40 Different Ways to Define What Archaeologists Do

40 Different Ways to Define What Archeologists Do Prehistoric studies has been characterized by numerous individuals from various perspectives since the conventional examination started 150 years prior. Obviously, a portion of the distinctions in those definitions mirror the dynamic idea of the field. On the off chance that you take a gander at theâ history of paleontology, you will see that the investigation has gotten progressively logical after some time, and increasingly centered around human conduct. In any case, for the most part, these definitions are just emotional, reflecting what individuals look like at and feel about prehistoric studies. Archeologists talk from their shifted encounters in the field and in the lab. Non-archeologists talk from their vision of the archaic exploration, as sifted by what archeologists state, and by how mainstream media presents the examination. As I would see it, these definitions are substantial articulations of what antiquarianism is. Characterizing Archeology <img information srcset=https://www.thoughtco.com/thmb/qoUtzyxmn8P263ibo2Uc3E-QN1U=/300x0/filters:no_upscale():max_bytes(150000):strip_icc()/Qin_Shihuang_Terracotta_Warriors-5c8d645a46e0fb000172f031.jpg 300w, https://www.thoughtco.com/thmb/2O68CACbA1Y_RGTID6qJpUeiqf4=/850x0/filters:no_upscale():max_bytes(150000):strip_icc()/Qin_Shihuang_Terracotta_Warriors-5c8d645a46e0fb000172f031.jpg 850w, https://www.thoughtco.com/thmb/Skq7ZmzKl1cKYcUvbYwMRr2Yum0=/1400x0/filters:no_upscale():max_bytes(150000):strip_icc()/Qin_Shihuang_Terracotta_Warriors-5c8d645a46e0fb000172f031.jpg 1400w, https://www.thoughtco.com/thmb/27I3vRLBSQSMxi9S7iq2nbI5Rmo=/2500x0/filters:no_upscale():max_bytes(150000):strip_icc()/Qin_Shihuang_Terracotta_Warriors-5c8d645a46e0fb000172f031.jpg 2500w information src=https://www.thoughtco.com/thmb/gQDhCVg6PPyZg7Yoi_w2oUb64do=/2500x1667/filters:no_upscale():max_bytes(150000):strip_icc()/Qin_Shihuang_Terracotta_Warriors-5c8d645a46e0fb000172f031.jpg src=//:0 class=lazyload information click-tracked=true information img-lightbox=true information expand=300 id=mntl-sc-square image_1-0-3 information following container=true /> Archeologists work at the uncovering site of No. 1 pit of the Qin Shihuang Terracotta Warriors and Horses Museum in Lintong District of Xian, Shaanxi Province, China. (August 2009).  China Photos/Getty Images [Archaeology is] the control with the hypothesis and practice for the recuperation of inconspicuous primate personal conduct standards from backhanded follows in awful examples. David Clarke. 1973. Archaic exploration: The Loss of Innocence. Vestige 47:17. Prehistoric studies is the logical investigation of people groups of the past... their way of life and their relationship with their condition. The motivation behind prehistoric studies is to see how people in the past associated with their condition, and to protect this history for present and future learning. Larry J. Zimmerman Paleohistory is a term which can be deciphered in various manners, given the expansive scope of exploration techniques, periods and exercises that can establish antiquarianism and its examination. Suzie Thomas. Network paleohistory. Key Concepts in Public Archeology. Ed. Moshenska, Gabriel. London: UCL Press, 2017. 15. Recorded antiquarianism is something other than a fortune chase. It is a provoking quest for signs to the individuals, occasions, and places of the past. Society for Historical Archeology Paleontology is about experience and revelation, it includes investigations in fascinating spots (close or far) and it is done by burrowing analysts. Ostensibly, in mainstream society, the examination procedure archaic exploration in real life has really been a higher priority than the real examination results themselves. Cornelius Holtorf. Paleohistory Is a Brand! The Meaning of Archeology in Contemporary Popular Culture. London: Routledge, 2016. 45 Prehistoric studies is our method of perusing that message and seeing how these people groups lived. Archeologists take the hints abandoned by the individuals of the past, and, similar to investigators, work to reproduce to what extent prior they lived, what they ate, what their apparatuses and homes resembled, and what was the fate of them. State Historical Society of South Dakota Prehistoric studies is the logical investigation of past societies and the manner in which individuals lived dependent on the things they abandoned. Alabama Archeology Paleohistory isn't a science since it doesn't have any significant bearing any perceived model has no legitimacy: every science considers an alternate subject and in this way utilizes, or could utilize, an alternate model. Merilee Salmon, quote proposed by Andrea Vianello. A Mind-Numbing Job Archeologists have the most psyche desensitizing occupation on earth. Bill Watterson. Calvin and Hobbes, 17 June 2009. All things considered, paleontology is enjoyable. For hell's sake, I dont break the dirt occasionally to reaffirm my status. I do it since prehistoric studies is as yet the best time you can have with your jeans on. Kent V. Flannery. 1982. The brilliant Marshalltown: An anecdote for the prehistoric studies of the 1980s. American Anthropologist 84:265-278. [Archaeology] tries to find how we became individuals invested with brains and spirits before we had figured out how to compose. Grahame Clarke. 1993. A Path to Prehistory. Refered to in Brian Fagans Grahame Clark: An Intellectual Biography of an Archeologist. 2001. Westview Press. Archaic exploration puts every single human culture on an equivalent balance. Brian Fagan. 1996. Prologue to the Oxford Companion to Archeology. Oxford University Press, New York. Archaic exploration is the main part of human sciences where we slaughter our witnesses during the time spent contemplating them. Kent Flannery. 1982. The brilliant Marshalltown: An anecdote for the prehistoric studies of the 1980s. American Anthropologist 84:265-278. The essential issue of utilizing measurements in paleohistory is evaluation, i.e., the decrease of assortments of items to datasets. Clive Orton. Information. A Dictionary of Archeology. Eds. Shaw, Ian and Robert Jameson. Malden, Massachusetts: Blackwell Publishers, 2002. 194. Prehistoric studies resembles life: if youre going to achieve anything you need to figure out how to live with lament, gain from botches, and continue ahead with it. Tom King. 2005. Doing Archeology. Left Coast Press Participating in the Past <img information srcset=https://www.thoughtco.com/thmb/EwxuTIEUTfJutdJsL3NeCJD0tZk=/300x0/filters:no_upscale():max_bytes(150000):strip_icc()/royal chamber castle of-knossos-crete-greece-185757408-5763ee8b3df78c98dc2de899.jpg 300w, https://www.thoughtco.com/thmb/Mc-wSTgu3I-XWfTxuSJdwNNigMs=/1190x0/filters:no_upscale():max_bytes(150000):strip_icc()/royal chamber royal residence of-knossos-crete-greece-185757408-5763ee8b3df78c98dc2de899.jpg 1190w, https://www.thoughtco.com/thmb/M9sAhq9n-rZtAmC7aPyFbg60gW8=/2080x0/filters:no_upscale():max_bytes(150000):strip_icc()/royal chamber royal residence of-knossos-crete-greece-185757408-5763ee8b3df78c98dc2de899.jpg 2080w, https://www.thoughtco.com/thmb/1bvSOke0EFvm6IfLg6gZ2L_yCDE=/3863x0/filters:no_upscale():max_bytes(150000):strip_icc()/royal chamber royal residence of-knossos-crete-greece-185757408-5763ee8b3df78c98dc2de899.jpg 3863w information src=https://www.thoughtco.com/thmb/qtzlpyLAVKUXSzOtxx3vBdMIH2U=/3863x2578/filters:no_upscale():max_bytes(150000):strip_icc()/royal chamber castle of-knossos-crete-greece-185757408-5763ee8b3df78c98dc2de899.jpg src=//:0 alt=Throne Room, Palace of Knossos, Crete, Greece class=lazyload information click-tracked=true information img-lightbox=true information expand=300 id=mntl-sc-square image_1-0-36 information following container=true /> Royal chamber, Palace of Knossos, Crete, Greece. Ed Freeman/Getty Images The prehistorian participates in, adds to, is approved by, and obediently records present-day social and political structures in the distinguishing proof of exploration issues and in the translation of discoveries. It stays for intelligent, socio-political exploration in prehistoric studies to disentangle the present while we uncover the past, and to recognize the two at whatever point conceivable. Joan Gero. 1985. Socio-governmental issues and the lady at-home belief system. American Antiquity 50(2):347 Paleohistory isn't just the limited group of artefactual proof revealed in unearthings. Or maybe, archaic exploration is the thing that archeologists state about that proof. It is the continuous procedure of talking about the past which is, in itself, a progressing procedure. Recently have we started to understand the multifaceted nature of that talk. ... [T]he order of paleohistory is a site of disputationa dynamic, liquid, multidimensional commitment of voices bearing upon over a wide span of time. John C. McEnroe. 2002. Cretan Questions: Politics and paleohistory 1898-1913. In Labyrinth Revisited: Rethinking Minoan Archeology, Yannis Hamilakis, editorial manager. Oxbow Books, Oxford Open archaic exploration isn't just a matter of working with networks or giving instructive chances. It is about administration and the development of information and the idea of legacy. Lorna-Jane Richardson, and Jaime Almansa-Snchez. Do You Even Know What Public Archeology Is? Patterns, Theory, Practice, Ethics. World Archeology 47.2 (2015): 194-211. Print. [Archaeology] isn't what you find, it’s what you discover. David Hurst Thomas. 1989. Paleohistory. Holt, Rinehart and Winston. second version, page 31. I can comprehend paleohistory being assaulted on the ground of its over the top authenticity, however to assault it as hypercritical is by all accounts especially close to the imprint. Be that as it may, to assault it under any conditions is absurd; one may very well also talk impolitely of the equator. For paleontology, being a science, is neither acceptable nor terrible, however a reality essentially. Its worth relies altogether upon how it is utilized, and just a craftsman can utilize it. We seek the paleologist for the materials, to the craftsman for the technique. For sure, antiquarianism is just extremely magnificent when transfused into some type of workmanship. Oscar Wilde. 1891. The Truth of Masks, Intentions (1891), and page 216 in The Works of Oscar Wilde. 1909. Altered by Jules Barbey dAurevilly, Lamb: London. The Search for Fact <img information srcset=

