Why Did Political Parties Spring Up in the United States in the 1790s

For what reason did ideological groups spring up in the United States during the 1790s? For what reason did ideological groups spring up in the United States during the 1790s? On the 30th April 1789 America’s first President, George Washington was chosen into office and was to remain in power until 1797. Inside this time the political extent of the United States of America extended tremendously, bringing forth the legislative issues in which we find in America even to this present day.This exposition will handle the numerous parts of the improvement of ideological groups; from the monetary plans received by Alexander Hamilton, which manufactured America’s first bank in 1791, to the manners by which Americans saw the Constitution set up in 1789 causing the introduction of Federalist and Republican mentalities all through the United States of America. A main consideration in the production of ideological groups got through the impact of Alexander Hamilton. During his time as Secretary of the Treasury to George Washington, Hamilton contrived five monetary projects because of his Nation Government ideology.Eric Foner contends that: ‘Political divisions initially surfaced over the budgetary arrangement developed†¦ in 1790 and 1791’[1]. Hamilton’s budgetary models won solid help from the American agents and makers, and the models would possibly work if America made close connections with Great Britain. This belief system started opposition from Jefferson and Madison, as the two of them accepted that ‘the future lay in Westward expansion’[2] and along these lines, the establishments for political divisions were set up because of the ideological contrasts among Jefferson and Hamilton.Therefore, it very well may be contended that Hamilton was the principle introductory impact to affect political idea in America. In any case, albeit political divisions started to rise over Hamilton's budgetary plans, it was the occasion s that happened in Europe that went about as an impetus for making two intelligent ideological groups. From the outset, the French Revolution didn’t mix any contention among Jefferson and Hamilton yet after the execution of King Louis XVI, war broke out among France and Great Britain and definitely against Jefferson and Hamilton.On the one hand, Jefferson contended that ‘Revolution denoted a noteworthy triumph for the possibility of well known self-government’[3] anyway Hamilton; as expressed by Bruce Miroff, ‘set himself steadfastly against the rising tide of democracy’[4] and the occasions of the Revolution made the connections with Britain considerably increasingly critical for him. Financially America was torn. Alexander Hamilton’s financial designs for the government to take care of the progressive war obligations, and the formation of a national bank were limitlessly disputed.Thomas Jefferson communicated monstrous debates with the arran gements, as he suspected of them as illegal and would make class boundaries. The history specialist Ryan P. Randolph contended for Jefferson’s sees, expressing, â€Å"It was not to the greatest advantage of the landowners they spoke to. †[5] Jefferson’s perspective on an improvement of man centric culture is likewise bolstered by history specialist John P. Kaminski who contended that â€Å"The establishment of the Bank of America would partner the central government with rich shareholders†¦ the presumption of the state’s wartime obligations by the government would likewise plentifully profit this supported class. [6] Hamilton anyway appreciated Britain’s changes, which reestablished its budgetary wellbeing, and in this manner demonstrated American monetary arrangements to a limited extent on William Pitt’s trying to reestablish America’s own funds. Anyway the achievement of Hamilton’s program relied upon participation wit h Britain, as obligation on imports gave a significant wellspring of government pay and most imports originated from Britain. Jefferson anyway is contended to have a profoundly antagonistic towards Britain. His to some degree Anglophobia is contended to have had a tremendous impact in his floating from Hamilton and the arrangement of the conventional Jeffersonian perspectives where established the Republican Party.However there wasn’t a total difference over Britain, as Jefferson respected the mechanical advances in Britain, however didn’t see the US business base along these lines as Americans â€Å"worked for themselves and for nobody else. †[7] Hamilton and Jefferson held expressly various conclusions on financial aspects, indicating inclination towards little government power, and an enormous, to some degree Conservative methodology, utilizing huge government capacity to manage the whole nation, causing divisions in sentiments and the advancement of the Fede ralist and Republican Parties. Social divisions can likewise be credited to the arrangement of ideological groups n America as the new Federalist plot caused class boundaries all through America. This can be found on account of ranchers who were pushed towards Republican sentiment by the 1790s. In 1792 the Militia Act composed 18-multi year olds into local army units to act against Native Indians, anyway these were later utilized against ranchers as a method of upholding the extract charges puts on things, for example, Whiskey (passed by congress in 1791). This caused difficulty and ranchers started to revolt by publicly shaming. In 1794 the administration drove 1500 civilian army to West Pennsylvania in a comparative protection from the Stamp Act’s Boston Massacre in 1774.This all in all caused a division between the cultivating network and the administration, which prompted further help of Jefferson and the Republican party as ranchers felt like the enormous government auth ority was just working for more extravagant classes and causing parts in the public arena, which thus were spoken to through ideological groups. From now on, following the French Revolution, the two fundamental belief systems were set up, the gatherings turned out to be progressively sound and in the mid 1790’s they formed into the Federalist and the Republicans.Therefore, it very well may be contended that without the French Revolution there would be no ideological groups in light of the fact that the war against France and Great Britain caused a split, ideologically as well as geologically in America. Thusly, Hamilton’s input unquestionably started the time of legislative issues yet he was not the most powerful factor in the general advancement of the principal ideological groups. The Constitution may likewise be contended to be a contributing variable in the improvement of ideological groups as some contend that Federalists ‘loosely’ followed the Consti tution, though Jeffersonians ‘strictly’ followed it.The antiquarian John H. Aldrich contends that â€Å"Ratification of the Constitution propelled America’s â€Å"great experiment,† testing the suitability of majority rule government. This examination started before national ideological groups were invented†[8] and in this manner the constitution constrained Americans into a law based society in which made it to some degree mandatory to shape a sentiment, which was communicated through help of ideological groups. Nonetheless, history specialist Peter W. Schramm contends, â€Å"The American Founders accepted that gatherings were contradictory to republican government. [9] This somewhat could be because of an American want to not host political gatherings, and consequently have the option to communicate genuine beliefs through a vote based system instead of two unmistakably captivated feelings. By and by, it would be practically difficult to contend that the endorsement of the Constitution didn't have any impact on the advancement of ideological groups, and in reality one may contend that until the Constitution was actualized, Americans couldn't communicate their political conclusions in an equitable way, as there was no field for expression.The Constitution additionally had an affecting look on the â€Å"people’s† perspective on Thomas Jefferson, the alleged â€Å"American establishing father. In the event that Thomas Jefferson had any power to impact the political uprising in the States when he was in control and situated as president, it unquestionably wasn’t shown when Jefferson took up the situation of the secretary of state as Senator William Maclay watched, â€Å"He sits in a relaxing manner†¦His entire figure has a free and shackling air. [10] Maclay exhibits that the job of administration profoundly affects the subject and at last Jefferson. The way that Jefferson was situated in a significa nt political foundation, and situated in an undignified way, questions Jefferson’s genuine promise to the political undertakings occurring around then or would he say he was awaiting his chance, sitting tight for the following presidential political decision? The political uprising demonstrated that presidential impact could massively affect national affairs.Although Thomas Jefferson was in France at the time the Federal Constitution was presented in 1787, he had the option to impact the advancement of the government through his correspondence. Jefferson assumed a significant job in the arranging, plan, and development of a national state house and the government region. In the different open workplaces he held, Jefferson looked to build up a central administration of constrained forces. In the 1800 presidential political race, Jefferson and Aaron Burr gridlocked, making a sacred crisis.However, when Jefferson got adequate votes in the political decision, he and his drawn out companion, John Adams, set up the rule that force would be passed calmly from washouts to victors in presidential races. Jefferson called his political race triumph â€Å"the second American Revolution. † There were numerous issues and contentions in any case, standing up to the Founding Fathers like, for instance, servitude. The North versus the South separation was extending. Jefferson himself was a well off ranch proprietor and claimed numerous slaves.Although he realized it wasn't right as he said it was â€Å"a moral depravity† and â€Å"a frightful blot†[11], he couldn’t surrender his riches and his income. Numerous students of history have discussed wh

Frankenstein (1994)

