Analysis Of The Book Night By Elie Wiesel - 794 Words

McBride 1 Brandy McBride McAndrew ELA August 6, 2017 Night In the book Night by Elie Wiesel there are many instances where his use of imagery helps establish tone and purpose. For example Elie Wiesel used fire (sight) to represent just that. The fire helps prove that the tone is serious and mature. In no way did Wiesel try to lighten up the story about the concentration camps or the Nazis. His use of fire also helps show his purpose. â€Å"Never shall I forget that night, the first night in camp, that turned my life into one long night seven times scaled. Never shall I forget that smoke. Never shall I forget the small faces of the children whose bodies I saw†¦show more content†¦However he then stated â€Å"Where is he? This is where--hanging here from this gallows†¦Ã¢â‚¬  â€Å"that night the soup tasted like corpses† (page 65). Here Wiesel had two very different opinions on the soup. The way he described the soup in the first quote showed he was hungry and happy although once he realized the truth everything change d. He soon found the soup to be repulsing and he wanted nothing to do with it. For example when he says the soup tasted like corpses he means that they did not feel the satisfaction of eating because they just witnessed a horrific occurrence. This helps with tone because the reader can tell how quickly his tone went downhill. Last but not least is the sense of smell which Wiesel used throughout the book by explaining the burners and crematories. â€Å"In front of us, those flames. In the air, the smell of burning flesh. It must have been around midnight. We had arrived. In Birkenau† (28, Wiesel). Along with the smell Wiesel had witnessed and heard awful events that took place in the burners. Over there. Do you see the chimney over there? Do you see it? And the flames, do you see them? (Yes, we saw the flames.) Over there, that’s where they will take you. Over there will be your grave. You still don’t understand? You sons of bitches. Don’t you understand anything? You will be burned! Burned into a cinder! Turned to ashes (30-31, Wiesel). This shows a different tone. It shows fear and worry because does anyone reallyShow MoreRelatedAnalysis Of The Book Night By Elie Wiesel945 Words   |  4 PagesElie Wiesel was born in 1928. In his book, Night, which was published in 1955, Wi esel depicts his personal journey through the German concentration camps by the use of his character Eliezer (Sparknotes). At the age of 15, he lives with his family in Sighet, Transylvania (Biography). His father Shlomo is very involved with the community there. Eliezer is deeply engaged in religious studies, being taught by Moshe, an older man in his community who is considered a lunatic by many (Sparknotes). InRead MoreAnalysis Of The Book Night By Elie Wiesel1778 Words   |  8 Pagesthemselves this question, whether they have fully grasped their personality or not, and during that difficult time, even the things you thought you knew about yourself are challenged. In the memoir, Night, the author Elie Wiesel, presents the story of his own time in Auschwitz during the German Holocaust. Elie, being Jewish, was deported into concentration camps in Hitler’s final solution. He underwent such things as witnessing death for the first time, extreme exhaustion, inhumane treatment, and seeingRead MoreAnalysis Of The Book Night By Elie Wiesel1017 Words   |  5 PagesIn the book Night by Elie Wiesel it says â€Å"human suffering anywhere concerns men and women everywhere.† This shows that the world’s problems are everyone’s problems. Everyone has their own responsibilities and when war occurs people tend to take on more responsibility than ever before. The United States is a prime example of making the world’s problems their own. When problems arise people step up and take responsibility. Like in the quote from Elie Wiesel, human suffering really is everyone’s problemRead MoreAnalysis Of The Book Night By Elie Wiesel1367 Words   |  6 PagesNight is the detailed account of Elie Wiesel’s experiences as a Jew in Germany during the Holocaust. Night is considered a memoir, however, Wiesel uses fictional characters to tell his story. Eliezer acts as Wiesel’s author surrogate, a fictional character based on the author, and narrates the story. Over the course of the text Wiesel exposes the full face of the dehumanization perpetrated against the Jewish people. Through persuasive oration, Hitler was able to manipulate the Germans and justifyRead MoreNight By Elie Wiesel : Book Analysis708 Words   |  3 Pagesto continue. Majority of people stopped eating, gave up their religious faiths and hope, welcoming the darkness to embrace them. Surviving was a constant struggle for these people and th e only way to overcome it was the acceptance of death. Night, by Elie Wiesel, is a memoir of the authors firsthand experience in the holocaust from his perspective as a teenage boy. The author includes concerns that individuals have, but never spoken aloud of, such as a home, family relations, and the effect this experienceRead MoreAnalysis Of The Book Night By Elie Wiesel907 Words   |  4 Pages In the book Night written by Elie Wiesel was mainly about how a young boy had to suffer the traumatic experience of existence and fatality at Nazis concentration camps. In the book, Elie Wiesel was the character â€Å"Eliezer Wiesel†. Eliezer was a young boy at the age of fourteen who lived in Sighet, Transylvania. During the lead of World War II, Eliezer was an extremely earnest young boy who desired to examine and practice Jewish theology. He also occasionally spent a great deal of time and passionRead MoreAnalysis Of The Book Night By Elie Wiesel1216 Words   |  5 Pageswhen I first saw the book. The images that they title brought to my mind is someplace where there is no light, no happiness.When you think of night you clearly think of physical darkness but I think night symbolizes a place without God’s presence, somewhere where there s no hope. The emotions that this title brought to my mind is sadness. Sadness because once you are in the dark there is nothing y ou can do but wait. Wait on your destiny. The impression that the picture on the book gave me was very vagueRead MoreAnalysis Of The Book Night By Elie Wiesel1045 Words   |  5 PagesIn the memoir Night by Elie Wiesel, Elie Wiesel is a young boy who struggles to survive after being forced to live in the brutal concentration camp of Auschwitz. In Auschwitz, death and suffering is rampant, but due to compassionate words and actions from others, Elie is able to withstand these severe living conditions and overcome the risk of death in the unforgiving Auschwitz. As shown through the actions and words of characters in Night, compassion, the sympathetic pity for the suffering or misfortuneRead MoreNight Trilogy By Elie Wiesel1075 Words   |  5 PagesEnglish 2 Period 14 10 June 2015 Night Trilogy Criticism Elie Wiesel’s Night Trilogy is comprised of an autobiography about Wiesel’s experience during the Holocaust and the horrific struggle he faced while in concentration camps, and two other stories depicting the rise of Israel and an accident. The acclaimed Holocaust writer is most well-known for Night due to its effect across the globe. Dawn and Day are not autobiographies, yet they have lingering presences of Wiesel in the main characters and narratorsRead More Dawn by Elie Wiesel Essay716 Words   |  3 PagesDawn by Elie Wiesel In this report you will see the comparisons between the novel Dawn and the life of Elie Wiesel, its author. The comparisons are very visible once you learn about Elie Wiesel’s life. Elie Wiesel was born on September28,1928 in the town of Hungary. Wiesel went through a lot of hard times as a youngster. In 1944, Wiesel was deported by the nazis and taken to the concentration camps. His family was sent to the town of Auschwitz. The father, mother, and sister of Wiesel died in

Wikileaks Ethics - 1556 Words

Wikileaks 2006 saw the formation of what would soon become a world player in journalism. Julian Assange created Wikileaks as a whistle-blowers resource, a place where those with something important to share could do so without retribution and with full anonymity. Information dumps from the United States government, corporations, and even private groups and individuals drew mixed results and painted a strange picture of this organization. Its proponents tout it as returning to journalisms roots, a second Pentagon Papers. Its opponents cite damaged international relations and mass invasions of privacy as grounds to declare this organization anathema. This paper will explore the impact that Mr. Assange has had on the last decade of†¦show more content†¦Security of all personnel in-theater was threatened when Wikileaks elected to reveal such things as security measures for bases and contacts in the local communities. The release of this information brought about a change, to be sure , but it was not the change that the whistle-blowers were expecting. It hindered our efforts in the war as new methods to combat our information gathering abilities and reinvent communications methods that the US military was not readily equipped to handle sprung up in the area. Entire security regimens had to be changed immediately as soldiers, sailors, airmen, and marines, along with countless DoD civilians, now faced imminent threat from any number of exploitation. These leaks are