Middle Colonies Essays

Center Colonies Essays Center Colonies Essay Center Colonies Essay Exposition Topic: Center School The North American Colonies are separated into three sub states; the sub provinces are the New England Colony, the Middle Colony, and the Southern Colony. The New England Colony comprises of Rhode Island, Connecticut, Massachusetts, and New Hampshire. The Middle Colony comprises of Delaware, Pennsylvania, New York, and New Jersey. The Southern Colony comprises of Maryland, Virginia, North Carolina, South Carolina, and Georgia. The economies that created in these three zones are totally different. The New England Colony economy depended on shipbuilding, angling, stumbling, and little scope resource cultivating. The Middle Colony built up an economy dependent for shipbuilding, little scope cultivating, exchanging, and in the end, producing. The Southern Colony was for the most part dependent on horticulture. The Middle Colony was the most gainful in their financial job in the thirteen provinces as a result of the measure of work created, the sort of work that was done, and the cash produced. The Middle Colony was most gainful in light of the fact that they had the best atmosphere for the various sorts of financial exercises. The New England Colony built up an economy dependent on shipbuilding, angling, blundering, and little scope means cultivating. The common assets of the New England Colony incorporate trees, whales, fish, and hides. Fish and other fish are sent out to Spain, Portugal, and the West Indies through the Columbian Exchange to make enormous benefits. The fish incorporates shellfishes, lobsters, clams, fish, and whales. Whaling additionally makes a major benefit in light of the fact that such huge numbers of parts of the whale are utilized. The long virus winters and poor soil made cultivating troublesome. The great measures of timber supported their own boat building and exchanging. Harbors caused ocean exchange to increment and become an incredible wellspring of riches. The disturbing turn of events and forcefulness of extraordinary industrialists and companies, except if checked, will unavoidably prompt the pauperization and miserable debasement of the worked masses. It is basic, in the event that we want to appreciate the full endowments of life, that a check be set upon low amassing, and the influence for abhor rence of accumulated riches. † The Middle Colony was the most gainful out of each of them three. The Middle Colony created economies dependent for shipbuilding, little scope cultivating, exchanging, and in the long run, producing. The resilience of religion brought about the Middle Colony’s accomplishment as the business focus of the North American Colony. The Middle Colony was otherwise called the bread crate of the thirteen provinces in view of their enormous grain send out. Industrial facilities in Maryland delivered iron and processing plants in Pennsylvania created paper and materials. Exchange with England was ample in these provinces too. Assembling in the Middle Colony included iron metal items like instruments, pots, nails and furrows and tremendous squares of iron to fare to Britain. Additionally fabricating was a major industry; they made-timekeepers, watches’, firearms, locks, material, and caps. Exchange the Middle Colony included sent out agrarian items and regular assets, imported European made merchandise, however never they created triangular exchange courses. The Southern Colony is the least beneficial of all since they don't accomplish the work themselves. Virginia and the other Southern Colony created economies in the eastern beach front swamps dependent on enormous manors that develop â€Å"cash crops†, for example, tobacco, rice, and indigo for fare to Europe through the Atlantic slave exchange. It should promptly to be surrendered that the development of the earthâ€as the essential and most certain wellspring of national supplyâ€as the quick and boss wellspring of means to man†as the chief wellspring of those materials which establish the nutriment of different sorts of laborâ€as including a state generally ideal for the o pportunity and freedom of the human mindâ€one, maybe, generally helpful for the duplication of the human speciesâ€has naturally a solid case to pre-distinction over each other sort of industry. The fundamental component of the South was the manor, a huge plot of land that contained a lot of sections of land of farmland and structures where the individuals lived on, who possessed the land and the individuals who worked the land. After some time the south built up the possibility of servitude and it turned into a key piece of the southern economy. During the seventeenth and eighteenth hundreds of years numerous Negro slaves from Africa were brought toward the South to deal with the manors. The slaves had no privileges of their own. Some Southern Colonies passed laws saying that the Africans could be purchased and sold as slaves. The economy became progressively reliant on bondage and rotated around the southern culture. The financial and social classes turned out to be progressively isolated. What's more, the atmospheres of these three regions played a main consideration in the economy of these provinces. The atmosphere of the New England Colony was colder than the other two arrangement of Colonies since it is the most remote north. The topography of the New England Colony comprises of numerous slopes and rough soil, and took into consideration a few developing seasons and upheld money crops. The incompletely unglaciated Middle Colonies delighted in fruitful soil endlessly unique in relation to the close by New England Colonies, which contained progressively rough soil. Expansive safe streams of loosened up ebb and flow like the Susquehanna River, the Delaware River, and the Hudson River pulled in differing business. The atmosphere in the Middle Colony was generally hotter than the New England Colony, taking into account a more extended developing season. The topography of the Southern Colony is rich soil. The developing season went on for seven or eight months. The numerous conduits along the southern coast framed the tidewater locale. The topography permitted the estate proprietors to deliver a lot of yields, which permitted the proprietors to grow their manors, purchase more slaves, and further increment their riches. My decision is that the Middle Colony was the most profitable of the Colony. The Middle Colony was the most beneficial in their monetary job in the thirteen states due to the measure of work delivered the work that was done and the cash that came in. The Middle Colony was most beneficial in light of the fact that the principle highlight was the enterprises, where everybody had an occupation and worked for large scale manufacturing. The Middle Colony relied upon the individuals and not there captives to develop the land for them. The individuals in the Middle Colony accomplished all the work themselves, and because of the area had numerous points of interest over the New England Colony and the Southern Colony. The 13 American Colonies Part 2: Characteristics of the Colonies. Social Studies for Kids. Web. 17 Mar. 2010. . The 13 American Colonies Part 2: Characteristics of the Colonies. Social Studies for Kids. Web. 6 Mar. 2010. . Alexander Hamilton, Report on Manufactures. History Web Pages. Web. 6 Mar. 2010. . HADC Preamble and Declaration of Principles of the Knights of Labor of America. Chicago History Museum |. Web. 6 Mar. 2010. . Life in Middle Colonies. East Buchanan Community Schools. Web. 6 Mar. 2010. . Center and Southern Colonies, Slavery in the Southern Colonies, Map of the Southern Colonies, New England Middle and Southern Colonies, Maps of the Southern Colonies, Geography of the Southern Colonies, So uthern Colonies Climate, Southern Colonies Economy, American Southern Colonies,

There Goes My Baby

There Goes My Baby As it says in my introduction, I used to sing in the MIT Logarhythms  (an all-male a cappella group), and still keep up with the group as a logalum. Recently, they released their first music video, promoting the first single off their new upcoming album (to be released in October). A pretty cool video, I think, especially considering they filmed/directed/edited/produced the entire thing themselves, and did it all in 2 weeks from concept to finished product.  I might also add that all the indoor shots were done inside the recording studio at MIT which I helped build (from scratch!) back when I was in the group. Yes, Im a proud Log papa. :) It definitely goes to show that MIT students are all about making things happen. Its much more about participation than spectatorship; people like to do, rather than  watch. At MIT, you wont see a lot of people who just sit on their hands and let life happen to them theyre going to want to go out and start something new, create something from scratch, make it go faster, better, stronger Here, you can see entrepreneurship, creativity, art, and technology all coming together in harmony MIT students at their finest. The song is There Goes My Baby originally by Usher; solo by Edan Krowlewicz 12; arrangement by Ben Lee 11. Video filmed, directed, and edited by Luke Plummer 14, Zach Tomlinson 13, and Eddie Kim 13, with several other Logs contributing. I should also mention the audio is all a cappella sung by the Logs, and was recorded and edited by Steve Salinas 12, Mike Miller 09, and Ben Bloomberg 11, and mixed by Mike Miller 09 and James Gammon. (Warning: this song will get stuck in your headbut its a good one!) To find out more about the Logs, you can connect with them on the web,  Facebook, and Twitter. Edit: some minor changes and updated credits. Post Tagged #MIT Logarythms

Strategic And Long Term Planning - 1068 Words

The goal of strategic and long term planning is to help the companies in building marketing objectives and to create a better vision for the business to build and prosper. An extensive plan should be concrete as well as flexible to serve as a framework to identify issues, evaluate them, plan change of management and implement them. It is also equally prudent to collaborate and gather stakeholders to analyze what is going wrong in the system and move forward into fixing them. The formulation of strategic plan must also show the motives, guidelines, and procedures for the company executives to move along with the company’s goals, objectives, and rules into a collated document. The establishment of a project/plan also needs much research,†¦show more content†¦The initial amount of $200,000 has been collected through shareholders while other remaining amount is to be available from loans through Bank of Aus Ltd. Elleso’s vision: Elleso’s coffee is making the best chance of creating a relaxing ambience place where consumers can meet and greet with themselves in a very comfortable and relaxing environment while enjoying the best brewed coffee or espresso and pastries around the area. We are in the business of giving our customers the best possible service to have a relaxing time and relieve their daily stresses by giving them a piece of mind through great coffee, open location, excellent customer service, and products of consistently high quality. Elleso coffee is also planning to invest the profits from sales to drive staff satisfaction. Key performance indicators (KPI) The main critical success factors for the coffee shop can be attributed to store design/ environment that are set up to be visually and psychologically attractive and relaxing to the customers. It is also set up for quick and efficient business. The other important factor is the employee training to insure there is best coffee taste and they are prepared with great mechanics. The other marketing way is aimed to make a good foundation of base of loyal people, as well as capitalizing on the market by providing high quality products, such as variety in the coffee beverages. Organizational mission/objectives:Show MoreRelatedStrategic Planning : Strategic And Tactical Planning874 Words   |  4 Pagesgoals is through planning. Every plan needs to operate like a map to success. Strategic and tactical planning, when used correctly, represent planning models that can lead companies forward toward the vision of their leaders, and the attainment of the goals those leaders have developed. Strategic and tactical planning work together. Strategic planning focuses on the big picture, and tactical planning supports that big picture by focusing on various items within it. 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Strategic planning is the first type. It is very broad in its scope and focuses on the long term direction of the entire organization (Simerson, 2011, p. 3). This type of planning may include outlines for 15 to 20 yearsRead MoreThe Need For Planning. Every Company Has Some Sort Of Goal910 Words   |  4 PagesNeed for Planning Every company has some sort of goal or target that want to accomplish. In order to accomplish them, they most plan. When planning make sure facts are being gathered so that the approach is based on reality and not fantasy. What a lot of people don’t’ realize is that without planning, companies have no direction and aren’t able to bring about results as planned. So for organizations to accomplish their objectives, they must chart out a course of action by using planning techniques

Enhancing Drugs And Its Impact On Academic Integrity...

