Presidency Research Paper: Washington

Presidency Research Paper: Washington Spencer Douglas   In America, we have a very structured and systematic government. This government has multiple layers that are intertwined and connected. The greatest of these layers are the three branches of government: the judicial, the legislative, and the executive. The most prominent of these three, in the eyes of the people, is the executive branch, or in others words the president. In our country, a long line of succession of leaders have been the heads of country running it as they see fit. Like any succession, the presidential succession is no different in the fact that it has to have a beginning. This, is where George Washington, our first president comes. George set the stage for what a president was for the people, for the government, and to the rest of the world. George Washington literally set the physically definition of what a president is for others to follow in his name, or against his name. Through his life choices as a young general, as president, and time stepping down from his p residency, George Washington has earned himself the distinction of being a good president. Georges ambition started at his roots, which was the military. After his fathers passing, George found solace and new guidance in the form of his brother Lawrence. From Lawrence, Washington learned trigonometry and surveying and cultivated a taste for ethics, novels, music, and the theater.[1] Lawrence having served under the military, inspired George to join. Later on in life after Lawrence dies, George steps up to fill the shoes and start his military role. Washington, after having his own tastes of battle, began to have his own preferences of politics. The largest question in politics in Washingtons time was whether or not to support British rule. Washington had two disputes with English officers who viewed their regular-army commissions as superior to that of the Virginia militia commander. These disputes may mark the beginning of Washingtons resentment of British attitudes toward the colonies.1 Once well known, he was appointed to County Justice of the Peace of the county of Fai rfax. Here he enjoyed the ripeness of the American Interests of exploring options and freedom. This increase this resentment for the British even more. Once tensions raised themselves high enough, Washington was elected commander of armed forces, refusing acceptance of pay. After fights of the revolution took their course, it was time for the government to reframe itself to survive, thus begetting the constitution. This lead to Washington becoming our first president. His unanimous election as the first president of the United States was certain before the Constitution was even adopted and, again, he accepted with reluctance.1 Washingtons presidency is rooted with fundamental federalist structure to strengthen our government. Washington helped to establish the capitol of what would be Washington D.C. President Washington decided to strengthen that of the area around him and the position he was in. While the Constitution calls for the creation of executive departments, it only explained that the heads of executive departments were unelected officials who had to answer to the president. Washington defined how these roles would function.[2] Washington set up his own cabinet of advisors to aid him. Unlike many presidents seen as figure heads, Washington the general, never died even after becoming president. Washington personally fought against the Whiskey Rebellion showing the power of the federal government, and emphasizing his role as commander and chief. Washington also established crucial legislature such as but not limited to: The judiciary act, the naturalization act, the bank act, and the salve trade ac t. Washington overall was a very strong presence that both people and the government around him supported. Legacy is something that Washington purely defines, as so much of our world is based on the beginning which was Washington. Washington established his successions place of residence, and their form of advisory council. He supported religious freedom and set up the organization of the Supreme Court. Washingtons main footstep in history was his balanced calculating standard for himself. He considered his power as given by the people and not for his own will to meander with. He always placed restrictions on himself, emphasizing his place as a president, not a dictator or a president. Sadly, much of Washingtons role model-esk moments are not really emphasized today, but his legacy is still established and appreciated by those who know the history. The last bit of information left to Washingtons legacy is the fact that in his farewell address he warned his successors of the presence of political parties. Washingtons Farewell Address, which warned against the baneful effects of the Spirit of Party, encouraged a focus on education and morality, cautioned against sectionalism within the nation, and admonished against entangling foreign alliances, has continued to have influence over American culture and political debates long past when it was first published.2 In conclusion, considering the facts that were aligned in Washingtons times, Washington in every sense of the word, was a good president. He established federal strength, became the peoples unanimous vote twice, and demonstrated what it means to be a well-constructed president and leader. The unique message that set aside Washington form his successors is that he always saw himself as a servant leader and even went out of the way to set up protections for the people against himself. Washington led America to victory over the British. Washington led to America to structure after the articles fell under and no one knew how to take the constitution. Washington, in more poetic terms, was by the people and for the people, using his well-known judgment to discern the best possible choice of action for all. Work Cited Page http://www.history.org/almanack/people/bios/biowash2.cfm http://www.mountvernon.org/george-washington/the-first-president/ten-facts-about-washingtons-presidency/ [1] http://www.history.org/almanack/people/bios/biowash2.cfm [2] http://www.mountvernon.org/george-washington/the-first-president/ten-facts-about-washingtons-presidency/

