The Whistleblower: Julian Assange

The Whistleblower: Julian Assange Julian Assange is one of the most well known informants since 2006. Assange is an Australian resident and the pioneer of a gathering that assaults the mystery reports of governments by spilling them. Truth be told, he figured out how to release classified data and information about worldwide money related exchanges between various nations and associations just as mystery activities with respect to military and approaches. He additionally established WikiLeaks as a site where informants and programmers could be able to put taken data about associations without referencing their genuine personalities. The site just as Assange began to pick up popularity in the majority of the houses everywhere throughout the world since Chelsea Manning contributed in the spillage of information about the American armed force. Besides, programmers had the option to put on WikiLeaks a video about shooting Iraqi residents, who were not equipped, by helicopters that had a place with the United States. This video was named Collateral Murder. From that point forward, the name of Julian was referenced in numerous fields including harmful squanders tossed close to Cote dIvoire alongside activities and strategies with respect to confinement in Guantanamo Bay. Christodoulou, holly. (2017, February 8). In 2010, informants on WikiLeaks had the option to discharge in excess of 2,000 records with respect to political links. They figured out how to get these reports from a source without a character. Furthermore, these reports were released and discharged after the spread of Collateral Murder video and the archives identified with Iraqi and Afghani Wars in 2010. The two reports surpassed in excess of 4,000 records. It is said that the spillage of such data and information originated from a source that had a place with Bradley Manning. In actuality, Manning is an expert who used to work in the American Army Intelligence. Be that as it may, he was detained later. Many individuals get some information about whether WikiLeaks had the option to discharge classified records previously or not. Truth be told, the response for such inquiry is yes.â In request to prevail with regards to releasing every one of these measures of data, WikiLeaks has gone through three phases legitimately subseque nt to being made. It merits referencing that the principal stage included the arrival of archives with respect to Kenya around eight years back. During this period, the mindful people of the site and its administration worked by a wiki model. This model furnished perusers and lumberjacks with the capacity to put data on the site regardless of what this data is or these archives are. In actuality, the site had the power to decide the sort of records and whether to acknowledge them or not. The subsequent stage, through which WikiLeaks moved, incorporated the arrival of Collateral Murder seven years back. In actuality, a great deal of political association paid attention to that video truly since it was considered as a political assertion of the ruthlessness of the United States arrangements. This video was discharged so as to appear and explain a specific conclusion, not so as to advise open about such point regarding view. At long last, the third stage incorporated the arrival of con ciliatory archives and marks. This stage is going on the present moment. WikiLeaks figured out how to have associations and solid associations with associations in the field of media and news to have the option to gather, examine and distribute political archives through utilizing sorted out ways as opposed to tossing such discretionary links on the web or executing them as a source to show a specific assessment. Zittrain, J. (2010). While Julian and different informants accept that individuals everywhere throughout the world are in profound need of WikiLeaks, the legislative specialists and associations think the inverse. Truth be told, Assange feels that these spillages of reports power the administrations to be increasingly open and not to conceal any insider facts. Likewise, they urge those political associations to regard general society and their security alongside indicating that they are clear and legitimate. It must be thought about the way that WikiLeaks was a mysterious obscure site except if it prevailing in the arrival of recordings like Collateral Murder and Baghdad Airstrike recordings. Tragically, Baghdad video was discharged by the site seven years back and discussed the homicide of two columnists, who used to work in Reuters, by American military powers. On the opposite side, the case is distinctive for the United States. Authorities in the American government wanted to blame Assange for treache ry and reconnaissance since he has discharged private secret conciliatory links with respect to Pentagon. As a matter of fact, the American government put stock in the possibility that these reports have brought about the annihilation of its national security and remote issues with other ground-breaking nations. The WikiLeaks sway the American business diary. (2016). With respect to how the United States reacted to these spillages, it depended on the strategy of intensity so as to compel WikiLeaks and Assange to return back the hacked archives soon after the arrival of conciliatory links in regards to the Afghani War. In addition, it began alongside the British government to denounce these activities since they figured they could prompt the obliteration of people groups lives and their protection. In addition, a ton of specialists believed these archives to be delicate since it contacted a great deal of top mystery political issues and circumstances. Colleges likewise in the United States have cautioned their understudies not to enter WikiLeaks, read any report or set up any information not to open their lives to peril. At last, it merits referencing that administrations must be exceptionally cautious while managing classified records and secure them well with the goal that they might maintain a strategic distance from any sort of hacking or any informant who may consider spilling them. Karhula, P. (2012). References: Karhula, P. (2012). What is the impact of WikiLeaks for opportunity of data? Recovered February 15, 2017, from IFLA, http://www.ifla.org/distributions/what-is-the-impact of-wikileaks-for-opportunity of-data The WikiLeaks sway the American business diary. (2016). Recovered February 15, 2017, from The American Business Journal, http://www.abjusa.com/highlights/features_apr_may_11/the_wikileaks_impact_don_t_shoot_the_messenger.html Zittrain, J. (2010). All that you have to think about Wikileaks. Recovered February 15, 2017, from https://www.technologyreview.com/s/421949/everything-you-have to-think about-wikileaks/ Christodoulou, holly. (2017, February 8). Who is Julian Assange and for what reason is the WikiLeaks originator needed by Sweden? Recovered February 15, 2017, from THE SUN, https://www.thesun.co.uk/news/2188164/who-is-julian-assange/