excellent examples of secrets that are truly deserving to be kept. Not everyone has a right to know everything, no matter what they think. Lives being put in danger to assure oneself of their self-proclaimed inherent rights is a full breach of ethical behavior. In the words of former embassy worker Steve, â€Å"If people are afraid to talk to me, and if Im afraid to. . . be honest in my assessment of the information I send back to Washington, it effectively blindsShow MoreRelatedInformation System s : Computer Ethics1525 Words   |  7 PagesBIS- 601 INFORMATION SYSTEMS COMPUTER ETHICS Submitted by Lakshmi Gajjarapu Student id: 665584 Global Id: gajja1l Email:gajja1l@cmich.edu INTRODUCTION: As the use of Computers have increased now-a-days with improvements in the technology which brings both advantages and disadvantages. Advantages comes with technological developments and disadvantages are like frauds happening using technology. These frauds using technology are called â€Å"Cyber-attacks† where intruders or hackersRead MoreThe Ethics Of The United States Army Essay760 Words   |  4 Pagesproduces the greatest balance of benefits over harms for everyone affected. Our textbook defines utilitarian as doing the most good and the least harm. This is a difficult situation to compare because there are conflicting issues to harm from the WikiLeaks documentation release. The benefits that the impact of this informational leak had was that the public was able to read an honest story directly from a soldier’s perspective. This gives sympathy to soldiers and what they had to deal with on a dailyRead MoreAmazon Stakeholders3710 Words   |  15 Pageshttp://mashab le.com/2010/12/01/amazon-wikileaks/ http://www.foxnews.com/scitech/2010/12/01/amazon-severs-ties-wikileaks/ http://www.foxnews.com/scitech/2010/12/01/wikileaks-relying-amazon-servers/ http://www.eff.org/deeplinks/2010/12/amazon-and-wikileaks-first-amendment-only-strong http://www.facebook.com/pages/Boycott-Amazon-for-Dumping-Wikileaks/174975139187861 http://knowledge.insead.edu/CrisisCommunications080609.cfm?vid=54 Whistleblower website WikiLeaks has been kicked off Amazon.com’sRead MoreVisible M Ethics And A World Without Secrets1399 Words   |  6 Pagesmany scandals over the past few years, government agencies have been accused of using these new communication resources as means to keep a watchful eye over their citizens. This is the very topic discussed by Peter Singer in his essay â€Å"Visible Man: Ethics in a World without Secrets†. Singer discusses the benefits and pitfalls that have come from these communication innovations, going in depth on the tactics and resources used by civilians as well as governments to keep track of each other. SingerRead MoreLanguage Should Be Regulated On Books1493 Words   |  6 Pagesprinciples that the Federal Communications Commission investigate before censoring a book or regulating some content. This paper focuses on socio-cultural factors, politics, age, and business related concerns and the reasons language should be regulated. Ethics refers to set principles that dictate how people should behave in the society. In book writing and selling, authors should focus on increasing knowledge instead of profit making only. When an author sits down to write a book, his or her intentionRead MoreThe Media Is A Vital Part Of Today s Society1380 Words   |  6 PagesThe media is the only source to rely on when learning about current events. Additionally, most of our opinions about current events are based off media information. We tend to believe and depend more on the media for any type of information, making ethics in the media very important` in order to have truthful and reliable information. Media networks want to be the first to present the news to the public, creating a highly competitive field. When I watch my television it seems like noting is off limitsRead MoreGovernment Surveillance On Social Media1750 Words   |  7 Pagesthat by entering a private chat or call that they are secure but it’s the opposite. Many people post things without noticing that may draw a red flag for the government and they will be watched by them. With the recent unveiling of things such as Wikileaks and Edward Snowden, the paranoia of government surveillance has gone up amongst citizens and many have incredibly different views on the actions of the government to monitor and survey the users that visit social media sites for any red flags. 3Read MoreThe Ethics Of Big Data And An Individual s Privacy1600 Words   |  7 PagesThe Ethics of Big Data and an Individual’s Privacy What is Big Data? Big Data is the mass collection of user data by mathematical algorithms, databases, data mining, and the use of datasets that were once believed to be static and unusable. Big Data’s history goes way back â€Å"†¦70 years to the first attempts to quantify the growth rate in the volume of data, or what has popularly been known as the â€Å"information explosion† (Press, Gil).† Researchers had predicted the massive growth of informationRead MoreEthics And Ethics Of A Public Service1075 Words   |  5 Pageshacking into private servers that are owned by governments and corporations is ethical activism. Hacktivism is an ethical practice because it exposes the failings within corporations and governments. Ethics refers to the practice of behaviors that demonstrate proper respect for individuals. Maintaining ethics in business and government operations is the lifeblood of a functioning economy. When businesses and governments act unethically, people that operate within and outside of these large bodies canRead MoreHacktivism Essay1832 Words   |  8 Pagesover the world can participate in. But is this new form of activism ethical from any standpoint? This paper will discuss the ethics behind hacktivism. Ethics Merriam-Webster defines ethic as â€Å"the discipline dealing with what is good and bad and with moral duty and obligation†. As new technology enters today’s market, ethics and morals are not always clear to everyone. Ethics and morals can differ from one person to another, this factor along with the uncertainty that comes with new technology. Severson

Art Of The Ancient Greeks Essay Example For Students

Art Of The Ancient Greeks Essay Classical Greek Art is characterized by the emerging need among artists to imitate and perfect the ideal human form through idealized naturalism. The Classical period is marked by the introduction of the contrapposto position first seen in the Kritios Boy (ca 480 BC). The function of sculptures during this period was mostly to glorify gods and athletes usually depicted as male nudes. One of the most renowned sculptures of an athlete from that period is Polykleitos Doryphoros a bronze original (ca 450 BC) that now only exists in marble copies. Polykleitos made it to serve as a standardization for future sculptures. He intended to perfect the human being using the contrapposto pose as well as measuring the body to be able to fit eight heads stacked on top of each other as the dimensions of the ideal. The flexed limbs and the relaxed limbs oppose each other diagonally, with right arm and left leg relaxed while left arm and right leg are ready for action. The head is turned in opposite direction of the slight twist of the hips and is a much more natural pose for a human than the stiff awkward poses of Ancient Egyptian Art. Classical Greek art also had innovations in bronze. While The Hellenistic period of Greek Art still utilized naturalism in its art, it began to move away from idealism and started to lean more towards realism. As artists gained more freedom to explore social realism they started to create sculptures and art depicted the old, the poor and the suffering. The Old Market Woman (ca 150 BCE) depicts an old woman bringing chickens and a basket of fruits and vegetables to sell in the market. Shes bent over with exhaustion and a broken spirit. She is wrinkled and very realistic. Her drapery responds to gravity and her chest bones are visible at the top of her skinny body. Another classical Hellenistic piece is Athanadoros, Hagesandros and Polydoros of Rhodes Laocoà Ã‚ ¶n and his sons (ca 1st century BCE). Lacoà Ã‚ ¶n was a priest in Troy and warned everyone of Greeks bearing gifts, of course no one believed him and he was punished by the gods for his attempt at thwarting the Greeks. Although Lacoà Ã‚ ¶n is indeed in a naturalized idealistic form, his face displays so much agony and anguish as he appears to be screaming in pain while struggling to free himself of the serpents. His hair seems soft and natural and his face embodies so much agony. His muscles are flexing exactly where they should be with veins popping out on his arms as he struggles to pull serpents off of his body. Artists during the Hellenistic period were very aware of how their subjects interacted with their environment. The sculpture of Nike on a Warship (Nike of Samothrace ca 190 BCE) depicts the goddess Nike with elaborate wings and wind attacking her drapery. Her garments appear to subtly stick to her body because of the water and whip wildly in the wind. The piece was displayed in the upper basin of a two-tiered fountain with the statue reflecting in the water to create the effect of lightness and movement. Hellenistic Art rejected Polykleitos standardization of perfection in measurement and idealism and instead created very real, very emotive statues that interact with their environment.