Finally, students who use unprescribed Adderall have an unfair advantage over others and should be put into effect into academic integrity statements at colleges. In sports the use of performance-enhancing drugs is considered cheating and is a universally accepted rule. The Tour de France is a bicycle race that tests bikers’ abilities to bike around France without any outside help. Lance Armstrong was stripped of his seven titles of the Tour de France when he admitted to using performance-enhancing drugs. Similar reasoning should be applied to using neuro-enhancing drugs illicitly in college. The illicit use of Adderall has a negative affect not only on the user, but the academic community that they are in. A student who does not use Adderall may not gain admission into college because there are a finite amount of spaces and a user of unprescribed Adderall got in (Varga, 2012). Abusers of Adderall can also skew the percentages of â€Å"the ranking system of some standardized tests (e.g., LSAT)† (Varga, 2012). The increase in standards puts many students at a disadvantage who do not participate in the illegal use of Adderall. The higher standards and expectations are for students the more students are put at a disadvantage. Higher expectations put students under more and more pressure, which could lead them to feel as though they need Adderall to keep up. Many individuals who are personally prescribed Adderall consider taking the drug without a prescription as cheating since theyShow MoreRelated Drug Testing is Not a Violation of Individual Rights Essay2669 Words   |  11 Pagesmillions of dollars due to employee drug use. Athletes break world records with gargantuan strength, but not on a fair scale. Drugs ruin the lives of users and cause injury to those who must work with users. Detection by officials is necessary to curb this problem. 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There are probably as many perfect application essays as there are applicants. The chosen essays highlight ordinary applicants who have dem.... onstrated potential, vision, integrity, and leadership. While the MBA applicant pool can often swarm with people with business backgrounds, we are positive that this book will also inspire nontradi.... tional applicants because they will realize that there is no such thing as a standard

Reflection Paper on Anthem (by Ayn Rand) Free Essays

string(100) " reflect on how not all people are alike \(which was the point of the whole story: Individualism\)\." University of the Philippines Diliman Extension Program in Pampanga Clark Freeport Zone, Angeles City, Pampanga Reflection Paper Anthem by: Ayn Rand Jemima Micah T. Sadsad 2012-20252 BS Business Management Submitted to: Sir Aoux Santos It’s a sin to not write this. For finishing this will allow me to acquire one fourth of my grade on the most-anticipated subject—A subject that is hard, yet easy; A subject able to be both loved and despised; A subject whose aim is to know thy self, yet, when thoroughly studied, you would end up losing what you think is yours. We will write a custom essay sample on Reflection Paper on Anthem (by Ayn Rand) or any similar topic only for you Order Now This subject I am babbling about is not just a subject; It is the subject: Philosophy. ~ Well, at first look, this is how I comprehended the novella â€Å"Anthem†. Simple message relayed through tough words, when really that’s not the point of it. Anthem is about a boy who was born with the curse of knowing things more superior than most of his society—a society that does not accept progress unless approved by everyone. This boy then meets a girl with qualities like her, and later falls in love with her. Even though their society forbids a love like theirs, they didn’t mind and kept it a secret. He tried to help their society through his discoveries, though ended up escaping it, and trying to create a new one of his own. It has a typical story line with a dystopian theme. Aside from that there’s nothing really more from it. Or is there? *** *** Having read the book again (while trying hard to read between the lines; picking up every lesson I could make use of), I have reflected on a few new things which I did not find during my first read. I have reflected on individuals present in the story and how they relate to me, the society howed in â€Å"Anthem† and how it could be reflected to my country, and my general motion and conclusion on what the story is all about. One very prominent element that I could reflect on are the main characters in the story. The main characters present in the story are Equality 7-2521 and Liberty 5-3000. Equality 7-2521 (also known as â€Å"The Unconquered† or â€Å"Prometheus†) – The main character is a brave, cu rious, strong, and intelligent street sweeper who thinks of himself as cursed. He knows that he is cursed, yet knows not how to resist it. He believes in individualism and rejects the collectivist society around him. Learning was too easy for him because of his quick head. He asks too many questions that his teachers forbade him from asking. â€Å"He only wishes to know. Equality 7-2521 represents the superiority of a singular intellect to the homogeneity of the masses, who cannot think for themselves—the society of shapeless people who are indistinguishable from one another. At first read, I thought to myself, he (Equality) is too self-centered, thinking that he is far superior than his society, and that his only flaw is the society’s disapproval of him. Also, I don’t like how he came up with his conclusion of his ego being the center of his universe (though, I’m not saying that the conclusion is wrong). It’s just so unthinkable how without knowing what the word â€Å"I† really means, he suddenly knows what it is and how to use it. On the other hand, I like how his curiosity always gets the better of him. I like how he is eager to know and discover things even though he knows that it is forbidden to do so. I love how Equality 7-2521 takes risks to justify his thirst of knowing more. These character traits of Equality 702521 made me reflect more on the adventures of learning, rather than the concept of individualism. I like how his quest full of myriad mischief turned out to be an amazing discovery of the light bulb (which for me symbolizes progress and/or change). I love how he soon realizes that his learning is not really for the society, but rather for him and him alone. One thing I also admire about Equality 7-2521 is his love for Liberty 5-3000, that even though it is forbidden, they still chose to continue their love. Selfish indeed, but selfishness is not always a bad thing. Another main character on the book that I have reflected on is Liberty 5-3000 (also known as â€Å"The Golden One† or â€Å"Gaea†) – This character is a peasant that has eyes with no signs of fear in it, whom Equality 7-25521 falls in love with. She is Beautiful, proud, and strong like Equality 7-2521. She loves Equality 7-2521 because he is different from everyone around him. And Equality 7-2521 loves her back for the same reason. For me, Liberty 5-3000 is a little bit too submissive. Her mix of independent pride and devoted submission to Equality 7-2521 seems contradictory. Prometheus’ universe may have his own ego as its center, but for Liberty 5-3000? I don’t think so. Liberty 5-3000’s character is a perfect counter-example of Ayn Rand’s main thought of: â€Å"I is my god†. Gaea is more of a: â€Å"Equality 7-2521 is my god†. (Liberty 5300 to Equality 7-2521: â€Å"Your will be done†¦Ã¢â‚¬ ). Although I hate how she submits herself too much to Equality 7-2521, I like her for standing out of the crowd. I like how fierce she can be trying to put what she loves first before what others dictate her to. I also like her show of courage by following the one she loves even though it might place her in great danger. However, I think the author somehow just took a shot of presenting a true epitome of a perfect woman with great courage and confidence, but only with the weakness of her beloved. Unfortunately, Ayn Rand failed trying, for instead she just created a weak and submissive leading lady. Gaea apparently became just an object of Prometheus’ with no say on things at all. These two main characters made me reflect on how not all people are alike (which was the point of the whole story: Individualism). You read "Reflection Paper on Anthem (by Ayn Rand)" in category "Papers" Not everyone is as strong or as smart as Prometheus. Neither are they all of beauty and devotion as Liberty 5-3000. The story also made me reflect on the concept of solitude, and how not all people find happiness in solitude. In fact, even in the story itself, Equality 7-2521 is not alone, for he finds happiness in the presence of Liberty 5-3000. Absolute solitude is inconceivable. Different people have different purposes. They might find their purposes with others, or they might find their purposes of for themselves alone. And even if they find their purposes for themselves, still, it will influence their society, because one cannot live without another. No man is an island. As for me, I find happiness in having loved ones beside me; I’m not saying that I let them think for me though. I am currently a conformist and non-conformist. I am a conformist in that I conform to my God and with His teachings. A non-conformist in that, like Liberty, I submit myself to my beliefs and resist things of its opposite (although at times, they may overlap with each other). I conform to my God, and so try not to conform to the world. I conform to my government, yet reject on them trying to take over me. I succumb to, yet I resist. Also, I could consider myself to have hints of Equality 7-2521 in my personality. I love learning as much as I love taking risks. I remember the story of my 4 yr old self. My mom used to tell this story every time she remembers it and every single time we would laugh at it. So here’s how it goes: It was an ordinary day, we were travelling by a car. My mom was driving and her sister (my aunt) was in the front seat. I, my 2 sisters, and my cousin were at the back seat. I was the closest to the door handle, and that was when the inner curiosity of me sparked! â€Å"Now, what is this thing for? † and voila, I was playing with the car door handle and suddenly I found myself rolling on the ground of an uphill highway. While the action was happening, my mom and aunt were also caught in an intense activity: Gossiping. Yup, they were there chit-chatting while I was outside, rip rolling. Since my two sisters and my cousin saw my fall, they panicked and then started shouting, â€Å"Ma! Si Ima, nahulog! †, but since my mom’s activity was more interesting than mine, they had to shut the kids up, â€Å"Kids, quiet! †. Then my sisters started crying. That’s when my mom and aunt started to notice my absence. And at last, they panicked too. They went chasing for me, trying to save me from the rushing cars. But wait! They forgot to turn on the brakes! Oh no, our car is sliding down the hill! What to do? Oh my— ~ Well, I’m here now so you know I was saved. It was a very long day, indeed. One day my mom would never ever forget. But hey, I learned. (I now know what that ‘thing’ is for! And I now know when to and when not to use those car locks, thank you. ) Anyway, I find myself having a little bit of Equality 7-2521 also because I often find pride in things I know I have done well in. Passing the UPCAT is one of the perfect examples. Having my family congratulate me, I find pride in myself. I know that I have done well, and I know that I could do more, and so the learning continues. Moving on from the main characters, another prominent concept in the novella was the society. The society presented on Anthem is so wrong. The people there are under so much fear and are dehumanized. Their society promotes absolute collectivism where they are all one and one is all. They accept few, if not none at all, changes. Everyone is of equal importance as everyone. Freedom of speech is cut off. Men can’t speak to women, they were not able to show their emotions to them, and they can’t even have houses of their own! Though it could be classified as a utopian society on other perspectives, description from Equality 7-2521 made it totally a dystopian society. â€Å"We are nothing. Mankind is all. By the grace of our brothers are we allowed our lives. We exist through, by, and for our brothers who are the state. Amen. † –Palace of the World Council Their society reminded me of how North Korea is today. Although I may not know what their actual situation is at the moment, description from the media around the world truly rings the bell. It brings fear deep down my bones. Society of no social stratification, no freedom of speech, everything and nothing is owned by everyone and no one. A society completely isolated from the rest of the world, North Korea could well focus on itself and not worry on how other countries are doing, and since they focus on themselves, no one would be left starving, everybody will be of equal rights with everyone. I think this is what North Korea claims itself to be though I’m pretty sure ‘country without social stratification’ is pretty far from what they are now. The government and society in Anthem also made me think of the government and the society of our own country. As for the Philippines, I don’t think the concept of Anthem’s society might be applicable because of the fact that freedom of speech is already presented and is of practice today in the Philippines. Also, the presence of a free and nationwide media in our country made it more liberal than that of Anthem’s. The fact that Philippines is a democracy, too, can be of great evidence that our country is not with the like of that of Anthem’s. Everyone of the right mind is free to vote and free to speak. Take this reflection paper for example; I have every right to say what I want to, though I know I would suffer the consequences of my actions. Everyone is allowed to think otherwise. Everyone has the right to choose for themselves what their â€Å"rights† and â€Å"wrongs† are. Men are allowed to merry another and have kids of their own. Families are able to build houses they can live in and start a new life. Filipinos, along with other people of other countries, could study whenever they want to and work whenever as long as time and money permits. They have the free will of choosing their school, acquiring their jobs, and retiring after they do. Everyone is allowed to choose their religion. Everyone is allowed to love without being asked why. Chickens could cross the street without their motives being questioned. However, I may not completely forget the fact that, somehow, there might be some resemblances from Anthem’s society with the Philippines’. â€Å"The Home of the Useless†, â€Å"The Palace of Corrective Detention†, â€Å"The Palace of Mating†, â€Å"The Home of the Students†Ã¢â‚¬â€ All of which symbolizes branches of our system, though might be different in intensity than Anthem’s. Also, the home of the scholars could be of comparison with our senate system. We could be compared to them in terms of progress and how slow our system could be. Although I know that we are still on the verge of growing and improving more, I have not lost my hopes for the Philippines. As for whether or not this society is possible on earth in the future, I don’t think so. I don’t think such absolute collectivism/communism is possible to be achieved. I believe that in achieving this society, first we’ll be in need of restarting; restarting everything from Adam and Eve. No one should know anything. Every book must be burned and every data on the internet must be erased. The whole world should go back to zero, or else absolute collectivism (like with the story Anthem) would be inconceivable. ———————————————— ————————————————- Anthem, in general, taught me how collectivism could be of destruction to a soci ety. I reflected on few things about concepts such as collectivism, individualism, finding your true self, and finding your true purpose. I have made use of my new learnings about these things, and I know that would use them at one point in my life where I could be searching for answers on whether or not, why or why nots. These concepts could be of new references that I know I could consider whenever I am learning. ———————————————— ————————————————- I have a general feel of gloom and depression through-out the story. With how Equality 7-2521 dictates his society to us, I felt sorry for him and also for the society. In a nutshell, I liked the story. I enjoyed it and have reflected a lot of things from it. Although, what I did not like about the book was not the st ory but the author’s philosophy itself. By the end of the novella, Equality 7-2521 and Liberty 5-3000 have run away from their society to discover their own truth and start a new society of their own. This truth leads to self-worshipping and calling themselves gods, and further stating that they have no obligation to other men. I have to strongly disagree with this idea. I am sorry to say Ayn Rand started with a great idea of individualism and ended in a train wreck of selfish isolation. *I would like to recommend this book to anyone who would want to reflect and re-evaluate their existences on certain aspects. This book presented a different outlook of the concept â€Å"I†, which you could reflect on greatly. Though, I’m not saying that this is the best book possible, it is still worth the read. How to cite Reflection Paper on Anthem (by Ayn Rand), Papers

