7 effective strategies for college students

7 Effective Strategies For College Students You Are Finally on Your Own- Be Safe Graduation is over and you are headed to college. A world that begins your transition from young adult, to adulthood. For many this is an exciting time. Time to be on your own and make your own choices. While it is going to be great not to have your mom walk in on you while you are doing God knows what, and to not have your dad looming by while you are talking on the phone with friends, becoming an adult comes with responsibility. Yeah, that word again. You will be running into that word the rest of your life, and then you will be passing it on to your kids one day. Before you settle into the daily grind of college life, and write essay number one, take time to go over these important steps that may keep you responsible and safe enough to finish college. Choose Friends Wisely Everyone wants to be liked, and you had protection at home when your parents could watch over you, and get on your nerves about what friends you chose. Everyone that smiles is not a friend, and many of your college mates may not be those that you would want around if you are there to gain that degree. Partying is one thing, but overdoing it is another. Be the one that knows how to say â€Å"no†, it is a word that will come in handy. Secure Your Belongings Laptops, phones, IPods, these are costly and your parents are not going to want to keep sending you these things if they are lost or stolen. You do not want to have to work hard and have to buy them over and over again either. Invest in an engraving tool and computing system locks, there are many online that are inexpensive. E-mail Your Professors This is so important. Let them know that you are happy to be coming to their classes or even ask for  college essay help. Nurturing a relationship with them is going to be valuable as you move from semester to semester. They have been at the college for many years, well some of them, and they know what you need to succeed. Some will even lay out your entire path for you, advising what classes to take now, and which ones to wait to take. Save Money If you have millions of dollars you can skip this one. Most of us don’t have the privilege of parents with fat bank accounts to send money to us every month, so be thrifty. You don’t have to have 100-dollar tennis shoes to look your best, and ramen noodles taste good when the right veggies are added to them. There are books to be bought, and they are expensive, so rent them. Used books are okay too, as a matter of fact, the notes in them from other students that came before you can be priceless. Although you may have to buy essays online from the  best college essay writing service  if you are behind in your schedule, don’t make a habit of it. Saved money can go towards much needed copy costs and travel fares. Bike or Walk Campuses can be huge, and so can the bus fare to get around them in bigger cities. Get a good bike or walk, not only will you be healthier, you will save a ton of money. Try to get Your Syllabus Early Many professors will gladly send it if you ask for it when you email them and introduce yourself. This is a great way to get to the bookstore before the rush in the first week of school. Utilize the Study Lab The less wear and tear you put on your personal computer or laptop, the better. The computer study lab and college library are there for your use and the extra icing on the cake is that it is usually very quiet and you can study effectively. This wasn’t the normal how to get your studying done guide you may have been looking for, however, print this out and put it on the back of your door to your dorm room, or on your mirror. After you are practical about how to live your life on campus, the rest will be easier to handle. Those talks that your parents gave you before leaving home were not to nag you, but were to keep you safe. Don’t forget to call them, they miss you more than you could ever know, and you know you miss them too.

Chimps essays

Chimps essays Mother and baby chimpanzees get into fights and then minutes later they hug and make up. Chimps do not perfer to walk, but perfer to climb. Their order is primates. Their genus in Pan. Their family is Pongidae. Also, their species is troglodytes. Their body length is 28-38 inches (female) and 30-36 inches (male). The average weight is 99-176 lbs. They mostly eat fruit, leaves, buds, blossoms, bark, resin, honey, termites, ans ants. Occasionally they eats other smaller mammals. Chimps live in troops that number between 25 and 80 chimps. Each troop has a dominate male. The troops home rangs varies in size from 7-8 square miles in open country. Chimps sleep at night in a nest. They mainly stay in trees during the wet season. They sleep on the ground when it is dry. Breeding takes place year round. Chimps have 2 intense feeding periods each day. It was recently discovered that the chimpanzee eats meat. It is also known to hunt, kill and feed on a variety of mammals, including other primates. Such as the Colobus monkeys, the Blue monkeys, and babboons. The killing is almost always done by one adult male. Chimps suffer from many human diseases including malaria. Chimps are the only animal that resembles man closely. ...