The Catcher in the Rye :: Essays Papers

The Catcher in the Rye The novel The Catcher in the Rye by J.D. Salinger published by The New American Library in 1951 is one of, if not the most popular and controversial books written by Salinger. The main character is a teenage boy named Holden Caulfield. He casually explains a certain time of transition in his life. It is a time of adventures and deep thought. Holden has his own view of the world and for 192 pages, he allows the reader to see the world through his eyes. He comes across many people at this time and refers to the general society as "phonies". Each personal encounter he makes affects him throughout his story. Holden begins the story by rambling about general things about him and his family and suggests to the reader that he is now in some form of an institution. He talks about the school he has currently gotten kicked out of, (unbeknownst to his parents)"Pencey Prep". This is one of many schools that he has attended and been rejected from for his laziness problem. He gets into an argument with his roommate and decides to leave Pencey early for Christmas break since there's no reason for him to stay. He packs up his things and takes a train to New York City where he grew up and where his family is. When he arrives in the city, he stays in a hotel. He observes people in other rooms through his window. Then, he goes to different bars even though he is under age. Holden is rather tall and has a gray streak of hair that makes him look older. In these bars, he meets and observes many varieties of people. He cannot go home to his parents until they've had a chance to find out about Pencey and had some time to calm down. To pass the time in NYC, he calls some people from his past. Each new person plays a specific role in Holden's actions and decisions. For example, Sally, his ex-girlfriend, makes him feel a spectrum of feelings from love to hate in a matter of hours. Holden notices many things in everyday life that others never really realize are there. He describes the Museum of Natural History and how no matter how many times you go there, nothing ever changes.

Lord of the Flies :: science

Lord of the Flies Through my reading of Lord of the Flies, I have concluded that the subject of the novel is adulthood. The focus of this novel is on peoples desire for a more civilized and structured society. In this novel, adulthood does not represent a state of existence, but life that seems to exist as rational and structured. At the beginning of the novel after the reader is introduced to Piggy and Ralph, they discover the beautiful conch, resting in the weeds of the shoreline. Piggy says, â€Å"We can use it to call the others. Have a meeting. They’ll come when they hear us. (p.12)†, gleaming with pride. This quote illustrates the adult imbedded in him, drawn from the influence of society. Living under the influence of leadership and politics, the suggestion of holding a meeting was instinctive and automatic. Piggy drew upon his lifelong experiences gained from his parents and other adult influences and applied it to a situation. Piggy decided that the situation lacked the order and structure that he was accustomed to. After the boys gathered into a mock assembly by the sounding of the conch, one yelled â€Å"A chief! A chief! (p.18)† in desperation for leadership in the midst of an awfully boisterous crowd. â€Å"Lets have a vote, (p.18)† yelled another. The boys were not accustomed to a society that was ungoverned as it was in the adult word. They wanted to recreate that structure to maintain that sense of order in the group of boys. Ralph won the vote for chief in account of his image. The boys’ saw that â€Å"there was a stillness about Ralph as he sat that marked him out (p.19)† and they sensed a certain hint of adulthood in his manner that they relied on at home. Under the constant leadership of adults, a child grows acquainted to their temperament and the boys saw this in Ralph. â€Å"With a convulsion of the mind, Ralph discovered dirt and decay. (p.82)† At home, the boys were raised with and became habituated to proper European mannerisms and dress passed down to them from parent and other adult mentors. To act upon these mannerisms and proper dress became second nature when around adults, though on the island, they had lost that adult influence. Suddenly, â€Å"Ralph was struck with this new mood of comprehension (p.82)† that he had lost that visible image of being proper that he had been raised with for so long.

