined, with goals of exactly how much time needs to be shaved off of packaging processes. 3) Explain the difference between groupthink and group shift. Give an example to support your answer. Groupthink is related to norms. It describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. Groupthink is a disease that attacks many groups and can dramatically hinder their performance. Group shift indicates that in discussing a given set of alternatives and arriving at a solution, group members tend to exaggerate the initial positions that they hold. In some situations, caution dominates, and there is a conservative shift. More often, however, the evidence indicates that groups tend toward a risky shift. Students answers may vary. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 5 Topic 4: Motivation Concepts Part A: Discussion Questions 1) Compare and contrast a manager that implements Theory Y and one that adheres to the expectancy theory. How would each choose to motivate their employees? Theory Y managers assume that employees can view work as being as natural as rest or play, and therefore the average person can learn to accept, even seek, responsibility. Theory Y assumes that higher-order needs dominate individuals. Theory Y managers would contend that ideas such as participative decision making, responsible and challenging jobs, and good group relations are approaches that would maximize an employees job  motivation. A Theory Y manager believes that the employee is inherently motivated as long as the conditions respect his intellect and character. A Theory Y manager would work hard to include the employee in decision making concerning his job, to satisfy work environment preferences, and to make sure the work is stimulating. Expectancy theory proposes that employees will be motivated to exert a high level of effort when they believe it will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards such as bonuses, salary increases, or promotions; and that the rewards will satisfy the employees personal goals. An expectancy theory manager would focus much more on the reward expectations of the employee, versus the psychologic expectations. It would be important for the manager to understand the personal goals that the employee strives to achieve so that he can be appropriately rewarded and praised. 2) Describe Maslows hierarchy of needs including the types of needs and how they become dominant. Maslows hierarchy of needs hypothesized that within every human being there exists a hierarchy of five needs. a) The physiological needs include hunger, thirst, shelter, sex, and other bodily needs. b) Safety includes security and protection from physical and emotional harm. c) Social includes affection, belongingness, acceptance, and friendship. d) Esteem includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention. e) Self-actualization is the drive to become what one is capable of becoming; includes growth, achieving ones potential, and self-fulfillment. As each of these needs becomes substantially satisfied, the next need becomes dominant. So if you want to motivate someone, according to Maslow, you need to understand what level of the hierarchy that person is currently on and focus on satisfying those needs at or above that level 3) According to Two-Factor Theory, how might a manager motivate employees? According to Herzberg, the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. Therefore, managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily result in motivation. Conditions surrounding the job such as quality of supervision, pay, company policies, physical working conditions, relations with others, and job security were characterized by Herzberg as hygiene factors. When they are adequate, people will not be dissatisfied; neither will they be satisfied. If we want to motivate people on their jobs, Herzberg suggested emphasizing factors associated with the work itself or to outcomes directly derived from it, such as promotional opportunities, opportunities for personal growth, recognition, responsibility, and achievement. These are the characteristics that people find intrinsically rewarding. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 6 Topic 5: Motivation: From Concepts to Applications Part A: Discussion Questions 1) List and describe THREE (3) different variable-pay programs. Be sure to include piece-rate plans, profit-sharing plans, and gainsharing. a) Piece-rate plans. In piece-rate pay plans, workers are paid a fixed sum for each unit of production completed. When an employee gets no base salary and is paid only for what he or she produces, this is a pure piece-rate plan. b) Merit-based pay. Merit-based pay plans also pay for individual performance. However, unlike piece-rate plans, which pay based on objective output, merit-based pay plans are based on performance appraisal ratings. c) Profit-sharing. Profit-sharing plans are organization-wide programs that distribute compensation based on some established formula designed around a companys profitably. d) Bonuses. Bonuses can be paid exclusively to executives or to all employees. Many companies now routinely reward production employees with bonuses in the thousands of dollars when company profits improve. e) Skill-Based Pay. Skill-based pay (also called competency-based or knowledge-based pay) sets pay levels on the basis of how many skills employees have or how many jobs they can do. f) ESOPs. Employee stock ownership plans (ESOPs) are company-established benefit plans in which employees acquire stock, often at below-market prices, as part of their benefits. g) Gainsharing. Gainsharing is a formula-based group incentive plan. Improvements in group productivity determine the total amount of money that is to be allocated. By focusing on productivity gains rather than profits, gainsharing rewards specific behaviors that are less influenced by external factors. Employees in a gainsharing plan can receive incentive awards even when the organization isnt profitable. 2) Compare and contrast the benefits of intrinsic rewards such as recognition and extrinsic rewards such as pay as forms of motivation. Organizations are increasingly recognizing that both intrinsic and extrinsic rewards are important. Rewards are intrinsic in the form of employee recognition programs and extrinsic in the form of compensation systems. Intrinsic rewards range from a spontaneous and private thank-you to widely publicized formal programs in which specific types of behavior are encouraged and the procedures for attaining recognition are clearly identified. Pay, an extrinsic reward, is not the primary factor driving job satisfaction, however, it does motivate people, and companies often underestimate its importance in keeping top talent. No matter how much recognition a top performer gets, he will be tempted to leave if the pay scale is much lower than the market and another offer arrives. Recent survey data indicate most employees dont see a strong connection between pay and performance. Variable pay structures, such as bonuses are often the best production motivators. When pay is tied to performance, the employees earnings also recognize contribution rather  than being a form of entitlement. Over time, low performers pay stagnates, while high performers enjoy pay increases commensurate with their contributions. An obvious advantage of intrinsic rewards like recognition programs is that they are inexpensive since praise is free. However, they are highly susceptible to political manipulation by management. When applied to jobs for which performance factors are relatively objective, such as sales, recognition programs are likely to be perceived by employees as fair. However, in most jobs, the criteria for good performance arent self evident, which allows managers to manipulate the system and recognize their favorites. Abuse can undermine the value of recognition programs and demoralize employees. Research suggests financial incentives may be more motivating in the short term, but in the long run intrinsic incentives will retain good employees if the extrinsic incentives are competitive. 