TJ Nethery Essays - Bodybuilding Supplements, Dietary Supplements

TJ Nethery 4/20/2017 Supplement Paper Creatine Creatine was found, when ingested can dramatically boost the Creatine content in the muscles in 1912 by two Harvard university researchers Otto Follin and Willey Glover Denis. Creatine is normally found in meat and fish. Creatine is also naturally made in the human body in the kidney and liver. Creatine is mainly stored in muscles. Creatine is a substance which is present inside in our body and is created from the amino acids, methionine etc. Most of the body Creatine is present in the skeletal muscle. The remaining percentage of Creatine exists free. The enzymes which are responsible for the Creatine synthesis are present inside the kidneys, liver and pancreas. The transportation of Creatine inside the muscles occurs through the blood stream. Creatine was coined by a French scientist Chevreul during his research work on the skeletal muscles. Creatine seems to be a quite new word but it is known by the scientist as a main component of the muscles for more than two centuries. In 1920 researchers identified the two forms of Creatine. They named them phosphorylated Creatine and free Creatine. Creatine enhances the body's capacity to perform high intensity work and assists greater muscle size and performance gains as a result. This strengthens muscular contraction of these fibers, and helps the athlete to pump out more reps, sprint at a faster rate, or engage more forcefully in whatever sport or type of exercise they take part in. Supplementing with Creatine allows the muscles to store more of this high-energy molecule to provide greater gains in strength and muscle. Creatine also helps enhance your recovery time. In recent years Creatine has been studied for its post-exercise muscle regeneration properties. Findings have been very promising. In 2004, Santos and colleagues studied the effects of Creatine supplementation on muscle cell damage in experienced endurance athletes running a 30 mile. Possible side effects of using Creatine are as follows: pounding heartbeats or fluttering in your chest, trouble breathing, swelling and rapid weight gain, dehydration symptoms such as thirst unable to urinate and heavy sweating, more common side effects include nausea and stomach pain, diarrhea, muscle cramps and weight gain. Creatine can be found in many to all drugstores, vitamin shops as well as your run of the mill Walmart's, but the biggest place and most frequent place that is found and sold is online with thousands of brands and millions of websites to purchase from. The four main types of people that will benefit from Creatine include: body builders and strength athletes, the aging population, sufferers from neurodegenerative disorders, and those with naturally lower levels of Creatine such as vegetarians.

Make The Topic On Whomever You Choose, The Originalist Or

Make The Topic On Whomever You Choose, The Originalist Or Make The Topic On Whomever You Choose, The Originalist Or Non Teacher English 2nd October Originalist and Non-originalist There are two basic ways of interpretation of constitution originalist and non-originalist. Originalists believe that the constitution should be interpreted according to the framer’s and writer’s intentions and thoughts and non-originalist believe that it as time keeps on changing therefore it should be interpreted according to the consequences. I support the non-originalist thought of school. As the written constitution does not represents all the ways in which the government might use to manipulate or oppress the public. So the interference by law may handle such situations in a better way. Sometimes the intentions of the framers are ambiguous or related to a particular time so it is not easy to understand the basic idea or intention of the framers in difficult situations. Non-originalist allow judges to handle the crisis which may result from the misinterpretation of the constitution but originalists make co rrections in the interpretation and this amendment process consumes a lot of time and due to the wastage of time the crises may get worst. In addition to that the framers at a meeting in Philadelphia said they do not want their thoughts or intentions to govern the interpretation of the constitution. Moreover the non-originalist school of thought allows the interpretation of the constitution in a modern way which includes critical issues regarding the rights of minorities and women.The non-originalist school of thought allows us to interpret the constitution according to the variations of time. It gives law the rights to handle specific situations, especially of crises, in an effective manner. Moreover it also interprets the constitution in an enlightened way and also considers the rights of minorities. The non-originalist interpretation of constitution can give better results in certain situations as it is based on modern ideas and it also relates the interpretation of the constitut ion with the present consequences in order to handle specific matters effectively. (â€Å"Theories of constitutional Interpretation†)Work Citedâ€Å"Theories of constitutional Interpretation†. law2.umkc.edu. exploring Constitutional Conflicts, nd. Web. 2 Oct. 2011.

History of Management Thought Revision Essay Example

History of Management Thought Revision Essay Example History of Management Thought Revision Paper History of Management Thought Revision Paper rewarded for teaching and developing your employees. c. Gantts emphasis on the importance of morale. d. The Gantt Chart steadily evolved into a valuable tool for scheduling (planning) and controlling work. (1)Widely used during World War I (2)Became an international management technique. (3)A forerunner of subsequent planning and controlling techniques such as major milestones, PERT, CPM. e. The New Machine a group headed by Gantt to promote the idea that engineers should be industrial leaders. Social responsibility Gantts concern that business should not lose sight of its service role in the economy. C. Frank and Lillian Gilbreth 1. Frank worked in the construction trades and called his job design motion study. Independent of, but influenced by, Taylor. 2. Lillian our First Lady of Management for her accomplishments with her husband as well as after Franks death. 3. As partners, they made numerous contributions: a. Franks study of bricklaying; motion study; a white list to identify top workers in an appraisal system; and a bonus to employees for suggestions. b. Motion and fatigue study a joint effort to reduce fatigue and improve productivity. (You might suggest that one or more of your students read â€Å"Cheaper by the Dozen† by F. B. Gilbreth, Jr. and Ernestine G. Carey. â€Å"Cheaper by the Dozen† has appeared as a movie twice: the first had Clifton Webb play Frank and Myrna Loy portrayed Lillian; a more recent release has Steve Martin as Frank and Bonnie Hunt as Lillian. If class members can find both of these movies, a comparison and evaluation can be made- and a lively discussion. c. Other contributions: (1)Therbligs (2)Motion pictures with special lighting to study micromotions. Note that Frank offered this technique to Taylor. (3)Process charts to study the flow of work through the shop. (4)Promotion planning. (5) Pioneering work with handicapped employees. d. Psychology of Management Lillians original, but not final, Ph. D. dissertation. It was not industrial psychology, per se, but the psychological intent of scientific management. e. Lillian’s efforts to bring Gilbreth’s motion study and Taylor’s time study are worth mentioning. D. Harrington Emerson 1. He worked largely independent of Frederick Taylor but they corresponded and he was aware of Taylors ideas. . Emersons ideas focused on: a. The lack of organization, in Emersons view, was a major problem. He proposed the line-staff organization as a way of bringing staff knowledge to assist the line managers. b. Emersons line-staff idea was similar to Taylors desire to use the knowledge of functional foreman, but an improvement since it did not split the chain of command. c. Emerson t ook Taylors idea of setting performance standards and applied this to cost accounting. Standards could be established for what the costs should be, rather than estimating costs from previous records. d. Incentives Emerson provided 120% wages for 100% performance (the standard) and that increased if the worker produced more. e. Of Emersons numerous principles: clearly defined ideals (objectives), participative decision making, and the proper use of staff stand out as the more unique of his ideas. f. Emerson established a successful consulting practice and sought to improve ethical practices among consultants. E. Morris Cooke 1. Cooke worked closely with Taylor and became one of the four individuals Taylor considered his disciples (others were Gantt, Barth, and H. King Hathaway). 2. Cookes early work developed when Taylor sent him on various consulting assignments: a. In education, where he felt that college administration was inefficient. b. In government, where Cooke became Director of Public Works for the City of Philadelphia and successfully implemented scientific management. 3. Collaborated with Taylor in preparing Principles of Scientific Management and received the royalties for his efforts. 