Film Analysis Essay Example | Topics and Well Written Essays - 500 words - 1

Film Analysis - Essay Example Despite his parents being in the film industry, Nakamura had not explored the field until his days in college. This is when he discovered film as a tool of empowering and inspiring the community. He was an Asian-American studies student, and he created his first film â€Å"Yellow Brotherhood†, which was about a youth basketball team in Los Angeles. The team mainly composed of the children whose fathers were founders of a Japanese-American anti-gang organization of â€Å"Yellow Brotherhood†. He aimed at producing films that involved and educated the youth. He observed that, watching educative documentaries can help a student to pass an examination. He used hip-hop music as soundtracks of his films as a way of attracting the attention of the youth because Hip hop music is highly associated with the youth. His thesis project was about Chris Iijima, who was a Japanese-American folk musician and Bob Dylan and Joni Mitchell both were part of the Asian American movement of the 1960s (Friedbacher & Bubert 215). The pilgrimage was the first movie to focus on the reality of the World War II concentration camp experience that was never understood by the public. It showed how the children of the victims reclaimed the World War II camps. Pilgrimage was a film that brought into light the 9/11 world by featuring interviews with the Arab-Americans of the post 9/11 era. His father and grandparents were detained at the desolate internment camp. After the war, the government, his relatives and other Japanese-American survivors of the camps never shared their experiences in the camp. They chose to keep it as a secret as they saw it was something that was not appealing to be included in a conversation (Friedbacher & Bubert 234). Nakamura hoped that Pilgrimage, would shed some light to past and present events to the youth and hence inspire them. He spent most of his first year finalizing the film and making it ready for distribution to schools and colleges.

International Perspectives on Managing Human Resources Essay

International Perspectives on Managing Human Resources - Essay Example A further discussion will include the assessment of the job opportunities concerning the hiring system. The Chinese Government focuses on the Small and medium enterprises as this constitutes to the country’s income and revenues. The enterprises range from local establishment to international exporting industries. As such, the government formulates rigid investment policies that target to safe guard the interest of the large labor force. The government of China manages to regulate the minimal wage expectation through defined employer memorandum signed before company establishment. As a follow-up to the understanding, existing government institutions monitor company performance with intent to access the payment systems. This precedes an annual review of the memorandum terms through bills and policies enacted through specific industrial sectors. The Chinese government focuses on the employee treatment rather than investment returns among different companies. As such, the employee welfare dominates a given industrial establishment (Warner, 211). China’s HRM operates on a scale of governmental enterprises and multinational firms. China also pioneered an open door structure in the year 1978, that later gave rise the operating labor laws enacted in the 1995. The historical development reformed the Chinese human resource economy through an establishment of management customs. As such, the Chinese government selects the preferred business managers. The labor agency determines responsibility allocation within the different industrial sectors. This structural performance enables the governmental institution to regulate wage allocations and individual performance standards. As such, the Chinese government is a central unit monitoring the human resource management with intent to support the Chinese progress (Warner, 189).