3) What is employee involvement and why is it important. Give two examples. Employee involvement is defined as a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organizations success. The underlying logic is that by involving workers in those decisions that affect them and by increasing their autonomy and control over their work lives, employees will become more motivated, more committed to the organization, more productive, and more satisfied with their jobs. Examples of employee involvement include a) Participative management. Participative management programs use joint decision making. Subordinates actually share a significant degree of decision-making power with their immediate superiors. b) Representative participation. Representative participation refers to worker representation by a small group of employees who actually participate on the board. The goal is to redistribute power within an organization, putting labor on a more equal footing with the interests of management and stockholders. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 7 Topic 6: What do Managers Do Leadership Part A: Multiple Choice Questions 1) Which of the following is most likely to be a belief held by a successful manager? A) Technical knowledge is all that is needed for success. B) It is not essential to have sound interpersonal skills. C) Technical skills are necessary, but insufficient alone for success. D) Effectiveness is not impacted by human behavior. E) Technical skills do not influence efficiency. 2) Which of a managers primary functions requires the manager to define an organizations goals, establish an overall strategy for achieving these goals and develop a comprehensive hierarchy of plans to integrate and coordinate activities? A) controlling B) planning C) staffing D) coordinating E) leading 3) As a manager, one of Joes duties is to present awards to outstanding employees within his department. Which Mintzberg managerial role is Joe acting in when he does this? A) leadership role B) liaison role C) monitor role D) figurehead role E) spokesperson role 4) Jill is valued by her colleagues for her ability to perform effective break-even analysis on upcoming ventures. In this case, her colleagues value her for competencies that fall within which essential management skills categories? A) technical B) communication C) human D) conceptual E) education 5) Leadership is best defined as ________. A) the ability to influence a group in goal achievement B) keeping order and consistency in the midst of change C) implementing the vision and strategy provided by management D) coordinating and staffing the organization and handling day-to-day problems E) not a relevant variable in modern organizations 6) The two dimensions of leadership behavior identified in the University of Michigan studies are ________. A) coercion and motivation B) emotional and rational C) employee-oriented and production-oriented D) initiating structure and consideration E) initiation and completion Part B: Discussion Questions 1) Describe the three essential management skills that differentiate effective managers from ineffective ones. Provide a workplace example of how these skills could be used when dealing with the challenge of a workplace recession. The three essential management skills identified by researchers are technical, human, and conceptual. Technical skills are defined by the ability to apply specialized knowledge or expertise. Human skills are defined by the ability to work with, understand, and motivate other people. Finally, conceptual skills are defined by the ability to analyze and diagnose complex situations. In a time of recession human skills are essential to motivate fearful employees and to create a positive work environment. They would also be necessary in the event of workplace staff reduction. Technical skills could be applied in the area of expertise to raise production and, combined with conceptual skills, can be used to look for small market niches and ways to analyze the industry to continue to make a profit until times are better. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 8 Topic 7: Leadership Part A: Multiple Choice Questions 1) Hersey and Blanchard developed which of the following? A) situational leadership theory B) cognitive resource theory C) managerial grid model D) path-goal theory E) cognitive orientation model 2) Hersey and Blanchards leadership theory differs from other leadership theories primarily because it ________. A) explores the role of the expectations of the leader for the follower B) focuses on the followers C) holds that leadership style should be dependent on the situation D) is normative E) deals strictly and exclusively with contingencies 3) What is the main principle of path-goal theory? A) Successful leadership is achieved by selecting the right leadership style. B) Stress is a form of situational unfavorableness and a leaders reaction to it depends on his or her intelligence and experience. C) Effective group performance depends on the proper match between the leaders style and the degree to which the situation gives control to the leader. D) Leaders establish a special relationship with a small group of their followers because of time pressures. E) The leader is responsible for providing followers with the information, support, or other resources necessary for them to do their jobs. 4) Which of the following is not a key characteristic of a charismatic leader? A) sensitivity to follower needs B) unconventional behavior C) vision and articulation D) task orientation E) willingness to take risks 5) Researchers are conducting a study of a company called Acme Corp, which they believe to be led by a transformational leader. Which of the following, if true, would most support the conclusion that Acmes leader is a transformational leader? A) Acmes top managers often conflict over defining the organization’s goals. B) Acmes goals tend to be very ambitious and to hold personal value for employees. C) Creativity is discouraged among Acme employees. D) Acme managers are cautious and rarely take risks. E) Acmes compensation plans are designed to reward short-term results. 6) Leaders who clarify role and task requirements to accomplish established goals exhibit a _________ style of leadership. A) transformational B) transactional C) charismatic D) self-initiating E) situational 7) Richard is a transactional leader who has just assigned a series of tasks to a project team. Which of the following is most likely to be true about the teams performance under Richards guidance? A) They will set new standards of productivity for the department, exceeding Richards expectations. B) They will meet the goals set for them but are unlikely to go beyond those goals. C) They will tend to be unclear about the roles assigned to each team member. D) They will be highly motivated by what they view as Richards heroic or extraordinary qualities. E) They will tend to put their individual self-interest above the interests of the company. Part B: Discussion Questions 1)Compare and contrast Hersey and Blanchards situational leadership theory with Houses path-goal theory. Hersey and Blanchards situation leadership theory is a contingency theory  that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard argue is contingent on the level of the followers readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders. The term readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers lack of ability and high relationship orientation to get the follower to buy into the leaders desires; if followers are able and unwilling, the leader needs to use a supportive and participative style; and if the employee is both abl e and willing, the leader doesnt need to do much. Path-goal theory was developed by Robert House. The essence of the theory is that its the leaders