Responses To Overcoming Resistance To Change-Myassignmenthelp.Com

Question: Discuss About The Organizational Culture And Responses To Overcoming Resistance To Change? Answer: Introducation Organizational culture comprises an organization's assumptions, experiences, thoughts, and values that grasp it jointly, and is conveyed in its self-esteem, internal workings, companionship with the external world and succeeding expectations (Alvesson Sveningsson, 2015). It is established on the split attitudes, opinions, customs, and recorded and unrecorded regulations that have been evolved over time and are contemplate valid.However, it influences the organization's work rate and performance, and dispenses recommendation on customer care and assistance, quality of the product and protection, presence and punctuality, and responsibility for the environment (Alvesson, 2012). To banish the resistance to change in an organization one can construct the team to make the best use of their potentials, challenging, achievable and appealing target must be must for the employees, conflicts must be solved faster, innovations and creativity must be entitled along with being positive and supportive. This report deals with the literature review of the chosen topic Organizational culture and responses to overcoming resistance to change. The appeal for the theory of Organizational Culture has been far, developing by a theory of heuristic. In an example, it has formulated exploration inspecting Muslim employees by Alkhazraji (1997), law imposition officers by Frewin and Tuffin (1998), and pregnant workers by Halpert and Burg (1997). Yet more pertinent is in leading education, the theories have been utilized to investigate the tales of undergraduate students and their insights of "fitting in" at a university or college done by Kramer and Berman (2001). The attitude is also functional as much of the guidance from the theory like the symbols, stories, and rituals has straight relevance to numerous dissimilar kinds of organizations and their workers. Since the theoretician work is built on actual organizations with authentic workers, the researcher worker have frame the hypothesis further functional and empirical. Finally, the theory of Organizational Culture might vision organizational existence as over distinctive. Paca nowsky and O'Donnell-Trujillo assert that cultures in an organization vary as the interactions inside the cultures diverge, so generality about existence in an organization, which is almost unmanageable (Shafritz, Ott Jang, 2015). The change in organizational structure and culture is unavoidable because of the continual development in the technology, customers, market, pressures from both social and political forums as well as the characteristics of the demography. Resistance to change is a psychological and physiological response by the influenced workers to authentic or imagined dangers to an accepted work routine (Cummings Worley, 2014).Various researches have been done on this particular area of Organizational culture and responses to overcoming resistance to change. However, few are discussed in this section. In a research article by Lozano(2013), the article named Are Companies planning their Organizational Changes for Corporate Sustainability? An Analysis of Three Case Studies on Resistance to Change and their Strategies to overcome it, he stated here that corporations and leaders are growingly acknowledgingtheir roles in building society further sustainable. His article examines the efforts of organizational change for corporate sustainability (CS) taking three case studies. In the result, it was established that CS operator catalyze alter against being the unsustainable status quo (SQ) regarding further sustainable affairs. Obstacle to adjust normally checks these attempts. In another article of Hon, Bloom and Crant (2014), named Overcoming Resistance to Change and Enhancing Creative Performance, in the study the researcher tried to grow and experiment a cross level model of independent creativity, combining resistance to change and three human resource surrounding components to abate the relationships of the individuals. The researcher studies the capabilities of three discourse components that are essential parts of the procedure of creativity, they are styles of leadership, modernity climate, and the coworkers attributes for assisting managers conquer this dispute. The outcome suggests those three surrounding variables decrease the contrary relationship betwixt resistance to change and creativity. The marking of the outcome signify that controlling the human resource applications may alleviate damaging results of resistance to change on creativity. Battilana and Casciaro (2013), in their study named Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation the researcher puts an emphasis on relational hypothesis of how altered agents in a company utilize the power of ties in there system to beat the resistance to change. It further argued that powerful binds of potentially authoritative company members who are uncertain about a change.With additional different modifies the benefits of powerful bind to resistors resulting to the modification agent are feeble, and may revolve into responsibilities that lessen the probability of change in assumption. The data analysis from the case studies in the United Kingdom further encourages these forecasts and precedes a relative outlook of organizational change in which social networking function as device of political impact across emotive mechanism. In a journal of Organizational change management, the article named A theoretical framework of Organizational change by Jacobs, Witteloostuijn and Christe-Zeyse(2013). They proposed that organizational change is a high-risk attempt. Majority of the change capabilities fall short on their aims, make big opportunity, and technique cost. In this paper, the authors viewed to evolve a structure providing a theoretical toolbox to examine context-dependent obstacles as well as facilitators of modifications in organization. Findings of this study further suggest that change in organization is dangerous and versatile than change founders generally assumes. It is emphasized that outermost habitat and the inner dynamics of organizations co-determine the definition of managerial executions. Organizational culture, innovation, and performance: A test of Schein's model by Hogan and Coote(2014), stated that innovation is the essential for survival in organization and hence the research of procedures that help innovation must be interesting to researchers and practitioners. Schein's model of multi-layeredfor culture in organization provides a useful structure for reasoning about procedures that encourage innovation. The fundamental supposition for this research is that Schein's model provides a controllable clarification of cultural procedures, which brace innovations in organization, mainly in service business. The result however signifies that how coatings of organizational culture, especially norms, relics, and original conducts, partly arbitrate the results of ethics that assist innovation on assessment of business performance. The results have suggestions for both theory and practice, mostly in association to constructing an organizational culture inside professional s ervice business that encourages novel conduct. Mills(2017), in studying the Gendering of Organizational Culture over Time: Concerns, Issues, and Strategies emphasized on the issues of scrutinizing the culture of organizations by the time, starting a manifestation of how the social establishment of corporate history has till today added itself to gendered beliefs of applications in the business. This research further contours a feminist policy for the evaluation of the culture of the organization. In another article named Authentic leadership and organizational culture as drivers of employees job satisfaction by Azanza, Moriano and Molero(2013), stated that in recent times of competitive economy a great value is provided by the support and innovation from the advancement of a pliability oriented organizational culture. The result of this study stated that genuine leadership partly arbitrates the favorable relationship among the pliability-oriented cultures in organizations and job satisfaction of the employees. These results promo te theory on the combination of cultures in organizations in genuine leadership research and supply suggestions for improvising the job satisfaction of the employees. Lastly, according to the study of Courpasson, Dany and Clegg (2012), in their article Resisters at Work: Generating Productive Resistance in the Workplace acknowledged the transformative aspects of resistance in the organization. Further resistance is however viewed as an adversarial and hostile activity that administration can undertake or dismiss. Thus, apprehending how resistance can literally effect workplace alterations can stay challenging for research. This paper offers an inspection of two conditions of resistance in which resisters, systematized in interim enclaves, able to effect top administrative decisions and create ultimate change. Whether resistance becomes fruitful or not it rely on the skilled efforts of resisters and the formation of strong objects of resistance which authorize resisters to adapt shortly the potential layout of a condition and constrain topmost management to attend to their requests and indulge to the recent layouts. It further states that resistanc e could better described by what resisters does to attain their ends preferably than by perceiving resistance as a firm opposition linking irreconcilable adversaries. To conclude the essay it can be said that organizational culture is mainly the assumptions, beliefs, thoughts, and values that are jointly griped, and is transported in its self-confidence, inner workings and its relation with the external world and succeeding expectations. However, it enhances the productivity and performance of the employees.Due to the continuous developments, changes in organizational structure and culture is becoming unavoidable. The chosen topic is Organizational culture and responses to overcoming resistance to change have various different researches among which few are stated here as reviewing the literature. The majority of the works are found based on the resistance of change in different organizational cultures and few about the effects that the cultures in organizations are facing. The theory of organizational culture states that it is developing in a theory of heuristics. This organizational culture has a powerful effect on the staffs of the company, whi ch reflects on how they dress, behave and perform their tasks. References Alvesson, M. (2012).Understanding organizational culture.Sage. Alvesson, M., Sveningsson, S. (2015).Changing organizational culture: Cultural change work in progress.Routledge. Azanza, G., Moriano, J. A., Molero, F. (2013). Authentic leadership and organizational culture as drivers of employees job satisfaction.Revista de PsicologadelTrabajo y de lasOrganizaciones,29(2), 45-50. Battilana, J., Casciaro, T. (2013).Overcoming resistance to organizational change: Strong ties and affective cooptation.Management Science,59(4), 819-836. Courpasson, D., Dany, F., Clegg, S. (2012). Resisters at work: Generating productive resistance in the workplace.Organization Science,23(3), 801-819. Cummings, T. G., Worley, C. G. (2014).Organization development and change.Cengage learning. Hogan, S. J., Coote, L. V. (2014).Organizational culture, innovation, and performance: A test of Schein's model.Journal of Business Research,67(8), 1609-1621. Hon, A. H., Bloom, M., Crant, J. M. (2014). Overcoming resistance to change and enhancing creative performance.Journal of Management,40(3), 919-941. Jacobs, G., van Witteloostuijn, A., Christe-Zeyse, J. (2013).A theoretical framework of organizational change.Journal of Organizational Change Management,26(5), 772-792. Lozano, R. (2013). Are companies planning their organisational changes for corporate sustainability? An analysis of three case studies on resistance to change and their strategies to overcome it.Corporate Social Responsibility and Environmental Management,20(5), 275-295. Mills, A. J. (2017). Studying the Gendering of Organizational Culture over Time: Concerns, Issues, and Strategies?.InInsights and Research on the Study of Gender and Intersectionality in International Airline Cultures(pp. 71-91). Emerald Publishing Limited. Shafritz, J. M., Ott, J. S., Jang, Y. S. (2015).Classics of organization theory.Cengage Learning.

The Indian In The Cupboard Essays - Films, , Term Papers

The Indian In The Cupboard The Indian in the Cupboard For this months book report I read a book called The Indian in the Cupboard by Lynne Reid Banks. This book was about a boy named Omri and his small Indian toy. For Omris birthday he received a small Indian toy from a friend and a small cupboard from his brother. Omri put his Indian in the cupboard and to his surprise when he opened the cupboard the Indian toy had come to life. Omri has to keep his Indian a secret for fear of an adult finding out. When Omri told his friend Patrick about the toy, Patrick wanted his own. Omri thought it was a bad idea but brought the toy to life anyway. When Omri brought Patricks cowboy toy to life, Patrick was very excited, but Omri was afraid he didnt know that they were real people. Omri decided he would keep them both at his house. Patrick did not like this idea but agreed only if Omri would bring the cowboy and Indian to school the next day. Then all the trouble started. Patrick and Omri were called into the headmasters office and the headmaster threatened to call Patricks father if he didnt tell him what was going on. Patrick was so afraid that he showed the headmaster the Indian and the other toy. Luckily the headmaster thought he was seeing things and so he went home. Omri decided that the Indian was too much trouble and that he should put them into plastic again. So Omri locked the Indian into the cupboard and when he opened it again, the toy was plastic again. I thought this book had a very nice plot. The book was very interesting and exciting due to the fictitious plot. I think that a story about something that could never happen in real life always is more interesting and attracts more readers. The author described things well in this book, but this book was a bit easy to read because she didnt use difficult words. This sometimes would not allow for you to know exactly how she meant for things to appear. The setting of this story is in modern day England. The book did not really describe what time period it was supposed to be, but it seemed relatively modern. I think the book was set in a moderately sized town, because Omri walked to school everyday, and if it were a big city this would be an impossible task for a young boy. The setting wasnt very important to the book because most of the story was about people and not necessarily their environment. There were many characters in this book. The main character in this book was Omri. Omri was a normal young boy who was interested in playing cowboys and Indians, and other games like that. His friend, Patrick, was interested in the same things, but Patrick wasnt as nice and he was a bit bossy and pushy. He forced Omri into making a live toy for him. Omri had a brother named Adiel. Adiel didnt like Omri that much and one time in the story he hid Omris cupboard because he thought Omri had taken his football shorts. Another character in this book was the headmaster. The headmaster was a very strict person, but he wasnt unkind. The author didnt describe the characters well enough, which made it hard to understand the characters personality, but I think that you could assume what a character was like by the way they were acting. I could relate to how Omri felt when he had his friend pressuring him into doing something he didnt want to do. The author described the characters feelings very well. I think that the main conflict in this book was Omri trying to keep this Indian a secret. I think this because during the book it was always Omris main goal; it was one reason why Omri didnt want to make a live toy for Patrick. In the end, Omri kept the Indian a secret, but he ended up giving up because he locked the Indian back in the cupboard and made him plastic again. This was a good book, but it wouldve been

Thailand in the 15th-18th cent essays

Thailand in the 15th-18th cent essays Thailand has historically been a strong, proud nation. The people of Thailand have never gone hungry due to their vast food sources. Their military proved to be one of the best in the area. The country was set in a great location, allowing large ports for international trade and large agricultural areas on the interior. Thailand was a vast nation that went through rough times, but always seemed to pull themselves up. At the end of the 14th century Ayutthaya was the strongest power in South East Asia, although it lacked the manpower necessary to dominate the region. The armies repeatedly tried to sack Angkor, but were constantly extinguished. Thai was not a single state, but one made up of many Mandela communities owing allegiance to the Ayutthayan king. Often, members of the royal family, or a wealthy elder of the community itself ran these communities. In Ayutthayan society the basic home unit was composed of extended family households. The title to the land resided with the headsman, the head of the household, which held the land although it was in the communitys name. The peasant could use this land freely as long as he was cultivating it. The kings needed to be constantly aware of the princes so that they did not join up and try to usurp the throne. During the 15th centuries much of Ayutthayas power was directed toward the great port of Malacca, on the Malay Peninsula. Although they failed in making Malacca a vassal state, Ayutthaya continued to control the lucrative trade on the Isthmus. The trade then attracted Chinese traders who brought specialty goods from the Chinese markets. Thailand had a unique way of getting labor. It was known as corvee labor or the heaviest tax upon the people. Corvee labor was any free man, or all adult men who where not royalty, nobles, priests or slaves. Corvee laborers were required to give three months of free services to the government...

