Free Essays on Deterrence

By Gerard Chretien Deterrence is a theory of International relations based in Realism. Essentially, it tries to explain the situation of when two or more states threaten retaliation if attacked, in order to deter the attack. It is therefore possible to very simply state deterrence as "You hit me, I hit you." For this essay, two main questions have to be addressed, ‘Has it worked?’ and ‘Does it make sense?’ To answer these questions, I will firstly define what deterrence is, I will then examine some of the main arguments for and against it, in theory and in reality; finally, I will show some of the consequences of states following such a policy. Deterrence, as already stated, can concern itself with any form of threatened counter-attack, however, for this essay, I shall be concentrating on Nuclear deterrence, using examples from the cold war, therefore, when the word ‘deterrence’ is used, it should be taken as ‘nuclear deterrence’. Hedley Bull describe s deterrence as follows: "To say that country A deters country B from doing something is to imply the following: (i) That Country A conveys to Country B a threat to inflict punishment or deprivation of values if it embarks on a certain course of action; (ii) That Country B might otherwise embark on that course of action; (iii) That Country B believes that Country A has the capacity and the will to carry out the threat, and decides for this reason that the course of action is not worthwhile." Therefore, for deterrence to occur, a state must convey a message to another state, usually "these will be the public an authoritative utterances of government officials." Secondly, to use Hedley Bulls’ language, country B would consider following a course of action which Country A does not wish and does not because of the threat - not because it has no interest to. Thirdly, Country A must be able to convince Country B that it is capable of carrying out its deterrence threat and i... Free Essays on Deterrence Free Essays on Deterrence By Gerard Chretien Deterrence is a theory of International relations based in Realism. Essentially, it tries to explain the situation of when two or more states threaten retaliation if attacked, in order to deter the attack. It is therefore possible to very simply state deterrence as "You hit me, I hit you." For this essay, two main questions have to be addressed, ‘Has it worked?’ and ‘Does it make sense?’ To answer these questions, I will firstly define what deterrence is, I will then examine some of the main arguments for and against it, in theory and in reality; finally, I will show some of the consequences of states following such a policy. Deterrence, as already stated, can concern itself with any form of threatened counter-attack, however, for this essay, I shall be concentrating on Nuclear deterrence, using examples from the cold war, therefore, when the word ‘deterrence’ is used, it should be taken as ‘nuclear deterrence’. Hedley Bull describe s deterrence as follows: "To say that country A deters country B from doing something is to imply the following: (i) That Country A conveys to Country B a threat to inflict punishment or deprivation of values if it embarks on a certain course of action; (ii) That Country B might otherwise embark on that course of action; (iii) That Country B believes that Country A has the capacity and the will to carry out the threat, and decides for this reason that the course of action is not worthwhile." Therefore, for deterrence to occur, a state must convey a message to another state, usually "these will be the public an authoritative utterances of government officials." Secondly, to use Hedley Bulls’ language, country B would consider following a course of action which Country A does not wish and does not because of the threat - not because it has no interest to. Thirdly, Country A must be able to convince Country B that it is capable of carrying out its deterrence threat and i...