Red Army Faction or Baader-Meinhof Group

Red Army Faction or Baader-Meinhof Group The left-wing psychological militant gathering Red Army Factions fundamental goal was to fight what they saw as extremist inclining and in any case abusive, working class, middle class estimations of West Germany. This general direction was combined with explicit fights of the Vietnam War. The gathering promised faithfulness to socialist goals and contradicted the industrialist business as usual. The gathering clarified its aims in the RAFs first report on June 5, 1970, and in ensuing dispatches in the mid 1970s. The gathering was established in 1970 and disbanded in 1998. As per researcher Karen Bauer: The gathering announced that ... its point was to raise the contention between the state and its restriction, between the individuals who abused the Third World and the individuals who didn't benefit from Persian oil, Bolivian bananas and South African gold. ... Let the class battle unfurl! Allow the working class to sort out! Let the equipped obstruction begin!(Introduction, Everybody Talks about the Weather...We Dont, 2008.) Eminent Attacks April 2, 1968: Bombs set off by Baader and three others in two Frankfurt retail establishments cause critical property demolition. At preliminary, Gudrun Ensslin, Baaders sweetheart and a submitted dissident, asserted the bombs were planned to fight the Vietnam WarMay 11, 1971: A shelling of US military quarters murdered one US official and injured 13 others.May 1972: Bombing of police base camp in Augsburg and Munich1977: A progression of killings intended to compel the German government to discharge kept individuals from the Group occur, including the death of boss open examiner Siegfried Buback; the death of Dresdner bank; Hans Martin Schleyer, snatching of the leader of the Germany Association of Employers and previous Nazi gathering member.1986: Siemens official Karl-Heinz Beckurts is executed. Initiative and Organization The Red Army Faction is regularly alluded to by the names of two of its essential activists, Andreas Baader and Ulrike Meinhof. Baader, conceived in 1943, spent his late teenagers and mid twenties as a blend of an adolescent reprobate and a la mode terrible kid. His first genuine sweetheart gave him exercises in Marxist hypothesis and later gave the RAF its hypothetical underpinnings. Baader was detained for his job in burning down two retail chains in 1968, quickly discharged in 1969 and re-detained in 1970. He met Ulrike Meinhof, a columnist, while in jail. She was to assist him with working together on a book, however went further and helped him escape in 1970. Baader and other establishing individuals from the gathering were re-detained in 1972, and exercises were accepted by supporters with the gatherings detained organizers. The gathering was never bigger than 60 individuals. The RAF After 1972 In 1972, the gatherings heads were totally captured and condemned to life in jail. Starting here on until 1978, the moves that the gathering made were totally planned for picking up influence to have the authority discharged, or fighting their detainment. In 1976, Meinhof balanced herself in jail. In 1977, three of the first organizers of the gathering, Baader, Ensslin, and Raspe, were completely discovered dead in jail, evidently by self destruction. In 1982, the gathering was revamped based on a methodology paper called, Guerrilla, Resistance, and hostile to Imperialist Front. As indicated by Hans Josef Horchem, a previous West German knowledge official, this paper †¦clearly demonstrated the RAFs new association. Its inside showed up from the outset still to be, as until now, the hover of RAF detainees. Activities were to be completed by the commandos, order level units. Support Affiliation The Baader Meinhof Group kept up joins with various associations with comparable objectives in the late 1970s. These incorporated the Palestine Liberation Organization, which prepared gathering individuals to utilize Kalashnikov rifles, at a preparation camp in Germany. The RAF additionally had a relationship with the Popular Front for the Liberation of Palestine, which was housed in Lebanon. The gathering had no alliance with the American dark jaguars however reported their faithfulness to the gathering. Starting points The gatherings establishing second was in an exhibition in 1967 to fight the elitism of the Iranian Shah (ruler), who was visiting. The political visit drew huge grounds of Iranian supporters, who were living in Germany, just as restriction. The executing by German police of a youngster at the exhibit brought forth the June 2 development, a liberal association that vowed to react to what it saw as the activities of a fundamentalist state. All the more by and large, the Red Army Faction became out of explicit German political conditions and out of wide liberal propensities in and past Europe in the late 1960s and 1970s. In the mid 1960s, the heritage of the Third Reich, and Nazi autocracy was still new in Germany. This heritage helped shape the progressive inclinations of the people to come. As indicated by the BBC, at the stature of its notoriety, around a fourth of youthful West Germans communicated some compassion toward the gathering. Many denounced their strategies, however comprehended their appall with the new request, especially one where previous Nazis delighted in noticeable jobs.