Motivation, values and involvement Essay Example | Topics and Well Written Essays - 500 words

Motivation, values and involvement - Essay Example Motivation is a complex phenomenon. In direct relation to consumer behaviour, it refers to the facts which incite consumers to behave in a certain way, as in, all these being equal, to repeatedly purchase one brand instead of another. Generally speaking, motivation is a response to latent or overt biological or learned need. Indeed, products have the potential to address overt needs, or awaken latent ones and, in so doing, create a sense of want which can only be satisfied through the purchase of the product. In direct relation to the aforementioned, it is important to point out that the assumption that the purchase/use of a certain product will satisfy need/want is the crux of the expectancy theory and, in itself, contributes to the intensification of motivation. Proceeding from the above stated, it is important to clarify that there are different types and categories of need. This phenomenon is referred to as need hierarchy and has been fully explained by Maslow's theory of need. According to the aforementioned, people have different types of needs, some of which, such as the need to shelter, are more pressing than others, such as the need for recognition.

ACCESS TO EDUCATION AS A WOMEN'S RIGHTS VIOLATION IN IRAN AND PAKISTAN Research Paper

ACCESS TO EDUCATION AS A WOMEN'S RIGHTS VIOLATION IN IRAN AND PAKISTAN - Research Paper Example citizens, three reasons can be perceived as standing paramount to human rights progress on education in Islamic countries: 1) The internal case of religion or the exercise of a particular aspect or type of Islamism. 2) The external case of orientalism or the policies and practice of the Western world that affect human rights outcomes in Arab regions; 3) The economy or particularly extractive industries, which are predominately male driven, on the region in terms of society and culture. By focusing the primary concern of the study towards the exploration of the availability of educational opportunities in Pakistan and Iran, the research aims to understand the male-dominated elements that thrive in these particular societies and how it has led to the oppression of women who reside in this part of the world. As stated previously, the assessment and analysis which has been conducted in this paper can be examined from three critical elements and theoretical perspectives which are that of 1) Islamism 2) orientalism and 3) economic considerations of the environment. From a scholarly point of view, the case of Islam and the rise of religious extremism in both Pakistan and Iran is an internal matter of the states because it establishes the foundations on which the nations’ constitution, judiciary and legal systems have come into being. In recent years, the rise of extremism in Pakistan which has led to the creation of various Taliban factions that strive to prohibit women from gaining education is demonstrated by the case of 16-year-old education activist, Malala Yousufzai who was shot by the Taliban in 2012 for raising her voice against their injustices which included the destruction of girls’ schools and colleges in Swat District. Indeed, many of the cultural elements and factions that thrive in Pakistan and Iran are based upon the inspirations of religious text but more so it is the interpretation of the text that is responsible for developing the social matters of

