The Benefits of Sample Profile Essay

The Benefits of Sample Profile Essay The Little-Known Secrets to Sample Profile Essay Instead, you have to tailor your resume for each and every job that you apply for. You're going to want to make certain that all staff profiles are up-to-date. My profile was not optimized for my perfect job description. You probably shouldn't be listing each job you've ever had. Your headline should concentrate on how it is possible to help your prospects. To begin your career in technical writing, you ought to have a set of skills and a good portfolio. When you land on a great concept, they may request outline. As a consequence, there's a good deal of analytical data that has to be displayed on the webpage. A portfolio is an excellent means to share projects with prospective employers, in addition to make an impression by means of your UX abilities. The Battle Over Sample Profile Essay and How to Win It Each section is also clearly labeled and organized in a manner that certain parts of information will be simple to find once an end user refers back to it at distinct phases of the development approach. Utilize social networking channels to make sure that you spread the word out there. Another illustration would be the use of variables in your documentation undertaking. In general, it's a remarkable illustration of a persona that supplies useful insights while, at exactly the same time, being easy to remember. It's not simple to put all of your whole design abilities and experience into a concise, short passage. Actually, the word credentials has two unique meanings in regards to your job search. If a skill isn't directly linked to the position but might be relevant to the market, include it. When you've decided what projects to include, there are a number of techniques to display your words in context. Working in an outsourcing company usually means that you must deal with various client companies you haven't ever heard of and are unaware of their goods. If your company has been running for some time, you most probably already have a fantastic sense of your intended audience. In that instance, it can share its newest products on its social networking profiles. If you may sell esoteric merchandise and services few men and women care about, then you ought to be in a position to sell yourself. Your letter should explain what you can do to help your customer,' not what it is that you're selling, she explained. Whether you're a blogger or any other sort of nonfiction writer, you may use the techniques of memoirists to contact your readers on a deeper level. One of his other points in the guide is that webscraping is an excellent way to find interesting data. After all, writing for your intended audience is a valuable part of content advertising. You don't need to hand-code a web site, but your portfolio should be on the internet. Because do not have any portfolio, you have zero clue where to begin. Finally, your portfolio provides the chance to market your focus to detail. Such portfolio will appear heavy, that will allow you to make an impression as a seasoned and confident technical writer. You won't sell any of your merchandise by directly shilling on social networking. An excellent bio section consists of particular unique abilities, hobbies or interests which make you stand out. You may hear the expression cover page a good deal at work, but you shouldn't be fooled by its name. The list of skills that may be helpful for practically any tech writer is currently complete. In a few minutes, you can make a LinkedIn profile (though you are going to want to invest more than ten minutes to earn a profile that actually shines). A Github profile is a strong signal that you're a competent data scientist. In addition, the page is intuitive and simple to navigate. The entire page doesn't need to get crammed full. Find out what are the most frequent terms in your present-day LinkedIn profile. For those who have videos, LinkedIn will allow you to add them. LinkedIn is VERY exciting at this time. In summary, LinkedIn is now a bit like Facebook.