Frankenstein (1994) Presentation Frankenstein (likewise alluded to as Mary Shelleys Frankenstein) is a blood and gore movie coordinated by Kenneth Branagh in 1994 and embraced from a book by Mary Shelly bearing a comparative title. In the film, a youthful specialist named Victor Frankenstein (Kenneth Branagh) leaves from his local place where there is Geneva to be conceded at a clinical school (IMDB, para. 2).Advertising We will compose a custom paper test on Frankenstein (1994) explicitly for you for just $16.05 $11/page Learn More At the school, he contemplates and gets educated in human life systems and in science. The youthful understudy has consistently been entranced with death and this leads him to start a task to make life. Victor plans an animal with the body portions of convicts and with the mind of a brilliant researcher. The ‘monster’ (Robert de Niro) wakes up and is tossed into the general public. The beast at that point gets a handle on that the general public will never ackno wledge him and looks for vengeance on all people that Victor cherishes. As the film reaches a conclusion, Victor is without anyone else as the entirety of his relatives have been slaughtered. Victor at that point makes an accomplice for the animal to cherish, in any case, because of the agony he is feeling, he picks to utilize Elizabeth (Helena Bonham Carter) and restores her for his own advantage. In the long run, Elizabeth murders herself since Victor and the beast are battling about her. As the film reaches a conclusion, Victor passes on a boat while the beast he made is discovered crying not without a battle to the death. Victor’s burial service function is hindered when the ice encompassing the boat begins to split. The animal takes a consuming light and sets himself and his dead maker land. Basic Analysis Despite having a fine beginning, Frankenstein neglects to very fall off and doesn't make a decent film for an assortment of reasons. First is the films’ term, a t marginally over two hours, the film feels somewhat expanded. It is longwinded and the speed drops in certain scenes. Some portion of the issue comes from the film’s commonality. Arrangements for Frankenstein’s excursion to Vienna, his experience with Clerval, his rebellion to the clinical staff at the school, and his underlying experimentations have all been attempted previously. The crowd knows where Victor is made a beeline for and Branagh offers no convincing twists to the storyline. This nature comes from the way that various versions of the film have been delivered previously. Nonetheless, the film turns out to be all the more fascinating in the subsequent half. Here, Branagh utilizes components from the book that have not been remembered for past variants of the film. For example, the Arctic landscape, the unpretentious truth that the animal can speak in human voice and is brilliant and ready to encounter torment, the arrangement of occasions identified with Wi lliam’s demise and the creature’s set-up of Justine are on the whole elite to the film, making for an intriguing watch. Be that as it may, for somebody who has not viewed past variants of the film nor perused Shelley’s book, the film makes for a fascinating watch with regards to whole.Advertising Looking for article on craftsmanship and plan? We should check whether we can support you! Get your first paper with 15% OFF Learn More Another awful part of the film is the fast progression of scenes, taking into account that the film runs for over two hours. Only fifteen minutes into the film, 3 years have just slipped by. A group of people may think that its difficult to stay aware of the story, and might lose fixation halfway to the end. Once more, the creator needs to perceive that catastrophe in film is best when it is permitted to grow gradually. The scenes in Branagh’s rendition of Mary Shelleys Frankenstein move so quick that various nuances vanish en ro ute. This gives the film an energizing and infrequently clamorous (especially in the main half-hour) bit of work that, while undeniably engaging, is shy of the profundity that a work of this size requires. Nonetheless, the film can be lauded on various viewpoints, particularly that of the stunning landscape, prevalent acting of certain characters, particularly Elizabeth and Robert de Niro, and imagination. Starting with one scene then onto the next, the maker does decent completing contacts and entrancing varieties that are effectively recognizable. It is energizing, for example, to watch Frankenstein play Ben Franklin and clasp hands with his relatives while resting! What's more, in another scene, when Dr. Frankenstein pays a maternity specialist to gather amniotic liquid and fill what looks like a chamber, our advantage is held however much as could be expected. There are likewise some quality and cooperative scenes, for example, when the specialist slips into the court to chop do wn a man who was hanged with the aim of utilizing him as a ‘raw material.’ As Frankenstein cuts the rope and the inert body tumbles to the ground, there is a quick sliced to a table in the hotel where a wine bottle is hit against to the table. A sharp completing contacts that have a tremendous effect. The maker additionally accomplishes some quality work in entertainer choice. Despite the fact that Branagh’s execution as Dr Frankenstein is not a huge deal, De Niro and Elizabeth work superbly to make for deficiencies somewhere else (Ebert, 2). The scene where the animal becomes companions with a family and supplies them with food while watching and learning through a break on the divider, is impressively moving, and is most likely the best scene in the film. Despite the fact that his job was the most testing, De Niro acts it out with artfulness and drama and fundamentally improves the rating of the film. Also, Helena gives an altogether enthralling exhibition. She turns out to be substantially more than Frankenstein’s mystery sweetheart and furthermore assumes a significant job in uncovering the terrible and great sides of Frankenstein and the creature.Advertising We will compose a custom article test on Frankenstein (1994) explicitly for you for just $16.05 $11/page Learn More Camera methods are imperative to the advancement of scenes, and Branagh doesn't come up short at this. Frequently, the camera turns to Victor’s research facility, where he apparently is vexed as he faces a decision between committing all his opportunity to science and wedding his embraced sister, Elizabeth. The camera is likewise important in indicating the crowd an all encompassing perspective on Geneva and the Swiss Alps. Furthermore, as the animal lays on the day off, camera uncovers the fury, outrage and harshness in its eyes. He will have vengeance for his creation by Victor. End Mary Shelleys Frankenstein is an exceptionally charming film to watch. While the film has its shortcomings, it likewise has various qualities that outcomes in a captivating watch. Viewpoints that make Mary Shelleys Frankenstein an awful film incorporate tedium and speed drops in certain scenes, crowd commonality with the storyline, and quick progression of scenes. In any case, Branagh compensates for these inadequacies by utilizing flawless landscapes, phenomenal acting abilities by various on-screen characters, and utilization of camera strategies to create scenes. Ebert, Roger. Mary Shelleys Frankenstein. The Sun Times, November 4, 1994. Web. https://www.rogerebert.com/surveys/mary-shelleys-frankenstein-1994 IMDB. Frankenstein (1994). 1994. Web. https://www.imdb.com/title/tt0109836/