Example of a Process Analysis Essay

Example of a Process Analysis Essay In this short essay, a student explains the process of crabbing- that is, the steps involved in catching river crabs. Read (and enjoy) this student composition, and then respond to the discussion questions at the end. How to Catch River Crabs by Mary Zeigler As a lifelong crabber (that is, one who catches crabs, not a chronic complainer), I can tell you that anyone who has patience and a great love for the river is qualified to join the ranks of crabbers. However, if you want your first crabbing experience to be a successful one, you must come prepared. First, you need a boat, but not just any boat. I recommend a 15-foot-long fiberglass boat complete with a 25-horsepower motor, extra gas in a steel can, two 13-foot-long wooden oars, two steel anchors, and enough cushions for the entire party. You will also need scoops, crab lines, a sturdy crate, and bait. Each crab line, made from heavy-duty string, is attached to a weight, and around each weight is tied the baita slimy, smelly, and utterly grotesque chicken neck. Now, once the tide is low, you are ready to begin crabbing. Drop your lines overboard, but not before you have tied them securely to the boat rail. Because crabs are sensitive to sudden movements, the lines must be slowly lifted until the chicken necks are visible just below the surface of the water. If you spy a crab nibbling the bait, snatch him up with a quick sweep of your scoop. The crab will be furious, snapping its claws and bubbling at the mouth. Drop the crab into the wooden crate before it has a chance to get revenge. You should leave the crabs brooding in the crate as you make your way home. Back in your kitchen, you will boil the crabs in a large pot until they turn a healthy shade of orange. Just remember to keep the crab pot covered. Finally, spread newspapers over the kitchen table, deposit the boiled crabs on the newspaper and enjoy the most delicious meal of your life. Questions for Discussion Define each of the following words as they are used in this essay: chronic, grotesque, brooding.In the introductory paragraph, has the writer clearly identified the skill to be taught and provided enough background information for readers to know when, where, and why this skill may be practiced?Has the writer provided necessary warnings in appropriate places?Is the list of needed materials (in paragraph two) clear and complete?Have the steps in paragraph three been arranged in the exact order in which they are to be carried out?Has the writer explained each step clearly and used appropriate transitional expressions to guide readers smoothly from one step to the next?Is the concluding paragraph effective? Explain why or why not. Does the conclusion make it clear how readers will know if they have carried out the procedures correctly?Offer an overall evaluation of the essay, pointing out what you think are its strengths and weaknesses.

Evaluate the role of the line manager in managing under-performance Essay

Evaluate the role of the line manager in managing under-performance - Essay Example bination of interpersonal and technical skills while for medical doctors the term ‘performance’ is depended rather on specific financial and administration skills’ (Nelson and Quick 2010, p.196). It is assumed that under performance reflects the lack of the skills that are necessary for responding to the needs of a particular role. Dowling, Festing and Engle (2008) tried to identify the key elements of under performance in regard to expatriates. They came to the conclusion that for expatriates, failure, which incorporates under performance, means ‘the premature return of an expatriate’ (Dowling, Festing and Engle 2008, p.112). In accordance with this view, under performance can be used for highlighting the failure of an employee to complete successfully the tasks assigned to him. A similar definition of the term ‘under performance’ is included in the study of Scullion (2006). In accordance with the above researcher, the term ‘under performance’ should be defined as ‘assignment failure’ (Scullion 2006, p.60). This explanation of under performance may be inaccurate, i.e. it may not reflect the actual status of employee performance. Such risk exists in case that an employee failed to complete the tasks assigned to him but not because of his fault but due to facts or conditions that they could not prevented, like, for example, a strike. From a similar point of view, Werner and DeSimone (2008) noted that the term ‘under performance’, or else ‘poor performance’, is difficult to be clearly defined since it is likely to be related to different criteria. For example, the level of performance of an employee may be characterized as high in regarding to a specific position and as low regarding to another position. For this reason, it is suggested that... It is evident from the study that the development of the phenomenon of employee under performance in modern organizations has been related to many factors. In accordance with Hadikin and O’Driscoll employees are likely to under perform when the conditions in the workplace are hostile for them. Reference is made especially to bullying, as a problem expanded in most organizations worldwide. It is noted though that the response of employees to bullying is not standardized. Under certain conditions, bullying may not lead to employee under performance, if for example the employee involved decides to report the problem to the firm’s HR manager. From another point of view, Berman considers that employee under performance is not related to the conditions in the organizational environment but rather to the personal attitudes of employees. It is explained that employees who are likely to avoid taking initiatives in regard to critical organizational issues tend to under perform wh en having to face such conditions. Moreover, employees that believe in their capabilities and their potentials to respond effectively to the needs of all tasks assigned to them are not expected to under perform, in opposition with employees who believe that their performance can ‘be affected by factors outside their control’. On the other hand, Shields explained that when having to identify the causes of employees’ under performance managers should search both for personal reasons, such as the attitudes or the background of employees, and for external reasons, meaning the conditions of the organizational environment.