4. In his later work, Cooke became interested in getting the leaders of organized labor to work within scientific management ideas. a. Suggested that management needed to tap labors brains. b. Worked with labor leaders in gaining a better feeling about union-management cooperation. c. Served Presidents F. D. Roosevelt and Harry Truman in government positions. Chapter 9 The Human Factor: Preparing the Way This chapter has one purpose but many sub-topics. The common element is the emphasis on the human factor as it appeared in personnel management, psychology/ industria l psychology, sociology/industrial sociology, and employee participation in decision making as manifested in the trade union movement and industrial relations, union-management cooperation, and employee representation plans. A. Personnel Management: A Dual Heritage 1. One part of the beginnings of personnel management may be found in the industrial betterment/welfare movement. a. This movement found its basis in the Social Gospel and grew out of a concern for improving industrial conditions. b. A number of companies employed a welfare secretary to advise management. Their duties were many, and in some cases appeared to be paternalistic. c. Many, though not all, of these secretaries were females, perhaps because of their experience in vocational guidance or social work, or perhaps because some of their duties resembled a role stereotype of what a woman did i. e. menus, handling illnesses, etc. 2. Scientific management emphasized improved personnel selection, placement, wage plans, and other matters that involved employee welfare. Taylor had described this role but it was others who advanced personnel management. a. Mary Gilson would be one example of the scientific management viewpoint. b. Also Jane William s at Plimpton Press. c. The Henry Gantt/Elizabeth Briscoe clash at Bancroft Mills relates similarities and differences between the welfarists and those of scientific management. d. Henry Ford and his $5 per day minimum is worth mentioning, as well as his sociological department. (Ask the class what Fords advisers did does this sound like a modern social worker? Also, why was the sociological department changed? ) B. Psychology 1. This section begins with a plutology quote (1863) which resembles A. H. Maslows (1943) hierarchy of needs theory. The purpose is to show that this early insight came from deduction and introspection, not empirical study. 2. The pseudosciences also reflect this introspection, yet some of these, such as graphology and astrology, are claimed today to have merit. Students may comment, and accurately so, that at this point in history these were considered scientific and not pretenders to science. Phrenology is my favorite, especially if you pretend to be an on campus recruiter. ) 3. Industrial Psychology a. Wilhelm Wundt pioneered scientific psychology. b. But more importantly, Hugo Munsterberg applied this scientific approach to industrial problems. c. Munsterberg sought (1)the best possible worker (2)the best possible work (3)the best possible effect d. He advocated (1)tests for worker selection 2)research in the learning process in training (to me, this sounds like an early concept of what we would call transfer of learning theory). e. Others who were early in the field of industrial psychology are mentioned briefly in the text. (They are not emphasized, but you may find a favorite here to assign for your class. ) (1)Charles S. Myers (2)Walter Dill Scott (3)Cecil A. Mace (4)Morris S. Viteles C. The Social Person This section involves the antecedents of industrial sociology as well as sociological theory. (Again, different individuals and contributions are open to your choice. 1. Whiting Williams obviously a favorite of mine, and a person whose ideas have been long neglected. a. A white-collar personnel director who put on the clothes and guise of a worker to study work first hand. That is, a participant-observer. b. Emphasized the centrality of work (before the work of Bob Dubin and George W. England). c. Job defines social status as well as a persons place in the work situation. d. The workplace is a part of a larger social system. e. Saw earnings as a matter of social comparison influencing how a person viewed himself relative to others. My feeling is that Williams should be seen as the originator of equity theory. ) f. Workers mainspring was to be found in their relations with others (is this or is this not a pre-Hawthorne view of human relations? ) g. The Eleventh Commandment Thou shalt not take thy neighbor for granted still good advice. h. My conclusion is that industrial sociology began with Williams, and that the Social Gospel influenced his thought. 2. Sociological theory a. Emile Durkheim (1)anomie normlessness (2)mechanical societies were dominated by a collective consciousness. 3)organic societies were characterized by interdependence and the division of labor, leading to anomie. (Note that some modern writers use other definitions for mechanical and organic. ) (4)Durkheims thinking influenced the human relationists view of the need for social solidarity. b. Vilfredo Pareto (Not one of my favorites as I find his ideas on social systems clouded in jargon. I mention him, however, for : (1) The Pareto Circle that influenced the Harvard version of human relations. (2)Paretos influence on Chester Barnard and cooperative systems. . Social behaviorism may be worth mentioning because of the notion of the social person, the beginning of social psychology, and C. H. Cooleys looking glass self, a very interesting way of looking at the formation of self-efficacy, personality development, and a host of other ideas. d. Gestalt psychology definitely deserves a mention. A number of persons who we will encounter later, such as Mary Follett and Kurt Lewin, were gestaltists and the notion prevails in much of our modern thinking about group dynamics and sociotechnical systems. D. Employee participation in Decision Making This section examines three paths to give employees a â€Å"voice† in the firm or organization: 1. Through membership in a union that would represent the workers’. a. John R. Commons is a substantial figure here. Perhaps the first to use the phrase â€Å"human resources† and considered the â€Å"Father of Industrial Relations. b. Commons was not anti-scientific management because it worked in some firms, but felt workers needed a say-so in the workplace. c. Other economists were interested in â€Å"applied economics† issues such as turnover, job analysis, etc. . The position of Samuel Gompers and the AF of L was to achieve gains for organized labor through bargaining power, not productivity. Gompers said more, more, and then more was what labor wanted. 2. Union-management cooperation a. Morris Cooke, Ordway Tead, and Robert Valentine were examples of those who were trying to reformulate what labor felt was the uny ielding, no union, position of scientific management. The revised emphasis was to be on consent: b. Union-management cooperation plans began when union membership was in decline in the early 1920s. Unions agreed to accept scientific management if they were involved by electing representatives and could bargain about wages, hours, working conditions, and so on. 3. Employee representation plans a. These did not involve unions but the workers elected representatives and participated through shop councils and committees. Unions did not like these plans (no membership dues, perhaps). b. Commons studied 30 of these â€Å"industrial government† or industrial democracy plans. c. Henry Dennison’s plan is noteworthy for its progressiveness. d. The Sage Foundation study indicated most employee representation plans were progressive and improved labor-management relations. (In Part Three we will see the demise of union-management cooperation and employee representation plans with the passage of the National Labor Relations Act. ) Chapter 10 The Emergence of Management and Organization Theory This chapter discusses the work of two major management theorists, Henri Fayol and Max Weber. Fayol provided the basis for the modern approach to general management theory through the management process. Weber conceptualized bureaucracy to provide a formal approach to organization theory. A. Henri Fayol 1. Fayol was an engineer who rose in the management hierarchy to become the Director (CEO) of a large-scale, fully integrated enterprise formed his conception of management as the general activity of integrating the functions of the firm in order to intelligently use resources to attain the objectives of the firm. In the opening pages, note how he built his theory from his experiences. 2. While Frederick Taylor was more production oriented, Fayols viewpoint was that of general management. . Fayol drew certain conclusions from his experiences: a. Managerial abilities differed from technical ones, and the success of the firm depended to a greater degree on good managers than good technicians. b. Fayol felt that every organization required management regardless of whether it was commercial, industry, politics, religion, war etc. I feel there is much misunderstanding about what Fayol intended. This statement of his suggests the universality of management in that this activity is necessary in all organizations. It does not mean, at least to me, that managers are universal, that any manager can manage any organization. (This point is arguable and merits class discussion. ) c. Managers needed certain qualities, knowledge, and experience. d. Managerial abilities become more important as a person moves up in the hierarchy; technical abilities are less essential for upper level managers. (I like to point out to my students that most CEOs still have a fond place in their heart for their technical specialties engineering, chemistry, whatever even though they must decide for the firm as a whole. e. Management could be taught in schools and universities but was not because of the absence of management theory. (Theory has many meanings for individuals so you might ask your students to give their definition and compare that with Fayols. ) 4. Fayols Principles of Management (This is one of those areas where controversy can thrive some maintain that management principles is an oxymoron. My approach is to stress his disclaimer that there is nothing rigid or absolute in management and that Fayols principles were guides, lighthouses, but not absolutes nor universals. Since he has 14 principles, I do not try to cover them all but stress those below. ) a. Division of labor he appears rather traditional here regarding work design, but note the job enlargement he practiced in the Commentry coal mine. b. Authority the point here is his distinction between formal authority, the right to give orders and the power to exact obedience, and personal authority which was a compound of intelligence, experience, moral worth, ability to lead and so forth. Fayol was aware of the need to combine and complement the authority of position with leadership qualities. c. Unity of command standard, but worth a reminder for the students. d. Unity of direction good advice to a lot of organizations. e. Centralization note that this does not mean that all decisions are made by top level management but finding where decisions should be made depending on the factors Fayol mentions. f. The gangplank, a means for providing lateral communications. Fayols French for this was passerelle which translates as a bridge, foot-bridge, or gangway. Gangplank was Constance Storrs translation for passerelle but I am often reminded that gangplank is also what the pirates made you walk if you were behaving badly! ) g. Subordination of individual interests to the general interest. Put this in a contemporary context by asking students for examples of persons who use their position of authority to serve their self-interest rather than the interests of the firmâ€⠄¢s employees, shareholders, etc. 5. Fayols Elements of Management (This is another area that is plagued by terminology. Most introductory management texts use some version of Fayols description of what managers did, but the labels are different. ) a. Planning also could be translated as foresight, but very basic to Fayols theory: (1)Plans depended on the firms resources, work in process, and future trends that could not be predetermined. (Note that Fayols ideas resemble what would be called a strategic audit. ) (2)Plans needed to have the characteristics of unity, continuity, flexibility, and precision. 