Portrayal of African-Americans on Television free essay sample

This paper centers around the treatment of African-Americans in TV programs crossing decades. This paper centers around the treatment of African-Americans in TV programs traversing decades. Explicit shows are talked about (for example All In The Family, Sanford Son). Ends are drawn by the creator dependent on his/her examination with respect to patterns of treatment of African-Americans in broad communications. There is no doubt that media is an extremely incredible power in the entirety of our lives. Regardless of whether we understand it or not the media is a significant factor in trim a portion of our first sentiments as youngsters. That is the reason it is significant for TV to speak to all minorities. TV has not generally worked admirably of this. Be that as it may, it has improved definitely from how things were during the 1950s. It is additionally significant that different races are depicted precisely. On the off chance that they are depicted in cliché ways, that will be the view that youngsters have before they are mature enough to settle on their own choices. We will compose a custom exposition test on Depiction of African-Americans on Television or then again any comparable subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page We have to encourage our kids about different races so as to face a daily reality such that regards all races.

Understand How Jp Morgan Ended Up Finance Essay - Free Essay Example

The infamous Jamie Dimon joined the darling financial institution in 2005 as CEO and also joined the New York Federal Reserve bank board in 2008. 4 Notorious for his squeaky clean reputation relative to many of his contemporaries, his myriad successes in the big banking world landed him four times on Time magazines 100 Most Influential People list. While the whale tale that plays out in the remainder of the paper threatened to tarnish his sterling leadership (and that of the firms), his navigation surrounding the event is one of the reasons JP Morgan surfaced, ultimately, intact. The Set Up Usually, a story of this nature would trigger thoughts of the rogue trader phenomena at UBS or Societe General. However, this story has a twist. What is lurking beneath the infamous London Whale trader, Bruno Iksil, is a whole department enabling the beast. That department was the firms Chief Investment Office (CIO). The major responsibility of CIO was to manage the firms excess cash reserves through investments that would meet their future liquidity needs and hedge their $350 billion balance sheet. This was primarily done by investing in a diverse portfolio of high credit quality, fixed income securities that had maintained an average rating of AA+. At its helm was Ina Drew, appointed by Dimon in 2005. The following year her team was able to lift the $20 million trading loss limit for their department. In 2007, they started the Synthetic Credit Portfolio to hedge the inherent credit risk in the firms main business lines. (This portfolio is a key character in the story and will be discussed further in the following section.) By 2010, CIO had brought in 25% of JP Morgans annual profits of $20 billion. At this point, with loss limit barriers removed, exotic new products in the mix, and record profits, one might think that more transparent and thorough department reporting would be required. However, according to JP Morgans task force, CIO actually lost its alertness and became less concentrated on the trading details. Focused more on top line risk measurement numbers that, ironically, masked their ever-growing risk exposure; one might say they lost the trees for the forest. In fact, some commentators thought CIO had deflected from its original purpose and become the worlds biggest proprietary trading counter. In other words, it had become a profit center not a risk management center. Because CIO was so actively increasing its exposure to high yield bonds and various over-the-counter derivative products, the risk of its trades became nearly equal to that of the entire investment banking department at JP Morgan. Since the fund-raising cost for CIO was lower than that for the investment banking arm, the regulations were less, and there was a history of successes, Dimon was moving more and more trading business to CIO. It was this sense from the rest of the trading community, of a growing whale, that partially fueled the pressure and cornering felt inside CIO. The Methodology The positions in the Synthetic Credit Portfolio consisted of standardized indices based on a number of credit default swaps (CDS) on debt issuers.[footnote: JP Morgan Report on Trading Loss] A credit default swap is a financial swap agreement in which the seller of the CDS will pay the buyer if a loan defaults. A CDS is a derivative contract, but acts very much like an insurance contract. The riskier a bond is, the higher the price of the insurance will be. There are different prices for different bonds to be insured from defaults. Also, issuers can choose to insure either the buyer or the seller of the bond. The trader language is intuitively a little backwards in the banking world for CDS. Being long a CDS is buying protection and is effectively a short risk position. Conversely, shorting a CDS is selling insurance and creating a long risk exposure. A firm like JP Morgan is in the business of being long on financial risk by way of their principal banking service functions. Hence, the objective of CIO was to have a net long CDS position to mitigate these risks. CIO added a layer of complexity in its Synthetic Credit Portfolio by choosing to trade the Credit Default Swap Index (CDX) which serves as a benchmark for protecting bondholders against default similar to equity value indices. This is what the CDS index of investment grade firms looked like on Apr.18th, 2012. Notice that it doesnt show the price changing over time like stock indexes do. Rather, it shows prices of the swap depending on the period of time the swap covers, more like the yield curve of a bond. Typically, an upward sloping CDX curve means that it is healthy. That is, the riskier a bond is, the higher the price of the insurance will be. Because, as the time period becomes longer, the more opportunity there is for unexpected events to happen, the riskier it is. So, swaps with longer time intervals cost more than those with shorter ones Iskil went on to implement a flattener strategy on the CDX curve, basically, betting the front end (left) of the CDX curve would go up relative to the back (right.) Although there are several ways