Probation, Parole, and Intermediate Sanctions Essay

Probation, Parole, and Intermediate Sanctions - Essay Example Finally, the paper will close with a review on the ethical issues that surrounds the correction processes, approaches and facilities. Crime and community safety have been the most disturbing issues across the entire world since time immemorial. Criminal activities carried within communities have caused unrest and state of confusion as most people fear for the safety of their lives and property. It is due to adverse effects of crimes on communities that legal professionals and security personnel came up with strategies of arresting, examining, rehabilitating and incarcerating individual criminals to restore peace, sanity and confidence in particular communities. Historically, criminal activities were assumed to be caused by evil spirits and therefore, individual criminals were taken to the public for severe punishment as deterrence to other potential activities. Revolution took place in history of crime justice and community safety and gave rise to alternative models of discouraging and ending criminal activities. Among the notable revolutionized ways of handling criminal activities include parole, probation and in termediate sanctions. Schmalleger (2012) avers that the three methods of handling crime justice and community safety have been experiencing pendulum effects due back and forth review and exercise. Patersilia (1998) asserts that probation and parole have been misunderstood as the only approaches to ensuring community safety and criminal justice. Despite the similarities in the application of parole and probation modes of enforcing criminal justice, the difference occurs in the manner in which each is ignited and set to work. Probation according to Patersilia (1998) is an execution process involving the sentencing of criminal offenders to serve in the community projects as opposed to incarceration. Parole involves release of an offender from

Organisational Strategy, Culture and Leadership

Organisational Strategy, Culture and Leadership Introduction Future challenges for business organisation will vary in so many ways compared to the past. Organisations in this 21st century are working on different ways of doing things to stay in the competition or beat it. In this fast moving and fluctuating economic environment, finding market opportunities and developing a competitive edge for any organisation is critical and it involves lots of executive time and effort. To ensure sustainable growth for any company, the leaders of any organisation should plan strategically and tactically to meet the needs and wants of the customer in the long run and increase the shareholder value. In this context, leadership in modern organisations is a challenge in this dynamic social and cultural environment. As Elkin(2007) describes, strategies for organisational wellbeing is their ability to understand what should be done today and tomorrow to live up to customer expectations and prosper in the long run. Jonson et al (2008) argue that historical and cultural perspectives of an organisation are vital to understand the opportunities and the threats in the business environment. So, it is clear that the culture of an organisation is the central thesis of organisational strategy and implementation. To ensure successful Strategy formulation, implementation and the evaluation/measurement, need right talent within the organisation. This is where leadership of the organisation comes handy. Giving employees a purpose, directing them willingly to it and creating a feeling of importance and ownership is very important to drive the organisation towards the super ordinate goal. Therefore, it is evident that leadership in an organisation is vital in organisational development and change to achieve strategic objectives. Strategic leadership is the ability to shape the organisations decisions and deliver high value overtime, not only personally but also inspiring and managing others in the organisation. Lynch R (2009: 9) Lynchs clearly state about delivering high value or increasing shareholder value, ensuring individual and team performance in a stressed atmosphere where the change is the name of the game plan. Therefore, the author of this paper attempts to understand the concepts of organisational strategy, leadership and culture and how each of these concepts and theories can be applied in a practical scenario. Specifically, the author attempts to understand and clarify how organisational culture influence leaders in forming and performing organisational strategies. Organisational Strategy Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations Johnson et al (2008: pg 3) In simple term literature describes strategy as a long term plan, a course of action to achieve competitive advantage, a path to get from where they are to where they want to be. Elkin (2007) describes strategy as a process of positioning an organisation in its environment to achieve and sustain competitive advantage profitably. Whereas, McGee et al (2005) in their chapter on the concept of strategy, discussing Chandlers (1963) definition on strategy concludes that it as the determination