Stowaways :: essays research papers fc

Stowaways Stowaways have been a problem to shipowners for about as long as there have been ships in the sea. In the early days of sailing ships and looser maritime legislation, this was a relatively minor problem. This probably had to due with the fact that the ships were smaller in comparison to today's standards, and were comparatively heavily crewed. Thus the chances for a stowaway to get on board and go undiscovered for any length of time were fairly small. Also in that age, the concept of "human rights" was not what it is today, and any stowaways that were found often became involuntary members of the crew. There was, therefore, little incentive to become an unpaying passenger on a merchant ship. Today, however, ships have become ever larger, the maritime world has become increasingly regulated, and the issue of stowaways has become a major problem. There are really several reasons why stowaways have become more of a problem. The real driving factor is really an economic one (Wiener). With all of the political and economic strife in the world today, there is a huge population of people who are just tired of being on the rock bottom of the economic ladder, and are desperate for a better life in a different place. This is really the basic reason why someone would want to spend a week or so crammed into a stuffy container or other similarly uncomfortable accommodations in order to get from wherever they are to somewhere else. It isn't because they just didn't have the money for a plane ticket, but it is the fact that they are being lured by the prospect of a better life. They are willing to leave their homelands and endure uncertain conditions in order to get there. There is, of course, the possibility of applying to another country, such as the United States or any other world economic superpower, for admission as an immigrant. This is a very long and difficult process, and the likelihood of actually getting in is slim. Even if it was possible, few third world citizens can actually afford transportation overseas, let alone find and afford housing, meals, and so forth, once they get there. The fact of the matter is that may desperately poor people who would like to immigrate to another country simply lack the resources to make the trip legally. Therefore, alternative measures, such as stealing rides on merchant ships, become very attractive (Wiener). Another component is the ever increasing size of today's merchant ships, coupled with the gradual decrease in the size of the crews sailing in them.

Long Term Effects of Colonization :: essays research papers

Even in today’s complex society, the effects of past colonization can still be felt. The most obvious of these effects on society is a change in the culture of any colonized area or group of people. This is a direct result from the forceful tactics used during historical colonization. Colonization has occurred throughout history. In Europe, three of the most influential colonizers were the Spanish, the French, and the British. These three countries were driven by three very basic motives: a desire for material gain, a desire to spread religion, and a desire to expand territory. Britain conquered Burma over a period of 62 years (1824-1886). Burma wasn’t administered as a province of India until 1937, when it became a separate, self-governing colony. This is the arrangement of details surrounding George Orwell’s story of â€Å"Shooting An Elephant†. The reader finds oneself in the midst of a colonization struggle between the British and the Burmese. On one hand there is a â€Å"Burmese† elephant that needs to be contained, while on the other hand there is a growing number of people joining a crowd that seems to be an obstacle for an imperialist guard’s ability to take control of the situation. The very tension of the crowd following the imperialist guard is the â€Å"colonization effect† is felt. This crowd of Burmese civilians expect the guard to shoot and kill this elephant, hence the reason they followed him. The guard finds himself being pressured by the crowd to take care of shooting the elephant. It is this pres sure that almost forces the guard to make a hasty, not necessarily the right decision about handling these circumstances. If the guard were to make an error in judgment in direct result from this pressure from the crowd, he would find himself caught in a very bad position. A guard, who is part of a coalition colonizing an area, in the middle (literally) of an angry mob of local civilians unwilling to accept the colonization brought on by this guard’s imperialistic philosophies. The effects of eighteenth and nineteenth century colonization can still be felt today. When Britain colonized Burma, the English language quickly spread, and the indigenous languages of the natives began to be wiped out.