Sustainable Growth 4 Questions for Fast-Growing Companies - Focus

Sustainable Growth 4 Questions for Fast-Growing Companies - Focus When a start-up grows at scale, your leadership strategy will need to grow with it. At MeisterLabs, when we could no longer fit around the same meeting room table, we knew it was time to take stock. Over the past few years, our company has grown from a small start-up to a team of 35. Throughout this process, growing sustainably, rather than rapidly, has been paramount. We’ve needed a leadership strategy that not only hires top talent  but provides our team with the onboarding processes and feedback they need to thrive. To receive a helping hand in this, we rolled up our sleeves and signed up for an external leadership workshop. The training was challenging, but enlightening, and identified a few key areas for improvement, along with strategies on how to get there. These approaches will no doubt apply to other growing tech teams too. In this article, we’ll share the key lessons, in the hope that you’ll be well placed to weather your growth, too: Dealing with Growing Pains As tech companies scale at pace, there’s a risk that teams will begin to lose direction. Without structure, it’s difficult to continue working together in a strategic way, as bigger picture aims get lost among individual tasks. Without clear team leads, questions over who should onboard new staff members and provide regular feedback can also arise. As a result, in fall 2017, we decided to create a formal company structure. Until this point, MeisterLabs had been almost entirely non-hierarchical. This worked great for fast-paced working and collaboration. However, as we hired lots of new team members over a short period, it became problematic. As new hires joined the team, they would often have no clear line manager. This meant no specific person to onboard them, no one to showcase their work to, and no one to provide regular feedback. To address this, we began by developing a clear company structure, providing each employee with a clear understanding of who they can look to for support and feedback. Next, we needed to ensure that our new leadership team had the skills and confidence to manage their teams. To this end, we reached out to 5P Consulting and brought our team leads and founders together for a 3-day leadership workshop in Vienna. Within the training, we established our own strengths and weaknesses as a leadership team. Then, we looked at how we could improve, particularly in the areas of delegation and providing feedback. Here’s what we covered and the questions we asked ourselves, in order to make that progress: 4 Essential Questions For Leaders: 1. What drives you as a leader? To know how to improve as a leader, you first need to establish what you could be doing better. To do this, try asking yourself: How would your team describe you as a leader? How does this vary from how you would like to be described? Which leadership situations do you feel you’re really good at? Where would you still like to improve? It might have been a while since you thought about the broader impression of your leadership style. However, aligning where you’re at currently with where you’d like to be is a great first step in identifying how to improve. An element of this is understanding our personal drivers as leaders. These can often be deduced from how we would like to be seen. However, undertaking a questionnaire on our leadership drivers, we found that many of us have drivers that we’re not yet aware of. For example, a number of our leaders found a conclusive drive to please others. Although this can be essential for a happy team, it’s important to remember that you can’t please everyone, all of the time. As long as decisions are made for the greater sake of the team, in line with company strategy, not pleasing everyone is okay. Another we found was the need to be perfect, which was holding some leaders back from delegating. We’ll come back to this, but in order to move forward, it’s important to first identify these leadership shortcomings. Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask 2. What drives you as a company? Next, focus some thought on drivers within the company as a whole. During our training, we shared on a flipchart what we most appreciate about working at MeisterLabs, as well as where the pain points lie. We asked ourselves: What are the top three things that make us successful right now? What are the top three things that hold us back and if done better, could make us more successful? It became obvious that for many of us, we enjoy elements such as: working with people with a similar mindset an open-door policy for asking for help the active involvement of our knowledgeable founders and the encouragement of team input within our company strategies. All of these factors enable us to trust one another and work well together. However, we established areas for improvement too. As a leadership team, we all agreed that we could be doing a better job of delegating tasks and providing regular, constructive feedback. Both are essential for growing teams, so I’ll share the strategies we’ve put in place to address them. 3. Where could you delegate better? As leaders, many of us have been there: You’re facing a never-ending to-do list, but feel hesitant to ask your team members to take on a task. Even as a company working on our own task management solution  MeisterTask    we’ve faced this problem too. So why is it that we so often face this conundrum? It might be that we feel we could do the task better ourselves. That we think it would require too much time to train a report to do it instead. That it could put too much pressure on a colleague. Or perhaps that we’re simply scared of losing control, in case we become redundant by handing over our work. All of these concerns are valid in their own right. However, companies hire specialist staff for a reason. As long as you  feel confident in your team members, we should never feel afraid to entrust them with important tasks. For some of us, resistance to delegation can link back to our inner drivers. For example, if one of your drivers is to complete tasks quickly, this might make you resistant to training a team member to do it. If your driver is to please others, you might be concerned by the pressure you’d be putting on them by delegating. Reflecting on the drivers established in step one will help you in deconstructing any personal resistance to delegating. Once you’re feeling more comfortable to delegate, the key steps we covered in our guide to effective delegation are as follows: Explain why you’re delegating Provide the right instructions Provide the necessary resources and training Delegate responsibility and authority, too Say thank you! Learning to delegate effectively will develop you as a leader and can help motivate your team too. After all, it’s your responsibility to focus on their professional development and this includes challenging them, providing opportunities to grow. As mentioned, at MeisterLabs, we use our own task management tool, MeisterTask, to help delegate. With transparent project boards, we can create and assign tasks to our team, then track these to completion. If team members have any questions, they can voice them simply via the comment section. However, an in-person conversation between the team member and team lead can never go amiss either! 4. Are you providing enough feedback? To help your team members develop further, it’s crucial you provide regular, constructive feedback. This shouldn’t be an annual affair, where all tasks completed over the past year are presented all at once. Instead, you should normalize immediate feedback and create a constant dialogue flow, including praise and points for improvement. The mindset of the leader will play a significant role here. In her book, Radical Candor, leadership expert Kim Scott shared that ideally, every team leader will care personally for their team member. In parallel, they should develop a relationship in which they’re able to challenge each other directly, without resulting in any  upset. Many articles have been written about how to give feedback in the best possible way. Some claim that criticism should always be sandwiched in praise. However, as we’ve shared previously in our best ways to offer effective feedback, this is just undercover bashing and often ineffective. Instead, the most effective way to offer feedback on topics surrounding criticism, recognition and expectations is via the following steps: First, provide a description of the situation Second, provide an objective description of the behavior Next, provide an objective description of the consequences Then, provide a subjective assessment of the situation, outcomes and onward actions Finally, provide a description of future expectations. In order to communicate your feedback in a considered, thoughtful way, it’s important to first structure your thoughts. Below is an example of how you can prepare for feedback sessions with the help of a mind map. In our case, we used  MindMeister. Your browser is not able to display frames. Please visit 5 Steps for Effective Feedback on MindMeister. MeisterTip: To use the template feedback mind map, simply sign into MindMeister (or sign up free) and maximize the map via the map actions icon. Once maximized, click again on the map actions icon and choose to clone the map. From there, edit or embellish the topics to make the map suitable for your personal feedback session. Of course, if your feedback is critical, you might need to escalate this to further levels. The first couple of stages will involve explaining, convincing, requesting changes and then holding follow-ups to monitor those changes. However, persistent issues should be dealt with by alerting the employee to the consequences, before, eventually, putting those consequences into practice. Ultimately, your feedback should be a continuum from friendly chat, to direct conversation, to tangible consequences. Ideally, with a focus on regular feedback,  you can avoid the latter escalations altogether. Once you’ve been through these processes as a leader, the next step is to disseminate this knowledge internally. By demonstrating the value of the new management processes to your team, you can get them on board with the changes. This way, they’ll be ready and eager for the 1:1 feedback sessions and to receive some new, challenging tasks. In our case, our Tech Lead for MindMeister, Laura Bârladeanu, led an internal workshop, leading to positive feedback on the new processes so far. After all, feedback is a two-way street, and we, as leaders, must be open to receiving it too ?? If you like the sound of how we do things at MeisterLabs, there’s still space in our bustling offices in Vienna and Seattle! Head to our  jobs page  to check out the positions we’re hiring for. Plus, if you don’t see an opening that fits, get in touch via  [emailprotected]  to let us know where you see yourself on our team! Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask Sustainable Growth 4 Questions for Fast-Growing Companies - Focus When a start-up grows at scale, your leadership strategy will need to grow with it. At MeisterLabs, when we could no longer fit around the same meeting room table, we knew it was time to take stock. Over the past few years, our company has grown from a small start-up to a team of 35. Throughout this process, growing sustainably, rather than rapidly, has been paramount. We’ve needed a leadership strategy that not only hires top talent  but provides our team with the onboarding processes and feedback they need to thrive. To receive a helping hand in this, we rolled up our sleeves and signed up for an external leadership workshop. The training was challenging, but enlightening, and identified a few key areas for improvement, along with strategies on how to get there. These approaches will no doubt apply to other growing tech teams too. In this article, we’ll share the key lessons, in the hope that you’ll be well placed to weather your growth, too: Dealing with Growing Pains As tech companies scale at pace, there’s a risk that teams will begin to lose direction. Without structure, it’s difficult to continue working together in a strategic way, as bigger picture aims get lost among individual tasks. Without clear team leads, questions over who should onboard new staff members and provide regular feedback can also arise. As a result, in fall 2017, we decided to create a formal company structure. Until this point, MeisterLabs had been almost entirely non-hierarchical. This worked great for fast-paced working and collaboration. However, as we hired lots of new team members over a short period, it became problematic. As new hires joined the team, they would often have no clear line manager. This meant no specific person to onboard them, no one to showcase their work to, and no one to provide regular feedback. To address this, we began by developing a clear company structure, providing each employee with a clear understanding of who they can look to for support and feedback. Next, we needed to ensure that our new leadership team had the skills and confidence to manage their teams. To this end, we reached out to 5P Consulting and brought our team leads and founders together for a 3-day leadership workshop in Vienna. Within the training, we established our own strengths and weaknesses as a leadership team. Then, we looked at how we could improve, particularly in the areas of delegation and providing feedback. Here’s what we covered and the questions we asked ourselves, in order to make that progress: 4 Essential Questions For Leaders: 1. What drives you as a leader? To know how to improve as a leader, you first need to establish what you could be doing better. To do this, try asking yourself: How would your team describe you as a leader? How does this vary from how you would like to be described? Which leadership situations do you feel you’re really good at? Where would you still like to improve? It might have been a while since you thought about the broader impression of your leadership style. However, aligning where you’re at currently with where you’d like to be is a great first step in identifying how to improve. An element of this is understanding our personal drivers as leaders. These can often be deduced from how we would like to be seen. However, undertaking a questionnaire on our leadership drivers, we found that many of us have drivers that we’re not yet aware of. For example, a number of our leaders found a conclusive drive to please others. Although this can be essential for a happy team, it’s important to remember that you can’t please everyone, all of the time. As long as decisions are made for the greater sake of the team, in line with company strategy, not pleasing everyone is okay. Another we found was the need to be perfect, which was holding some leaders back from delegating. We’ll come back to this, but in order to move forward, it’s important to first identify these leadership shortcomings. Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask 2. What drives you as a company? Next, focus some thought on drivers within the company as a whole. During our training, we shared on a flipchart what we most appreciate about working at MeisterLabs, as well as where the pain points lie. We asked ourselves: What are the top three things that make us successful right now? What are the top three things that hold us back and if done better, could make us more successful? It became obvious that for many of us, we enjoy elements such as: working with people with a similar mindset an open-door policy for asking for help the active involvement of our knowledgeable founders and the encouragement of team input within our company strategies. All of these factors enable us to trust one another and work well together. However, we established areas for improvement too. As a leadership team, we all agreed that we could be doing a better job of delegating tasks and providing regular, constructive feedback. Both are essential for growing teams, so I’ll share the strategies we’ve put in place to address them. 3. Where could you delegate better? As leaders, many of us have been there: You’re facing a never-ending to-do list, but feel hesitant to ask your team members to take on a task. Even as a company working on our own task management solution  MeisterTask    we’ve faced this problem too. So why is it that we so often face this conundrum? It might be that we feel we could do the task better ourselves. That we think it would require too much time to train a report to do it instead. That it could put too much pressure on a colleague. Or perhaps that we’re simply scared of losing control, in case we become redundant by handing over our work. All of these concerns are valid in their own right. However, companies hire specialist staff for a reason. As long as you  feel confident in your team members, we should never feel afraid to entrust them with important tasks. For some of us, resistance to delegation can link back to our inner drivers. For example, if one of your drivers is to complete tasks quickly, this might make you resistant to training a team member to do it. If your driver is to please others, you might be concerned by the pressure you’d be putting on them by delegating. Reflecting on the drivers established in step one will help you in deconstructing any personal resistance to delegating. Once you’re feeling more comfortable to delegate, the key steps we covered in our guide to effective delegation are as follows: Explain why you’re delegating Provide the right instructions Provide the necessary resources and training Delegate responsibility and authority, too Say thank you! Learning to delegate effectively will develop you as a leader and can help motivate your team too. After all, it’s your responsibility to focus on their professional development and this includes challenging them, providing opportunities to grow. As mentioned, at MeisterLabs, we use our own task management tool, MeisterTask, to help delegate. With transparent project boards, we can create and assign tasks to our team, then track these to completion. If team members have any questions, they can voice them simply via the comment section. However, an in-person conversation between the team member and team lead can never go amiss either! 4. Are you providing enough feedback? To help your team members develop further, it’s crucial you provide regular, constructive feedback. This shouldn’t be an annual affair, where all tasks completed over the past year are presented all at once. Instead, you should normalize immediate feedback and create a constant dialogue flow, including praise and points for improvement. The mindset of the leader will play a significant role here. In her book, Radical Candor, leadership expert Kim Scott shared that ideally, every team leader will care personally for their team member. In parallel, they should develop a relationship in which they’re able to challenge each other directly, without resulting in any  upset. Many articles have been written about how to give feedback in the best possible way. Some claim that criticism should always be sandwiched in praise. However, as we’ve shared previously in our best ways to offer effective feedback, this is just undercover bashing and often ineffective. Instead, the most effective way to offer feedback on topics surrounding criticism, recognition and expectations is via the following steps: First, provide a description of the situation Second, provide an objective description of the behavior Next, provide an objective description of the consequences Then, provide a subjective assessment of the situation, outcomes and onward actions Finally, provide a description of future expectations. In order to communicate your feedback in a considered, thoughtful way, it’s important to first structure your thoughts. Below is an example of how you can prepare for feedback sessions with the help of a mind map. In our case, we used  MindMeister. Your browser is not able to display frames. Please visit 5 Steps for Effective Feedback on MindMeister. MeisterTip: To use the template feedback mind map, simply sign into MindMeister (or sign up free) and maximize the map via the map actions icon. Once maximized, click again on the map actions icon and choose to clone the map. From there, edit or embellish the topics to make the map suitable for your personal feedback session. Of course, if your feedback is critical, you might need to escalate this to further levels. The first couple of stages will involve explaining, convincing, requesting changes and then holding follow-ups to monitor those changes. However, persistent issues should be dealt with by alerting the employee to the consequences, before, eventually, putting those consequences into practice. Ultimately, your feedback should be a continuum from friendly chat, to direct conversation, to tangible consequences. Ideally, with a focus on regular feedback,  you can avoid the latter escalations altogether. Once you’ve been through these processes as a leader, the next step is to disseminate this knowledge internally. By demonstrating the value of the new management processes to your team, you can get them on board with the changes. This way, they’ll be ready and eager for the 1:1 feedback sessions and to receive some new, challenging tasks. In our case, our Tech Lead for MindMeister, Laura Bârladeanu, led an internal workshop, leading to positive feedback on the new processes so far. After all, feedback is a two-way street, and we, as leaders, must be open to receiving it too ?? If you like the sound of how we do things at MeisterLabs, there’s still space in our bustling offices in Vienna and Seattle! Head to our  jobs page  to check out the positions we’re hiring for. Plus, if you don’t see an opening that fits, get in touch via  [emailprotected]  to let us know where you see yourself on our team! Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask

Sustainable Growth 4 Questions for Fast-Growing Companies - Focus

Sustainable Growth 4 Questions for Fast-Growing Companies - Focus When a start-up grows at scale, your leadership strategy will need to grow with it. At MeisterLabs, when we could no longer fit around the same meeting room table, we knew it was time to take stock. Over the past few years, our company has grown from a small start-up to a team of 35. Throughout this process, growing sustainably, rather than rapidly, has been paramount. We’ve needed a leadership strategy that not only hires top talent  but provides our team with the onboarding processes and feedback they need to thrive. To receive a helping hand in this, we rolled up our sleeves and signed up for an external leadership workshop. The training was challenging, but enlightening, and identified a few key areas for improvement, along with strategies on how to get there. These approaches will no doubt apply to other growing tech teams too. In this article, we’ll share the key lessons, in the hope that you’ll be well placed to weather your growth, too: Dealing with Growing Pains As tech companies scale at pace, there’s a risk that teams will begin to lose direction. Without structure, it’s difficult to continue working together in a strategic way, as bigger picture aims get lost among individual tasks. Without clear team leads, questions over who should onboard new staff members and provide regular feedback can also arise. As a result, in fall 2017, we decided to create a formal company structure. Until this point, MeisterLabs had been almost entirely non-hierarchical. This worked great for fast-paced working and collaboration. However, as we hired lots of new team members over a short period, it became problematic. As new hires joined the team, they would often have no clear line manager. This meant no specific person to onboard them, no one to showcase their work to, and no one to provide regular feedback. To address this, we began by developing a clear company structure, providing each employee with a clear understanding of who they can look to for support and feedback. Next, we needed to ensure that our new leadership team had the skills and confidence to manage their teams. To this end, we reached out to 5P Consulting and brought our team leads and founders together for a 3-day leadership workshop in Vienna. Within the training, we established our own strengths and weaknesses as a leadership team. Then, we looked at how we could improve, particularly in the areas of delegation and providing feedback. Here’s what we covered and the questions we asked ourselves, in order to make that progress: 4 Essential Questions For Leaders: 1. What drives you as a leader? To know how to improve as a leader, you first need to establish what you could be doing better. To do this, try asking yourself: How would your team describe you as a leader? How does this vary from how you would like to be described? Which leadership situations do you feel you’re really good at? Where would you still like to improve? It might have been a while since you thought about the broader impression of your leadership style. However, aligning where you’re at currently with where you’d like to be is a great first step in identifying how to improve. An element of this is understanding our personal drivers as leaders. These can often be deduced from how we would like to be seen. However, undertaking a questionnaire on our leadership drivers, we found that many of us have drivers that we’re not yet aware of. For example, a number of our leaders found a conclusive drive to please others. Although this can be essential for a happy team, it’s important to remember that you can’t please everyone, all of the time. As long as decisions are made for the greater sake of the team, in line with company strategy, not pleasing everyone is okay. Another we found was the need to be perfect, which was holding some leaders back from delegating. We’ll come back to this, but in order to move forward, it’s important to first identify these leadership shortcomings. Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask 2. What drives you as a company? Next, focus some thought on drivers within the company as a whole. During our training, we shared on a flipchart what we most appreciate about working at MeisterLabs, as well as where the pain points lie. We asked ourselves: What are the top three things that make us successful right now? What are the top three things that hold us back and if done better, could make us more successful? It became obvious that for many of us, we enjoy elements such as: working with people with a similar mindset an open-door policy for asking for help the active involvement of our knowledgeable founders and the encouragement of team input within our company strategies. All of these factors enable us to trust one another and work well together. However, we established areas for improvement too. As a leadership team, we all agreed that we could be doing a better job of delegating tasks and providing regular, constructive feedback. Both are essential for growing teams, so I’ll share the strategies we’ve put in place to address them. 3. Where could you delegate better? As leaders, many of us have been there: You’re facing a never-ending to-do list, but feel hesitant to ask your team members to take on a task. Even as a company working on our own task management solution  MeisterTask    we’ve faced this problem too. So why is it that we so often face this conundrum? It might be that we feel we could do the task better ourselves. That we think it would require too much time to train a report to do it instead. That it could put too much pressure on a colleague. Or perhaps that we’re simply scared of losing control, in case we become redundant by handing over our work. All of these concerns are valid in their own right. However, companies hire specialist staff for a reason. As long as you  feel confident in your team members, we should never feel afraid to entrust them with important tasks. For some of us, resistance to delegation can link back to our inner drivers. For example, if one of your drivers is to complete tasks quickly, this might make you resistant to training a team member to do it. If your driver is to please others, you might be concerned by the pressure you’d be putting on them by delegating. Reflecting on the drivers established in step one will help you in deconstructing any personal resistance to delegating. Once you’re feeling more comfortable to delegate, the key steps we covered in our guide to effective delegation are as follows: Explain why you’re delegating Provide the right instructions Provide the necessary resources and training Delegate responsibility and authority, too Say thank you! Learning to delegate effectively will develop you as a leader and can help motivate your team too. After all, it’s your responsibility to focus on their professional development and this includes challenging them, providing opportunities to grow. As mentioned, at MeisterLabs, we use our own task management tool, MeisterTask, to help delegate. With transparent project boards, we can create and assign tasks to our team, then track these to completion. If team members have any questions, they can voice them simply via the comment section. However, an in-person conversation between the team member and team lead can never go amiss either! 4. Are you providing enough feedback? To help your team members develop further, it’s crucial you provide regular, constructive feedback. This shouldn’t be an annual affair, where all tasks completed over the past year are presented all at once. Instead, you should normalize immediate feedback and create a constant dialogue flow, including praise and points for improvement. The mindset of the leader will play a significant role here. In her book, Radical Candor, leadership expert Kim Scott shared that ideally, every team leader will care personally for their team member. In parallel, they should develop a relationship in which they’re able to challenge each other directly, without resulting in any  upset. Many articles have been written about how to give feedback in the best possible way. Some claim that criticism should always be sandwiched in praise. However, as we’ve shared previously in our best ways to offer effective feedback, this is just undercover bashing and often ineffective. Instead, the most effective way to offer feedback on topics surrounding criticism, recognition and expectations is via the following steps: First, provide a description of the situation Second, provide an objective description of the behavior Next, provide an objective description of the consequences Then, provide a subjective assessment of the situation, outcomes and onward actions Finally, provide a description of future expectations. In order to communicate your feedback in a considered, thoughtful way, it’s important to first structure your thoughts. Below is an example of how you can prepare for feedback sessions with the help of a mind map. In our case, we used  MindMeister. Your browser is not able to display frames. Please visit 5 Steps for Effective Feedback on MindMeister. MeisterTip: To use the template feedback mind map, simply sign into MindMeister (or sign up free) and maximize the map via the map actions icon. Once maximized, click again on the map actions icon and choose to clone the map. From there, edit or embellish the topics to make the map suitable for your personal feedback session. Of course, if your feedback is critical, you might need to escalate this to further levels. The first couple of stages will involve explaining, convincing, requesting changes and then holding follow-ups to monitor those changes. However, persistent issues should be dealt with by alerting the employee to the consequences, before, eventually, putting those consequences into practice. Ultimately, your feedback should be a continuum from friendly chat, to direct conversation, to tangible consequences. Ideally, with a focus on regular feedback,  you can avoid the latter escalations altogether. Once you’ve been through these processes as a leader, the next step is to disseminate this knowledge internally. By demonstrating the value of the new management processes to your team, you can get them on board with the changes. This way, they’ll be ready and eager for the 1:1 feedback sessions and to receive some new, challenging tasks. In our case, our Tech Lead for MindMeister, Laura Bârladeanu, led an internal workshop, leading to positive feedback on the new processes so far. After all, feedback is a two-way street, and we, as leaders, must be open to receiving it too ?? If you like the sound of how we do things at MeisterLabs, there’s still space in our bustling offices in Vienna and Seattle! Head to our  jobs page  to check out the positions we’re hiring for. Plus, if you don’t see an opening that fits, get in touch via  [emailprotected]  to let us know where you see yourself on our team! Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask Sustainable Growth 4 Questions for Fast-Growing Companies - Focus When a start-up grows at scale, your leadership strategy will need to grow with it. At MeisterLabs, when we could no longer fit around the same meeting room table, we knew it was time to take stock. Over the past few years, our company has grown from a small start-up to a team of 35. Throughout this process, growing sustainably, rather than rapidly, has been paramount. We’ve needed a leadership strategy that not only hires top talent  but provides our team with the onboarding processes and feedback they need to thrive. To receive a helping hand in this, we rolled up our sleeves and signed up for an external leadership workshop. The training was challenging, but enlightening, and identified a few key areas for improvement, along with strategies on how to get there. These approaches will no doubt apply to other growing tech teams too. In this article, we’ll share the key lessons, in the hope that you’ll be well placed to weather your growth, too: Dealing with Growing Pains As tech companies scale at pace, there’s a risk that teams will begin to lose direction. Without structure, it’s difficult to continue working together in a strategic way, as bigger picture aims get lost among individual tasks. Without clear team leads, questions over who should onboard new staff members and provide regular feedback can also arise. As a result, in fall 2017, we decided to create a formal company structure. Until this point, MeisterLabs had been almost entirely non-hierarchical. This worked great for fast-paced working and collaboration. However, as we hired lots of new team members over a short period, it became problematic. As new hires joined the team, they would often have no clear line manager. This meant no specific person to onboard them, no one to showcase their work to, and no one to provide regular feedback. To address this, we began by developing a clear company structure, providing each employee with a clear understanding of who they can look to for support and feedback. Next, we needed to ensure that our new leadership team had the skills and confidence to manage their teams. To this end, we reached out to 5P Consulting and brought our team leads and founders together for a 3-day leadership workshop in Vienna. Within the training, we established our own strengths and weaknesses as a leadership team. Then, we looked at how we could improve, particularly in the areas of delegation and providing feedback. Here’s what we covered and the questions we asked ourselves, in order to make that progress: 4 Essential Questions For Leaders: 1. What drives you as a leader? To know how to improve as a leader, you first need to establish what you could be doing better. To do this, try asking yourself: How would your team describe you as a leader? How does this vary from how you would like to be described? Which leadership situations do you feel you’re really good at? Where would you still like to improve? It might have been a while since you thought about the broader impression of your leadership style. However, aligning where you’re at currently with where you’d like to be is a great first step in identifying how to improve. An element of this is understanding our personal drivers as leaders. These can often be deduced from how we would like to be seen. However, undertaking a questionnaire on our leadership drivers, we found that many of us have drivers that we’re not yet aware of. For example, a number of our leaders found a conclusive drive to please others. Although this can be essential for a happy team, it’s important to remember that you can’t please everyone, all of the time. As long as decisions are made for the greater sake of the team, in line with company strategy, not pleasing everyone is okay. Another we found was the need to be perfect, which was holding some leaders back from delegating. We’ll come back to this, but in order to move forward, it’s important to first identify these leadership shortcomings. Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask 2. What drives you as a company? Next, focus some thought on drivers within the company as a whole. During our training, we shared on a flipchart what we most appreciate about working at MeisterLabs, as well as where the pain points lie. We asked ourselves: What are the top three things that make us successful right now? What are the top three things that hold us back and if done better, could make us more successful? It became obvious that for many of us, we enjoy elements such as: working with people with a similar mindset an open-door policy for asking for help the active involvement of our knowledgeable founders and the encouragement of team input within our company strategies. All of these factors enable us to trust one another and work well together. However, we established areas for improvement too. As a leadership team, we all agreed that we could be doing a better job of delegating tasks and providing regular, constructive feedback. Both are essential for growing teams, so I’ll share the strategies we’ve put in place to address them. 3. Where could you delegate better? As leaders, many of us have been there: You’re facing a never-ending to-do list, but feel hesitant to ask your team members to take on a task. Even as a company working on our own task management solution  MeisterTask    we’ve faced this problem too. So why is it that we so often face this conundrum? It might be that we feel we could do the task better ourselves. That we think it would require too much time to train a report to do it instead. That it could put too much pressure on a colleague. Or perhaps that we’re simply scared of losing control, in case we become redundant by handing over our work. All of these concerns are valid in their own right. However, companies hire specialist staff for a reason. As long as you  feel confident in your team members, we should never feel afraid to entrust them with important tasks. For some of us, resistance to delegation can link back to our inner drivers. For example, if one of your drivers is to complete tasks quickly, this might make you resistant to training a team member to do it. If your driver is to please others, you might be concerned by the pressure you’d be putting on them by delegating. Reflecting on the drivers established in step one will help you in deconstructing any personal resistance to delegating. Once you’re feeling more comfortable to delegate, the key steps we covered in our guide to effective delegation are as follows: Explain why you’re delegating Provide the right instructions Provide the necessary resources and training Delegate responsibility and authority, too Say thank you! Learning to delegate effectively will develop you as a leader and can help motivate your team too. After all, it’s your responsibility to focus on their professional development and this includes challenging them, providing opportunities to grow. As mentioned, at MeisterLabs, we use our own task management tool, MeisterTask, to help delegate. With transparent project boards, we can create and assign tasks to our team, then track these to completion. If team members have any questions, they can voice them simply via the comment section. However, an in-person conversation between the team member and team lead can never go amiss either! 4. Are you providing enough feedback? To help your team members develop further, it’s crucial you provide regular, constructive feedback. This shouldn’t be an annual affair, where all tasks completed over the past year are presented all at once. Instead, you should normalize immediate feedback and create a constant dialogue flow, including praise and points for improvement. The mindset of the leader will play a significant role here. In her book, Radical Candor, leadership expert Kim Scott shared that ideally, every team leader will care personally for their team member. In parallel, they should develop a relationship in which they’re able to challenge each other directly, without resulting in any  upset. Many articles have been written about how to give feedback in the best possible way. Some claim that criticism should always be sandwiched in praise. However, as we’ve shared previously in our best ways to offer effective feedback, this is just undercover bashing and often ineffective. Instead, the most effective way to offer feedback on topics surrounding criticism, recognition and expectations is via the following steps: First, provide a description of the situation Second, provide an objective description of the behavior Next, provide an objective description of the consequences Then, provide a subjective assessment of the situation, outcomes and onward actions Finally, provide a description of future expectations. In order to communicate your feedback in a considered, thoughtful way, it’s important to first structure your thoughts. Below is an example of how you can prepare for feedback sessions with the help of a mind map. In our case, we used  MindMeister. Your browser is not able to display frames. Please visit 5 Steps for Effective Feedback on MindMeister. MeisterTip: To use the template feedback mind map, simply sign into MindMeister (or sign up free) and maximize the map via the map actions icon. Once maximized, click again on the map actions icon and choose to clone the map. From there, edit or embellish the topics to make the map suitable for your personal feedback session. Of course, if your feedback is critical, you might need to escalate this to further levels. The first couple of stages will involve explaining, convincing, requesting changes and then holding follow-ups to monitor those changes. However, persistent issues should be dealt with by alerting the employee to the consequences, before, eventually, putting those consequences into practice. Ultimately, your feedback should be a continuum from friendly chat, to direct conversation, to tangible consequences. Ideally, with a focus on regular feedback,  you can avoid the latter escalations altogether. Once you’ve been through these processes as a leader, the next step is to disseminate this knowledge internally. By demonstrating the value of the new management processes to your team, you can get them on board with the changes. This way, they’ll be ready and eager for the 1:1 feedback sessions and to receive some new, challenging tasks. In our case, our Tech Lead for MindMeister, Laura Bârladeanu, led an internal workshop, leading to positive feedback on the new processes so far. After all, feedback is a two-way street, and we, as leaders, must be open to receiving it too ?? If you like the sound of how we do things at MeisterLabs, there’s still space in our bustling offices in Vienna and Seattle! Head to our  jobs page  to check out the positions we’re hiring for. Plus, if you don’t see an opening that fits, get in touch via  [emailprotected]  to let us know where you see yourself on our team! Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask

List of the Roman Ludi Scaenici

Amelia Mary Earhart The Most Influential Persons

Amelia Mary Earhart Amelia Mary Earhart is among the most influential persons in history. Her achievements surpass the expectations of many. She had a sparkling career, as a female pilot, a writer, and an activist. Throughout her career, she had several accomplishments which set her on a path of fame. Right from being among the first female pilots, to being an advocate of women’s rights and providing various literary works, Amelia’s career was exceptional. Her life’s experiences set her to various paths before finally ending up in aviation, where she built a career which had a lasting impact in the aviation industry. Amelia was born in July 24, 1897 in Atchison, Kansas. Since her family moved around, she ended up attending several schools including Hyde Park High School. Her admiration for aviation began when she had volunteered as a nurse’s aid for the Red Cross, who were attending to wounded soldiers returning from World War 1. She was able to speak to the wounded pilots and watch the Royal Flying Corps who practiced at a nearby airfield. Her life got filled with so many ups and downs, leading to her failure to finish her studies at Columbia University. Amelia has been exhibited as a woman not afraid of breaking barriers in her life. Despite the financial constraints within her family, Amelia could explore various careers, including photography and truck-driving, through which she could raise enough money to take flying lessons. Afterwards, she was able to buy a smallShow MoreRelatedLangston Hughes Research Paper25309 Words   |  102 Pageswere scarce. Sometimes she took young Langston with her, but most of the time he stayed with his grandmother in Lawrence, Kansas. Grandmother Mary Langston, an American citizen of French, Cherokee, and African descent, was nineteen in 1855 when men tried to kidnap her and sell her as a slave. Her first husband, Lewis Leary, was killed in 1859 at Harpers Ferry, West Virginia, during John Browns raid on the federal arsenal. Throughout Mary Langstons life, she treasured Lewiss bullet-riddled shawl