of basic long -term goal and objectives, and the action plan and the allocation of resources to achieve them. Mintzberg (1994) defines strategy as a set of interrelated decisions to achieve articulated results and Appelbaum (1991:pg.41) definition characterises strategy: As a coherent grouping of actions intended to gain distinct advantage over competition Why strategy To achieve business stability and growth in this competitive business environment, even a sole trade organisation cannot do things on an adhoc basis. The Pereto Principle (80 20 rule) applies to products, customers and markets as well. Therefore, the leaders should plan to invest in 20% value adding markets. This requires logical and creative thinking in place and some extra effort from leaders. According to Jonson et al (2008), Elkin (2007) and Juran (1994), to ensure sustainable growth and to enhance shareholder value, todays organisation should have a long term direction, and a course of action to bridge the competition. Companies who make occasional improvements at a pedestrian pace cannot possibly hope to keep up with their competitors; they need to set ambitious goals Juran (1994.pg 48) Saying this Juran (1994) further emphasises the need for set goals to keep up with their competitors. Lafley ( 2009), chairman Procter & Gamble (P & G) says that they are purpose driven and values and principle led, he further state that is why they could navigate through two world wars, regional, local wars, periodic panics and recessions. Having formulated five main strategies (Product, Operations, social responsibility, employees, stakeholders www.pg.com) for P&G, they emphasis the need for a long term direction for survival and sustainable growth and is a living example for a strategy driven organisation. Basic Dynamics of Strategy Every organisation has to manage its strategies in main three areas; The organisations internal resources; The external environment within which the organisation operates; The organisations ability to add value to what it does. Lynch R ( 2009:52) And further, he describes five key elements of strategy which are needed for value addition and create the competitive edge over competitors; those are sustainability, process, competitive advantage, the exploitation of linkages between the organisation and the environment, vision. McGee et al (2005) introduces main three factors that control organisational plans, decisions and actions. In his model of basic dynamics in strategy, he explains that goals are derived considering external environment [PESTEL, Five forces Model (Porter, 1980)] and resources that an organisation has. Strategy formulation, execution and evaluation are highly integrated with organisations external and internal environments. Johnson et al (2008) also takes kind of similar approach and believes them as basic dynamic of organisational strategy. Leadership Leadership is fundamental aspect of strategic management and paramount in strategy implementation Sherman .et al (2007:pg.167) Leadership is the ability to influence, motivate individuals and teams to get the contribution towards organisational strategy willingly. (House et al, 1997; Blanchard, 2007). These are the qualities that Nelson Mandela got even after being in the jail for 28 years (www.anc.org.za, New York Times, 1990), Mother Theresa was another example with a great passion to motivate and persuade people for the end state (nobelprice.org). Hughes and Beatty (2005) state that individuals and teams become strategic as they think, act, influence towards sustainable competitive advantage and he further emphasis that Strategic thinking, Strategic acting and strategic influencing are key skills for a leader. As an example, Martin Luther Kings I have a Dream changed the Americas direction as a country in terms of culture, strategy as well as leadership. It is his acumen as a leader, ability to shape decisions to deliver high value which created this atmosphere (Lynch, 2009). When looking at great leaders in the past and the future, it is clear that the self belief, confidence, courage, integrity and being yourself, with skills (Goffee and Jones, 2000) have guaranteed the sustainability as a nation or any formal or informal organisation. Why leadership In most of the organisations in todays business context, interest of employees and employers are not aligned. As success highly depends on human capital readiness, it is leaders responsibility and the ability to get the right commitment from all in the ship. Doz and Thanheiser (2000) say that Inventing a creative recipe and cooking a perfect dish still require much talent from leaders. So, it is leaders responsibility to formulate strategy and create a strategic intent to drive the organisation for results. In any organisation existing structure is very important for employees as they are comfortable with the existing power bases, rewards and recognitions as well as the job security. Appelbaum (1991) emphasises that success of any strategic change is highly depend on the key people. So, adjusting the roles, responsibilities and accountabilities would be the challenge and leaders have to apply different types of leadership styles depending on