job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. The term path-goal is derived from the belief that effective leaders clarify the path to help their followers get from where they are to the  achievement of their work goals and make the journey along the path easier by reducing roadblocks. House identified four leadership behaviors. The directive leader lets followers know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks. The supportive leader is friendly and shows concern for the needs of followers. The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. House assumes that leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 9 Topic 8: Communication Part A: Multiple Choice Questions 1) Communication serves all of the following functions within a group or organization except ________. A) motivation B) planning C) emotional expression D) control E) conveying information 2) Alejandro is annoyed that the new recruit, Ben, is working faster than anyone else in the group, making the rest of the group look bad. In the company cafeteria Alejandro teases Ben and calls him the super recruit and imitates his style of working so rapidly. Alejandro wants to intimidate Ben so that he will work slower. Which function of communication is Alejandro using by making fun of Ben? A) motivation B) control C) expression D) information E) formal 3) Helena and Laura were talking on the phone. Lauras two year old son fell and started crying and Laura could no longer hear what Helena said. This is an example of ________. A) transmitting B) decoding C) noise D) understanding E) analysis 4) The communication used by managers to provide job instructions is ________ communication. A) downward B) lateral C) formal D) directional E) diagonal Part B: Discussion Questions 1)Describe the communication process. Include the communication process model and explain the eight parts of this model. Before communication can take place, a purpose, expressed as a message to be conveyed, is needed. It passes between a sender and a receiver. The message is encoded (converted to a symbolic form) and passed by way of some medium (channel) to the receiver, who retranslates (decodes) the message initiated by the sender. The result is a transfer of meaning from one person to another. The key parts of the communication process are 1) the sender 2) encoding 3) the message 4) the channel 5) decoding 6) the receiver 7) noise 8) feedback The source initiates a message by encoding a thought. The message is the actual physical product from the source encoding. The channel is the medium through which the message travels. The receiver is the object to whom the message is directed. The symbols must be translated into a form that can be understood by the receiver. This is the decoding. Noise represents communication barriers that distort the clarity of the message. The final link is a feedback loop. 2) Explain how the grapevine functions and why it exists in organizational communication. Describe the general direction of communication and the form of communication most commonly used in the grapevine. What can a manager do to limit the negative effects of the grapevine? The informal communication system is the grapevine. While it is informal it is still an important source of information. A survey found that 75 percent of employees hear about matters first through rumors on the grapevine. The grapevine has three main characteristics. First, it is not controlled by management. Second, most employees perceive it as more believable and reliable than formal communiquà ©s issued by top management. Finally, it is largely used to serve the interests of the people within it. Rumors emerge as a response to situations that are important to us, when there is ambiguity, and under conditions that arouse anxiety. The fact that work situations frequently contain these three elements explains why rumors flourish in organizations. The secrecy and competition that typically prevail in large organizations, encourage and sustain rumors on the grapevine. A rumor will persist either until the wants and expectations creating the uncertainty are fulfilled or the anxiety has been reduced. The grapevine generally follows lateral communication in which persons from the same hierarchical levels begin to relay messages. Very rarely does management participate in the grapevine. In fact, one study reported that management only relayed messages to the grapevine ten percent of the time. Generally oral communication is used to relay grapevine information, although written e-mail can be used as well, but is considered less safe for accountability reasons. Managers can not entirely eliminate rumors. What they should do is minimize the negative consequences of rumors by limiting their range and impact. The best way to reduce the negative consequences of rumors is to: 1) Provide information; 2) Explain actions and decisions that may appear inconsistent, unfair, or secretive; 3) Refrain from shooting the messenger; and 4) Maintain open communication channels. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 10 Topic 9: Conflict Management Part A: Multiple Choice Questions 1) The traditional view of conflict is the belief that conflict is ________. A) harmful B) natural C) necessary D) situationally-dependent E) neutral 2) Which of the following is not a cause of conflict, according to the traditionalist view? A) general poor communication between people B) lack of openness in the organization C) trust between people in the organization D) management failure to be responsive to employee needs E) management failure to be responsive to employee aspirations 3) The ________ view of conflict argues that conflict is necessary for a group to perform effectively. A) human relations B) interactionist C) traditional D) functional E) reactive 4) ________ conflicts are almost always dysfunctional. A) Task B) Job C) Relationship D) Process E) Functional 5) The first stage of the conflict process is termed ________. A) cognition and personalization B) behavioral manifestation C) potential opposition or incompatibility D) intention E) habituation 6) High job specialization can lead to ________ conflict. A) communication B) structural C) personal-variable D) job-related E) team 7) In which stage are conflict issues defined? A) potential opposition B) cognition and personalization C) intuitions D) behavior E) reaction and transference 8) The conflict-handling intention of collaborating is ________. A) assertive and uncooperative B) assertive and cooperative C) unassertive and uncooperative D) unassertive and cooperative E) affective and reflective 9) Angelina feels that her cubicle neighbor talks too loudly on the phone, but in other ways she is a great neighbor. Angelina gets annoyed every time her neighbors phone rings, but she has decided its simply not worth the trouble to talk to her neighbor. Angelinas conflict intention is called ________. A) competing B) avoiding C) accommodating D) compromising E) collaborating 10) Which of the following is not a conflict-resolution technique? A) creating superordinate goals B) appointing a devils advocate C) avoiding the conflict D) exercising authoritative command E) generating additional resources 11) Stage II of the conflict process deals with conflict being ________. A) perceived and felt B) apparent and experienced C) expressed and perceived D) overt and covert E) internalized 12) Irma does not like a few of the standard operating procedures adapted for the new project. However, she discussed the items with the team and told them that she realized she was in the minority and that she would adapt the new procedures to maintain smooth operations within the team. This type of intention is called ________. A) sacrificing B) accommodating C) collaborating D) compromising E) competing TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 11 Topic 10: Power and Politics Part A: Multiple Choice Questions 1) Power can be defined as ________. A) the ability to influence the behavior of others B) the actualization of the dependency of others C) congruence between the goals of the leader and those being led D) downward influence on ones followers E) upward influence on ones leaders 2) One reacts to ________ power out of fear of the negative ramifications that might result if one fails to comply. A) legitimate B) coercive C) punitive D) referent E) abusive 3) The power that the College Dean has been granted by the University over the faculty is termed ________ power. A) academic B) positional C) legitimate D) organizational E) balanced 4) Power tactics can be defined as ________. A) the only legitimate sources of power B) techniques for translating power bases into specific action C) strategies for gathering and maintain support D) organizational structural characteristics E) approaches for winning arguments 5) Vivian has not been handling one portion of her duties in a satisfactory manner. As a result, her manager threatens to withhold her promotion. Which power tactic is being used? A) exchange B) ingratiation C) pressure D) personal appeals E) inspirational appeals Part B: Discussion Questions 1) Contrast leadership and power. Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led. A second difference relates to the direction of influence. Leadership focuses on the downward influence on ones followers. It minimizes the importance of lateral and upward influence patterns. Power does not. Still another difference deals with research emphasis. Leadership research, for the most part, emphasizes style. It seeks answers to such questions as: How supportive should a leader be? How much decision making should be shared with followers? The research on power encompasses a broader area and focus on tactics for gaining compliance. Power can be used by groups as well as by individuals to control other individuals or groups. 2) List and discuss the bases of personal power. Personal power comes from an individuals unique characteristics. Two bases of personal power are expertise, the respect and admiration of others. a) Expert power is influence wielded as a result of expertise, special skill, or knowledge. Expertise has become one of the most powerful sources of influence as the world has become more technologically oriented. b) Referent power is based on identification with a person who has desirable resources or personal traits. If I like, respect, and admire you, you can exercise power over me because I want to please you. 3) Distinguish between legitimate political behavior and illegitimate political behavior. Legitimate political behavior refers to normal everyday politics complaining to your supervisor, bypassing the chain of command, forming coalitions, obstructing organizational policies or decisions through inaction or excessive adherence to rules, and developing contacts outside the organization through ones professional activities. On the other hand, there are also illegitimate political behaviors that violate the implied rules of the game. Those who pursue such extreme activities are often described as individuals who play hardball. Illegitimate activities include sabotage, whistleblowing, and symbolic protests such as wearing unorthodox dress or protest buttons, and groups of employees simultaneously calling in sick. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 12 Topic 11: Human Resource Policies and Practices (Human Resource Planning Forecasting, Recruitment) Part A: Discussion Questions 1) Define human resource planning. Describe the TWO (2) components in human resource planning. Human resource planning is the systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specific period of time. Human resource planning has 2 components: requirements and availability. A requirements forecast involves determining the number, skill, and location of employees the organization will need at future dates in order to meet its goals. The determination of whether the firm will be able to secure employees with the necessary skills, and from what sources, is called an availability forecast. 2) Describe human resource databases and how databases can assist in matching internal employees to positions. A human resource database contains employee information that permits management to make HR decisions. Information that might appear in such databases, includes, but is not limited to, the following: work history and experience, specific skills and knowledge, licenses or certifications held, organizational training completed, educational background, previous performance appraisal evaluations, assessment of strengths and weaknesses, development needs, promotion potential at present, and with further development, current job performance, field of specialization, job preferences, geographic preferences, career goals and aspirations, anticipated retirement date, and personal history, including psychological assessments. Databases are being used by organizations to enable human resources to match people with positions. 3) List TWO (2) methods are available to firms when either a shortage or surplus of workers is forecasted? Firms faced with a shortage of workers may use: 1) 2) 3) 4) innovative recruiting, compensation incentives, and training programs to fill positions. Lowering of employment standards Firms faced with a surplus of workers may use: 1) 2) 3) 4) 5) layoffs,  restricted hours,  hiring freezes may be necessary, and  encourage early retirement and  the use of vacation time. TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 13 Topic 12: Human Resource Policies and Practices (Selection) Part A: Multiple Choice Questions 1) Which of the following is the most common method of initial selection? A) written tests B) background check C) performance test D) application form E) work-sample test 2) More than ________ percent of employers conduct some type of background check on potential employees during some point in the hiring process, usually either in the initial phase or the contingent phase. A) 25 B) 50 C) 65 D) 80 E) 95 3) The best way for an employer to find out if a potential employee can do a job is by ________. A) using the interview process B) using a written test C) having them spend a day in the office D) administering an IQ test E) using a performance simulation test 4) Work sample tests are widely used in hiring ________. A) unskilled labor B) skilled workers C) professional workers D) managers E) knowledge workers 5) The results of which of the following tend to have a disproportionate amount of influence on employee selection decisions? A) interviews B) written tests C) performance simulation tests D) work sampling methods E) personality tests 6) The behavioral structured interview is built on the assumption that ________. A) past behavior is the best predictor of future behavior B) technical knowledge and skills are the best predictor of job performance C) personality is the best predictor of job performance D) personality and mood are highly correlated E) technical knowledge and mood are highly correlated Part B: TRUE /FALSE Questions 1) As a selection device, written tests have decreased in usage during the past 20 years. (TRUE /FALSE) 2) A test that measures factors such as dependability, carefulness, responsibility, and honesty is referred to as a performance factor test. (TRUE /FALSE) 3) Work samples yield validities almost consistently superior to written aptitude tests. (TRUE /FALSE) 4) In assessment centers, job candidates are evaluated as they go through several days of exercises that simulate real problems they would confront on the job. (TRUE /FALSE) TUNKU ABDUL RAHMAN COLLEGE ABDM2083 ORGANIZATION HUMAN RESOURCE TUTORIAL 14 Topic 13 14: Human Resource Policies and Practices (Performance Evaluation) Part A: Multiple Choice Questions 1) Performance evaluations today are generally based on which three types of behavior? A) task performance, productivity, tenure B) productivity, efficiency, absenteeism C) task