3)Long range planning certainly a unique idea for his time but a valuable contribution in the evolution of strategic management. b. Organizing Fayol included both the design of the organization and the staffing job of the manager in this element (I tell my class that organizational design is like developing the plot and roles in a drama, while staffing is selecting and rehearsing individuals to fill those roles. Try it, and let me know if it works for you. ) (1)Structure of the organization had to be consistent with the objectives, resources, and requirements of the firm. 2)Functional and scalar growth (these are described, but you may wish to review these concepts so you can explain Fayols span of control ideas. ) (3)Span of control relatively narrow at the top, but greater at lower levels, according to Fayol. (4)Staff (advisory personnel, not to be confused, as it often is, with staffing. No wonder our students struggle with the language of management. ) On the subject of staff, Fayol disagreed with Taylor; that is, line managers needed staff advice but not through functional foremen advising workers. 5)Staffing (today we call it personnel or human resource management) involved selection, evaluation, and training of personnel. c. Command: Fayols term for directing, leading, supervising, actuating, or whatever. d. Coordination: harmonizing the activities of the organization. e. Control: checking on performance to identify and make corrections, if necessary. 6. The author concludes that Fayol was a â€Å"strategist† before that term became popular. Discuss the pros and cons of Fayol as using strategic management skills. (Fayol spent relatively little time discussing command, coordination, and control. The point I stress is that planning, organizing [and staffing] set the stage for where we are going and when and how we intend to get there; then these plans, people, and resources are activated, led, motivated, and coordinated; and as our information system brings us performance data, the control element enables management to renew the elements by replanning, or reorganizing, or whatever has been indicated by our control system. Thus, management is a continuing process, not a neat set of discrete elements/functions that are performed without consideration of the other elements. ) B. Max Weber and Bureaucracy (To begin, ask the class what bureaucracy means. There is a high probability that this idea will be associated with rules, impersonality, inefficiency, and catch-22 situations. This opens the door for what Weber intended. ) 1. Webers Germany was characterized by cartels which limited competition; his interest in the capitalistic spirit (from Chapter 2) led him to ask if a market oriented society could operate large organizations on some rational, systematic basis? A good discussion point might be the quote from Weber about â€Å"rational capitalism† versus â€Å"greed. Is capitalism and its market system a â€Å"rational† way to allocate resources? 2. Bureaucracy as theory a. It was management by the office, not by person. b. It was an ideal, the pure form of organization but this did not mean that it was the most desirable. c. Weber is suggested as the founder of Organization Theory. 3. Authority Weber had three pure types: a. Rational legal b. Traditional c. Charismatic (Have your students describe each type. Then, ask if organizations can operate best on the rational-legal basis, as Weber argued. Why? Or, why not? ) 4. Elements of Bureaucracy Ask the students to review these and apply them to a university, business, or other organization. 5. Weber argued that bureaucracy was, technically, capable of attaining the highest degree of efficiency. If so, why do we think of bureaucracy as undesirable? Chapter 11 Scientific Management in Theory and Practice Our purpose in this chapter is to examine the impact of scientific management on management education, on international management, and on other disciplines. Second, we see the spread of management ideas beyond the factory and the emergence of general management. The chapter is replete with names so suggestions will be made below where different emphases might be placed. ) A. The Study and Practice of Scientific Management 1. Education for Industrial Management (This is one area you may wish to summarize. The main points are: a. Early in the 20th century, the teaching of management in colleges focused on production management and was based on Frederick Taylors writings. b. Daniel Nelsons observation that scientific management gave credibility to the study of business. Business schools were considered by educators of that time (and maybe today) as too vocational. . Scientific Management Internationally a. The management revolution spread abroad as a product of the U. S. A. b. In France, industrialists tended to implement scientific management to increase productivity without following Taylors advice. Taylorisme became a dirty word for French workers. c. In Britain, note the differing opinions on scientific management. d. In Poland, Adamieckis harmonogram was similar to PERT. e. In the U. S. S. R. (which at the time was the Soviet Union rather than as it stands now): (1)Lenin advocated Taylorism, but little came of this in practice. 2)Gilbreths ideas on motion study probably had more influence than Taylors ideas. (3)Taylors idea of a mental revolution ran counter to the Bolshevik distrust of capitalism. (4)Walter Polakov was successful in getting the U. S. S. R. to use Gantt Charts for their five year plans. f. In Japan, Taylors ideas gained widespread acceptance. The Japanese liked the idea of harmony, cooperation, and mutual interest. What modern scholars call Japanese style management had its roots in the work of Taylor. 3. Industrial Practice (Beau coup names here so select as you see fit. Briefly: a. The Hoxie study highlighted the difference between the notions of scientific management and how well they were implemented. Note, however, that the Hoxie report was a pro-union document and biased toward labor unions. Also, see John Frey’s later doubts about Hoxie himself. Also noteworthy are John R. Commons’ comments about why the Hoxie report was not included in the final report of the Industrial Relations Commission. b. Studies by C. B. Thompson and Daniel Nelson provide more accurate assessments of scientific management. c. It is worth emphasizing that Nelson concluded that scientific management had a strong positive correlation with industrial efficiency. Also, scientific management was associated with growth not stagnation in most industries. d. Scientific management was associated with batch shop production and labor intensive operations. But in capital intensive industries, or automobile assembly lines, scientific management was less useful. e. Evidence from the U. S. Bureau of Census disputes the notion that scientific management â€Å"de-skilled labor. † Rather, the number of skilled and unskilled workers was increasing during this period. Scientific management has been criticized for de-skilling jobs and your author and the employment data from this period suggests this has been perpetuated as an untruth. B. Emerging General Management 1. Scientific management and other disciplines (for your selection): a. Public administration b. Marketing c. Accounting and standard costing d. The crossover chart as a forerunner of break-even point. e. Flexible budgeting. f. J. O. McKinsey is an unsung pioneer for the business policy/strategy field. His influence on Bill Newman will be discussed later. 2. Early organization theory (very useful if this is an emphasis in your class): A brief summary of some previous notions of organization, line-staff, organization charts, etc. b. Russell Robb is the focal point of this section. His ideas involved: (1)Organizations differed as to goals sought as well as means to those goals. (2)These organizational differences suggested there was no one best way to organize. 3. DuPont and General Motors (I place more emphasis here because of the very innovative things that were happening during that period at DuPont and G. M. ) a. Psychological tests for personnel selection. b. Donaldson Brown and Return on Investment (ROI) as R = T x P. This became the basis of the DuPont Chart system that is still in use. c. William C. Durant is an interesting study, but briefly examined here. He was great at building a firm, but not noted as an outstanding manager. d. Alfred P. Sloan, Jr. and the creation of centralized policy, control, and review while decentralizing administration and operations. e. The use, by both G. M. and DuPont, of the multidivisional structure. Organized around product divisions, these divisions could be decentralized for operations and performance could be measured by ROI (when we speak of the M-form organization, here are its origins). 