Karachaganak Petroleum Operating Case Study Example | Topics and Well Written Essays - 4000 words

Karachaganak Petroleum Operating - Case Study Example The agreement was signed for a period of 40 years. The key business area with respect to KPO B.V., Kazakhstan is it Information Technology equipment. The company is strong in its IT equipment which it uses to run its daily operations. The unit holds around 1.2 billion tones of oil and condensate and also 1.35 trillion cubic meters of gas. The major advantage with the plant is that there is a good amount of income being generated to both the national and local economies. Additionally, the plant is also providing long-term employment to almost 80% people of Kazakhstan. The field covers an area of almost 280 square kilometers. The Mission Statement of the Procurement Department at KPO B.V. is - to provide cost effective and efficient service to all Company User groups for the procurement of goods and services. In providing this service the Department maximizes the practical use of commercial competitions to achieve the best overall economic solution consistent with the User Departments requirements. The structure of the Procurement Department at KPO B.V. is as follows: -Vendor Development and Qualification (VNDQ) - The main objective for the existence of this department is to handle all sorts of issues related to the qualification of vendors and contractors whom it feels are potential for the Approved Vendors List and at the same time contribute in developing the local supply sources. -Procurement - The major responsibility of the Procurement department is to manage the activities of procurement that are associated with the field operations. The department is also needed to supervise the wide range of procurement right from goods to the corporate services. -Contracts - Contracts planning, audit, supervision and all sorts of coordination and administration activities of the major contracts are taken care by this department. -Planning & Reports - This department takes care of all the planning activities like the budget planning, cost control, the formulation of the Standard Term & Conditions of Contract, business methods and systems and the formulation of Departmental procedures. The main focus of the Vendor Development with respect to the operations of KPO B.V. is to make the local companies involve in the provision of the required goods and services of the company. The requirement may be related to all the departments like Production and Maintenance, Engineering and Projects, Infrastructure and Services, Well Operations in which the company wishes to develop local supplier capability for a long-term relationship. Supply Chain Management - An Overview The supply chain can be described as the network, covering the various stages in the provision of products or services to customers. It includes not only manufacturers and suppliers, but also transporters, warehouses, distributors, retailers, etc.

History Essays French Revolution Violence

History Essays French Revolution Violence French Revolution Violence When historians and others engage in discussion of the French Revolution, they often begin with discussions about why the French people became unhappy and turned towards popular violence as an effective means of dismantling the Ancient Regime. Popular violence became an enduring form of achieving the population’s goals, just as it helped to bringing about a violent abolition to France’s monarchy on August 10, 1792. The French Revolution’s aims however, were not solely focused on replacing the King of France, Louis XVI with an alternative government, but also to completely recreate French Society. The events that occurred following August 4, 1789, were matters focused on religion and politics, and set in motion the Revolution detaching itself from the liberal ideas originally intended for a constitutional monarch, and instead heading down the path of violence and bloodshed. At the heart of the problem, is that the revolution collapsed from within, because of a document presented to a stunned population. This document, the Civil Constitution of the Clergy, created the French Catholic Church as a branch of the new revolutionary government. Previously, the Church and State government had acted in synchronicity. People throughout France were unhappy with this fundamental change to their Church, and millions began to desert the ideas of the revolution for the sake of their religion. Ultimately, this would lead to an escalation of violence that would cause the French Revolution to become progressively bloodier. The Civil Constitution of the Clergy introduced a division between Church and State and the Revolution in such a way that it increased the level of violence and executions to harrowing levels. The Civil Constitution of the Clergy was proclaimed by the National Assembly on July 12, 1790 (Desan 5). The document was the product of the ecclesiastical body of the assembly (Desan 5). The impetus behind its creation was to create a document that would add a â€Å"rationalized structure† to the Church that would cause the Church to operate separate from the government, and to eliminate its financial discretion over the people of France (Desan 5). The document reflects the thinking of the assembly’s ecclesiastical body by reason of what it