performance, citizenship, counterproductivity D) citizenship, counterproductivity, personality E) leadership, training, efficiency 2) Performance evaluations are used as a mechanism for all of the following except ________. A) monitoring the success of marketing strategies B) determining promotions C) pinpointing employees skills D) identifying training and development needs E) providing feedback to employees 3) Which of the following is not a weakness of the 360-degree evaluation system? A) artificially inflated feedback from peers B) insufficient training for performance evaluators C) discrepancies between evaluating groups D) provides a wide performance perspective E) difficulties in reconciling differing evaluations 4) Performance evaluations are used to ________. A) improve group cohesiveness B) define departmental structure C) help management make HR decisions D) identify how jobs are completed E) decrease conformity within organizations 5) Which of the following is the least predictive set of criteria used to evaluate employees? A) traits B) task outcomes C) behaviors D) personality E) mood Part B: Discussion Questions 1) What are the three most popular sets of criteria for evaluating employee performance? The three most popular sets of criteria for evaluating employee performance are individual task outcomes, behaviors, and traits. a) If ends count, rather than means, then management should evaluate an employees task outcomes. In many cases, its difficult to identify specific outcomes that can be directly attributable to an employees actions. b) Its not unusual for management to evaluate the employees behavior. c) The weakest set of criteria, yet one that is widely used by organizations is individual traits. They are weaker because they are farthest removed from the actual performance of the job itself. 2) Who should perform employee evaluations? With many of todays organizations using self-managed teams, telecommuting, and other organizing devices that distance bosses from their employees, an employees immediate superior may not be the most reliable judge of that employees performance. Thus, in more and more cases, peers and even subordinates are being asked to participate in the performance evaluation process. Also, increasingly, employees are participating in their own performance evaluation. In most situations, in fact, it is highly advisable to use multiple sources of ratings. Any individual performance rating may say as much about the rater as about the person being evaluated. By averaging across raters, we can obtain a more reliable, unbiased, and accurate performance evaluation.

Different Strategy Development At Harley Davidson Business Essay

Different Strategy Development At Harley Davidson Business Essay Harley-Davidson used Myerson game theory to gain a competitive edge over its Japanese competitors. This theory is concerned about the interrelationships between the competitive moves by a set of competitors. Hence the move by Harley to partition the US government to impose a 40% tax on imported motorcycles. Global Strategy Harley-Davidson has been a major US maker of motorcycles and the countrys top seller of heavyweight motorcycles. With a product offering of in excess of 30 models of touring and custom built Harleys, through a global network of more than 1,300 dealers. The company manufactures and markets five families of motorcycles: Touring, Dyna, Softail, Sportster, and VRSC. Additionally, their strong applied research and development strategies have allowed them to manufacture three-wheeled motorcycles. Harley sells attitude and culture with its brand-name products which allow customers to feel a greater part, ownership, belonging and empowered when they use their products. Harleys distribution network allows for their products to get to the market quickly. This strategy has determined Harleys future opportunities and strategies for example, their entry into the India market. Their design and manufacture of motorcycles which appeal to women coupled with their additional and diverse product line in clothing suited for bikers as well as other products which can appeal to a diverse market which includes persons who do not own and may never own a Harley. Acquisitions Their acquisition of Buell Motorcycle Company was also a strategic move as it allowed the company to enter a segment of the market which was untouched by them, through Porters low cost strategy, low maintenance motorcycles which were appealing economically and environmentally. As a result Harley was poised to enjoy economies of scale since they were able to increase production while lowering the cost per unit of production as Harley and Buell was able to enjoy synergies from the acquisition as surplus engines from Harley was able to be utilized by Buell. By acquiring Buell, Harley was able to build rather than buy market share. However, as a result of the global recession of 2008 the synergistic alignment enabled the company to continue to manufacture their low-cost single-cylinder Buell Blast. Harley benefited from the integration as they were better able to respond to the market need and demands. As they were/are able to adapt to market changes and improve efficiency in the manufacturing, design and safety features. Consequently, Harley divested MV Augusta which they acquired in 2008, this divestment can be credited to the effects of the recession as the company was also experiencing a financial crisis. By selling title and ownership they were poised to focus and implement strategies which would allow them to maintain competitive leadership. Through Ansoffs product-market growth strategy matrix, Harley-Davidson penetrated new markets as they sought to expand by partnering and engaging with dealers throughout the world, to capture new markets with the Buell product offering. Through the acquisition of MV Augusta Group Harley-Davidson was further allowed to capitalise on Ansoffs product development strategy where they entered new markets with a new light weight motorcycle. This product was particularly appealing to women cyclists since they were better able to independently control the machine. To survive the depression of the 1930s Harley-Davidson diversified to motorcycle engines in order to capture new untouched segments of the market. Diversification according to Ansoff refers to a strategy by which is pursued by an organisation through its new product offerings which allows them to enter new markets. This strategy enabled Harley-Davidson to increase their market power and gain greater efficiency as sales increase there was more profits which enabled them to invest in more efficient technology, research and development. In 1907 Harley captured the emergent market being the police department as they were venturing into motorcycle patrol as a result they were able to penetrate this market which in the past did not exist. ENGINE TYPE YEAR DETAILS FLATHEAD 1909-1936 Had a displacement of 45 cubic inches (742 cc) and produced about 22 horse power KNUCKLEHEAD 1936-1947 The Knucklehead was mainly developed and used during the wars. PANHEAD 1948-1965 This vehicle engine was 60 cubic inch (990 cc) and 74 cubic inch (1200cc), which produced 50 and 55 horse power. SHOVELHEAD 1966-1983 Displace 74 cubic inches (1200 cc) and produced 60 horsepower. EVOLUTION 1983-1966 The Evolution was the first motorcycle in a series which manifest improved quality after the acquisition of AMF. These vehicles did not leak oil and the displacement was 81.8 cubic inches (1340 cc) and produced 70 horsepower. TWIN CAM 88 1999-PRESENT The Twin Cam 88 has an engine of 88 cubic inches (1450 cc) displacement, producing 80 horsepower. These engines remain air cooled and overhead valves are used. REVOLUTION 2001-PRESENT This engine is presently being used in only one Harley product, the VSRC. It is 60 degrees, with overhead cams, fuel injected and only 69 cubic inches (1130cc) production 115 horsepower. Through the process of diversification