Organizational performance Essay

Today’s society is diverse and rapidly changing and it is the organisation’s ability to adapt or be in fit with the external environment that will determine its overall performance. Ethical issues arise throughout all organisations daily activities but it is the continual debate about what is right or wrong that will shape ethical decision making now and for generations to come. This essay aims to investigate culture within the internal environment and how culture plays a role in an organisation’s ability to fit in with the environment. According to (Samson and Daft, 2003:80) the internal environment is â€Å"composed of present employees, management and business culture†. This essay will investigate how culture plays a role in the organisations overall success. In addressing the issue it will be shown how the external environment has changed in terms of how organisations are evaluated. How changing an organisation’s culture can help the organisation be in fit with the external environment and how the success of changing culture may depend on the level of employee moral development. It is argued that the organisation’s performance depends on a fit between the organisation and its external environment. Body Key point 1: How the external environment has changed in terms of how organisations are evaluated. The external environment has changed with respect to how organisations are evaluated today. According to ( Samson and Daft, 2003:79) the external environment is â€Å"all elements existing outside the organisation’s limitations that have the possibility to affect the organisation†. Companies around the world have started to realise that investors are not concerned exclusively with financial performance (Tschopp, 2003). The days of companies being  evaluated on their financial performance are gone and companies are now finding that they are being evaluated on a more overall perspective. Increasing the ethical obligations can help an organisation when adapting to the external environment. According to ( Samson and Daft, 2003:147) ethics is † the code of honourable principles and standards that governs the behaviours of an individual or group with respect to what is correct or incorrect.† If ethics is incorporated as part of the organisation this can lead to improvements in the workplace and towards society. The triple bottom line approach has been introduced as a way of achieving overall success both internally and externally throughout the organisation. Triple bottom line entails reporting on economic, social, and environmental issues. Corporate success should be considered not just by the traditional financial bottom line, but also by its social/ethical and environmental performance ( Samson and Daft, 2003). Triple bottom line has not only put the emphasis on managers to not only make a profit but to also consider the surrounding external environment that they could be affecting. Businesses now report annually on social and environmental performance as well as their financial performance because they know it provides a more complete measure of long-term value creation and strategic opportunity (Tuchman. J, 2004). Key Point 2: Organisations need to change to fit. They can do this by changing an organisation’s culture to fit in with the external environment. The external environment has altered and it’s the organisation’s ability to change to keep in touch with the external environment that determines its performance. One way an organisation can change to keep in contact with the environment is by altering it’s culture. According to (Samson and Daft. 2003: 94) culture is â€Å"the knowledge, beliefs, values, behaviours and ways of viewing shared among members of a society†. Organisational culture has been defined, in very simple but intuitive words, as â€Å"the way we do things around here† (Domenec, 2003). The notion that we can make others do what we want them to do by persuading them to want to do  it is one that has a long pedigree. This notion became formalised as an integrative view of organisation culture and became more ingrained after the publishing of the book In Search of Excellence in 1982 (Thomas J. Peters and Robert H. Waterman, Jr., 1982) Moving towards greater corporate responsibility may require culture change or at least cultural re-enforcement. The fundamental values that exemplify cultures at these and other organisations can be understood through the noticeable manifestations of symbols, stories, heroes, slogans and ceremonies. Any organisation’s culture can be interpreted by observing these factors (Samson and Daft, 2003:95). By incorporating symbols, stories, heroes, slogans and ceremonies into an organisation’s culture they will be able to adapt to the changing external environment. According to (Samson and Daft, 2003:97) slogan is † a phrase or sentence that succinctly expresses a key corporate value†. Hungry Jacks for example has the slogan † The burgers are better at Hungry Jacks†. They have incorporated this slogan as part of their culture to try and separate them from the other competitors. By incorporating the different types of culture into and organisation, may change the way managers and employees think to incorporate social and natural environmental responsibilities into the workforce. Key Point 3: The success of changing culture may depend on the level of employee ethical development. The success of changing culture can depend on numerous factors but the level of employee ethical development plays a role. The three levels of personal moral development could pose a problem for employee ethical development. The theory developed by Kohlberg goes through the different stages of employee development from pre-conventional to post conventional. Starting at the pre-conventional level which focuses on right vs. wrong and the behaviour is on one’s self to the conventional level which focuses on the  group rather then one’s self. Then lastly Kohlberg’s post-conventional level of individual development which focuses on abstract and self-chosen principles (Arnold and Lampe, 1999). Kohlberg’s theory brings attention to the fact that if employees are going in different directions it can hinder the success of an organisation. If there are employees who are focusing on what is right vs. wrong and other employees who are following self chosen principles even though they know people hold different views. In this sense, the greatest danger to modern organisations is the betrayal of â€Å"ambitious, selfish, untrustworthy people who care more for their own progression than the mission of the organisation† (Domenec, 2003). Since each person is unique, each one can focus on personal accomplishment in very different ways (Domenec, 2003). Conclusion This essay investigated culture within the internal environment and how culture plays a role in an organisation’s ability to fit in with the environment. In support of this argument there has been evidence supported to show how organisations incorporate culture to be in fit with the changes of external environment. Organisations are finding that they are being evaluated not only on their financial status but also their social and environmental performance. This has meant that organisations have had to change their culture to compensate in the change in evaluation. An organisation culture can be observed through such factors as slogans and symbols which now have to coincide with the external environment. The success of the changing culture can depend on the level of employee ethical development and at what stage everyone is at. If an organisation is united and following the same path or views they may find greater overall success. Views that link an organisation’s culture with its performance seek to shape managers and employees understandings in a common and coherent direction (Kolter and Keskett, 1992). Bibliography: 1. Samson, D., & Daft, R.L. (2003) Management: Pacific rim edition. Victoria: Thomson. 2. Thomas J. Peters and Robert H. Waterman, Jr., In Search of Excellence: Lessons from America’s Best-Run Companies (New York: Warner Books, 1982), 3. Tuchman, J. 2004, Big Owners Balance Triple Bottom Line [online], Available from URL: http://www.enr.com/news/bizlabor/archives/040809-1.asp 4.