to do this, CIO chose to do so by buying short term CDS and selling long term CDS. If the CDX curve really flattens, meaning that short-term swap prices rise faster than long-term swaps, investors will make a profit. If the market moves on a small scale, the short/long positions will cancel each other out, making the total position market neutral. With the move by the U.S. Federal Reserve, announced in the third quarter of 2011, to implement a massive Operation Twist agenda, its easy to see why CIO initially adopted their strategy. The aim of the Feds objective was to, indeed, flatten the U.S. Treasury yield curve and CIO seemed to be going with the flow. So, where did they go wrong? The key point is that, to maintain the flattener strategy, you have to keep your long and short positions balanced. As these products continually either shift in value or expire, a trader has to frequently enter into new trades. Also, in order to keep the balance between products that does not move step-in-step, an accurate ratio must be established. As shorter term products are less volatile than longer term products, a one-to-one ratio on rate curves is insufficient. Traders will need a greater amount of the near term product to offset the longer dated maturities. Disrupting this ration degrades the hedge into an outright long or short position on the index, leaving it enormous exposure to the market. 6 Worlds Collide At the Harbor Investment Conference that took place in February 2012, leading hedge fund managers came together and were subjected to the sales pitch for one particular off-the-run CDX, the Series9 IG 10-year Index (where IG is short for Investment Grade.) The products appeal was the existence of several of its bond components that had subsequently been downgraded since the indexs inception in 2007.13 Given the lack of a department Treasurer since October 2011, the introduction of competing top line objectives at the start of 2012 (discussed below,) and the initial losses beginning to occur in January, CIO must have thought they had found the Holy Grail. But, prudence was out the door. Iskil built up $12 billion of shorter term maturities matched up with $20 billion of longer term maturities in the Series 9. Anyone active in calendar spreads would recognize this as an outright directional trade. In addition, Iksils portion of the overall CDS market was so large that he was quickly running out of counterparties to his accumulating positions.12 As soon as JP Morgan couldnt hide its positions any more, due to their overwhelming presence in this niche market (and whatever leaked out at the Harbor conference), hedge fund traders started to collectively move against them. Ultimately, the other market participants were able to alter the price for what JP Morgan was looking for and caused their extraordinary losses. And, it would take CIO several months of mounting losses to accept this truth. 12 A Game of Poker At times, it seems that CIO was infected with many elements of the gamblers psychology including overconfidence and belief perseverance. Up until that point, it appears they had attributed their significant successes to themselves rather than other market factors. In tandem, they anchored their values of the portfolio and preserved their belief of this value by refusing to accept price movements as real and citing leaks of their positions as the source of divergence.16 While CIO was right that there were outside forces putting pressure on prices unrelated to typical market conditions, they were wrong in believing that it wasnt real or sustainable. If CIO had disclosed the position and loss every step of the way, the situation may have been reversible. What was At Risk? 12 On top of all this, they had a major problem with their Value-at-Risk (VaR) model, a statistical risk measure used to base how much a trader might lose in one day. A precise VaR model is important and the one that CIO used was different from the rest of banks. It developed the VaR model on its own and the weight setting was lower. CIO had been petitioning to implement a new model throughout this key period, late in 2011 and early 2012. The VaR number decreased dramatically to $67 million per day from $129 million. Iksils VaR alone was often $30 million to $40 million, sometimes reaching $60 million. Thats almost equal to level for the firms entire investment bank. A minor adjustment in the mathematical calculations (incorrectly omitting a division symbol to create an average rather than a sum), significantly altered the output of the model. 12 In the report released by JP Morgan, there were some risk protocol breakdowns in the models development, approval and implementation process. For instance, back testing was not rigidly required by the firms management as only two months worth was done to gain the models approval. So, it became operational with many technical problems embedded in the system including the increased potential for error by requiring manual data entry. Further, the developer and the operator were the same person which breaches the separation of duties best practice. This combination left CIO depending on a highly inaccurate model. Observations An influential company, like JP Morgan, who prided themselves on being a leader in managing financial risk, took a wrong turn and lost sight of core fundamentals. ÂÂ  In a report released by the Task Force of JP Morgan, there are a few areas where they feel that the CIO failed to do their job in terms of judgment and acting on their concerns. ÂÂ   One such area was how upper management established inconsistent priorities for the Synthetic Credit Portfolio that proved near impossible to follow simultaneously. The priorities included keeping the risk balanced while managing both VaR, gains/losses, and reducing the Risk Weighted Assets (RWA). When trying to achieve these all at once, varying priorities created conflict and fostered a platform to develop their unusual strategies in an effort to meet multiple objectives. ÂÂ  If CIO management had listed these priorities in order of true importance while also developing a way to act on them, there would have been a stronger framework to reconcile front line strategies against top line goals. In addition, a type of fire sale, exit strategy needed to be outlined in advance of the trading positions going awry. ÂÂ   It is no wonder that from this complicated profile of priorities there come even more complex trading strategies. When theyÂÂ  were conceived, the CIO managers, as well as their personnel, did not fully understand how to use these products in a way that managed