Harley-Davidson was able to reengineer their products to meet and satisfy the changing needs and demands of the market and as a result they have been able to penetrate and capture new markets which were once untapped. Harley have been able to overcome their once tarnished reputation of unfair business practice as a result of their application to the US Tariff Commission for a 40% tariff to be imposed on imported motorcycles into the US. Harley utilizes personnel selling and advertising for their promotional mix in getting the product to their customers. They also target various segments of the market by advertising in national magazines such as Road Track, Popular Science, and Fortune as well as specific motorcycle magazines such as Easy Rider. Additionally, Harley uses personnel at their 595 dealerships located throughout the United States to get the product to the consumer as a when they are required. Harley uses publicity and public relations to gain a more positive image for the company. Celebrities such as Jay Leno and Wynonna Judd are engaged in the companys promotions enjoying riding motorcycles and wear Harley-Davidson apparel. The conduct of a SWOT analysis would reveal Harleys customer loyalty to the companys brand which was strength for Harley and a threat to their competitors. Harley offers all its products on-line where they can be delivered through-out the world. Online skilled rider courses are also offered, parts are customized to suit the needs and taste of their individual customers thus creating the ultimate ride. CORPORATE-LEVEL STRATEGY Their Corporate-level strategies focused on the strategic scope of the entire enterprise. Harleys strategies included the companys decision to enter niche markets, acquisitions and the entry into new geographic markets with new and innovative products. This also includes their staffing issues were 440 employees were retrenched, their decision also to outsource also contributed to the companys cost leadership position. In addition, their market diversification to strategically penetrate the India market over a period of twenty to five years which were protecting their local Indian Tata Nano market. Their corporate strategies implemented under the companys leadership of Richard F. Teerlink the former CEO, Harley has also been able to sell gift items suitable for women, men, youths making them a one-stop gift shop. The underlying premise of Harleys focus strategy is that the firm is better able to serve its segment than its competitors serving a broader range of customers since they are better positioned to determine, anticipate and satisfy the changing needs of their customer. Harley has been able to differentiate them based on meeting customer needs through their differentiated, low costs and competitive pricing for specialty goods. Their corporate strategies represent the long-term direction for the organization which has been to become the top motorcycle manufacture in the world. Why have Harley-Davidson been more or less successful in their strategic planning approach? Portfolio Matrices Growth/Share (BCG) Matrix Issues addressed as part of a companys corporate strategy includes diversification, acquisition, strategic alliances, and formulation of new business ventures. The corporate strategies implemented at Harley incorporate their plans for the entire organization and change to be industry specific market such as manufacturing motorcycles that are light-weight and suited for women. The BCG matrix classifies business-unit performance on the basis of the units relative market share and the rate of market growth. Products and their respective strategies fall into one of four quadrants. The typical starting point for a new business is as a question mark. If the product is new, it has no market share, but the predicted growth rate is good. What typically happens in an organization is that management is faced with a number of these types of products but with too few resources to develop all of them. Thus, the strategic decision-maker must determine which of the products to attempt to develop into commercially viable products and which ones to drop from consideration as Harley did with the Buell Blast. Question marks are cash users in the organization. Early in their life, they contribute no revenues and require expenditures for market research, test marketing, and advertising to build consumer awareness. If the correct decision is made and the product selected achieves a high market share, it becomes a BCG matrix star. The Harley-Davidson company is made up of multiple business units, its corporate strategy focused on decisions which can increase sales and allow the company to gain competitive advantage by maximizing the potential of their core competencies and the resources both financial and non-financial. As stars have high market share in high-growth markets they generate large cash flows for the business, however they also need large inputs of finances to maintain growth. They required large expenditures for advertising, research and development continuously improve the product which would enable it to establish a dominant position in the industry. The companys strategic arrangement with the US Army together with the exceptional features and capabilities RoadKing and Sportser allowed the company to gain high market share and high market growth. The diversity of their products is considered in terms of its related and unrelated diversification. However, performance at the business level of the company suffered leading to workers striking as a result the company was then sold to thirteen investors strategically lead the company. The Fat Boy though in the 1990s was a market leader and cash cow for Harley however, its market share was high and low-growth as the product reaches its maturity stage of the product life cycle. This product was a well-established product with wide consumer acceptance and as a result sales revenues were high. The strategy for such products is to invest little money into maintaining the product and divert the large profits generated into products with more long-term earnings potential, i.e., question marks and stars which Harley did with their FXR models. Dogs are businesses with low market share in low-growth markets. These are often cash cows that have lost their market share or question marks the company has elected not to develop. The recommended strategy for these businesses is to dispose of them for whatever revenue they will generate and reinvest the money in more attractive business such as into the Fat Boy. A more stringent approach, but still one with weaknesses, is a competitive assessment. A competitive assessment is a technique for ranking an organization relative to its peers in the industry. The advantage of a competitive assessment over the BCG matrix for corporate-level strategy is that the competitive assessment includes critical success factors, or factors that are crucial for an organizational to prevail when all organizational rivals are competing for the same customers. Porters Diamond Porters Diamond suggests that the reasons are inherent why some countries are more competitive than others, and likewise why some industries within particular nations are more competitive than others. This is evident in Harleys case as the US army chose to support their local industry to supply them with motorcycles during the world war. They also have what appears to be a lifelong contract with the police department to sell motorcycles to them. Trade embargo was also imposed by the US government to protect Harley from competitive rivalry from their greatest competitor Japan and this helped Harley in building brand. Harley also created a false demand for their product by creating an artificial shortage. Global sourcing Global sourcing refers to purchasing services and components from the most appropriate suppliers around the world regardless of their location. Harley source it component parts where the cost is cheaper