Leadership Qualities by Community Outreach Program Essay

The Asian American Drug Abuse Program follows the s2/m2 level of Situational Leadership theory developed by Paul Hersey and Ken Blanchard. This model works best for AADAP because the services they provide for people are mostly therapeutic in nature. AADAP offers many programs like residential services and employment access which are aimed at potential clients who are motivated but lack the skills to change without some form of treatment and rehabilitation. With regarding the Managerial Grid format put forward by Robert Blake and Jane Mouton, AADAP is highly focused concerning both the people whom they help and the production they create. Based on the therapy provided and job training opportunities offered AADAP can be considered at the highest levels of the Managerial Grid often referred to as the team style. The Boys and Girls club of America at its best would follow the s3/m3 tier of the Hersey and Blanchard Situational Leadership theory. Boys and Girls clubs fit this role by placing more emphasis on building relationships. Main goals of the club are to provide young kids with a safe environment during the summers and after school while supporting healthy habits, positive values, and a commitment to learning. As the Boys and Girls club is compared to model set by Robert Blake and Jane Mouton, their high focus on their people along with highly subjective production lands this club securely with the â€Å"country club† or accommodating style. The Division of Family and Children Services operates to completely different means from national or local programs centered at helping the community. Those other programs, the Boys and Girls club and AADAP, have placed a greater emphasis on individual treatment and mentoring while the Georgia state Division of Family and Children Services is clearly weighted heavier towards high productivity. Programs sponsored by this division are about getting vital services to children and families like food and social services but without the types of relationships that clubs like the Boys and Girls offer the Division of Family and Children Services fits into the dictatorial style of the Managerial Grid. While comparing this Division to the Situational Leadership theory many similarities show up between s1/m1 levels of maturity and people who couldn’t work and would need to use programs like food stamps that this Division offers. All of the levels presented by Ken Blanchard and Paul Hersey in their Situational Leadership theory show different managerial styles just like the Managerial Grid. While they lean on different support structures and focuses, they both present a similar message of utilizing separate styles and leadership roles based on your staff or clients and based on the type of business you are trying to lead.