attempted to accomplish, but it reflects the inexperience of the group in matters of politics. The document essentially turned the bishops and priests of France into state employees because it created their responsibility to the state where none had previously existed (Desan 5). This might have met the satisfaction of the low echelon church priests, but it would not have been to the satisfaction of the bishops. Most of the bishops in France were from families who had previously been members of the Second Estate. The document would have essentially not just the authority that they exerted over the populations residing within their parishes, but it would greatly impair their relationship with the Papacy and, in some cases, mitigate the ambitions of the bishops. As state employees, the bishops would have been reported to the government on their communications with Rome. It would have been necessary to discuss applicable Church doctrine with the state official or department that was put in charge of the state employees. More importantly, however, is that the Civil Constitution of the Clergy was a blow to the Church’s finances. It eliminated certain sources of revenues, such as the fees charged by the Church to perform certain services in the community (Desan 5). Suzanne Desan (1990) states that while the bishops and clerics were probably willing to work with the revolutionaries to make the Constitution work for them, the vast majority of the clergy were fundamentally against it (Dessan 5). To some extent, Desan says, the bishops and clerics agreed with the reform represented by the Constitution (Desan 5). However, they still could not take affirmative action in that direction without guidance from Rome (Desan 5). While everyone waited for Rome to respond, the assembly grew impatient and acted without Rome’s authority or guidance and imposed the Constitution on the Catholic bishops and clergy (Desan 5). Whether or not the assembly predicted that Rome would withhold its approval is unclear. However, the events as they unfolded might suggest that Rome recognized that the potential for division amongst the revolutionary forces if the Pope withheld comment and let the events unfold as they would. The assembly also attempted to force the bishops and clergy to take an oath to the document, the King (who sanctioned the document), and to France. It is here that it might appear, as Desan suggests as well, that the French Revolution began to go wrong (Desan 6). â€Å"The incidence of oath taking was highest in the center, the Ile-de-France, and the southeast. In those regions later known for a high level of religious practicethe northwest, northeast/east, and the Massif Centralwell over half the clergy refused the oath. 8 Historians have frequently seen the requirement of the oath as one of the critical errors of the Revolution, for it provoked unending controversies among the clergy and laity alike and persuaded many villagers to oppose the Revolution (Desan 6).† There were conflicts within the assembly on the document as well. F. A. Aulard says that Robespierre and the ecclesiastics differed because Robespierre held that religion was an individual choice. He envisioned the government of France as one that was non-religious and focused on matters of state. The idea that the people of France would pursue their religious choices and obligations independent of their state responsibilities was truly revolutionary (Aulard 45). This was very much a Girondist sentiment, and quite different than that held by Couthon. It was Couthon who wanted to see a religious state where the â€Å"Supreme Being,† was at that center of State and Church policy. With that, The Civil Constitution of the Clergy was intended to deal with what the revolutionaries perceived to be a dangerous situation with which they were faced (Thompson 1952 22). The Catholic Church was not just the wealthiest institution in France, it was also the most powerful (22) The revolutionaries were faced with a need to take that power away from the church, but in a way in which the National Assembly would be able to absorb and make use of the power themselves (22). The holdings owned by the Church were rich and extensive in land, buildings and endowments (22). The wealth held by the Church was badly needed by the revolutionaries in order to continue moving towards their democracy. That too remained precarious, because in the first year of the revolution there was what anyone should have anticipated as chaos as people sought to bring to a violent end France’s monarch and wealthy (22). In the second year, the year in which the Constitution of the Clergy was created, there was a need to create infrastructure within the revolutionary government; as well as the desire by the vying parties to gain leadership roles in the new government (22). To allow the Catholic Church to continue to hold greater wealth and power than the revolutionaries was contrary to their movement, and it could not be allowed to happen (22). This is the way in which the National Assembly was divided in religious ideology. The Jacobins were philosophical in nature, and, as reflected in Robespierre’s ideas, saw the state independent of religious influence. Robespierre especially wanted France independent of Catholic Church influence because it stood in stark opposition to the ideological state he envisioned. Regardless of Robespierre’s aspirations for France, â€Å"The republic, once it was Montagnard, became a religion; it had its martyrs and its saints (Aulard 125).