the risk they were creating. These strategies should have undergone extensive analysis on their impact to the RWA, especially, given their notional amounts prior to trading. Ultimately, upper management was responsible for taking more time to develop comprehensive trading strategies that required the whole department had extensive product knowledge under numerous scenarios. The CIO didnt obtain or even ask for detailed reports on specifically the Synthetic Credit Portfolio. By not having reports generated in real time, the Chief Investment Officer had little knowledge on what the trading activity looked like on a day to day basis. ÂÂ  Instead, she just simply checked the portfolios profits and losses. Even more concerning is the lack of efficient communication between traders and senior members and officers of the department. Reports show that multiple warnings were given by traders to different senior members expressing concern regarding the riskiness and volatility of this portfolio. A catalyst for this breakdown was the significant changeup in managers within a short period of time beginning in late 2011 through early 2012. However, a company of JP Morgans size and history should be able to easily withstand routine shakeups of this nature. Consistent communication, seamless management transitions, and intimate knowledge of shifting valuations are not areas to be lacking in especially when it comes to the scale of assets JP Morgan possesses. Despite numerous attempts to voice concerns during the first few months of 2012, CIO management did not disclose any problems or losses for the portfolio to the board. The Aftermath Internal Impact While the firms share price took a huge plunge immediately following the height of the losses, a year later the stock has more than recovered. Its overall ranking as a world company has dropped, however, from 36 in 2011 to 51 in 2012.1 Many members of the Synthetic Credit Portfolio team, including Messrs. Goldman, Wilmot and Weiland departed the company along with Drew. Dimon took a 50% pay cut for 2012 and the firm was seeking claw backs from various other employees as well. Several additional steps have been implemented to better manage CIO since then. With new faces in CIOs leadership team, such as CIO Matthew Zames and CFO Marie Nourie, the department has upgraded its reporting and modeling. Reports now include detailed trading and positions data and VaR models have automated control features. A CIO Investment Committee meeting is now held weekly and Business Control Committee meetings are held monthly with a cross-reference team with the Risk Committee. New departments to supplement CIO, called Deputy CRO/Head of Firm-wide Market Risk to monitor market risk and Wholesale Chief Credit Officer (WCCO) to assess the wholesale credit risk, were also created. Actions to strengthen the model review group are focused on selecting the most significant models, testing and reviewing risk exposure precisely, specifying different models to different products, and updating the database. CIO also enhanced the limit structure, such as 53 new country exposure limits, also applicable to both CIO and Treasury, as a subset to the Firm-wide Country Exposure Limits (From: JPMorgan Report on Trading Loss). These new risk policies offer specified rules to CIO and require them to limit the risk onto a transparent and controllable scale. Social Impact According to OCCs quarterly report on bank derivatives activities, in the fourth quarter of 2011, the big five banks (JPMorgan Chase, Bank of America, Citigroup, Goldman Sachs and HSBC) held 95.7% of the U.S. $ 230.8 trillion derivatives in the outstanding balance. After JPMorgans announcement of the huge loss, major banks stock price acted as: Citigroup fell 2.4 percent, BoA fell 1.7%, Morgan Stanley fell 3.2% and Goldman Sachs fell 2.7%. As the Butterfly Storm presents, a small abnormal fluctuation will bring a disaster to the worldwide financial industry. And the amount at stake is powerful enough to destroy it. Standard Poors and Moodys both downgraded the rating of JPMorgan after the firm disclosed its initial trading loss of $2 billion. As we can see from the chart, the last credit rating was lowered and future rating downgrades are possible reflecting increased concerns about the banks hedging capabilities. Macintosh HD:Users:xuli:Pictures:JPMorgan rating from SP.png The next graph shows Moodys rating downgrade in response to JPMorgans London branch problems. It was downgraded from Aa2 to Aa3 since 21 Jun 2012. Macintosh HD:Users:xuli:Pictures:JPMorgan London Branch from Moodys.png The following chart shows the rating for JPMorgan Chase financial strength declining from B to C in the middle of 2012. Macintosh HD:Users:xuli:Pictures:JPMorgan Chase from Moodys.png Whats more, the rating on long-term debt was lowered from Aa3 to A2, which means Moodys regards JPMorgans debt as riskier making it more costly for them to raise funds in the future. In addition, it has altered the risk profile for existing bondholders portfolios. Regulatory Impact Dimon was requested to appear in congressional hearings regarding the loss. The Federal Reserve and OCC called for JPMorgan to improve its risk management team and rebuild the CIO department structure. In addition, federal regulators commanded JPMorgan to improve its money-laundering prevention. Conclusion As Mr.Dimon said to Meet the Press: we have a huge security portfolio, we are a big bank. In fact this security portfolio has unrealized gain of $80 billion, but in how we manage that portfolio we did lose $2 billion. We took far too much risk, the strategy we had built is badly verified and badly monitor. It should never happen. Certainly, Jamie Dimons long-standing reputation and willingness to cooperate in various sentence hearings displays a role model case for handling such crises. Weathering this storm required the collaborative effort of many of the firms top talent. From assessing the damage, to outlining more than a band aid fix. Dimon, speaking as a panelist at the 2013 Davos convention, pointed out that these losses were sustained in an area protected from clients accounts. However, this was a major malfunction in the company, that consults other international firms to avoid this. When a huge $6 billion loss occurs in a department aimed at reducing risk rather than taking it, it comes as no surprise that business leaders began taking notes. The trades and risks were in such great magnitude that it is crucial with true risk management for the officers to have been monitoring this activity closely, accurately and often.