4. Business Policy and Philosophy (again, numerous ideas to consider): a. Arch W. Shaw and the beginning of a business policy course. b. The problem or case method of instruction borrowed from legal education. c. A. H. Church and his distinction between what we would call policy formulation and implementation. d. Oliver Sheldon and a philosophy of management built on the efficiency values of scientific management with the ethics of service to the community. Chapter 12 Scientific Management in Retrospect This chapter examines the scientific management era in light of its economic, technological, social, and political environment. The student should see how the ideas of managing shaped and were shaped by changing environmental factors. A. The Economic Environment 1. The U. S. A. was in transition from an agrarian to an industrial nation. In this period of growth, scientific management provided a means whereby a better utilization of resources could occur. 2. The U. S. work force was very diverse with immigrants from many lands. See the data for the Nation and the example of workers at Ford Motor. 3. Compare Taylor’s â€Å"mental revolution† with the â€Å"mutual gains strategy† of today. 4. The U. S. orker prospered, both in wages, real wages (purchasing power), and reduced hours of work. (See the data for 1865-1890 and 1890-1921. ) 5. More employees were in management with the addition of staff specialists. This growth in the managerial hierarchy made it more critical to plan, organize, etc. 6. Alfred Chandlers rationalization of resource utilization describes well the needs of industry during this era. The ideas of the scientific management pioneers fitted these needs. 7. Industrial efficiency was increasing, partially due to scientific management (see the data on productivity). B. Technology and New Horizons . A substantial number of today’s Fortune 500 companies started during this period. 2. New manufacturing processes in steel and metal-working. 3. Transportation advances by automobiles, aircraft, canal and bridge construction. 4. Emerging energy sources in petroleum and electricity. 5. Assembly line developments at Ford Motor. 6. Office work was reshaped by the mimeograph for copying, the typewriter, carbon paper, Hollerith’s punch card, and visual means of data presentation such as Gantt Charts. C. The Social Environment 1. Horatio Alger, Jr. characterized the success ethic of U. S. enterprise. 2. Scientific management ideas were consonant with the social values of self-directing, high need for achievement, individuals. 3. Change came as the Western frontier closed; Bill Scott called this the collision effect, which would lead to a transition period of individualism being replaced by a social ethic (coming in Part Three). 4. The Social Gospel described briefly here at the risk of repeating previous material. C. The Political Environment 1. The political articulation of the Social Gospel was the Populist-Progressive Movement. 2. Scientific management appealed to the Progressives, especially Morris Cooke. An increasing regulation of business during this time overcame the inadequacies of the earlier Sherman Act. 4. Check the tax rates they are a good way to capture a feeling for this era of relatively limited government. Part Three The Social Person Era Chapter 13 The Hawthorne Studies The purpose of this chapter is to describe the studies at the Hawthorne Plant of Western Electric, then a subsidiary of the American Telephone and Telegraph Company. The social person was not invented by these studies, but was elevated and brought to wider recognition by those who interpreted the results. The interesting thing about these studies is how they have been publicized, misinterpreted, praised, and criticized over these many years since the event. Each of us will bring some of our views in when teaching this chapter and it is interesting to find that the issues of Hawthorne have not been resolved but continue to generate articles and presentations. I have used the microfilm records of these studies and I am indebted to Chuck Wrege, Ron Greenwood, and Al Bolton for their seminal work. A. The Studies Begin 1. The original research issue was the effect of workplace illumination on worker productivity. Those who came initially to Hawthorne were electrical engineers from MIT. a. After establishing performance baselines in three departments, the researchers varied the level of illumination. Their conclusion: illumination appeared to have no influence on output. b. Another attempt was made with a control group and a variable group, placed in separate buildings. Again: in this case output went up in both groups. c. The illumination research was abandoned in 1927, but one of the researchers, Charles E. Snow, concluded there were too many variables and the psychology of the human individual could have been the most important one. The Relay Assembly Test Room a. The studies could have been trashed at this point, but Homer Hibarger and George Pennock pushed for further study. Pennock had an excellent insight: supervision was a better explanation. b. The participants were volunteers, knew the objectives of the study, and were observed for a short period in their regular department prior to going to a separate room with their observer. You may wish to indicate to your students that two of the original participants were replaced about 8 months into the experiment. This became an issue which is discussed in Chapter 17. A number of changes were introduced: (1)The incentive payment plan was changed such that the relay assembly group was rewarded on their output rather than on the output of the larger relay assembly department. Note that the participants were told that they could make more money under this arrangement this point will come into play later when various interpretations are made of why output increased. (2)Rest periods were introduced. (3)After 8 months, two operators quit and two new ones selected. (4)Work-day and work-week changes. (5)Lunch and refreshments were provided by the company. . Over a year after the studies began, all of these privileges, except the small group payment plan, were removed. While output varied, the overall trend was increased output. 3. Clair Turner and an early interpretation of the rise in output: a. The small group resulting in more esprit de corps. b. The style of supervision: the participants’ remarks are worth noting. c. Increased earnings: average wages went from $16 to $28-50 per week while in the test room. d. The novelty of the experiment. c. The attention given to the operators by others. 4. A second relay assembly group was formed by Clair Turner in an effort to test the pay for performance effects. Average earnings per week had increased significantly. a. The second relay group was formed and taken from the large group payment plan to the small group one. Initially, output went up and then leveled off. Note that this study lasted only 9 weeks. Then, this group was returned to the original payment plan, output dropped (and that was the end of the second group). b. Mica splitters had always been on individual pay incentives and this group was studied for 14 months. In this group, average hourly output went up during this period. Turner concluded that pay incentives were one factor, but not the only one, although it was of appreciable importance. (Chapter 17 provides a critique of the studies but my preference is to present and discuss Chapter 13 without reference to the criticisms. When we get to Chapter 17, we discuss the various interpretations of the studies and tie it all together. Other instructors may choose to tie 13 and 17 together in the discussion. The outcome should be the same. ) 5. The Interviewing Program a. Snow and Hibarger started asking the workers directed questions about their feelings. b. Elton Mayo made a contribution by changing the interviewing program to a nondirective approach. He felt that supervisors need to listen more. c. With the nondirective approach the length of the interviews and the information gathered increased: (1)There appeared to be a cathartic effect. After a worker complained, follow-up interviews revealed that the complaint was gone. The workers felt better even though no change in conditions had occurred. (2)Fact and sentiment had to be separated. (3)Two levels of complaints (a)Manifest, i. e. what the employee said. (b)Latent, the psychological content of the complaint. 4)Complaints were symptoms to be explored. (5)Pessimistic reveries (Mayos phrase) could be reduced if supervisors were concerned and listened to their employees. Thus, according to Mayo, pessimistic reveries would be negative attitudes held by employees that could interfere with their performance. 6. The Bank Wiring Room a. Concerned observation, but not intervention, with male workers assembling switches for central office switchboards. Note the supervisors’ objections before the study began. b. Restriction of output was a surprising finding even though this practice had been described by others. c. Workers had established an output norm that was lower than managements standard or the bogey. d. In the informal organization, there were two cliques, each having norms about appropriate in-group behavior, such as the practice of binging. e. Researchers found that the work groups: (1)Deliberately restricted output (2)Smoothed out production (3)Developed intragroup disciplinary methods. f. Some workers were isolates, not in a clique, because of various factors. g. Rules for clique membership: (1)Working too fast, a rate buster. (2)Working too slowly, a rate chiseler. (3)Do not squeal on a member of your group. 4)Do not act officious or be socially distant. h. Factory as a social organization; work groups served to protect the workers within their group, and to protect the group from outsiders. The workers viewed: (1)Technologists and managers as following a logic of efficiency which interfered with group activities. (2)Workers were apprehensive of authority and followed a logic of sentiments which reflected their feelings and attitudes toward outsiders. B. Human Relations, Leadership, and Motivation 1. The Hawthorne effect: part of the research and human relations folklore for years. Allegedly, the findings were biased because the experimenters became personally involved in the social-work situation. a. Theresa Layman, one of the participants, rebutted this; so did Don Chipman, one of the observer experimenters; and so did Clair Turner, one of the experimenters. b. The Hawthorne effect is widely referenced, but is a dubious explanation of the Hawthorne results. 