† It is at this point where the assembly began to divide, with the Jacobin and the other ideologies separate sides. This division arose out of the Constitution of the Clergy because it revised the Church in policy, and it revised the relationship the Church had with the state and with the French people. Considering that these factions existed within the assembly prior to the Constitution being imposed upon the State, it might be concluded that some of the assembly members saw potential conflict as predictable because of the relationship that the provinces had with the Church. The conflict would present for the assembly members the opportunity they needed to wrest control of France away from the Jacobins. Since Robespierre was in large part behind the Constitution of the Clergy, it was predictable, too, that the response of the people to the altered relationship between themselves and the Church would be a mitigating factor in Robespierre’s popularity. Robespierre had been raised a Catholic, but his goal was, Thompson says, to unite the country in faith if not religion â€Å"freed from Catholic dogma and clerical fanaticism (Thompson 24).† Robespierre was at heart a classical Republican, dedicated to equality, a constitutionally guaranteed order of freedoms and a document that served as a direction for the government. In dire need of cash, and on behalf of the state, Robespierre began to auction off confiscated church properties â€Å"bit by bit (Thompson 25).† The state also devised a scheme that was innovative for its time, allowing people to buy in co-owners of national properties (Thompson 25). The government program created a new class of landowner, and, more importantly, that their newfound status and land came out of the revolution meant that those people felt a loyalty to the government, and to Robespierre. It meant, too, that they would fight to prevent the nobility and royalty from returning to their previous status in France, because it would mean they would lose their newfound positions and property (Thompson 25). The Civil Constitution of the Clergy served as the basis for allegations that it was atheist in nature, and that was a document intended to further the cause and position of France’s Jewish population (Van Kley 1994 121). These two elements served as the prongs with which to separate the revolutionists, and to fuel the Church’s own quest to regain some of the power it lost to the government by the Constitution of the Clergy. By late 1791 the Constitution of the Clergy began showing the cracks of its weakness. Many people believed that the traditional Church had a place in the new government of France (Van Kley 416). As unrest spread, more attention was being focused on the Civil Constitution as undermining the people of France. That rhetoric, encouraged by Robespierre’s enemies, permeated the minds of the people who associated with the document with an anti-faith notion and with officially empowering Jews in a way that had never been done before in France. Because of this, the people of France grew restless, became agitated, and began to turn again to popular violence as a means of achieving their goals (Van Kley 417). France’s population in the provinces was feeling especially agitated and defiant. â€Å"Religious rioters mixed the sacred and the violent in powerful ways (Desan 1990 165).† After this point, the Civil Constitution of the Clergy began to fall apart with what it meant to accomplish. Disgruntled Catholics who were convinced that the revolutionary government was moving towards atheism grew angry, and mob mentality permeated the countryside. Robespierre’s government based on philosophy, which left room for the monarchy had role as did the Church began crumbling under the weight of the very document intended to help ensure a government representing greater freedoms for everyone in France. Rather than swear an oath under the Civil Constitution, a majority of bishops in France had taken flight or gone into hiding. This break in relationship with the people with whom they had built constituencies left a void in the lives of those French people who had close ties to their Church and religious leaders. Albert Soboul (1988) says that enlightened reformism does not maintain the same shape in the sovereign setting (Soboul 2). That remains true even today (Soboul 2). Suggesting that Robespierre’s ambitions for France never took the form necessary to withstand the trials and tribulations of church and state. The research of John Markoff (1996) involved creating tables for violence that Markoff directly relates to the Constituion of the Clergy (231). Violence against clerics in religious events was 58%. Violence against â€Å"old regime roles† of priest, bishop, canon, and monks was at 7% in connection with religious events, and 18% against baillages in connection with religious events (Markoff 231). Violent acts committed against nonjurors in connection with religious events was 14% (Markoff 231). Violent acts against nonjurors bailliages in connection with religious events was 34% (Markoff 231). Violence resulting in the damage to constitutionals during religious events was 26%, and those events