Slaves Narratives Frederick Douglass, Olaudah Equiano Essay

Sojourner Truth, Frederick Douglass, and Olaudah Equiano all have extremely interesting slave narratives. During their lives, they faced plenty of racist discrimination and troubling moments. They were all forced into slavery at an awfully young age and they all had to fight for their freedom. In 1797, Truth was born into slavery in New York with the name of Isabella Van Wagener. She was a slave for most of her life and eventually got emancipated. Truth was an immense women’s suffrage activist. She went on to preach about her religious life, become apart of the abolitionist movement, and give public speeches. Truth wrote a well-known personal experience called An Account of an Experience with Discrimination, and she gave a few famous†¦show more content†¦Sojourner Truth, the writer of An Account of an Experience with Discrimination and speaker of Ain’t I a Women and Speech at New York City Convention, faced many difficulties and oppressive times in her life. Sh e went through several different owners and homes. When Truth got older, she had at least five kids, most of which were sold into slavery, with a slave named Thomas. Truth was granted freedom after the 1828 mandatory emancipation of slaves in New York and finally was emancipated. She began preaching on the streets about her religious life. Truth changed her name from Isabella Van Wagener to Sojourner Truth because she wanted to â€Å"sojourn† the land and tell God’s â€Å"truth.† She moved to Northampton, Massachusetts to become apart of the abolitionist movement. During this time, the Civil War was occurring. The North was opposed to slavery and the South was for slavery. Truth addressed women’s rights repeatedly. She pointed out that the meetings about women’s suffrage were racially segregated. Truth gave many public speeches throughout Ohio, Indiana, Missouri, and Kansas. Truth used an approach when giving speeches called rhetorical strategy. Sh e was extremely opinionated and pointed out a good argument about slaves creating the country and receiving no credit for it. She also made a good point when talking about women’s rights: â€Å"If the first woman God ever made was strong enough to turn the worldShow MoreRelatedFrederick Douglass Vs. Olaudah Equiano Slave Narratives Essay2001 Words   |  9 PagesFrederick Douglass vs. Olaudah Equiano Slave Narratives   Ã‚  Ã‚   According to Abraham Lincoln, â€Å"Slavery is founded on the selfishness of man’s nature; opposition to it on his love of justice†. Frederick Douglass published a book on his life that he wrote in 1845, titled â€Å"Narrative of the Life of Frederick Douglass†. It has been said that he followed in the footsteps of Olaudah Equiano who also written an autobiography known as â€Å"Narrative of the Life of Olaudah Equiano in 1789. In the book the â€Å"NarrativeRead MoreThe Classic Slave Narratives: Harriet Jacobs, Frederick Douglass and Olaudah Equiano1985 Words   |  8 PagesThe book The Classic Slave Narratives is a collection of narratives that includes the historical enslavement experiences in the lives of the former slaves Harriet Jacobs, Frederick Douglass, and Olaudah Equiano. They all find ways to advocate for themselves to protect them from some of the horrors of slavery, such as sexual abuse, verbal abuse, imprisonment, beatings, torturi ng, killings and the nonexistence of civil rights as Americans or rights as human beings. Also, their keen wit and intelligenceRead MoreAdvocates for the Abolition of Slavery: Olaudah Equiano vs. Fredirck Douglass902 Words   |  4 Pagestodays world. However, slaves all around the world were subjected to harsh treatment and grueling tasks like these throughout the 18th and 19th centuries. As a way of spreading accounts of these miserable lifestyles, slaves Frederick Douglass and Olaudah Equiano documented their horrifying experiences and published accounts of them. The Narrative of the Life of Frederick Douglass and The Interesting Narrative of the Life of Olaudah Equiano highlight the cruelty towards slaves during the era of realismRead MoreThe Life Of Frederick Douglass And Olaudah Equiano1398 Words   |  6 PagesThe cruel and harsh treatment of slaves in the seventeenth and eighteenth century is something that in today’s millennium a person could not even dream of. S laves were known to be illiterate; however there are few that had the opportunity to be educated and from them society has a small glimpse into the past. There are two slaves in particular that give people a way to see life through their eyes. Frederick Douglass and Olaudah Equiano were two slaves during those times that were forced into theRead MoreThe Great Challenge For Marginalized Writers Essay1681 Words   |  7 Pagesdiscuss  the narrative strategies these writers use to challenge the status quo.   For example, how do they address their audience and get readers from dominant culture on their side? What stories do they tell about themselves or the experiences of those in their marginalized group, and how and why are these stories effective in challenging dominant culture?    The greatest challenge for marginalized writers is to evoke sympathy and support from white readers in their narratives. Writers hadRead More Interpretations of Slavery Essay3734 Words   |  15 Pagesare present in all forms of slavery. Slaves were property and objects, not subjects of the law. Slaves had few rights, always fewer than their owners. Slave were also limited to few social activities and were not allowed to participate in political decisions. Finally, any earnings aquired by slaves by law belonged to their master. Also, slaves were prevented from making their own choices regarding physical reproduction. Western slavery took each of these slave characteristics to a new level and asRead MoreOlaudah Equiano, A British Slave, And Frederick Douglass And Harriet Jacobs, American Slaves Essay1737 Words   |  7 PagesThe autobiographies of Olaudah Equiano, a British slave, and Frederick Douglass and Harriet Jacobs, American slaves, highlight the transition from the instituti on of British slavery pre-American Revolution to the 18th and 19th century American plantation slavery. The explicit differences between the two systems suggest unique factors that either promoted or hindered each institution. In Britain, slavery was generally driven by economic factors that relied on trained labor. Growth and expansion ofRead MoreThe Rich Cultural Practices Of Africa966 Words   |  4 Pagesfavoured, and having a loud voice and well spoken† (Equiano, 30-31). In this quotation, Equiano is discussing the rich cultural practices in Africa, when it came to naming. Equiano’s narrative offers some great insight to Africa before his village was invaded, the journey through the middle passage, and the harsh realities of enslavement. Yet, Equiano still chooses to be referred as Gustavas Vassa. In his narrative Equiano refers to how he received the name Gustavas Vassa by his captive againstRead MoreOlaudah Equiano, Frederick Douglass And Harriet Jacobs Essay1622 Words   |  7 PagesWhen the first nineteen slaves arrived in Virginia in 1619, an institution that would last more than two hundred years was created. These first slaves were treated more like how the indentured servants that came to the New World from England were. However, as time passed and the colonies grew larger, so did the institution of slavery. Even after the importing slaves internationally was banned in 1807 by Congress, the internal slave trade expanded exponentially. The growth and durability of slaveryRead MoreEnslavement Disrupted the African’s Authentic Culture Essay1593 Words   |  7 Pagestransplant them in America as slaves. As a result, their authentic cultures were drastically changed from the way of life in their native A frica to life in the plantation society of the Americas. In this essay, I will attempt to show how the conditions of enslavement disrupted all dimensions of the African’s authentic culture. To aid in my analysis, I will be using the â€Å"Reid Culture Conflict Model† as a guide and also drawing upon the works of Olaudah Equiano, Venture Smith, Frederick Douglas, Harriet Jacobs

Child Labor in Africa

Question: What are the major cause of child labour in Africa. select 3 source that will be most useful to you in making this argument. also write a concise summary of each source followed by a short explanation of how this source will contribute on you argument. Answer: Bass, L. E. (2004). Child labor in sub-Saharan Africa. Lynne Rienner Publishers. In this article Bass (2014) addresses his concerns regarding child labor that is prevalent in the sub-Saharan Africa. The article details about the need to study the concept. A detailed report on how the cultural background and the history of the place effects the conception of child labor is given. The report talks about how the triple heritage of Africa has influenced the existence of child labor. The effects of economy on child labor is also discussed with examples of large debt payoffs, AIDS pandemic and so on. A comparison of the rural and urban child labor is made in tabular and map formats to understand the child labor market. A clear discussion on how education and work are the push and pull factors for children in Africa is done by analyzing the literacy rates of children and children workforce percentage. The report also encompasses the analysis of various reports from International Labor Organization and United Nations Higher Commissioner of refugees to examine cases of or phans who take up child labor to fulfill daily needs. Bs, M., Hatly, A. (2008). Child labour in West Africa: Different workdifferent vulnerabilities. International Migration, 46(3), 3-25. The article is a detailed analysis of several surveys conducted in several regions of West Africa to understand the child labor situation. The article has its data based on the war effected children of Voinjama district, children from the alluvial diamond production site, street children from Accra and Bamako. The article compares the child labor situation in each of the above mentioned geographies to understand the economic reasons that lead to child labor. The article states steep school fees and adverse poverty as the main reasons for child labor and provides a detailed understanding on how the war-affected areas have better school attendance compared to areas with high population of street children. Canagarajah, S., Nielsen, H. S. (2001). Child labor in Africa: A comparative study. The ANNALS of the American Academy of Political and Social Science, 575(1), 71-91. This article by Canagarajah (2001) has analysis the key factors that cause the increase of child labor in Africa. A research undertaken on five African countries is the base for the entire discussion. An understanding as how the most common factor for child labor tends to be poverty is detailed. An understanding on how the economically backward areas have a much higher rate of child labor is provided in the report. However, the author analysis several other factors that are generally overseen, that are indeed great contributors for child labor. The author argues how apart from poverty the cost of education and the related prices effect child labor. The author details the influence of the school fees of primary education, transportation cost, books cost etc. on child labor making these factors a major reason for not sending children to school. The report also highlights minor how capital markets and household composition support child labor.