Corporate Restructuring As A Strategic Decision Management Essay

Corporate Restructuring As A Strategic Decision Management Essay The interrelationships between organisation, strategic management and business environmental conditions have been enduring themes of organisation and management theory over the last 4 decades, and restructuring has emerged as a significant mechanism in the successful adaptation of organisations to environmental influences (Clark, 2004). The 1980s were characterised by a wave of important restructuring activities, this wave has become increasingly common during the 1990s (Lin, Lee Peterson, 2006; Park Kim, 2008). The concept of restructuring is still a matter of debate and controversy because of the modernity of the subject. Bowman and Singh (1993) described restructuring as change aims to improve the efficiency and effectiveness of management teams performance through considerable changes in organisational structure. Staniforth (1994) defined restructuring as opportunities for change, improvements in the organisation, and to achieve the benefits of cost, the benefits of strategic d ecision-making, the benefits of communication, and other benefits to the organisation. Restructuring is a fundamental change that significantly affects the organisation, and takes place either at the organisational level or radically reorganising activities and relationships at the business unit level (Alkhafaji, 2001). Hitt, Ireland and Hoskisson (2001) argued that restructuring is a strategy through which the organisation can change its financial or commercial position. Stevenson, Bartunek and Borgatti (2003) described restructuring as attempts to get people within the organisation to work more closely together. Restructuring is a purposeful strategic option for organisation renewal (Brauer, 2006), typically includes a set of activities such as downsizing, sale of a business line, closures or consolidation of facilities, business relocation, or changes in management structure, which often occur as part of organisational strategies intended to improve efficiency, control costs, and adapt to an ever changing business environment (Lin, Lee Peterson, 2006). Thus, modifications of the organisations assets, capital structure, and organisational structure fall into the general concept of corporate restructuring (Singh, 1993; Bowman et al., 1999). Restructuring refers to the transformation of corporate structure (Bowman Singh, 1990), organisational re-configuration (Bowman Singh, 1993), refocusing (Markides, 1995), down scoping (Hitt et al., 1994; Johnson, 1996), and patching (Eisenhardt Brown, 1999; Siggelkow, 2002). The term restructuring is mainly used to denote considerable changes in the assets and structural components of organisations through conscious managerial actions. Bowman and Singh (1990) claimed that restructuring is aimed at achieving individual, financial, strategic, and/or operational goals and objectives. Bowman et al. (1999), differentiate three key forms of restructuring: portfolio restructuring, related to the changes in the portfolios of businesses held by diversified organisations, including acquisitions, mergers, divestitures etc. ; financial restructuring, which includes considerable changes in the capital structure of an organisation, and organisational restructuring, which includes significant changes in the organisational structure of the organisation, including divisional redesign and downsizing. Advocates of corporate restructuring argue that the result of restructuring activities is a leaner and more efficient corporate (Singh, 1993). Critics, however, contend that restructuring damages the organisation and its internal and external stakeholders (Seth Easterwood, 1993). 2.2.4.2 Key Drivers of Restructuring: In the 1960s and 1970s, several organisations diversified their business predominantly via the acquisition of businesses unrelated to their core activities, thus frequently realising conglomerate status (Shleifer Vishny, 1991; Hoskisson Hitt, 1994; Davis, Diekmann, Tinsley, 1994; Servaes, 1996; Johnson, 1996; Bergh, 2001). During the 1980s and 1990s, many diversified organisations were reorganised as a result of organisational refocusing initiatives intended to cut down both the breath of organisation portfolios (i.e., lower levels of diversification) and overall organisation size, thus eventually translating into organisations holding more related diversified activities (Williams, Paez Sanders, 1988; Markides, 1992; Davis, Diekmann, Tinsley, 1994; Kose Ofek, 1995; Comment Jarrell, 1995; Berger Ofek, 1995; Johnson, 1996, Cascio, 2002, Park Kim, 2008). A related diversified business is one in which the company controls businesses that share similarities in markets, products, and/or technologies with the intent of allowing organisation management to take advantage of the interrelationships between the related businesses (Rumelt, 1974; Palepu, 1985; Hoskisson Hitt, 1990; Hoskisson Hitt, 1994). As already mentioned, a multitude of theoretical and empirical investigations into the antecedents of restructuring have shown that different factors precipitate corporate restructuring. Restructuring literature reveals that there are four key drivers of restructuring. 2.2.4.2.1 The Agency justification: The premier justification as to why companies engage in restructuring is in response to less than acceptable performance (Montgomery, Thomas Kamath, 1984; Duhaime Grant, 1984; Hoskisson, Johnson Moesel, 1994; Hoskisson Hitt, 1994; Markides, 1995; Johnson, 1996; Markides Singh, 1997, Filatotchev, Buck, Zhukov, 2000, Love Nohria, 2005; Perry Shivdasani, 2005; DSouza, Megginson, Nash, 2007; Hsieh, 2010). In other words, a company divests organisational assets with the intent of improving organisational performance, whether it is their organisational performance in respect to competitors, the overall industry, or a predetermined objective (Greve, 1998). Research has undoubtedly demonstrated that organisations engaged in restructuring often are performing unsatisfactorily prior to the initiation of corporate restructuring (Duhaime Grant, 1984; Montgomery, Thomas Kamath, 1984; Sicherman Pettway, 1987; Duhaime Baird, 1987; Ravenscraft Scherer, 1987; Montgomery Thomas, 1988; H oskisson Johnson, 1992; Markides, 1992; Hoskisson Hitt, 1994; Hoskisson, Johnson Moesel, 1994; Lang, Poulson Stulz, 1995; Markides, 1995; Johnson, 1996; Markides Singh, 1997; Bowman et al., 1999; Bergh, 2001; Love Nohria, 2005; Perry Shivdasani, 2005; DSouza, Megginson, Nash, 2007; Hsieh, 2010). The majority of large organisations exhibit periodic corporate restructuring involving simultaneous changes in strategy, organisational structure, management systems, and corporate top management members. Such corporate restructuring usually follows declining organisational performance (Grant, 2008). Jain (1985), for example, found that organisation performance began to suffer nearly a year prior to restructuring and caused negative excess stock return of 10.8% within the period of one year prior to the restructuring. Such evaluations of ones own organisational performance are considerable since sound organisational performance is required to ensure the sustenance and survival of the corporate (Child, 1972), as well as offering feedback to the organisations as to the viability of their plans (Cyert March, 1963). Thompson (1967) notes that publicly traded organisations closely monitor changes in the value of their stock since the market exhibits a visible social judgment about the organisations fitness for the organisational future. The agency justification of restructuring, poor organisational performance as an antecedent of restructuring (Ravenscraft Scherer, 1987; Hoskisson Turk, 1990; Hoskisson Hitt, 1994; Markides Singh, 1997; Filatotchev, Buck, Zhukov, 2000) has become the leading justification in the literature to account for the corporate restructuring wave of the 1980s. Mainly, this rationale claims that organisation performance needs to be improved as a direct outcome of past managerial incompetence, which includes excessive levels of diversification, inappropriate diversification, unprofitable investments, and substandard investments in RD. For example, it is argued that decision makers frequently increased organisation size and levels of diversification without comparable increases in organisation value (Jensen, 1986; Hoskisson Turk, 1990; Jensen, 1993; Johnson, 1996). Moreover, it is argued that strategic decision makers have the opportunity to diversify their firms even when doing so does not enhance the market value of the organisation because their personal wealth is associated more with organisation size than to organisation performance (Jensen Meckling, 1976; Amihud Lev, 1981; Bethel Liebeskind, 1993). Grant, Jammine and Thomas (1988) found that increased degrees of diversification gave rise to decreased organisations returns, thus implying that, over time, strategic decision makers sacrificed performance for diversification and growth. Empirical studies (e.g., Rumelt, 1974; Wernerfelt Montgomery, 1988; Lubatkin Chatterjee, 1991; Palich, Cardinal, Miller, 2000; Bergh, 2001; Mayer Whittington, 2003) have substantiated such a conclusion by arguing that organisations pursuing a organisational strategy of unrelated diversification possess lower market returns than organisations pursuing related diversification and growth strategies. Supporter of the agency justification suggest that such managerial inefficiencies occur considerably as a consequence of agency costs (i.e., enlarged managerial consumption of organisational resources resulting from poor, or ineffective governance systems). Essentially, this perspective argues that the board of directors, ownership concentration, and decision makers incentives were inefficient and led to the failure of organisational governance as a mechanism (Hoskisson Turk, 1990; Jensen, 1993; Bethel Liebeskind, 1993; Gibbs, 1993; Hoskisson, Johnson, Moesel, 1994; Johnson, Daily, Ellstrand, 1996; Johnson, 1996; Chatterjee Harrison, 2001). Although never clearly clarified in the literature, poor governance is believed to be identified by diffusion of shareholdings among foreign owners, certain characteristics of strategic decision makers (e.g., insignificant equity ownership by strategic decision makers and board members or an insignificant number of outsiders sitting on the bo ard), and decision makers and board members passivity (Johnson, Hoskisson, Hitt, 1993; Bethel Liebeskind, 1993; Gibbs, 1993; Johnson, 1996; Westphal Fredrickson, 2001; Dalton et al, 2003). Thus, the agency perspective has made restructuring synonymous with poor corporate governance (Hoskisson Turk, 1990; Bethel Liebeskind, 1993; Markides Singh, 1997). 