employees educational, cultural, religious and social background as well as the organisational values and beliefs. Leadership Styles Leadership literature emphasises that there is no single effective style of leadership (Goffee and Jones, 2000; Gill, 2001; Higgs and Rowland, 2003). But Sherman et al (2007) points out that transformational leadership has been successful in getting the work done willingly while giving people a sense ownership. He further states that transformational leaders are change agents and cheer leaders in organisations. Sherman continues saying that transactional leaders enhance organisational performance by providing support and guidance to accomplish specific tasks or functions. Yukl (2006) calls transformational leadership as relationship oriented and transactional as task oriented where he points out that the appropriate mix of both depending on circumstances as situational leadership. Servant leadership takes place when leaders assume the position of servant in their relationship says Russell Stone (2002). Autocratic route is rarely an acceptable option even in sole trader organisations , Nolan et al (2007). It is very clear that different authors argue in various ways and has come up with a range of suggestions for leading styles. For example, Jack Welch approach to turn around GE is a prime example of varying leadership styles depending on the situation and the long existed organisational and the social climate. At the initial stage as a senior leader, he creates a vision and strategy to re-organise and drive GE towards success where he had to dismiss people, sell under performing units etc. During this time, he uses his positional power and authority and acted as an autocratic leader most of the time as a result he was nick named as Neutron Jack. Once he made GE lean and a flexible organisation without boundaries his approach was more democratic. Fujio Mitarai at Canon is also renowned for taking a similar kind of approach where as Paul Kennedy a fictional HBR leader is renowned as a soft negotiator who is not willing to push for best deal, critics called him as a Laissez -faire leader. But nobody justifies his approach was wrong and is totally Laissez-faire approach (Strategic Direction, 2006) as Laissez-f aire style is associated with dissatisfaction, unproductiveness and ineffectiveness. Though Jack Welch was earlier called as a neutron, later he was recognised as a transformational leader who turns around GE as the most recognised and valuable organisation in the world. He proved that the right mix with all styles drives organisation towards success. Goffee and Jones (2000) state that being your self, with skills is important as a leader, so it is clear that successful leaders represent this argument introducing their own way of doing things. Prime example is Finnish mobile manufacturer Nokia, Jorma Ollila, who is a silent CEO but with high-performance. It is believed that he take servant to transformational style as and when required. Organisational Culture Deshpande and Webster (1989), define culture as a set of tacitly understood rules and procedures which guide employees behaviours depending on the situation where as Williams at el. (1993) describes it as common and stable beliefs, values and attitudes . Schein (2004) and Johnson et al (2008) share their view stating culture as a shared basic assumptions that has worked well in the past, so they are forced to think and feel same when it comes to same kind of situations and Johnson put this into his words; Organisational culture is the basic assumptions and belief that are shared by members of an organisation that operate unconsciously and define in basic taken for grated fashion an organisations view of it and its environment. (Johnson et al, 2008: pg 189) Therefore, in general culture can be defined as norms, values and belief or assumptions people in an organisation shares commonly and be guided by. For example, Fujio cho, the president Toyota says that their business practices are based on core principles created values, beliefs and business methods and he further states those have become competitive edge over the years. So, for Toyota, culture is more important and they drive organisation benefiting from their strong homogeneous culture (Liker, 2004) Johnson, et al (2008) emphasis that individuals are surrounded by four different cultures, namely national/regional, organisational field, organisational and functional/divisional and he further states that the importance of understanding all four frames of culture in order to be successful in the business environment. McDonalds approach to enter and operate in India is a prime example for this. McDonalds menus in India do not contain pork or beef. Vegetarian and non vegetarian food products are kept separate throughout the sourcing, supply chain, cooking and serving process, (cordthinking.wordpress.com). They have been successful in achieving their strategic objectives with the thorough understanding the all forms of cultures that Jonson explains. Burt et al (1994) and Burt (2000), say that in some sectors corporate culture does not have say on performance but in others culture play a pivotal role in creating