Analysis Of The Poem At Fourteen - 866 Words

Young minds are often portray as stews of hormones and impulse, however the choices they make are frequently deeply based on theory and worthy of being treated in a particular way of greater consideration. The poem of â€Å"At Sixteen† suggests raging hormones, girls, and everyday life leads to a consistent struggle for teens because sixteen years old don’t think critically like an adult; for example their minds are immature. The literary elements of this poem such as tone, character type, symbol, mode of criticisms are the key to understanding the poem and a necessary feature of storytelling that can be found in a written fiction. Edward Hirsh, who was born in Chicago, wrote â€Å"At Sixteen† and published in 1996. According to Hirsh biography, his â€Å"childhood was involved with poetry and became a well-known advocate for poetry as he grew†. In the poem of â€Å"At Sixteen†, an individual man had a natural strong desire to satisfy a carnal appetite with women. He was a waiter at a downtown restaurant and took his girlfriend to parties on Saturdays who wanted to get married and get pregnant. The other waiters laughed at his appetite when he wanted her so much he thought he die for it because she cared and loved for him. Furthermore, he hasn’t decided he wanted to â€Å"close the steel door† or sty with his girlfriend permanent and later out of blue, got a new job in a warehouse next to the factory where dozens of women feeding machines. The individual character has an appetite for women. TheShow MoreRelatedAnalysis Of The Poem At Fourteen 844 Words   |  4 Pagesbase on theory and worthy of being treated in a particular way of greater consideration. The poem of â€Å"At Sixteen† suggests raging hormones, girls, and everyday life leads to consistent struggle for teens because at sixteen you don’t think as an adult; their minds are immature. 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From the titles to themes and other literary elements, it is indisputable that indeed these pieces qualify for analysis. There are major themes that come out in each of the sonnets. To start with The Second Coming, some of the themes that emerge include good versus evilRead More An Analysis of Shakespeares Sonnet 73 Essay example1241 Words   |  5 PagesAn Analysis of Shakespeares Sonnet 73      Ã‚   Sonnet 73 by William Shakespeare is widely read and studied. But what is Shakespeare   trying to say? Though it seems there will not be a simple answer, for a better understanding of Shakespeares Sonnet 73, this essay offers an explication of the sonnet from The Norton Anthology of English Literature:      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   That time of year thou mayst in me behold   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   When yellow leaves, or none, or few, do hang   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   UponRead MoreAnalysis Of Sonnet 116 By William Shakespeare867 Words   |  4 Pageswork with an adapting or suitable individuals Therefore, according to my close reading analysis the poem (Sonnet 116 by Shakespeare) is a fourteen line poem that is organized into three quatrains, ending with a rhymed couplet. It also has a regular stress pattern which makes the reader to go through some difficulty in understanding what the author is trying to convey in his poem. The first quatrain of the poem began with a statement to puzzle upon ‘’Let me not to the marriage of true mind/Admit impedimentsRead MoreSongs of Good and Evil1545 Words   |  7 PagesAbrams, Lynch, Stillinger). Blake was born November 28, 1757 in London, England and his artistic ability became evident in his early years. Blake had a very simple upbringing and had little education. His formal education was in art and at the age of fourteen he entered an apprenticeship with a well-known engraver who taught Blake his skills in engraving. In Blake’s free time, he began reading writing poetry. At the age of twenty-one, Blake completed his seven-year apprenticeship and began to work onRead MoreMarriage Of Love By William Shakespeare885 Words   |  4 Pageswork with an adapting or suitable individuals Therefore, according to my close reading analysis the poem (Sonnet 116 by Shakespeare) is a fourteen line poem that is organized into three quatrains, ending with a rhymed couplet. 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Downsizing And Organizational Culture Essay Example For Students

Downsizing And Organizational Culture Essay Downsizing and Organizational CultureBy Joe GonzalezSociology 100Dr. Mario RedaTable of ContentsChapter 11Chapter 22Organizational Culture Defined2Downsizing Defined..3Culture Change..4Connecting the Literature.7Organizational Level Analysis7Organizational/ Individual Level Analysis10Downsizings Impact on Culture12Chapter 3.13Downsizing And Organizational Culture IntroductionA noted scholar recently assessed downsizing as probably the most pervasive yet understudied phenomenon in the business world 1. While we have become numbed by the near daily accounts of new layoffs, a New York Times national survey finding is perhaps more telling: since 1980, a family member in one-third of all U.S. households has been laid off 2. By some measures, downsizing has failed abjectly as a tool to achieve the main raison detre, reduced costs. According to a Wyatt Company survey covering the period between 1985 and 1990, 89 percent of organizations which engaged in downsizing reported expense reduction as their primary goal, while only 42 percent actually reduced expenses. Downsizing for the sake of cost reduction alone has been castigated intellectually as short-sighted and neglectful of what