2. Mayo felt â€Å"pessimistic reveries were one type of blockage which arose out of personal, social, and industrial problems and became manifest in apprehension of authority, restriction of output, etc. . Anomie, borrowed by Mayo from Emile Durkheim to describe the break-up of traditional society, leaving people without norms. 4. Leadership, in the view of Mayo and Roethlisberger, needed strengthening by social and human skills for the leader (note my feeling that Mayo and F. W. Taylor sought the same goal of collaboration and cooperation but differed in means). a. Influenced by Chester Barnard, Mayo co ncluded that authority had to be based on social skills in securing cooperation. b. Management needed to focus more on building group integrity and solidarity. c. First line supervisors were particularly important in good worker-manager relations. 5. Motivation in the human relations literature evolved and became more Mayo and Roethlisbergers advocacy than based on what happened at the Hawthorne plant. a. Early reports, such as Clair Turners report and Mark Putnams statement to Business Week, placed money as important. b. The test room participants stated they liked the fact they were able to make more money. c. Chuck Wrege cites a memo to Mayo in which he is told that economic and financial factors were of considerable importance. . As time passed, the Mayo-Roethlisberger theme shifted: (1)Example, Roethlisbergers memo that Mayo would be happy because of some evidence that physiological, not economic, factors were related to output. (2)More emphasis in later writings is placed on social belonging needs, being accepted by the group. (3)A later quote regarding discarding economic man. (Some of this discussion overlaps the critique in Chapter 1 7. You may find it to your liking to combine these differing views of what motivated the social person. ) Chapter 14 The Search for Organizational Integration This chapter focuses on two individuals, Mary Follett and Chester Barnard, both of whom are very important in the evolution of management thought. Follett was chronologically closer to the scientific management era, but intellectually a forerunner of understanding group processes. Barnard, on the other hand, influenced human relations thinking and continues to influence our understanding of organizations and management. A. Mary Parker Follett 1. Basis of her philosophy: a. Johann Fichte, Georg Hegel, and Gestalt psychologists. b. Early experiences led her to realize the need to rethink our ideas bout authority, leadership, and conflict resolution. 2. Conflict Resolution: She saw 4 ways a. Submission if in a conflict situation. b. Struggle, and someone wins and the other loses. c. Compromise, a solution she did not like, especially as it appeared in labor-management collective bargaining. d. Integration, finding a solution that did not involve compromise, submission, or struggle. My students are much more accustomed to bargaining or battle, and less at ease with trying to find a more creative solution. Folletts illustrations do not help our understanding of integration much either. The topic of conflict resolution does engender a lively class discussion if the students are prompted to think about labor-management relations, dating or marital relationships, or even international conflict. 3. Authority and Power a. Essential to integration would be rethinking authority and power. b. She advocated power-with and co-action to replace power-over and coercion. c. Depersonalize orders and follow the law of the situation. Ask your students if there is a similarity here with management by objectives which they may or may not yet be familiar with. d. Authority is based on knowledge and not the will of one person. I comment here that this sounds like F. W. Taylor and the functional foreman. The class may or may not agree. If not, this opens the door to a discussion of authority and influence. e. Power-with required circular response, disclosure and open discussion. f. Follett believed in employee representation plans (Chapter 9) because of cooperation and shared power. 4. Leadership a. Folletts notion of the role of the leader/manager was an extension of her ideas of integration and authority. b. Control could not be achieved without integrated efforts, that is, when interests were not reconciled. c. Control was based on facts, not people; and correlated, not imposed from above. d. Coordination facilitated control. e. Leadership, then, involved defining the purpose of the organi-zation and skills in coordinating and evoking the law of the situation. f. These leadership tasks were not based on the power of the leader, but a reciprocating influence of leaders and followers within the context of the situation. I find Follett fun to teach her ideas are unique and provoke discussion. She is often dismissed as too idealistic, out of touch in a tough world where decisions have to be made without time to implement her techniques. But, in a tough world can we make better decisions because people are involved and co-acting to achieve a common purpose? B. Chester Barnard 1. Cooperative Systems: a. Formal organizations as the kind of cooperation that is conscious, deliberate, and purposeful. b. Formal organizations helped: (1)Maintain an internal equilibrium. (2)Examine external forces to see if adjustments must be made. An open systems viewpoint. (3)Analyze the functions of executives. c. Organizations needed to be cooperative systems because people had choices and they could choose to contribute or not to contribute. d. The executive functions could modify actions and motives through influence and control. e. Effective-Efficient: individual and organizational goals might differ and Barnard expressed this as: (1)Effective, meet the goals of the organization. (2)Efficient, meeting individual motives, and only the individual could determine whether or not this was occurring. Students may find Barnards terms mean something different from previous definitions of effective and efficient. Mayo used logic of efficiency where Barnard meant effective. My advice to the class is to keep these definitions in mind only for Barnard. . The only measure of efficiency according to Barnard was the organizations capacity to survive. That is, to provide adequate inducements to satisfy individual motives to secure their cooperation. At this point, another question occurs: an organization must also be effective or it may not be able to be efficient. Rather than being dichotomous, are effective and efficient really co-acti ng? 2. Elements of formal organizations: Barnard defined a formal organization as a system of consciously coordinated activities or forces of two or more persons. The late Lyndall Urwick felt this definition was too broad, and quipped: under Barnards definition, a boy kissing a girl is also a formal organization. a. Willingness to cooperate, and this was to be facilitated by the offerings of objective and subjective incentives. Perhaps somewhat controversial is Barnards notion that this meant self-abnegation, surrender of control of personal conduct, and depersonalization of personal actions. Did this mean we lose our individuality? If so, then why did he stress the need to satisfy individual motives? b. Purpose, or objectives of the organization. Although individual and organizational motives were different, individuals could achieve their motives by working toward organizational purposes. This reminds me of Douglas McGregors Theory Y, which will be presented in Chapter 20. c. Communication, for which Barnard developed 3 principles: (1)Channels should be definitely known. (2)Objective authority (I interpret this to mean formal authority) requires a definite channel of communication. (3)Keep the line of communication short and direct. d. Informal organization, where Barnard also saw 3 universal elements: 1)Communication. (2)Maintenance of cohesiveness. (3)Maintenance of feelings of personal integrity and self-respect. It might be worthwhile to ask the class how Barnards notion of the informal organization compares with F. W. Taylors systematic soldiering and Elton Mayos illogical logic of sentiments. 3. Acceptance Theory of Authority a. Barnards definition of authority included the notion that a communication must be accepted by the organizational member. b. Authority did not reside in persons of authority, but in a members acceptance of authority. c. Individuals would consent to authority if four conditions were met: (1)They understood the communicated order. (2)They believed the order was consistent with the organizations purpose. (3)The order was compatible with their personal interests as a whole. (4)They were physically and mentally able to comply with the order. Depending on how much time you wish to spend on this topic, there are a number of implicit issues here regarding interpersonal communications, the clarity of the organizations purpose, and the morality/ethical possibil- ities regarding personal interests. d. Zone of indifference, Barnards phrase for explaining how an organization could function since members could accept or reject authority on almost any occasion. Individuals could be very indifferent, leading to a wider possibility of acceptance, or less indifferent. This depended on the individuals weighing the inducements, burdens, and sacrifices. In class, I may say: as your instructor, lets assume I have some a uthority in this class. How far can I go? Would you stand in your class seats if requested? Would you etc.? I find a fairly wide acceptance of reasonable requests, but for a promise of better grades the students become a lot more amenable to my suggestions. In some ways, this is scary. e. Authority of leadership, Barnards way of expressing the potentiality of assent created when people had respect for and confidence in their leaders. f. Authority still existed in the organizational hierarchy, in formal authority, but authority in the final analysis still rested with the organizational member. 4. The Functions of the Executive. Three, according to Barnard: a. Provide a system of communication. b. Promote securing personal efforts. c. Formulate and define organizational purpose. d. Decision making and â€Å"strategic factors. † Strategic factors was an idea that Barnard took from John R. Commons. e. In â€Å"logical† and â€Å"non-logical† decision making, Barnard reveals the importance of intuition, tacit knowledge, to go with logical decision making processes. 