completive edge. Toyota, PG are prime example for organisations which take edge from their strong cultures. He continues stating that understanding cultures contingent value is important as it says when and when not to consider about culture in strategy formulation and leadership. Composition of culture Literature describes culture is a composite of values, belief, behaviours and norms which has been existence and accepted for a certain period of time (Schein, 2004; Liker, 2004; Burt, 2000). Where as Johnson, et al (2008) points out that paradigm is the base for culture and he explain in his below model that behaviours, belief and values are guided by this paradigm. Types of cultures Sherman et al (2007) introduces three different types cultures in organisations; Homogenous characterised by consistency, consider organisation as one and they react to changes as a unit. Toyotas culture is prime example for it as all employees values, behaviours and belief are guided by the culture. Differentiated there are majority and minority subculture but the majority runs the organisation. Fragmented small units maintain their unique cultural identities; a subculture will dominate only due to organizational necessity. It is not clear that which culture runs the firm. Trade unions and other formal and informal groups also have a say and influence on organisational decisions. Royal Mail trade union dispute and current organisational issue have been created through these cultural norms as they do not have a strong organisational consensus. Strategy, Culture and Leadership Schein E.H (2004) sees culture and leadership as two sides of same coin and he further says that leaders first create cultures and then groups and organisations. The culture often determines the degree of co-operation and commitment among the staff as well as the organisations strength of purpose and the CEO is usually responsible for setting this tone Appelbaum (1991:pg.50) Therefore, strength of organisational purpose, employee commitment and co -operation are highly depending on organisational culture. As Appelbaum (1991) says, leader is the creator of it. To achieve sound business performance while exploring unprecedented business opportunities with highest risk ever, business managers plan strategically. PGs connect develop, GEs work out are transformational strategies from which they turn around their organisations. According to Appelbaum (1991), Leaders can ignore the culture, fit culture to strategy or fit the strategy to culture compromising performance. In GEs and PGs case, strategic leaders were not ready to compromise on results they really cared about value addition in terms of customers, shareholders and for the society as whole. For example PGs A.G. Lafley has created a homogeneous culture which supports their strategy. Understanding the importance of culture for organisational well being he as the leader lives with it talks it all the ti me, in almost all reports such as sustainability, annual reports etc makes sure that they communicate their values, beliefs and the organisational purpose to all stakeholders and in that leadership creates the culture which supports to organisations end state. Schein (2004) says understanding culture is desirable for all but is a must for leaders. So, it is evident that Welch and Lafley live with this argument when driven their organisations to greatest states ever. The Work-Out in essence turned the company upside down says Welch so that the workers told the bosses what to do. That forever changed the way people behaved at the company (www.1000ventures.com). Formulating sound organisational strategy, giving sense of ownership and creating the right cultural environment have been the key to winning leaders success at GE. In contrast to GE and PG, Toyota takes a different approach as they have a strong culture in built to the organisation. They train their leaders from inception to live with their values, and belief and to get the commitment from shop flow level to the board for their culture driven strategy. (Like, 2004; Appelbaum ,1991) further talks about the need of a right mix stating leadership is responsible for creating comprehensive aspirations and goals for all emphasising the need to blend aspirations with values to get the commitment to the organisational strategy. Sherma.et al (2007) emphasises that creating the right culture to support strategy does not guarantee performance. According to him it is all about creating an organisational profile which consists of organisational culture, competitive method, market approach, leadership style and the structure. Jack Welch at GE has taken this into consideration creating different profiles at different stages of the strategy execution at GE changing his styles of leading from Autocratic, transformational to servant changing organisational structure from hierarchical to a more flexible boundary less organisation. Practitioners argue that organizations can have sound strategies in place and well documented policies and procedures. But the success relies on how competent an organisation is to implement it. Many strategies fail due to poor implementation Mcdonald (1998.pg 458) It is highly