against the constitutionals associated with bailliages was 20% (Markoff 231). The percentage to monasteries from violence or even total destruction of the monastery was 18%, and the events of violence damaging or destroying monasteries in connection with billiages was 36% (Markoff 231). Across Markoff’s chart, the events of violence and the destruction associated with the violence was greater than those incidences of violence associated with non-religious events. Markoff found that the attacks by the people related to anti-tax events were 25%, while the attacks on anti-tax ballialages was 40% (Markoff 234). Attacks on person or property of tax collectors was 30% s compared to 41% on tax bailliages (Markoff 234). Violent attacks on â€Å"all indirect taxes,† were highest of the overall anti-tax related violence (although Markoff does not define those any clearer) at 61% for anti-tax evens and 66% for anti-tax billiages events of violence (Markoff 234). The figures are consistent, and the incidence of violence that Markoff has identified as arising out of those events directly related to the Civil Constitution of the Clergy are more numerous than the events he identified as related to anti-tax incidences of violence. Markoff says that the sources he relied upon for his information in compiling the figures are reliable and thorough in recounting the events he has charted (Markoff 235). His conclusion is that the violence of the revolution was a greater reflection of the change in the relationship between the church-state-population than it was about taxes. It would suggest, too, that the pre-Civil Constitution of the Clergy relationship of between the church-state and people was such that it might even have served as a circumvention of public reaction to other matters, such as taxes. Markoff also cites documentation from Philippe Goujard which demonstrates that the rural petitioners expressed sentiments indicating that they respected the taxes but did not support the revolutionary government’s enforcement of seigneurial rights (Markoff 235). This would explain the higher percentage of attacks on local jails, police, military camps, or other type office during the post Civil Constitution of the Clergy period. Markoff cites Eugen Weber, who held that it was late in the nineteenth century that French peasantry began to look beyond their own parish and be interested in the politics and events going on elsewhere (Markoff 241). Markoff says that his work has demonstrated that it was much earlier than Weber had originally believed, and that it was really the degree to which the peasantry expressed an interest that Weber was detecting (Markoff 241). Whereas, Markoff says, his events tables show that the peasantry was responding earlier (Markoff 241). As Desan points out, there was a difference in perspective held by those people in the cities and the rural peasants (Desan 123-124). For Catholics during the Directory, liberty meant the freedom of religious expression (Desan 123-124). It is clear that the goals of the rural countryside were not as philosophical as those of the Parisians. That it was widely miscalculated as to what the rural populations were most passionate about, and that the religious relationship the rural people had with their local parishes went a long to satisfying their total philosophical curiosity. The response of the rural peasantry was one that became increasingly violent, and directed towards individuals that Markoff describes as â€Å"frequent mismatch of clerical and communal political leanings, violence against clerics rose sharply (Markoff 506).† The likelihood, Markoff says, of personal in religious clashes is, as demonstrated by the statistics cited above, much higher than any other issue arising out of the revolution (Markoff 506). There were surely to be people who anticipated some of the reactions that led to more and more violent responses on the part of the rural peasantry, and who hoped to exploit that violence to their own benefit. However, it would be a fair conclusion to say that based on the evidence presented by Markoff in his statistical tables of violence and events, that post Civil Constitution of the Clergy, as a result of that document, by way of the changes that it ushered in, the counterrevolution was indeed much more violent than it might have otherwise been had not those changes in the relationship between the people of France and their parishes taken place. Works Cited Aulard, A. The French Revolution: A Political History 1789-1804. Trans. Bernard Miall. Vol. 2. London: T. Fisher Unwin, 1910. Aston, Nigel, ed. Religious Change in Europe, 1650-1914: Essays for John McManners. Oxford: Clarendon Press, 1997. Desan, Suzanne. Reclaiming the Sacred: Lay Religion and Popular Politics in Revolutionary France. Ithaca, NY: Cornell University Press, 1990. Markoff, John. The Abolition of Feudalism: Peasants, Lords, and Legislators in the French Revolution. University Park, PA: Pennsylvania State University Press, 1996. Soboul, Albert. Understanding the French Revolution. New York: International Publishers, 1988. Thompson, J. M. Robespierre and the French Revolution. London: English Universities Press, 1952. Van Kley, Dale, ed. The French Idea of Freedom: The Old Regime and the Declaration of Rights of 1789. Stanford, CA: Stanford University Press, 1994.