and more affordable and as a result they were able to provide motorcycles at affordable and cost efficient prices. Due to global sourcing of component parts Harley was able to ensure that parts were always available when and where they were required. The internationalization is potential of Harley is clearly determined and measured by the following factors. Harleys market has been diverse, comprising of a wide global demographic, their products have been design for the comfort, safety and enjoyment of both their male and female customer base. Harley has developed and implemented a differentiated strategy where their prices and product offerings have been attractive and affordable to all income brackets. The company has had the favor of the US government and the loyalty of their customers, based on the support which they have given to the US during the war. However, countries such as India have imposed tariffs to protect their own local industries from large multi-national companies. However, to strengthen their competitive ability, Harley diversified its products to attract new markets, acquired other companies which allowed them to gain financial strength by capitalizing on the financial resources and gaining access to markets which the company were unable to before. Internationalization according to Barlett and Ghoshal relates to the different structures for multinational companies. Harleys global strategy and its sources of competitive advantage that Harley gets from being a transnational company are its efficiency through its manufacturing processes which enable it to enjoy economies of scale and develop a reputation to be envied by its competitors. The internationalization of Harleys motorcycles has an uncertain relationship to financial performance as foreign exchange rates may fluctuate resulting in a lost to the company if the exchange rate is decreased in the company which they export to. To acquire and maintain first-mover advantage Harley has been able to continuously revitalise its products to meet and satisfy the changing need and taste of their customer base. Through research and development the company has been able to keep one step ahead of their competitors, placing at a better off than their competitors as a result of being first to market with a new innovative product. Harleys global strategy works because they have a strong global distribution network which ensures an efficient and speedy distribution of motorcycles to customers. With the emergence of the internet a customer can stay in Trinidad and purchase a motorcycle from anywhere in the world. GROWTH STRATEGIES Harleys growth strategies are designed to expand performance which is usually measured by the degree of sales, profits, product mix, market coverage, market share due to trade embargoes. Diversification strategy involved the company entering different markets by adding different products to its marketing mix. Harleys products are targeted towards all members of the family and are related to existing product offerings. RETRENCHMENT STRATEGIES Harleys retrenchment strategies involve a reduction in the scope of the organizations staff number by 440 in 2007 and the sale of assets associated with discontinued product or service lines, as a result Harley sold MV Agusta in 2010. FUNCTIONAL-LEVEL STRATEGIES The functional-level strategies of all organizations are concerned with the coordination of the functions of the organization which are marketing, finance, human resources, production, research and development, etc. This area upholds and contributes to individual business-level strategies and the overall corporate-level strategy as it ensures that set goals and objectives are achieved. At Harley employees involvement are critical to the accomplishment of the companys vision and mission and as such Harleys has cultivated the creativity of their employees. Employees are not treated as machines but allowed to be innovative and involved in the creative development of the company. This Accenture Human Capital Development Framework (HCDF) was first implemented in 2004 and reintroduced in the company in 2006. Harley also partnered with the union and this strategy allowed for change to be flexible, this was a key component in motivating employees and encouraging them to buy-in to any change in strategy which management wished to implement at Harley. Â  The strategy resulted in a motivated workforce who felt a sense of belonging and ownership. The company encouraged a democratic style leadership instead of a dictatorship, through greater employee participation and collaboration as stated by: Teelink (2003) The biggest takeaway [to my experience in a circle organization] is that [positive] change will happen as long as you don try to force it your way. If you lead participative change, it will work. Harley fosters a culture of team-building which ensures that employees are focused and motivated towards achieving the corporate goals and objectives of the organization. Employees are also motivated and encouraged to produce as they have stock ownership this strategy gives employees a sense of belonging and that they are very important and involved in the organization and are willing to embrace changes within the organization without resistance. These initiatives were adopted because the companys new management recognized that to survive in a highly competitive and global market it was critical to make the company a continuous learning and improving organization where communication is open and free throughout the hierarchy of the organization. Employees must recognize and fully comprehend their job functions and its importance to the efficiency in the manufacturing process as well as to the long-term survival of the company. Harley made significant progress at surpassing their internal benchmarks with the implementation of HCDF as employees performance and output improved and increased. Thus performance can now be measured by a balance scorecard. Balance Scorecard Balanced Scorecard is a system used to measure a companyHYPERLINK http://www.coursework4you.co.uk/essays-and-dissertations/analysis-of-companies/analysisofcompanies.phpHYPERLINK http://www.coursework4you.co.uk/essays-and-dissertations/analysis-of-companies/analysisofcompanies.phps activities in terms of its vision and strategies, as a gives managers a comprehensive view of the performance the business. This approach to strategic management was developed in the early 1990s by Kaplan and Norton. This system allows organization to visually clarify their vision and implement strategies which can improve organizational functions. Harleys study the logistics of building and selling motorcycles in the early 1980s, when it was near bankruptcy. Harleys balance scorecard review the procurement process, inventory stock theory and practice, and the parts marketing process to ensure a holistic, end-to-end supply chain management to supporting the company vision which ensures that the companys products reached its customers. Through performing a thorough study of their entire supply chain, Harley Davidsons logistics personnel have been able to define, measure, and improve their processes in order to improve efficiency in manufacturing process. A prime corporate decision was introduced to reduce the number of suppliers from 500 to 200. A smaller supplier base made quality improvements easier to implement and facilitated the detection as there was increase standardization of process and procedures, tracking, and resolution of quality problems. Conclusion The success of Harley can be contributed to the executive management team which has taken strategic initiatives such as the investment in their human resources, by empowering them to address the weakness associated with the Company. This investment has also given Harley a competitive advantage in the motorcycle industry. The Company has exploited the opportunities in its external environment to create new revenue streams for itself.