recognised that managing the knowledge workforce in this 21st century is critical and retention is a challenge with the unprecedented opportunities around. As McGee et al (2005) state in his basic dynamic of strategy it is very important to know what we have within (human capital, competencies, and other resources). In this context social and emotional intelligence of leaders come into handy. GE Welch accepts that this aspect of his leadership has been poor though he has been successful. Therefore, it is still in debate what leadership style is best suit for organisational success and what strategy is best or how culture should be changed to support organisational strategy. But it is very clear, if a leader does not want to compromise on where they want to be, the organisations should formulate strategy and demand a cultural change. This is all about taking the challenge to deliver results. From formulation of strategy, implementation and to measurement of success leadership of any organisation pay a pivotal role. Any organisation capable of placing drivers in the right seats will ensure organisational success in the long run as those drivers are capable of creating the right profile for the organisation creating the right balance among leadership, culture and strategy. Conclusion Energy stems from a genuine belief from both leadership and self and focus, innovation and growth derived from organisational strategy, (Kipp, 2005). To ensure sustainable growth in this fast moving unpredictable business environment, it is vital to have these all elements in place. But the success depends on how competent the organisation in implementing their well defined plans (McDonald, 1998). In this context, organisational culture can act as a barrier or as a strong favourable factor for positive organisational changes. According to Drago (1996), culture can be used to focus on resources and activities for the set direction as IBMs cultural emphasis is exceptional customer service, which organisation as a whole are driven and lived with. Therefore, it is pivotal for any leader to have a cultural awareness in formulation, exaction and evaluation of strategy process for any organisation irrespective of their purpose of existence. Ultimately it is leaders ability to strike the right balance between Strategy, leadership and culture to realise organisational vision ethically, Kaplan and Norton (2001). References Appelbaum (1991), the strategic Management Model: A prescription (Rx) for the CEO, international Journal of Public Sector Management, Vol. 4 No. 1, pp. 41-57. MCB University Press. Blanchard, K.2007, Leading at a higher level, Blanchard leadership on high performing organisations, Prentice Hall, financial times. Burt, R.S (2000) financial times, mastering the strategy, the complete MBA companion in strategy When is corporate culture a competitive asset? Pearson Education Limited. Burt, R.S., Gabbay, S.M., Holt,G. and Morgan,P.(1994), Contingent organisation as a network theory, the culture performance contingent function, Acta Socioloica, no. 37, pp. 345 70. Drago W.A (1996), Strategic plan intensity and competitive strategy, Management research news, Vol.19.No.11,pp.13 25 Doz, Y. and Thanheiser, H. (2000) financial times, mastering the strategy, the complete MBA companion in strategy The art and science of corporate renewal Pearson Education Limited. Deshpande, R. and Webster, F.E (1989), Organizational Culture and Marketing: Defining the Research Agenda, Journal of Marketing, Vol. 53, pp. 3-15. Elkin P. M (2007), Mastering Business planning and strategy, The power and application of strategic thinking, 2nd edition, Thorogood Publishing. Goffee, R. and Jones, G. (2000), Why should anyone be led by you?, Harvard Business Review, September-October, pp. 63-70. Gill, R. (2001), Towards and integrated theory of leadership, paper presented at EIASM leadership conference, Oxfords. House, R.J., Wright, N.S., and Aditya, R.N (1997), Cross cultural research on organisational leadership: critical analysis and proposed theory, In P.C. Early and M.Erez (Eds.), New perspectives on international/organisational psychology; San Francisco: New Lexington Press, pp. 535 625 Higgs, M.J. and Rowland, D. (2003), Is change changing? An examination of approaches to change and its leadership, Henley Working Paper 0313, Henley Management College, Henley, available at: www: henleymc.ac.uk Hughes, L.R and Beatty, K.C (2005), Becoming a Strategic Leader, Your role in your organisations enduring success, Jossy- Bass Huczynski A.A Buchanan, D.A ( 2007), Organisational Behaviour, 6th edition, Pearson education limited. http://cordthinking.wordpress.com/2009/06/28/mcdonalds-set-the-standard-for-indian-market-entry/ [accessed on 18th Oct 2009, 18.05) http://news.bbc.co.uk/1/hi/business/1530536.stm (assessed on 28th of October 2009, 19.57) http://www.anc.org.za/people/mandela.html (accessed on 27th of October 2009, 20.12) http://www.pg.com/innovatingsustainability/history/strategy-goals.shtml (accessed on 29thOctober 2009; 21.59) http://www.nytimes.com/1990/02/11/world/south-africa-s-new-era-mandela-go-free-today-de-klerk-proclaims-ending-chapter.html (accessed on 20th October 2009, 