resources will be needed to increase the revenue stream of the future 3. A truer and fuller understanding of the forces shaping and thrusting downsizing forward today comes from an appreciation of increased global competition; changing technologies, which in turn are profoundly impacting the nature of work; increasing availability of a contingent work force 4; and shifting balance of power among organizational constituents away from rank and file employees and in the direction of shareholders and the chief executives who serve as their proxy. When we conceptualize downsizing within these broader frameworks, it becomes clear that we are speaking of downsizing both as a response to and as a catalyst of organizational culture change. This article will later provide a formal definition of organizational culture. For the moment, it is suggested that culture is to an organization what personality is to an individual. As with personality, change takes time and may be hard to discern, especially for persons inside the organization. This article will argue that, ultimately, the most prominent effects of downsizing will be in relation to culture change, not in relation to saved costs or short-term productivity gains. Key drivers of organizational culture will tend to shape an organizations approach to downsizing. For whose benefit does the organization exist? What are the basic assumptions among people who work in the organization? What are the basic assumptions the organization and the employee make in relation to each other? Establishing a direct link between downsizing and organizational culture is not an easy matter, however, as the following example will demonstrate. The Chief Executive Officer of Apple Computer re cently bought himself more time with disgruntled shareholders by promising to take forceful action on a number of fronts, including downsizing. The executive cited five crises: lack of cash; declining quality; a failed operating system development project; Apples chaotic culture; and a fragmented strategy . How do you connect downsizing, which is one of a number of actions being taken, with corporate culture, which is only one of a number of crises being solved in a manner and to a level that establishes a positive relationship?Another reason that it is difficult to draw a specific link between downsizing and organizational culture is that there are many different variations and approaches to downsizing. A distinction has been made between proactive downsizing, which is planned in advance and usually integrated with a larger set of objectives, and reactive downsizing, which would be typified by cost-cutting as a last resort after a prolonged period of inattention to looming problems by management5. Work force reductions can range from forceful in nature, i.e., involuntary reductions, to the milder approaches, such as resignation incentives and job sharing 6. There are different ways of deciding who stays, who goes from the outwardly arbitrary to criterion-based 7. There are different modes of planning, ranging from secretive sessions to open discussions and solicitation of ideas from employees. There are different standards of notice of terminations, including relatively harsh same day terminations as well as more generous 90 day or longer notices. There are even differences in intentionality, i.e., reductions can be planned to present employees with as little a break as possible from what they have known in the past or they can be designed to be deliberately disruptive to the status quo 8. Organizational Culture DefinedIt has been observed with respect to the concept of power that its omnipresence makes it difficult to usefully apply in specific situations 9. The same may be said of culture. If it is everywhere, and pervades every aspect of our existence, then how can it be subject to analysis. Schein (1992) offers at least a partial solution. He divides organizational culture into three levels: 1) at the surface are artifacts, those aspects (such as dress) which can be easily discerned, yet are hard to understand; 2) beneath artifacts are espoused values which are conscious strategies, goals and philosophies; 3) the core, or essence, of culture is represented by the basic underlying assumptions and values, which are difficult to discern because they exist at a largely unconscious level, yet provide the key to understanding why things happen the way they do. These basic assumptions form around deeper dimensions of human existence such as the nature of humans; human rel ationships and activity; reality; and truth. Schein (1992) himself acknowledges that, even with rigorous study, we can only make statements about elements of culture, not culture in its entirety. The approach which Schein recommends for inquiring about culture is an iterative, clinical approach, similar to a therapeutic relationship between a psychologist and a patient. Scheins disciplined approach to culture stands in contrast to the almost flippant way in which culture is referred to in some of the popular management literature. Downsizing DefinedLike culture, downsizing is problematic in its usefulness. Because it is popularly associated with giving people the axe in organizations, it is not a term that many management consultants go out of their way to use. On the other side of the spectrum, there are researchers who are concerned that downsizing has become too closely associated with the process of organizational decline and its naturally negative effects. Cameron, for example, defines downsizing as a positive and purposive strategy: a set of organizational activities undertaken on the part of management of an organization and designed to improve