The Secret Of A Success - 992 Words

The Secret to a Success The Zappos organization, in my book, is considered scarce in the aspect of customer service. There are little to no company that can even compare to its outstanding and distinguish customer service that they provide. I will be discussing several aspects of the Zappos organization in this paper. Initially, I have dealt with numerous online organizations including small and well established ones, but their customer service paled in comparison to Zappos. For instance, the way the organizations efficiently handle their refunds. Recently, I ordered some shoes on shoesbon.com. I selected my item and checked out, the process went swimmingly; two days later, I received an email saying that my shoes are now out of stock, please select an alternative. I kindly replied saying I would prefer a refund to my original form of payment. Three days have come pass, and I still have not received a reply from the organization. I am currently dealing with less than acceptable customer service; shoesbon.com is currently withholding my funds, money that can be utilized somewhere else. If I had known about the Zippos organization and its phenomenal service I would not be in this predicament. According to Zappos.com, â€Å"refund will be processed and automatically applied to your credit card or o riginal method of payment within 2 days.† It is almost four days, and shoesbon.com failed to even respond to my refund request. Next, what are the strengths and weaknesses of the ZapposShow MoreRelatedThe Secret of Success1246 Words   |  5 PagesTHE SECRET OF SUCCESS -Khupkhogin Khongsai INTRODUCTION Everyone wants to learn the secrets of being successful in life. There are many people who have achieved success in this world. Success doesn’t come to those who wait†¦.. And it doesn’t wait for anyone to come to it. 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Othello’s Themeland - 3037 Words

Othello’s Themeland Built on a broad base of multiple themes, Othello is one of William Shakespeare’s most popular tragedies. Let’s sift through the themes and try to rank them in significance. In the Introduction to The Folger Library General Reader’s Shakespeare, Louis B. Wright and Virginia A. LaMar consider the arch-villainy of the ancient to be the most potent theme: Othello has been described as Shakespeare’s most perfect play. Critics of dramatic structure have praised it for its attention to the main theme without irrelevant distractions. Many Elizabethan plays had rambling subplots and much extraneous detail to amuse the groundlings. Othello avoids all irrelevancies and the action moves swiftly†¦show more content†¦Heilman discusses the ancient’s instinctive reaction to the love-theme of the play: Before coming directly to the forming of the love-theme that differentiates Othello from other Shakespeare plays that utilize the same theme, I turn arbitrarily to Iago to inspect a distinguishing mark of his of which the relevance to thematic form in the play will appear a little later. When Iago with unperceived scoffing reminds Roderigo, who is drawn with merciless attraction to the unreachable Desdemona, that love effects an unwonted nobility in men, he states a doctrine which he â€Å"knows† is true but in which he may not â€Å"believe.† Ennoblement by love is a real possibility in men, but Iago has to view it with bitterness and to try to undermine it. (333-34) The theme of hate is the theme on which the play opens. Lily B. Campbell in Shakespeare’s Tragic Heroes indicates this hate in the opening scene: It is then on a theme of hate that the play opens. It is a hate of inveterate anger. It is a hate that is bound up with envy. Othello has preferred to be his lieutenant a military theorist, one Michael Cassio, over the experienced soldier Iago, to whom has fallen instead the post of â€Å"his Moorship’s ancient†. Roderigo questions Iago: Thou told’st me thou didst hold him in thy hate. And the reply is a torrent of proof of the hatred for Othello that has almost exceeded the envy of Cassio

Organization Change Management Business Environment

Question: Discuss about the Organization Change Management for Business Environment. Answer: Introduction: The existing business environment has facilitated diverse perspectives for industries to realize their business potential. The evolution in the business environment can be primarily attributed to the changes in technology which in turn were responsible for flexible access to information. Leadership and organizational culture have been assumed as the key concepts for research by academics (Benn, Dunphy Griffiths, 2014). The effect of leadership and organizational culture is emphasized highly in management literature in context of business management and organizational behavior. Change is inevitable for every organization in order to adapt to the varying market environment. Subsequently the organizational performance is linked to sustainable and productive implementation of change. Therefore organizations have to assume the significance of change management and the role of leaders and managers in realizing the objective of change (By Burnes, 2013). Implications of Organizational Culture The existence of distinct relations between the performance of an organization and organizational culture as well as with leadership styles depicts the extent of research conducted in the domain of transformational change management. Certain implications of organizational culture are also indicative of the effect of leadership styles on the prevalent organizational cultures (Cordery et al., 2014). Furthermore, literary aspects pertaining to leadership indicate the necessity of assuming efficiency within the standards of the organizational culture. However, there has been limited research on the probability of cumulative impact of organizational cultures and leadership styles on organizational productivity during transformational change. Culture can be described as the entity which illustrates the commonly accepted norms for conducting procedures and general behavior in an organization. Culture of an organization is embedded in the structure and therefore the probabilities of modifying organizational culture in event of transformational change have to be evaluated. Culture