2.2.4.2.2 The Mimicry Justification: It is argued that organisations restructure as a consequence of mimicking the behaviour of other firms that are engaged in the divestiture activities (Markides Singh, 1997). In line with mimetic isomorphism (DiMaggio Powell, 1983; Oliver, 1991), this perspective claims that organisations, either intentionally or unintentionally, engage in mimicry of organisational patterns of other actors in their networks who are realised as more successful or legitimate. Strategic decision makers engaged in such imitation consider that their actions will be perceived as rational (Meyer Rowan, 1977; DiMaggio Powell, 1983). Such claims were adopt by Davis, Diekmann, and Tinsley (1994) in their justification of the decline of the conglomerate organisation in the United States of America during the period of 1980s. 2.2.4.2.3 The Environmental Justification: Scholars (e.g., Meyer, Brooks, Goes, 1990; Grinyer McKiernan, 1990; Hoskisson Hitt, 1990; Shleifer Vishny, 1991; Kose, Lang Netter, 1992; Chatterjee, 1992; Johnson, 1996; Bergh Lawless, 1998; Robinson Shimizu, 2006; Park, 2007; Park Kim, 2008; Nag Pathak, 2009) have suggested that environmental circumstances serve as antecedents to increased corporate restructuring. It is argued that antitrust policy shifts, tax rationales, junk bond financing, intense competition, deregulation, technology developments and changes, and takeover activities through the market for organisational control are reasons for the significant increase in corporate restructuring activity in the 1980s (Johnson, 1996). A synthesis of studies exploring such associations suggests that changes in the environmental conditions, which increase environmental uncertainty or turbulence, result in a greater likelihood of corporate restructuring. Grinyer McKiernan (1990), for example, suggested that corporate restructuring may result from changes in the industrial sector that create an aspiration-induced crisis built on the current organisational performance or market share and where strategic decision makers believe the firm ought to be. Further support of the environmental conditions argument was conducted by Meyer, Brooks and Goes (1990) who explored organisational strategic responses to discontinuous change at the industrial sector level. They explored the hospital industry in San Francisco state, which was facing considerable environmental turbulence, which led to excess capacity, regulatory changes, and resource scarcity. To deal with these environmental changes the hospital industry engaged in spin-of fs of unnecessary areas, underwent divestitures of peripheral activities, and created networks among the hospitals to respond to the need for managed health care in the San Francisco state. Moreover, a third study to justify the environmental conditions perspective was offered by Bergh and Lawless (1998), who explored external uncertainty and its influence on the strategic decisions the organisation makes. Their study suggested that organisations experienced with highly uncertain circumstances engage in divestitures to cut down the expenses of managing a diverse portfolio. Scholars (e.g., Garvin, 1983; Ito, 1995, Campa Kedia, 2002; Rose Ito, 2005) have contended that restructuring can be a reaction to shocks in the external environment. Dodonova and Khoroshilov (2006) found that divestiture activities tend to occur during economic booms, whereas Campa and Kedia (2002) suggested the opposite. Divestiture activities seem more likely to occur in ever-changing business environments and highly competitive markets (Ito, 1995; Eisenhardt Brown, 1999). Because large organisations form significant parts of the task environments of other firms, one organisations restructuring may tend to create environmental instability for other firms, particularly those in the same industrial sector. Such claim is explicit in Brown and Eisenhardts (1998) perspective of strategy as structured chaos. They argue that the best-performing organisations consistently lead change in their industrial sectors. According to Brown and Eisenhardts (1998) theory, such organisations dominate their markets. In fact, these organisations become the environment for others. Not only do they lead environmental change, but these organisations also set the rhythm and pace of that environmental change within their industrial sectors (Brown Eisenhardt , 1998). The role of restructuring in creating environmental turbulence and change is also implicit in the stream of research based on the hyper-competition concept (e.g., DAveni, 1994; Young, Smith, Grimm, 1998; Thomas, 19 98). The primary idea of hyper-competition is that competing firms engage in a continuous series of strategic actions that undercut the key advantages acquired by their competitors (DAveni, 1994; Smith Zeithaml, 1998). Such process is interchangeable, as objectives of competitive initiatives respond to those initiatives with actions of their own, their goals counter-respond, and so on. Therefore, changes in competition are among the most significant environmental factors for strategic decision makers to consider in corporate restructuring (Johnson, 1996). Competition may intensify because of the diversity of strategies by organisations in an industrial sector, a change in the power balance of organisations, and shifts in market demand (Porter, 1980). To cope with the challenges of increasing competition, strategic decision makers of organisations are usually encouraged to take further risk and often respond by corporate restructuring (Cool, Dierickx, Jemison, 1989). According to G rinyer and McKiernan (1990), competitive changes tend to an aspiration-induced crisis. When the competitive environment changes, corporate restructuring helps organisations to realise synergies, allocate resources, and improve organisational performance (Chatterjee, 1986; Hoskisson Hitt, 1988; Bergh, 1995; Bergh 1998). Another significant environmental antecedent of restructuring, the degree of government regulation, is a tool to control high risk-taking at the organisation level: when an economy is greatly regulated, firms are faced with bounded discretion in their strategic decisions (Wiseman Catanach, 1997). The reduction of governmental involvement increases the strategic decision-making discretion of organisations, improves the effectiveness of governance systems, and decreases the barriers to investments (Ramamurti, 2000). On the other hand, reduced governmental intervention increases the degree of uncertainty for organisations due to the increase in the variety of stakeholders, the rise of newly privatised organisation, and a concomitant increase in the probability of bankruptcy (Megginson Netter, 2001). Moreover, regulatory changes are positively associated with changes in organisation risk-taking strategies and behaviour, such as acquisitions (Ginsberg Buchholtz, 1990; Datta, Narayanan, Pinches, 1992). Under deregulation, according to Rajagopalan and Spreitzer (1997), less-focused, defender-like organisations tend to shift to greater focused, prospector-like strategies. 2.2.4.2.4 The Strategic Justification: Scholars suggest that organisation strategy is a driver of restructuring (Montgomery, Thomas, Kamath, 1984; Duhaime Grant, 1984; Baysinger Hoskisson, 1989; Markides, 1992; Markides, 1995; Johnson, 1996). In other words, restructuring may be associated with an organisations corporate or business level strategy. The strategic perspective claims that organisations decide to restructure for either corrective or proactive goals. Corrective divestiture activities are intended to make up for former strategic mistakes (Porter, 1987; Hitt et al, 1996), to reduce exaggerated diversification (Markides, 1992; Hoskisson, Johnson, Moesel, 1994), to refocus on core activities and businesses (Markides, 1992; Seth Easterwood, 1993), to react to an increase in industrial sector competition (Aron, 1991), to realign organisation strategy with the organisations identity (Mitchell, 1994; Zuckerman, 2000), to eliminate negative alliances (Miles Rosenfeld, 1983; Rosenfeld, 1984), or to deal with organ isational problems such as bad organisational governance (Hoskisson, Johnson, Moesel, 1994). On the other hand, the target of proactive divestitures is to restructure the organisational portfolio (Hitt et al., 1996; Bowman et al., 1999) by routinely redesigning, splitting, changing or exiting activities and businesses to cope with changing environment opportunities (Eisenhardt Brown, 1999; Siggelkow, 2002). This restructuring is aimed at creating a more efficient organisational governance system ( Seward Walsh, 1996), improving organisational profitability and performance (Woo, Willard, Daellenbach, 1992; Mitchell, 1994; Fluck Lynch, 1999; Haynes, Thompson, Wright, 2002), obtaining more cash flow (Jensen, 1989; Hitt et al., 1996), decreasing high level of debit (Montgomery, Thomas, Kamath, 1984; Hitt et al, 1996; Allen McConnell, 1998) or tax payments (Schipper Smith, 1986; John, 1993; Vijh, 2002), acquiring better business contracts from regulators (Schipper Smith, 1986; Woo, Willard, Daellenbach, 1992), or enhancing organisational entrepreneurship and innovativeness (Garvin, 1983; Cassiman Ueda, 2006). From a strategic view, most divesting organisations seem to be more diversified than their industrial sector counterparts (Hoskisson, Johnson, Moesel, 1994; Haynes, Thompson, Wright, 2003). Over-diversification pushes an organisation toward de-conglomeration and de-diversification as a correction of its strategic decisions and choices. Nevertheless, in very specific contexts, divestiture processes are also used to improve diversification (such as spin-offs processes in Japan) (Ito, 1995). Over-diversification decreases innovation and entrepreneurial spirit within organisations. Extremely diversified organisations tend to give priority to financial controls, to ignore strategic controls and therefore create less organisational innovation (Hitt et al., 1996), and to enlarge managerial risk aversion (Hoskisson, Johnson, Moesel, 1994). Thus, according to Garvin (1983), an organisation may engage in unbundling processes to enhance its entrepreneurial spirit and its organisational innov ation, or to enter technology-based and immature activities. Spin-offs processes, for example, can be used to encourage entrepreneurial spirit and organisational innovation in the divested business unit, while the parent gains some advantages from the new product, service, or technology developed in the independent organisation (Garvin, 1983). 