organizational efficiency, productivity, and/or competitiveness 10. Downsizing thus defined falls into the category of management tools for achieving desired change, much like rightsizing and reengineering. Clearly, the Cameron definition is overly expansive. Downsizing may and very likely will impact or impinge on systemic change efforts such as the introduction of total quality management, reengineering, or reinventing initiatives. They are not one and the same, however, as the Cameron definition would imply. This is significant, because Camerons connection of downsizing with a larger, purposive strategy allows him to conclude unabashedly that downsizing is a good and positive thing and that organizations should seek to do it on a regular and continuing basis . This cheery conclusion flies in the face of Camerons own four year study of thirty firms in the automotive industry, data from which revealed that very few of the organizations in the study implemented downsizing in a way that improved their effectiveness. Most deteriorated in terms of pre-downsizing levels of quality, productivity, effectiveness, and the dirty dozen, e.g., conflict, low morale, loss of trust, rigidity, scapego ating) 11. Downsizing is defined in this effort simply as a reduction in the size of the work force. This definition provides some analytical clarity, because it does not imply a value, either positive or negative, and encompasses a wide range of possible approaches. Thus defined, downsizing does not necessarily imply a reduction in the assets of the organization; for example, an organization may contract out a function that was previously done by permanent employees. The elimination of the jobs of the employees constitutes downsizing. Culture ChangeChanging an organization is messy, complicated business. A study by Kotter and Heskett (1992) indicated that culture change becomes tougher as organizations become more established and successful. The very bases for a companys earlier success can be hindrances to needed changes under new and different scenarios from those which existed previously. Prevailing models provide uncertain guideposts. For example, it is standard fare within the leadership literature12 to depict the need for a vision of a desired future state of the enterprise. What if elements of a vision clash with each other? What if a leader, for example, decides to embrace a total quality management culture built upon trust among all parties and, at the same time, embarks upon a series of layoffs which are likely to engender distrust among those same parties? The conventional wisdom in response is to acknowledge that there will be sadness and losses and a murky period which goes under the heading of the neutral zone; but, in the end, there will be new beginnings13. How long does the neutral zone last? Existing research provides no solid answers. How long will a leader with a vision wait for the culture to change in positive ways? Research supports the idea that culture change is a multi-year effort 14. If we broaden our conceptualization of culture change to include both intended consequences (planned change) and unintended consequences (unplanned change), then it is at least possible to be confident that downsizing is a catalyst for culture change. Organizational theorists from Lewin (1951) forward, including Argyris (1992) have insisted upon the need for a destabilizing element in any change process. The existing status quo is conceptualized as a dynamic in which forces resisting change and forces pushing for change have found a balance. In order to shift the balance (in the favor of change), the situation needs to be unfrozen. In other words, people have to be rocked out of their comfortable existence, so they will be alerted to the need for change. Downsizing qualifies as a destabilizer of status quo ante even under circumstances where departures are voluntary. Hickok (1995), for example, documented symptoms of survivor illness at an Air force installation that had, up to the point of the research, experienced only voluntary departures. The literature is replete with examples of burnout, depression, anger, and betrayal as common responses by survivors of layoffs. Not all responses are negative: there are reports of people getting charged up, finding new excitement in their work, being challenged by the prospect of doing more with less or saving the organization15 found that implementers of layoffs (i.e, those pulling the strings) had more positive reactions than did implementees (i.e., those who were having the layoffs done to them). In any event, it should be acknowledged that downsizing has altered the rule of the employment game. The way these changes have tended to be theoretically euphemized is by indicating that the psychological contract between employers and employees has been violated16. No longer can the employer offer job security. The new psychological contract being marketed is conditional employment, with the availability of training and development opportunities to help keep employees employable, even if not at this particular company17. Minimum Wage and Why we Should Leave It EssayBrockner and colleagues have studied the fairness of layoffs from a procedural justice perspective and have shown a link between perceived fairness of the layoffs and survivor commitment to the organization32. Among the fairness factors which Brockner examines is the connection with existing corporate culture. Organizations such as IBM and Digital Equipment which have traditionally had a policy of averting layoffs are likely to be perceived by employees as violating the psychological contract and therefore as more unfair when they do resort to