has been described as the collective mentality which distinguishes a specific group of individuals in an organization from the other (Cameron Green, 2015). Various contextual definitions of organizational culture also indicate that culture can be perceived as a framework of mutually shared values. The implications of organizational culture for organizational performance are noted in two profound outcomes. Firstly, the management can be able to identify the feasibility of implementing change with respect to the preferences of members of the organizations. Secondly, the management can utilize cultural assessment as a potential resource for estimatin g the causes for lack in performance which can assist in determining remedial measures. The necessity of an organizational culture can be perceived from the context of strategy implementation which describes that management faces formidable setbacks while introducing new strategies due to the incompatibility of organizational culture with the terms of the strategy. Therefore, organizational culture can serve contrasting purposes of either inhibiting the prospects for business organization or facilitating opportunities to influence marketing and product development strategies. Organizational culture has gradually transformed into corporate culture and the effects of the same have been observed imperatively in many large corporations such as IBM, Microsoft, Starbucks, and IKEA etc. The consideration of various components which can assist in implementation of an effective corporate culture has been noted in the research of many academics (Carter et al., 2013). The distinct elements of the organizational culture which have been identified in literature are primarily reflective of the shared values of individuals in an organization. There have been prominent examples of organizations which have framed their organizational culture from their vision or mission statement. Such type of initiative enables the organization to sustain a productive organizational culture alongside catering the short term as well as long term objectives of the organization. A major share of the effectiveness of various efforts for introduction of change in an organization can be attributed to organizational culture. The primary influence of change in companies which adhere to value based organizational cultures is observed in the stern association of members with the organizational culture and values even in case of change in members or any strategic change in the organization. Organizational culture and its productivity for an organization can also be weighed in terms of the role played by leadership during change (De Neufville et al., 2013). The major implication of organizational culture during change is observed in the ability of employees to stay united which validates organizational culture as a functional moderator of situations of change. Organizational culture with Leadership Style Organizational culture has to be implemented in a coordinated fashion with leadership styles since the scope of change management is an imperative concern of leaders and managers. The role of leadership in strategic transformation of an organization has been widely mentioned in contemporary business management literature. The changes in the organizations strategy are directly reflected on the organizational culture which in turn has to be apprehended by leaders and managers in their efforts (Osibanjo, Adeniji Abiodun, 2013). The culture change requirements can demand leaders to improve their commitment and energy in their efforts to achieve the desired outcomes of the change. The key theoretical implications pertaining transformational leadership suggest that leaders must frame a unique vision for implement changes in the internal cultural norms of the organization through promulgation of personal characteristics. Transformational change perspectives also need to be considered by le aders in context of sustaining ethical practices and higher standards of morality in order to address the complex factors which can invoke collective effort from the members of the organization. The impact of leadership styles on organizational culture form an imperative aspect of strategic change management policies implemented by an organization (Rafferty, Jimmieson Restubog, 2013). The definition of flexible work environment alongside prospects for development provided by leaders in an organization could encourage employees to adapt to the new changes in the organization. Consistent efforts from the leaders to communicate with employees and acquire feedback regarding the implementation of change in an organization could help in collecting viable insights in the prospects of change management and its feasibility in the present cultural and leadership context (Vakola, 2013). The comprehension of culture and the impact of its transformation on the strategic management outcomes of the organization has been a formidable inclusion in the requirements for a transformational leader. A leader can achieve efficiency during strategic changes through inclusion of processes such as recruitment of staff, socialization, dismissing members deviating from culture and the improvement of communication mechanisms within the internal environment of the organization. Primary illustration of organizational culture The primary illustration of organizational culture as described in the literature review is based primarily on shared values. The critical reflection on this aspect of the literature can render probabilities of incompatibility with the modern forms of culture adopted by domestic organizations which prove to be functional in event of changes. Transformational changes require an organization to implement major modification in terms of its internal environment as well as external factors (De Neufville et al., 2013). The consideration of external factors is primarily the key reason for introduction of transformational change. The introduction of transformational change can be the outcome of a major legislation or changes in global economy as well as certain events which have their roots in the internal environment. The major critique which can be derived in this case is the lack of explanation on the combined effect of leadership styles and organizational