21.18) http://www.1000ventures.com/business_guide/cs_change-mgmt_ge_work-out.html (accessed on 20th October 2009, 20.12) Johnson, G., Scholes, K, and Whittington (2008), Exploring Corporate Strategy, Text and Cases, 8th Edition, Pearson education Ltd. Juran, J .M (1994), Managerial Breakthrough, A classic book on improving management performance, 2nd edition, McGraw Hill. Kipp, M. F (2005), Strategic Leadership in permanent whitewater, hand book of business Strategy, pp. 163 170 Kaplan R.S and Norton D.P (2001), The Strategy Focused Organisation, How balance scorecard companies thrive in new business environment, Harvard business school press. Lynch R (2009), Strategic Management, 5th edition, Pearson Education Limited. Liker, J.K ( 2004), The Toyota way, 14 management principles form the worlds greatest manufacturer, McGraw Hill. Limsila, K and Ogunlana, S.O (2008), Performance and leadership outcome correlates of leadership styles and subordinate commitment, vol.15, no. 2, pp.164 184. Lafley, A.G ( 2009), Business, A force for growth.. and a force for good, Speech transcript, committee for economic development, business statementship awards. http://pg.com/news/pdf/AGL_CED.pdf (accessed on 1st November 2009, 20.05) McDonald (1998), Stop Strategic Planning..and create shareholder value, Management Decision, MCB university press, pp.456 459 McGee, J., Thomas, H., Wilson, D (2005) Strategy analysis and Practice, McGraw Hill Education. Mintzberg, H. (1994), The Rise and fall of strategic Planning, free Press, New York. New York Times (1990), http://www.nytimes.com/1990/02/11/world/south-africa-s-new-era-mandela-go-free-today-de-klerk-proclaims-ending-chapter.html Nobelprize.org, http://nobelprize.org/nobel_prizes/peace/laureates/1979/teresa-bio.html Nolan, E., Robertson, P., Rothwell, S. (2007), Spiritual leadership: a changing management paradigm, in Singh-Sengupta, S., Fields, D. (Eds),Integrating Spirituality and Organisational Leadership, Macmillan, New Delhi Russell, R.F Stone, A.G (2002), A review of servant leadership attributes: developing a practical model, leadership and organisational development journal, 23/3, pp. 145 157. Sherman, H., Daniel, J., Rowley and Armandi, B.R (2007), Developing a strategic profile: the pre-planning phase of the strategic management, Business Strategy series, vol.8, no. 3, pp. 162 171. Schein E.H (2004) Organisational culture and leadership, 3rd edition, Jossey- Bass Strategic direction (2006), Leadership Styles at GE and Cannon, Jack Welch and Fujio Mitarais differing approaches, vol.22, no.11, pp. 15-18. Williams A., Dobson P., Walters M ( 1993), Changing Culture, New organisational approach, 2nd edition, Cromwell Press. Yukl, G. (2006), Leadership in organisations, 7th edition, Pearson education, Inc.

Legion: An Exegetical Analysis :: essays research papers

Legion: An Exegetical Analysis   Ã‚  Ã‚  Ã‚  Ã‚  In this analysis I will be drawing from five passages found in Mark 5: 9-13, which is the story of the demonic possession by the demon which is called Legion. I will be drawing on the context of the whole passage which is Mark 5: 1-20, but my main focus and purpose of this analysis is to shed light on verses 9-13. I have referenced three different versions of these passages in different Bibles, the KJV, NIV and the NRSV, but I have found no significant difference, so the context in which I will use these references bares no large concern to the analysis, other than to show a harmony of the translations.   Ã‚  Ã‚  Ã‚  Ã‚  While this occurrence is accounted in the other synoptic Gospels, Mark gives us the longest and most detailed account of this occurrence. This is also the longest and most detailed occurrence in the gospel of Mark. This occurrence happens in the country of the Gerasene’s, which is stated in verse one of Mark 5, which it is uncertain exactly where this location is, but the herd of swine found in verse eleven of Mark 5 indicates that this is a territory of the Gentiles. Nothing about this land is kosher; everything was unclean; spirits, tombs, swine and the territory, but Jesus still had power just as much as in the land of the Jews. Which will prove to be of significance in my analysis when I start to touch on verses 9-13. The accounts found in Matthew and Luke is more vague than the account in Mark, which is rich with detail. This could mean that Mark may have had access to an eyewitness account of the event.   Ã‚  Ã‚  Ã‚  Ã‚  In verse 5 Jesus asks for the name of the unclean spirit that has possessed the man in which he replies, â€Å"My name is Legion; for we are many.† This is characteristic of the ancient belief that knowledge of a name gave you power over your adversaries. This was also evident in verse 7 where the demon already knows who Jesus was and says his name to try and have a somewhat of an upper hand. The fact that he replied with the name Legion which is actually a number rather than a name shows that the demons were trying to get out of a situation in which they felt powerless.   Ã‚  Ã‚  Ã‚  Ã‚  This shows significance in two ways, in that Jesus had power over the demons even though he knew not their names and in the fact that this is not only one demon of Satan’s work, but a whole army.