5. Moral leadership for Barnard involved executives having a high moral code, demonstrating it as an example, and seeking to create this morality in others. For discussion, this can lead you into recent examples of failures as well as successes of executives, financiers, and others in displaying their moral leadership. Chapter 15 People and Organizations My students refer to Chapters 15 and 16 as telephone book chapters, lots of names and some intellectual addresses where contributions were made. These are accurate assessments so I suggest that you tailor your assignments to fit your course objectives. In Chapter 15, I focus on Moreno, Lewin, Maslow, Scanlon, Lincoln, McCormick, Simon, and Whyte as well as the leadership studies at Michigan and Ohio State. For my purpose, these capsulize the research in group dynamics, changing behavior, job design, motivation, participation, leadership, decision making and socio-technical systems. A. People at Work: The Micro View I approach this as organizational behavior before it acquired that label. The bases of modern OB were being built during this era. 1. Eduard Lindeman a. Early study of group behavior in member interaction, participation, and attitudes. b. Origin of phrase participant-observer. c. Lindeman was a cohort of Mary Follett and they appear to have influenced each other. . Jacob Moreno a. Sociometry, trying to classify individuals into groups that were capable of harmonious relationships. b. Sociogram, mapping interpersonal preferences. Note the difference he found when preferences were for social vs. task mates. c. Psychodrama, a cathartic experience for an individual in a group setting. d. Sociodrama, the basis of role playing. e. Role reversal, taking the role of others and a us eful technique for working with culturally diverse groups. 3. Kurt Lewin a. Group dynamics and field theory. Gestalt notions for understanding individuals in groups. Note Moreno’s influence on Lewin. b. Quasi-stationary equilibrium. Groups never achieved a steady state but were continuously in a process of mutual adaptation. (This notion has led me to have numerous doubts about the findings of small group research projects. ) c. Leadership, perhaps an inappropriate label for a study of social climate in 10-11 year old boys. Lewin asked his counselors to role play democratic or authoritarian styles and found what he expected in the boys reactions. One counselor, however, misplayed his role and, rather than throwing the data out, Lewin called this laissez-faire. This style has persisted in the literature despite its inaccuracy. d. Changing behavior, Lewins finding that group participation facilitated the change process. His three step model is still a foundation for contemporary â€Å"action research† and organizational change: unfreezing through participation; moving to the new level; and freezing (reinforcing) the desired new behavi or. e. Lewins work became the basis for sensitivity training through his influence on Leland Bradford. B. Human and Industrial Relations 1. National Labor Relations Act of 1935 led to a new emphasis on collective bargaining and labor-management relations. 2. Interdisciplinary research such as the University of Chicago Committee on Human Relations. 3. Beginnings of industrial relations centers at various universities. 4. Increased interest in human relations training. C. Changing Assumptions about People at Work 1. Motivation, both Henry Murray and A. H. Maslow and the development of a need theory of motivation. a. Maslow and the hierarchy of human needs. b. Maslow’s â€Å"humanistic psychology† and the Third Force in psychology. . Joseph Scanlon, union official and later a colleague of Douglas McGregor at MIT. The Scanlon Plan: (1)A union-management productivity plan whereby groups of workers got bonuses for proposing savings in labor costs. (2)Group oriented. (3)Not profit sharing. d. James F. Lincoln, rewarding individual efforts based on skill ratings. (1)Wages and benefits were comparable to the Clevela nd area labor market. (2)In addition, bonuses were paid for performance based on quality and quantity of output as well as self-management (or, in contemporary terms, â€Å"empowerment†). 3)Bonuses were typically substantial until recent years. Have a class member check Lincoln Electric’s web site and/or Cleveland area newspapers for the latest on employee bonuses. 2. Job Enlargement, research in the 1940s by Walker and Guest indicated some possible improvements if jobs were designed to lengthen (broaden) the work cycle (you may want to stress that this concerned combining jobs rather than increasing job depth). 3. Participation, a power-equalization thesis of this period to play down the importance of the organizational hierarchy. 1)James Worthy, at Sears, Roebuck argued for flatter structures and decentralization. He also worked with the University of Chicagos Committee on Human Relations to study the impact of structure on employee morale. (2)William B. Given, Jr. , a bottom-up approach. (3)Charles P. McCormick, a plan for participation which is still operative in this tea, spice, and extract firm. Junior boards were created (multiple management) to improve communications, manager development, and coordination through participation. 4. Leadership a. T. W. Adorno and the F (for Fascist) scale. b. Rensis Likert and the University of Michigan studies of leadership orientations: (1)An employee orientation, stressing interpersonal relations. (2)A production orientation, focus on producing. (3)An employee orientation, coupled with more general supervision, led to higher productivity, better morale, lower turnover, greater group cohesiveness, and less employee anxiety. c. The leadership studies at Ohio State University, largely led by Ralph Stogdill and Carroll Shartle, also found a two dimensional orientation. (1)Initiating structure, acting to further the work objectives. 2)Consideration, emphasizing followers needs and interpersonal relations. d. Despite differing terminology, leadership was viewed by each as a two-by-two matrix of leader behaviors in which being people-oriented was not mutually exclusive of a production orientation. D. People at Work: The Macro View 1. William Foote Whytes study of restaurants. a. Status in the social system ran counter to the work flow and who initiated work for others in the technical system. b. Whytes work was key to the idea of socio-technical systems. c. Whyte is noted for â€Å"participatory action research. † 2. E. Edward] Wight Bakke, the interactions of the formal and informal systems; the bonds of organization; and the fusion process involving organizational position and personal views of standing or status. 3. Tavistock Institute and the work of Elliott Jacques. 4. Pioneering study of Trist and Bamforth on the impact of technology on The social system. 5. Herbert A. Simon, greatly influenced in his early work by Chester Barnard, was interested in how choices (decisions) were made: a. Limits that â€Å"bound the area of rationality made it difficult to achieve the best possible decision. Note Simon’s later use of the term â€Å"bounded rationality. b. Satisficing or good enough decisions were a result of the decision makers limited rationality. c. Composite decisions would be better because of th e limits on one persons capability to achieve better solutions; participation by different groups would be an improvement. d. With James March, Simon authored the influential book Organizations. They viewed organizations as complex networks of decision processes that influence human choices. 6. George C. Homans was influenced by the writings of Vilfredo Pareto through the seminars of L. J. Henderson. Another study of the relationships created when work and social systems interact. Various dimensions were found in: a. Activities, formal or informal. b. Interactions, prescribed or emergent. c. Sentiments, the elusive nature of feelings. Chapter 16 Organizations and People Again, one of those chapters with numerous names. The broad intent of the chapter is to prepare the foundation for a later discussion of management and organization theory. In contrast with Chapter 15, the focus is on formal organization, re

The devil's highway Essay Example | Topics and Well Written Essays - 1500 words

The devil's highway - Essay Example The problem between the Mexican and US borders needs to be viewed from the humanitarian angle. But unfortunately it is (mis)managed and treated as if it is a war-zone. The book by Luis Alberto Urrea, â€Å"The Devil’s Highway: A True Story,† highlights a grave incident. More must have happened in the past. This highway is managed by insensitive personnel, with devilish tendencies. In May 2001, twenty-six Mexican men smuggled themselves through the border and reached an area of the deadly Arizona desert known as the Devil’s Highway. The dangers ahead were well-known to them. Yet for the sake of a bright career, they mortgaged their lives. Through the arduous journey, 14 died and 12 reached their destination. The author describes the disposal of the dead bodies thus: â€Å"The dead bodies, dense and dark, were zipped into bags and delivered to the loading docks.† (Urrea, p.191)The hurdles before them were obvious-- La Migra-the US Border patrol, the Mexican Federals, gung-ho gringo vigilantes, who invariably took law into their own hands, the burning 110 degree sun that spared none, the rattlesnakes, and what not! The coy otes were the group’s smugglers, who specialized in such adventurous clandestine immigration activity. While narrating the grim tragedy that struck this group of 26, the author analyzes the economic factors and the harsh immigration policy, which creates the artificial barrier between the peoples. The conditions at both the borders are no helpful; they are exploitative. The saga of the twenty-six men contains the important message for the right-thinking people of both the countries, Mexico and USA. The pages of human history are daubed in bloodshed in the name religion, race, color and territorial aggrandizement and they raise several crying questions for humanity. Industrialization, internet revolution, material civilization and globalization have added one more acute problem to the existing woes of the humanity—that of