culture on the performance of an organization during the period of change. The objectives of leadership styles and their distinct implications in addressing the diverse contexts of change management have also been minimally addressed in academic research. While the literature emphasizes on the role of organizational culture in sustaining a bond between the employees of the organization in events of change, there has been limited reference to the assessment of individual behavior (De Neufville et al., 2013). The necessity of organizational culture can be aptly observed from the review and furthermore, the use of organizational culture for timely identification of employee preferences prior to a change and the factors which cause limitations on organizational productivity can be considered as one of the formidable strengths of the literature. However the consideration of other profound factors such as personal life of members during organizational change, behavior of new employees and impact of changes in leadership styles and their impact on change management can be termed as the major weakness of the literature. Organizational culture has also been attributed with contrasting impacts which can be observed in either limitations or oppo rtunities in the scope of flexibility to adapt to strategic change. The outcome provides a reference to the successful corporate cultures implemented by major corporations. These citations can be used by leaders and managers to optimize their change management strategies which serve as a promising facet of the literature (Little, 2014). On the contrary, the dependency of an organization on proven organizational cultures and relying on the chances of success in a different business environment can prove to be an ambiguous bet for many organizations. The factors of organizational resources are also ignored in the literature which is functional contributors to the strategies of an organization during change management. Organizational culture has also been perceived as a major influence on the activities and approaches of leaders as noted in the literature which indicate the efficacy of organizational culture in moderating change management scenarios. The illustration of leadership as a conclusive element in the process of change is also referred widely in the literature review (Vakola, Armenakis Oreg, 2013). Leadership obtains significance in terms of its ability to influence the employees. The existence of various leadership styles is a promising indicator of the capability of leadership to adapt to diverse change scenarios such as economic, geographic or legal changes. Relocation to another geographic location can be assumed as an example of transformational change. In this case the organization would not have to face any issues with implementation of change as the employees would be serving under the same leaders (By Burnes, 2013). On the contrary, economic changes which induce reductions in s alaries of higher management personnel are responsible for increase in number of outgoing leaders which causes strategic management issues for the new leaders. Therefore the critique can indicate profound references to limitations of the literature related to the role of organizational culture and leadership styles during transformational change. Recommendations Possible recommendations which can be laid out for introducing amendments in change management strategies include identification of external factors such as political, legal, social, economic and technological factors which can help leaders to frame the organizational culture along the same lines (De Neufville et al., 2013). Furthermore, design of a change management strategy which can adapt to the external factors in business environment would account for sustaining organizational growth. The research on finding profound relation between leadership styles and organizational culture changes as well as their influence on transformational change also indicates the requirement of sophistication of consideration of elements which have been neglected such as resources. References Benn, S., Dunphy, D. and Griffiths, A., 2014.Organizational change for corporate sustainability. Routledge. By, R.T. and Burnes, B. eds., 2013.Organizational change, leadership and ethics: Leading organizations towards sustainability. Routledge. Cordery, J.L., Cripps, E., Gibson, C.B., Soo, C., Kirkman, B.L. and Mathieu, J.E., 2014. The Operational Impact of Organizational Communities of Practice A Bayesian Approach to Analyzing Organizational Change.Journal of Management, p.0149206314545087. Cameron, E. and Green, M., 2015.Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Carter, M.Z., Armenakis, A.A., Feild, H.S. and Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change.Journal of Organizational Behavior,34(7), pp.942-958. Cullen, K.L., Edwards, B.D., Casper, W.C. and Gue, K.R., 2014. Employees adaptability and perceptions of change-related uncertainty: Implications for perceived organizational support, job satisfaction, and performance.Journal of Business and Psychology,29(2), pp.269-280. De Neufville, R., Odoni, A., Belobaba, P. and Reynolds, T., 2013.Airport systems: planning, design and management. Little, J., 2014. Lean Change Management-Innovative Practices For Managing Organizational Change.Happy Melly Express, Austria. Osibanjo, O.A., Adeniji, A.A. and Abiodun, J.A., 2013. Organizational change and human resource management interventions: an investigation of the Nigerian banking industry.Serbian Journal of Management,8(2), pp.139-154. Rafferty, A.E., Jimmieson, N.L. and Restubog, S.L.D., 2013. When leadership meets organizational change: The influence of the top management team and supervisory leaders on change appraisals, change attitudes, and adjustment to change.Psychology of Organizational Change: Viewing Change from the Employee's Perspective, pp.145-172. Vakola, M., Armenakis, A. and Oreg, S., 2013. Reactions to organizational change from an individual differences perspective: A review of empirical research.The Psychology of Organizational Change: Viewing Change from the Employee's Perspective, pp.95-122. Vakola, M., 2013. Multilevel readiness to organizational change: A conceptual approach.Journal of change management,13(1), pp.96-109.