layoffs. Noer (1993) sees letting go of the old employment contract as tough but necessary. His view is that implicit lifetime employment guarantees are unhealthy both for individuals and organizations. They result in a sort of organizational codependency in which individuals invest enormous energy in trying to control the system and at the same time have much of their self-worth tied up in trying to live up to the organizations, not their own, values. In a similar vein, Hecksher (1995) concludes that management loyalty to the organization is no longer needed; what is needed is more professionalism, evidenced by creative contributions to the organization. Bridges (1994) goes even further; he sees a secular trend away from the traditional job, with security, job description, etc. Like Noer, he sees greater possibility for individuals to achieve autonomy and satisfaction by taking responsibility for their own futures. Work relationships can become much more testy during periods of organizational decline. That can take the form of backstabbing, placing of blame, and overt failure to cooperate33. Hickok (1995) analyzed interview responses at two downsizing military bases and found that mentions of increased conflict in the workplace were significantly greater than the more positive mentions of pulling together. Downsizings Impact on CultureFor organizations, particularly the IBMs and Digital Equipments of the world which long resisted layoffs, it is hard to image that the organizations or their cultures have remained anything close to intact. Getting back to the questions posed earlier: For whose benefit does the organization exist? It seems clear that organizations exist less today for the well-being of rank-and file employees than they once did. With the Dow shattering all records, it seems clear that the shareholders have the upper hand in making critical corporate decisions. They are partnered with CEOs who received an average pay raise in 1995 of 23% 34. Just look at who is prospering and who is not. What are the basic assumptions among people about working relationships in the organization? The basic assumptions about working relationships have changed, in ways that can not yet be well assessed. It appears, at least, that relationships tend to be less familial and more competitive tha n in the past. What is the worth of what have traditionally been termed commitment and loyalty? We just do not know? What is the impact of the feeling that the organization is a community even a family with relatively stable long-term working relationships? And how will that play out in terms of cooperation given to others as opposed to backstabbing in the intense competition for scarce resources? We can only be sure that things have changed, not how. What are the basic assumptions the organization and the employee make in relation to each other? The basic assumptions by employees and organizations about their employment relationship have changed from long-term and stable, with organizations expected to make accommodations to avoid laying people off to more short-term and contingent. Researchers such as Bridges and Noer forecast a more happy future for those who adapt to the changing times in the new scenario, but that is a difficult forecast to test. Organizations usually have some degree of flexibility about how they reduce personnel expenses. Decisions to inflict pain upon employees as part of the process may very well reflect an effort to bust the existing culture. Decisions to minimize pain may reflect an effort to reinforce the existing culture. Table 1 sorts several downsizing practices by whether they tend to reinforce (or leave alone) existing culture or to intentionally destabilize the culture. For these purposes, methods which are less disruptive and/or give members more of a sense of control are labeled as reinforcing and those practices which are particularly likely to induce pain among members of the work force (particularly those who are asked to leave) are labeled as destabilizing:ConclusionIt is difficult to write with authority about the relationship of downsizing to organizational culture, in part because these are both subject areas in need of clarification and empirical research. It is intuitively evident, eve n definitional, that a leaders cultural mind set will have a great deal to do with whether and how downsizing is implemented in an organization. It also seems, beyond question, that downsizing acts as an organizational destabilizer and thus as a catalyst for culture change. Whether resultant cultural change is beneficial to the organization as a whole is open to speculation. Because downsizing is a relatively recent phenomenon at the white-collar level, time will have to differentiate between short-term effects and reactions and the longer-term consequences. Perhaps less bloated bureaucracies will free people to get more work done and to interact more positively. Perhaps a whole generation of management thinkers overstated the value of loyalty and commitment that accrues over a long and stable employment tenure. That, again, will be for time to judge. This article has noted three observations in relation to the impact of downsizing on organizational culture. First, it clearly appears that power has shifted away from rank-and-file employees in the direction of top management/ownership. Accompanying this change is a shift in emphasis away from the well-being of individuals in the direction of the pre-eminence and predominance of the organization as a whole. Second, it appears working relationships have changed away from being familial in the direction of being more competitive. Third, the employer-employee relationship has