The Myer-Briggs Type Indicator

The Myer-Briggs Type Indicator (MBTI) is the most widely used personality assessment instrument in the world. More than two million people complete it annually in the world (Robbins & Barnwell, 2008). The reliability of the MBTI instrument for management is supported by over fifty years of research and use, proving to be a reliable tool for management and human resource development, both personal and career counselling, and even for team-building and improving communication. Comprising 100 personality tests, it assesses how people act and feel in various situations (Michael & William, 2009). MBTI test results present an individual’s personality preferences thus helping individuals better understand themselves and assisting them in making career choices. Possible applications for the MBTI include communication, conflict resolution, personal growth and development, decision making and problem solving (Thompson, 2010, p19). Also the MBTI helps management to encourage groups of individuals to learn about themselves, each other, and better organize group resources to achieve group goals. On the basis of the answers individuals give to the test, the MBTI classifies individuals into sixteen unique personality based on four dimensions (Robins, 2009). They are Extroverted or Introverted (E or I), Sensing or Intuitive (S or N), Thinking or Feeling (T or F), and Judging or Perceiving (J or P). Extroverted-Introverted – method of functioning. Extroverted individuals are outgoing, sociable and assertive, they tend to act, then reflect, and then act again to gather information and reflect on it before arriving at a decision. Introverts are quiet and shy, prefer to reflect, then act, then reflect again to discuss possible alternatives before arriving at a decision (Michael & William, 2009) Sensing-Intuitive – how individuals take in information. Individuals who are sensing are more likely focus on detail and what is actually present, are practical and prefer routine and order. They always trust their xperience and focus on what is real here and now. By contrast, individuals who prefer intuition rely on unconscious processes and tend to trust information that is more abstract or theoretical, to focus more on implications and inferences, to look at the â€Å"big picture† to gather information (Robins, 2009). Thinking-Feeling – how individuals make decision. Those who prefer thinking are more logical, causa l, and more consistent in their perspective. They measure decision by what seems reasonable and tend to use an analytical approach to problem solving. Conversely, those who prefer feeling tend to introduce their own values and emotions into the decision making process. However, where situations differ, their value and emotion can be variable. Therefore, their decision-making is based on the situation and their emotional involvement in that situation (Mohammad, 2009). Judgment-perceiving – individual’s lifestyle. Judgment types desire control and prefer their worlds to be orderly, planned and scheduled – everything in its place. By contrast, those who are perception orientated prefer an open, flexible, and unstructured lifestyle (Michael & William, 2009). According to the research by McCare and John (2002) strong relation exists between individual personality and performance in teams. The four dimensions can classify individuals into sixteen personality type. ESTJs are the organisers in the team. They are realistic, practical and prefer order, like use reason and logic to handle problems. They have a natural head for business or group dynamics. Consequently, they like to organise and run activities (Carlopio & Andrewartha, 2008). INTJs are the monitors and the evaluators in the team. They usually have original minds and strongly focus on their own ideas and purposes. Additionally, they are critical, independent, determined and often stubborn. The ENTPs are conceptualisers. They are individualistic, versatile and focus on innovation. They are innovative in solving challenging problems, but may neglect routine assignments. According to the research, 13 business people who create super-successful firms such as Microsoft, Apple Computer, Sony, FedEX and Honda Motors found that all 13 were intuitive thinkers (Robins, 2009). This result is especially interesting because MBTI suggests only 5% of the population are intuitive thinkers. In addition, while more and more people are using MBTI in Australia today, simultaneously the number of users is starting to rise in some Asian countries as well (Henry, 2010). The MBTI is mainly used in organisations including banks, hospitals, IT firms, universities, emergency service, finance companies, MNC and even the Australian Defence Forces (Robins, 2009). The results from these organisations reveal that, in general, HR managers and educated managers tend to have higher intuition scores. On the contrary, manager in high regulated organisations such as the police, armed forces and financial management tend to have lower scores in intuition (Mohammad, 2009). Example At the beginning of my university life, I experienced course selection mistake. I chose accounting for my major simply because I thought I was good at mathematic. Unfortunately, I didn't understand my personality very well. After one semester, I realised accounting was not an appropriate subject for me. I’m not a conscientious person, I always leave my belongings around, often forget to put things back