Camaro Essay -- Automobiles Chevrolet Camaros Essays

Camaro The name â€Å"Camaro† came from a French word for friend. The decision on the name came down to the last minute, with most of the world sure the car would be named, â€Å"The Panther.† Although the strange name had to be explained to the public, Camaro fit in with other Chevy names- Corvette, Chevelle, Chevy 2, and Corvair. The main reason the Camaro was introduced was because of the huge success of the Ford Mustang. The Camaro was roughly the same size as the Mustang, a little wider and based more on performance. The Camaro is one of the last remaining muscle cars still in production today. It is only fitting that buyers still expect maximum performance from their Camaros. It is that expectation that has kept the Camaro alive for all these years, while many other cars have faded away, lost in memory. The Mustang GT only only offered the 289- cubic inch or an 390- cubic inch V8 in 1967. The Camaro rolled out with 302, 327, 350, and 396 cubic inch V8’s (Camaro 14) The Camaro’s style was much smoother as well. The introduction of the Camaro threw pony car development into a frenzy. Before the Camaro, the Mustang and Barracuda were not quite considered full muscle cars. Most serious performance enthusiasts still opted for intermediate sized GTO’s or the Chevelle Super Sports (SS). The Camaro changed the image of those sport coupes. (Camaros, Eric Ethan) The Z28 and the stout SS-396 were more than just a stylish ride. Under the hood Camaros were well respected. Such respect helped establish the Camaro as the premier high-performance pony car. Camaro sales increased each year form 1967-1969. To this day, these Camaros are the favorite among enthusiasts. The Camaro brings a bad-boy image to the street and the track. The car has always been based on racing even when the Camaro was not officially involved. â€Å"It’s at home drag racing, and racing away from convenience stores after hold-ups. Because of this, media has given the Camaro a bad boy reputation.†(American Muscle Cars, 47) 1969 saw several noteworthy changes to the Camaro. The grill became deeper set, the taillamps were longer and thinner and broken into three segments. A heavy "eye-brow" crease was added on the both sides of the car extending from the front wheel well to the rear wheel well. A matching crease went from the rear wheel well to the rear quarter panel. Endura rubbe... ...white was perhaps better suited to the older cars, but the look was still striking. Chevrolet even revived the interior with 30th anniversary logos. White wheels added to the effect. 1998 was a big year for the Camaro. It received a major refreshening with body upgrades including a new front fascia, a new hood, composite reflector headlamps, and new fenders. The 1998 model also received chassis upgrades, a new 4-wheel disc brake system and a new anti-lock brake system (ABS). But the biggest upgrade was the all new LS1 V8 engine for the Camaro Z28. This new engine produces 335 horsepower. That’s more than twice the standard horsepower offered in the 1982 Z28, to shine a little perspective on the state of modern high-performance. Although most Camaros sold through the years have not been performance models, it is still the image and reputation of the various Super Sports, Z28’s, Pace Cars, and IROC-Zs that have defined the Camaro and kept the car in the public eye. While other car fashions have changed, Camaro buyers still want powerful V8s driving the real wheels, preferably with a manual transmission between the two. Given the opportunity, they will buy performance.

Misery and the American Dream in The Great Gatsby Essay -- The Great G

"No— Gatsby turned out all right in the end. It is what preyed on Gatsby, what foul dust floated in the wake of his dreams that temporarily closed out my interest in the abortive sorrows and short-winded elations of men." When F. Scott Fitzgerald wrote these words in The Great Gatsby in 1925, he perfectly described the human struggle of the time. This was, by no means, accidental--for Fitzgerald wrote meticulously and very rarely did he leave a line unrevised. No— Fitzgerald knew what he was doing; he was, in two sentences, criticizing American society like no one else had. Oh!, and what that "foul dust" turned out to be: the foundation of our morality, our greatest aspiration and our heaviest of fetters, the American Dream. It is this ideal--which our society seems to have internalized--that renders all humans, not just Americans, miserable and empty. What makes The Great Gatsby the greatest American novel is not the lyrical, charming, and rapturous nature of Fitzgerald's prose style; no-- it is its tenacity, the courage of Fitzgerald to stare look America in the eyes and tell her that she is wrong, that she leads a meaningless life, that she must abandon her innate instincts in order to b e truly happy. It is this honesty, as is epitomized in Nick, that makes Gatsby such an amazing statement and such an enduring work of art. It is impossible to analyze The Great Gatsby without paying close attention to the context in which it was written. The Great Gatsby was written in between World War I and The Great Depression. The former created by an appetite for power and the latter created by an appetite for pleasure. It was this unappeasable appetite for pleasure that The Great Gatsby criticizes. Jay Gatsby is the greatest vi... ...te in protest, he was a rebel and criticized American society with tenacity. Gatsby was a miserable man. He is in despair, his love is fleeting him and he cannot find happiness without Daisy; he is condemned to be miserable-- all dreamers are. Gatsby criticizes materialism. Gatsby has known Melancholy for too long perhaps, to make himself happy. There is no stronger image in my mind than that of Gatsby walking around New York City, trying to find purpose, trying to find a new way to live, an alternate route toward happiness. Gatsby does not want to "be a root in the dark" but he cannot convince himself that he will be happy. Gatsby's aspirations are too idealistic for him to ever be happy, for him to rid his existence of misery. Gatsby, until he is satisfied, will walk around his existence utterly miserable; his mind will never romp the Earth like the mind of God.