moved away from long-term and stable in the direction of short-term and contingent. It was argued in this article that decisions associated with a downsizing action may tend either to be culturally reinforcing (i.e., less disruptive, more individual control) or culturally destabilizing (i.e., likely to induce pain). Key downsizing practices were categorized by which of these they were more generally associated. Finally, the author suggested five simple question areas that organizational leaders who are interested in probing the moral and spiritual dimensions of downsizing might usefully consider. These include ensuring the fundamental decency of the approach being considered, engaging in appropriate dialogue, thinking through the consequences for those who may be adversely affected, having ready explanations for multiple constituencies, and offering a realistic opportunity for a better future for the organization and the organizations stakeholders. Works Cited1. American Management Association (1994). 1994 survey on downsizing. 2. Armstrong-Stassen, M. (1993). Survivors reactions to a workforce reduction: A comparison of blue-collar workers and their supervisors, Canadian Journal of Administrative Sciences 10 (4), pp. 334-343. 3. Argyris, C. (1992). Knowledge for action: A guide to overcoming barriers to organizational change. San Francisco: Jossey-Bass. 4. Bennis, W. (1989). On becoming a leader. Reading, MA: Addison-Wesley. 5. Bridges, W. (1987). Managing transitions. Reading, MA: Addison-Wesley. 6. Bridges, W. (1988). Surviving the survivor syndrome. 7. William Bridges and Associates (pamphlet, 14 pages). (1994). Job shift: How to prosper in a world without jobs. Reading, MA: Addison-Wesley. 8. Brockner, J. (Winter,1992). Managing the effects of layoffs on others, California Management Review, pp. 9-27. 9. Brockner, J., Konovsky, M, Cooper-Schneider, R., Folger, R., Martin, C., and Bies, R. (1994). 10. Interactive effects of procedural justice and outcome negativity on victims and survivors of job loss, Academy of Management Journal 37(2), pp. 397-409. 11. 12. Cameron, K.S., Freeman, S.J., and Mishra, A.K. (1991). Best practices in white-collar downsizing: Managing contradictions, Academy of Management Executive 5(3), pp. 57-72. 13. Cascio, W. (1993). Downsizing: What do we know? What have we learned? Academy of Management Executive 7(1), pp. 95-104. 14. Downs, A. (1995). Corporate executions. NY: AMACOM (225 pages). 15. Fierman, J. (January 24 1994). The contingency work force, Fortune, pp. 30-36. 16. Greengard, S. (November 1993). Dont rush downsizing: Plan, plan, plan, Personnel Journal 72(11), 64-76. 17. Hamel, G., and Prahalad, C.K. (July-August 1994). Competing for the future, Harvard Business Review, pp. 122-128. 18. Handy, C. (December 5 1990). What is a company for? Michael Shanks Memorial Lecture reprint (13 pages). 19. Hecksher, C. (1995). White-collar blues: Managem ent loyalties in an age of restructuring. New York: Basic Books. 20. Hickok, T. (1995). The impact of work force reductions on those who remain: A study of civilian workers at two Department of Defense bases. Unpublished doctoral dissertation, University of Southern California, Los Angeles, CA. 21. Kearns, D. and Nadler, D. (1992). Prophets in the dark: How Xerox reinvented itself and beat back the Japanese. New York: HarperCollins (334 pages). 22. Kotter, J. And Heskett, J. (1992). Corporate culture and performance. New York: The Free Press. 23. Kozlowski, S., Chao, G., Smith, E., and Hedlund, V. (1993). Organizational downsizing: Strategies, interventions, and research implications, International Review of Industrial and Organizational Psychology 8, pp. 263-332. 24. Leana, C. and Feldman, D.C. (1992). Coping with job loss: How individuals, organizations, and communities respond to layoffs. New York: Lexington Books. 25. Lewin, K. (1951). General field theory. New York. 26. McGrego r, D. (1960). The human side of enterprise. New York: McGraw-Hill. 27. Mohrman, S.A., and Mohrman, A.M., Jr. (1983). Employee involvement in declining organizations, Human Resources Management 22(4), pp. 445-465. 28. New York Times (1996). The downsizing of America. New York: Times Books. 29. Noer, D. (1993). Healing the wounds: Overcoming the trauma of layoffs and revitalizing downsized organizations. San Francisco: Jossey-Bass. 30. Pfeffer, J. (1981). Power in organizations. Marshfield, Mass: Pitman Publishing. 31. Petruno, T. (December 19 1996). Has greed supplanted shareholder value? Los Angeles Times. 32. Rousseau, D. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Thousand Oaks, CA: Sage. 33. Schein, E. (1992). Organizational culture and leadership. San Francisco: Jossey-Bass. 34. Schumpeter, J. (1950). Capitalism, socialism, and democracy. New York: Harper and Row. 35. Sloan, Allan (February 26 1996). The hit men, Newsweek, pp . 44-48. 36. Sutton, R.I. and DAunno, T. (1989). Decreasing organizational size: Untangling the effects of money and people, Academy of Management Review 14(2), pp. 194-212. 37. Tichy, N. and Sherman, S. (1994). Control your destiny or someone else will. New York: HarperCollins. 38. Tomasko, R.M. (1990). Downsizing: Reshaping the corporation for the future. New York: AMACOM. 39. Washington Post (March 5 1996). CEOs at major corporations got 23 percent raise in 95, p. c1. 40. Washington Post (May 5 1997). DIGEST, p. c1. 41. Waterman, R., Waterman, J., and Collard, B. (July-August 1994). Toward a more career-resilient workforce Harvard Business Review, pp. 87-95. 42. The Wyatt Company (1993). Best practices in corporate restructuring: Wyatts 1993 survey of corporate restructuring. 43. Vroom, V. (1964). Work and motivation. New York: Wiley.