in their proper place and make a mess of everything, often being not well prepared before class. Further, I don't pay attention to details and frequently neglect routine assignments. Consequently, the formal demands of accounting are not suitable for me. However, having finished the MBTI test, I found I’m an ENTP type person, which â€Å"openness to experience† person. I’m always optimistic about life and even in a difficult environment, I regard new things as challenges and widening my experience, which means I don't give up readily. I don't perceive such things as failures and losses and am not upset by such events. Secondly, I’m an imaginative person. I have diverse interests. I like trying and exploring new things and challenging new environments, so I always look forward to discovering new things. Thirdly, I have excellent ideas, spend time reflecting on things, and constantly try to search for ways to improve my previous ideas (MBTI test). Consequently, I changed my major to Economics, a subject better suited to my personality. Recommendation Both managers and employees need to understand the benefits of using the MBTI (Michael & William, 2009). From the manager’s point of view, MBTI can improve management skills; enhance inter-organisation communication and developmental efforts. From the employee’s viewpoint, an understanding of individual’s personalities can help organisations reduce group conflict, improve work relations and team development, further achieve a positive work environment, and increase work-group performance and productivity (John, 2008). In addition, the more MBTI is appropriately used in an organisation, the more the management would see its value (Roselle, 2009). When the MBTI is used frequently in conjunction with other management skills, it helps individuals to gather the insight they need for personal growth and development, to achieve decision making and resolve problem skills, and to help groups better understand themselves and each other in a team environment and different situation (Peter & Garry, 2004). Finally, having gained the feedback from using the MBTI instrument, a careful analysis of the information helps in arriving at fresh policy decision. Belbin (2006) found that groups with mixed roles can be more productive than other groups. It means different personal and professional roles have their own characteristic; this can bring many benefits if a group contains a mixture of personality types, each type filling a particular role in the dynamics of the group. For instance, having completed the MBTI test, I understood myself very well, my personal characteristic, my strengths and my weaknesses. Consequently, a design group manager has invited me to join his group on the basis of my personal strengths, thus complementing the strengths of the group, all of us having previously done the MBTI test. I found we all have different group professional roles, Member â€Å"A† is always focused on the task, is highly motivated to achieve goals and influences group members to achieve goals more smoothly. Member â€Å"B† is a good listener and supporter, friendly to everyone, helps group member to resolve destructive conflicts, and facilitate group cooperation. Member â€Å"C† is an enthusiastic person who always encourages group members to explore new ideas and problem solving skills. As we talk in a comfortable environment, our group relationship has improved, leading us to communicate more with other group members. Thus our work-group performance and productivity have increased.

R s Four Freedoms - 1123 Words

F.D.R s Four Freedoms Speech Franklin Delano Roosevelt served as president of the United States of America from 1933 until 1945 and is most famously known for his handling of one of the most difficult periods in American history, a time plagued by economic depression and war. FDR, as he came to be known, started a â€Å"New Deal† which focused on relief, recovery, and reform. He gave hope to the American people, ensuring to them that, â€Å"the only thing we have to fear is fear itself.† FDR changed the policy of isolationism, and turned the United States into a world power. He was a bold personality, and a strong leader, someone who led through his actions, rather than his words. Roosevelt suffered from polio, but never let the disease change him. His determination to help the American people ultimately allowed him to become known as one of America’s greatest presidents. FDR gave many famous and opinionated speeches in order to encourage American involvement in domestic and foreign conflic ts, and used these speeches as a form of propaganda. Franklin Delano Roosevelt’s 1941 State of the Union Address, which came to be known as his â€Å"Four Freedoms† speech, spoke to a worried America on the verge of America’s entrance into the Second World War. His speech characterized American identity, created a sense of nationalism, and spelled out four essential freedoms that people worldwide should possess. F.D.R’s Four Freedoms Speech was given during a time plagued by war in Europe and inShow MoreRelatedEmergency Period Media1047 Words   |  5 Pagesflatteringpictures ofGandhiand her ambitious son, and not coincidentally, lucrative government a d v e r t i ~ i n g . But two tough, prominent publishers of English- ~ language dailies, The Indian Express a n d The Statesman, fought courageously against Indira Gandhis opposition of the Indian press. 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