2.2.5 Linkage Between Environmental Conditions, Decision Makers, and Restructuring as a Strategic Decision: The antecedents of restructuring show that restructuring is a strategic phenomenon. There are several postulates underlie such a perspective. The first postulate is that strategic restructuring decision is typically an organisational response to changing internal and/or external conditions. The second postulate is that internal and external pressures and influences are largely, but not totally, clear and identifiable in initiating such strategic restructuring. The third postulate is that numerous organisations currently experience these clear pressures and influences for a strategic adaptive response, and that large numbers of these firms seek to respond by strategic restructuring. A fourth and final postulate is that corporate restructuring generally improves organisation performance. Taken together, these postulates form the basis for a strategic view on corporate restructuring; in other words, that there are forces, pressures, and influences that provide a stimulus for strategic r estructuring, that these pressures affect several organisations, large numbers of whom respond by corporate restructuring, which improves organisational performance. However, two important questions should be raised: how do you decide which restructuring strategy to apply to which organisation? And what are the key factors affecting the strategic decision-making process and consequently restructuring decision as strategic choice? Although external environment has been identified as a significant variable in explaining numerous organisational phenomena (Jones, Jacobs, Spijker, 1992), scholars (Hitt Tyler, 1991; Eisenhardt Zbaracki, 1992; Dean Sharfman, 1993; Rajagopalan, Rasheed Datta, 1993, Papadakis Barwise, 1997; Brouthers, Brouthers, Werner, 2000; Hough White, 2003) realise that an organisations economic environment and competitive circumstances alone cannot clearly explain the nature of strategic decisions and its performance outcomes. So, to enhance the performance of their patterns, strategists have begun to focus on the behavioural factors of organisational strategic decision-making. This growing recognition to the significance of the behavioural element has naturally a focus on the individuals characteristics responsible for making these organisational strategic decisions. In public sector organisations the top managers are considered to be responsible for achieving the alignment of the organi sation with its environmental conditions (Andrews, 1971; Child, 1972). These decision makers must gather the significant information by which to make strategic decisions, analyse this input, deduce alternative approaches of action for the organisation, and finally choose and implement a particular strategic action for the organisation. The relationships between strategic decision makers, strategic decision-making processes, and organisational outcomes have been the key focus of top management research. Strategic decision makers, according to this research, do make a difference in the matter of organisation outcomes such as innovation strategies (Bantel Jackson, 1989; Camelo-Ordaz, Hernandez-Lara, Valle-Cabrera, 2005); organisational strategic change (Wiersema Bantel, 1992); and organisational performance (Hambrick Mason, 1984; Murray, 1989; Michel Hambrick, 1992; Peterson et al., 2003; Dwyer, Richard, Chadwick, 2003; Carpenter, Geletkanycz, Sanders, 2004). Such research suggested that certain demographic characteristics of the strategic decision makers (e.g., age, educational level, and tenure) were associated with organisational outcomes. Other scholars (Hitt, Ireland, Palia, 1982; Gupta Govindarajan, 1984; Walsh Seward, 1990; Davis Thompson, 1994; Westphal Fredrickson, 2001) have found that decision m akers characteristics such as experience are linked to the organisational strategic orientations. The empirical relations found between demographic characteristics of decision makers and organisational outcomes suggest that functional backgrounds might have significant ramifications for organisational strategic decision-making. Scholars have found that functional experience tends to restrict the areas to which strategic decision makers pay attention and may lead them to neglect certain stimuli (Beyer et al., 1997). Moreover, managerial experience affects the types of changes that decision makers perceive in the effectiveness of their firm, but not its environment (Waller, Huber, Glick, 1995) Managerial experiences shape the cognitive perspective of strategic decision makers (Hambrick Mason, 1984). The upper echelons theory claims that the strategic decision makers observable experiences affect their orientation and that strategic choice (Hambrick Mason, 1984; Finkelstein Hambrick, 1996; Pansiri, 2007). Therefore, according to Gupta (1984), decision makers differ in the sets of abilities, skills, and views that they bring to a company. Managerial skills, abilities, and perspectives are largely a function of previous functional backgrounds, personal backgrounds, and educational level. In other words, cognitive perspectives brought to bear on strategic decisions are a result of the various experiences that strategic decision makers acquire during their organisational careers (Schwenk, 1988). Research on organisational strategic issue diagnosis has drew attention to how decision makers cognitions can affect several aspects of the organisational strategic decision-making process from environmental scanning (Daft, Sormunen, Parks, 1988; Milliken, 1990; Abiodun, 2009), processing and analysis (Gioia, 1986; Dutton Duncan, 1987; Herrmann Datta, 2005), the evaluation of alternative approaches, and implementation of selected strategic decision (Dutton Jackson, 1987; Ganster, 2005; Kauer, Waldeck, Scha ¨ffer, 2007). Strategic decision makers cognitive perspectives or mental maps represent experientially acquired reference frames which involve sets of different criteria, standards of evaluation, and strategic decision rules that can restrict as well as facilitate the organisational ability to change. While strategic decision makers cognitive perspectives or mental frameworks provide a significant reference point for strategic decision-making, they can also extremely constrain the ability of the organisation to adapt to changing environmental demands. Weick (1979) argued that decision makers act on impoverished perspectives of the world. According to Schwenk (1988) cognitive limitations can thus provide biases into managerial schemata which can negatively influence the nature of strategic decision-making. The experientially acquired nature of strategic decision makers cognitive views makes them probably to be more reflective of previous organisational scenarios and strategic decisions than of present ones. By depending on past images of historical environmental conditions and competitive circumstances, strategic decision makers may not be able to realise or adequately define the need for organisational change. Thus strategic decision makers cognitive perspectives can determine the ability of the firm to cope with changing requirements and times and therefore decision makers can act as a stabilizing power on the organisation. Scholars (e.g. Schwenk, 1984; Wiersema Bantel, 1992; Eisenhardt Zbaracki, 1992; Waller, Huber Glick, 1995; Tyler Steensma, 1998) have argued that strategic decision makers characteristics might limit information search, processing, and/or retrieval in spite of decision makers desire to make strategic decisions according to the environmental requirements and conditions. As stated in social motivation perspective, managers may remain committed to specific courses of action based on their need to sustain consistency (Staw, 1981; Brockner, et al., 1986; Taylor Brown, 1988; Brockner, 1992; Keil, Mann, Rai, 2000; Biyalogorsky, Boulding, Staelin, 2006; Keil, Depledge, Rai, 2007). The incentives and needs that drive managers have significant ramification for strategic decisions: First, strategic decision makers who encounter information consistent with their cognitive perspectives or sets of beliefs will support that information. Second, strategic decision makers who are heavily inve sted in or committed to a specific approach of action are more likely to ignore information that does not consistent with their previous strategic decisions. Finally, only strategic decision makers who are committed to performing under scenarios of change will be willing and receptive to incorporate inconsistent information. Accordingly, research on social motivation argues that strategic decision makers are best at being receptive and willing to information that only marginally deviates from their sets of beliefs, while key changes are more unlikely to be easily incorporated. Moreover, strategic decision makers will probably ignore information that considerably deviates from their cognitive perspectives or sets of beliefs. Finally, Strategic decision makers can become embedded within the corporate routines and organisational processes that contribute to sustaining the status quo (Pfeffer Salancik, 1978; Staw Ross, 1980; Daft Weick, 1984; Tushman Romanelli, 1985). With growing organisational tenure and function experience and considerable familiarity with organisational processes and routines, strategic decision makers become susceptible to the organisational inertias factors. Miller (1991) argued that increasing managerial tenure results in corporate insularity. Over time, corporate exposure tends to lead to consistency to organisational norms and values (Kanter, 1977). Strategic decision makers may act as a stable governance system that determines the organisations ability to change. Decision makers experiences and perspectives reinforce prior courses of organisational strategic decision-making (Staw Ross, 1980). Therefore, managerial turnover provides an important mechanism by which firms can re align themselves with external environmental circumstances (Thompson, 1967; Katz Kahn, 1978; Perrow, 1986). By changing the power distribution within the firm, thus influencing the dynamics of strategic decision-making processes (Pfeffer Salancik, 1978), managerial turnover serves as a key force to overcome organisational resistance and inertia (Tushman Romanelli, 1985). Moreover, managerial turnover, according to Wiersema and Bantel (1993), may help the organisation to cope with radical changes in its external environment by introducing new values, beliefs, and knowledge ba