The Character Of MacBeth Essays (1688 words) - Characters In Macbeth

The Character of MacBeth Macbeth is presented as a mature man of definitelyestablished character, successful in certain fields of activity and enjoying an enviable reputation. We must not conclude, there, that all his volitions and actions are predictable; Macbeth's character, like any other man's at a given moment, is what is being made out of potentialities plus environment, and no one, not even Macbeth himself, can know all his inordinate self-love whose actions are discovered to be-and no doubt have been for a long time- determined mainly by an inordinate desire for some temporal or mutable good. Macbeth is actuated in his conduct mainly by an inordinate desire for worldly honors; his delight lies primarily in buying golden opinions from all sorts of people. But we must not, therefore, deny him an entirely human complexity of motives. For example, his fighting in Duncan's service is magnificent and courageous, and his evident joy in it is traceable in art to the natural pleasure which accompanies the explosive expenditure of prodigious physical energy and the euphoria which follows. He also rejoices no doubt in the success which crowns his efforts in battle - and so on. He may even conceived of the proper motive which should energize back of his great deed: The service and the loyalty I owe, In doing it, pays itself. But while he destroys the king's enemies, such motives work but dimly at best and are obscured in his consciousness by more vigorous urges. In the main, as we have said, his nature violently demands rewards: he fights valiantly in order that he may be reported in such terms a "valour's minion" and "Bellona's bridegroom"' he values success because it brings spectacular fame and new titles and royal favor heaped upon him in public. Now so long as these mutable goods are at all commensurate with his inordinate desires - and such is the case, up until he covets the kingship - Macbeth remains an honorable gentleman. He is not a criminal; he has no criminal tendencies. But once permit his self-love to demand a satisfaction which cannot be honorably attained, and he is likely to grasp any dishonorable means to that end which may be safely employed. In other words, Macbeth has much of natural good in him unimpaired; environment has conspired with his nature to make him upright in all his dealings with those about him. But moral goodness in him is undeveloped and indeed still rudimentary, for his voluntary acts are scarcely brought into harmony with ultimate end. As he returns from victorious battle, puffed up with self-love which demands ever-increasing recognition of his greatness, the demonic forces of evil-symbolized by the Weird Sisters-suggest to his inordinate imagination the splendid prospect of attaining now the greatest mutable good he has ever desired. These demons in the guise of witches cannot read his inmost thoughts, but from observation of facial expression and other bodily manifestations they surmise with comparative accuracy what passions drive him and what dark desires await their fostering. Realizing that he wishes the kingdom, they prophesy that he shall be king. They cannot thus compel his will to evil; but they do arouse his passions and stir up a vehement and inordinate apprehension of the imagination, which so perverts the judgment of reason that it leads his will toward choosing means to the desired temporal good. Indeed his imagination and passions are so vivid under this evil impulse from without that "nothing is but what is not"; and his reason is so impeded that he judges, "These solicitings cannot be evil, cannot be good." Still, he is provided with so much natural good that he is able to control the apprehensions of his inordinate imagination and decides to take no step involving crime. His autonomous decision not to commit murder, however, is not in any sense based upon moral grounds. No doubt he normally shrinks from the unnaturalness of regicide; but he so far ignores ultimate ends that, if he could perform the deed and escape its consequences here upon this bank and shoal of time, he'ld jump the life to come. Without denying him still a complexity of motives - as kinsman and subject he may possibly experience some slight shade of unmixed loyalty to the King under his roof-we may even say that the consequences which he fears are not at all inward and spiritual, It is to be doubted whether he has ever so far considered the possible effects of crime and evil upon the human soul-his later discovery of horrible ravages produced by evil in his own spirit constitutes part of the tragedy. Hi is