Bessie Smith Essays - Music, Entertainment, Blues, Bisexual Women

Bessie Smith Essays - Music, Entertainment, Blues, Bisexual Women Bessie Smith Known as the Empress Of Blues, Bessie Smith was said to have revolutionized the vocal end of Blues Music. She showed a lot of pride as an independent African-American woman. Her style in performance and lyrics often reflected her lifestyle. Bessie Smith was one of the first female jazz artists, and she paved the way for many musicians who followed. Bessie was born April 15, 1894 in Chattanooga, Tennessee to a part time Baptist preacher, William Smith, and his wife Laura. The family was large and poor. Soon after she was born her father died. Laura lived until Bessie was only nine years old. The remaining children had to learn to take care of themselves. Her sister Viola then raised her. But it was her oldest brother, Clarence, who had the most impact on her. Clarence always encouraged Bessie to learn to sing and dance. After Clarence had joined the Moses Stokes Minstrel Show, Bessie got auditions. Bessie's career began when she was discovered' by none other than Ma Rainey when Ma's revue, the Rabbit Foot Minstrels, was passing through Chattanooga around 1912 and she had the occasion to hear young Bessie sing. Ma took Bessie on the road with the show and communicated, consciously or not, the subtleties and intricacies of an ancient and still emerging art form. (Snow). Bessie started by working small-time traveling tent shows. With the help of Clarence she began her professional career in 1912, and soon became a featured singer. Smith was an established star with the black audiences throughout the south by the time she moved to Philadelphia in 1921. However, two more years would pass before she would begin her recording career. Soon after moving to Philadelphia, Smith supposedly auditioned for Okeh and other recording companies. However, each time the talent scouts would say that her voice was too rough to record. Finally, Columbia Records? Frank Walter signed Smith to a recording contract and set her up in a studio on February 15, 1923. Although there is nothing that survives from her very first recording date, the following date she recorded Gulf Coast Blues and Down Hearted Blues. The record sold more than 750,000 copies that year, making her a blues star. She then married Jack McGee in June 1923. In the mid-twenties she toured the entire south and most of the major northern cities, always as the star attraction on the bill. Smith recorded with a number of noted musicians. These included pianists Fletcher Henderson and James P. Johnson, cornetist Louie Armstrong, saxophonists Coleman Hawkins and Don Redman, and clarinetist Buster Bailey. Many of her earlier songs featured only a piano accompaniment, which allowed sole focus on Smiths vocals. Yet the songs cut with Armstrong featured the two most prominent black recording artists of the 1920s. They worked off each others talents and sang too the blues backdrops while keeping the southern roots. In 1929 Smith recorded the haunting Nobody Knows You When Youre Down and Out, a tune blues historian William Barlow called Smiths personal epitaph and a depression era classic.? She was the highest paid black entertainer and completely booked at $1500 a week. Her more than 150 recordings that followed, some of which sold 100,000 copies i n a week, propelled her to fame and immortality (Sanders). Alberta Hunter stated, Bessie Smith was the greatest of them all. There never was one like her and there'll never be one like here again. Even though she was raucous and loud, she had sort of a tear - no, not a tear, but there was a misery in what she did. It was as though there was something she had to get out, something she just had to bring fore. By 1930 her career began to fade due to the publics changing musical tastes, mismanagement of her affairs, and her heavy drinking. She had started drinking as a teen and drank more heavily as time passed. Columbia dropped her from its roster in 1931. Her last recorded song, Gimme a Pigfoot, was under the direction of talent scout John Hammond in 1933. Smith continued to perform, mostly in the South, although it seemed the classical blues era was over. She was even in a movie

Free Essays on Beyond Border

of my aunt. My cousin and I were sitting in the backseat, headphones blaring, totally ignoring everything. We were on our first, annual, all girls, trip to sunny, Rosarito Beach, Mexico. My mom was asleep in the front with my aunt, who was driving, while my sister and the rest of the girls in my family were in two other cars. We were on the freeway, just past the border. The song on my CD ended and a new one was about to begin, when my aunt spoke. I turned off my CD player and looked at my cousin. She just turned hers up and started to read a magazine. So I looked out my window by myself. Abruptly, I felt like I was drowning in a pool of desolation and sorrow. I was looking at a hillside covered with what were supposed to be houses, but in reality the could barely be called shacks. They were pieces of plastic, bits of cardboard and parts of wood and it seemed held together only because of some crazy glue. They reminded me of the projects that I used to make in kindergarten. I couldn’t tell whether the hill had any grass or trees or flowers because shacks and trash covered the ground. Everything from smelly, used, baby diapers to old, beat up, rotten couches littered the entire area. It looked like the hill was a volcano and all this waste was the lava just spewing from the top and coming down the hill, overflowing onto the street. Where was my sunny Mexico beach? We exited the freeway and came to a stop at the light. A bunch of traffic in front of us rendered our car immobile. About 25 people wondered around that little exit. They were knocking on car windows, standing off to the side with signs, and sleeping on the dirt to the side of the road. Out of the 25 people roaming around, more then half of them were under the age of 10. It reminded me of a scene from a war movie, just ... Free Essays on Beyond Border Free Essays on Beyond Border Beyond the Border â€Å"Now, I want you both to look out your windows and take everything in, realize just how lucky you are.† Those were the words of my aunt. My cousin and I were sitting in the backseat, headphones blaring, totally ignoring everything. We were on our first, annual, all girls, trip to sunny, Rosarito Beach, Mexico. My mom was asleep in the front with my aunt, who was driving, while my sister and the rest of the girls in my family were in two other cars. We were on the freeway, just past the border. The song on my CD ended and a new one was about to begin, when my aunt spoke. I turned off my CD player and looked at my cousin. She just turned hers up and started to read a magazine. So I looked out my window by myself. Abruptly, I felt like I was drowning in a pool of desolation and sorrow. I was looking at a hillside covered with what were supposed to be houses, but in reality the could barely be called shacks. They were pieces of plastic, bits of cardboard and parts of wood and it seemed held together only because of some crazy glue. They reminded me of the projects that I used to make in kindergarten. I couldn’t tell whether the hill had any grass or trees or flowers because shacks and trash covered the ground. Everything from smelly, used, baby diapers to old, beat up, rotten couches littered the entire area. It looked like the hill was a volcano and all this waste was the lava just spewing from the top and coming down the hill, overflowing onto the street. Where was my sunny Mexico beach? We exited the freeway and came to a stop at the light. A bunch of traffic in front of us rendered our car immobile. About 25 people wondered around that little exit. They were knocking on car windows, standing off to the side with signs, and sleeping on the dirt to the side of the road. Out of the 25 people roaming around, more then half of them were under the age of 10. It reminded me of a scene from a war movie, just ...

Birmingham City Council v Abdulla & Others Case Study

Birmingham City Council v Abdulla & Others - Case Study Example The actual case to be determined by the Supreme Court was not whether the plaintiffs should be paid the equal pay claims they were seeking from the Birmingham City Council; rather, it was purely a case of jurisdiction. In the case that was presented before the high court, former employees of Birmingham the City Council were demanding to be paid equal employment claims after realizing that some of their ex-colleagues had been compensated for the same by the council (Old Square Chambers, 2012). However, while the claims that the former employees were raising could be genuine and valid, the legal issue that arises in the case is that by the time they realized that their ex-colleagues had been compensated for the equal pay claims, it was already too late since 6 months had expired. The law pertaining to this situation provides that a claimant has 6 months to present their employment claims to the Employment Tribunal from the date of the wrongdoing by the employer, after which such claims would not be admissible to the Tribunal (Honeyball, 2012, p. 47). However, the same law provides that the claimants have up to 6 years to present any claim to the civil courts, from the date of a wrongful act. Therefore, finding that their claim could not be admitted by the Employment Tribunal, the claimants presented the case before a civil court. In return, the Birmingham City Council filed a response to the court seeking to have the case struck out of the civil court, on the basis that such a case was better dealt with by the Employment Tribunal, as opposed to the civil court (Old Square Chambers, 2012). The high court upheld that the case could be heard by the civil court since its circumstances did not qualify the exceptional circumstances against which a case could be struck out of the civil court and be referred to the Employment Tribunal. The defendant, in this case, the Birmingham City Council, filed an appeal regarding the high court decision, which was also rejected by t he Court of Appeal, which held the same ruling that the Supreme Court had given. It is upon the rejection of the appeal by the Court of Appeal that Birmingham the City Council filed the case for determination by the Supreme Court, so that the Supreme Court could determine whether the case could be struck out of the civil court and referred back to the Employment Tribunal (Honeyball, 2012, p. 47). Facts of the Case The case Birmingham City Council v Abdulla & Others [2012] is a case falling under the employment law, specifically under the Equality Act 2010, which provides that both the male and female workers shall be compensated the same for the services they deliver to an employer, which requires similar efforts and for which similar qualifications are required (Barnard & Hepple, 2004, p. 22). According to this act, if a woman’s contract is based on no less favorable terms compared to those of men, and the woman does the same roles and she is in the same employment, terms of equality should be applied for both men and women (Hepple, 2011, p. 54). However previously, the employer, in this case, the Birmingham City Council, had not compensated both women and men equally for their contracts for which they delivered their services to the council.  

Social Construction Essay Example | Topics and Well Written Essays - 500 words

Social Construction - Essay Example The chief delayed in giving the Spaniards women, thus, a fight ensued, leaving twenty Spaniards dead. The Spaniards in return burned the town, killing hundreds of Choctaw and causing ruins in the town. This made the Choctaws develop a grudge with the Europeans, and racism developed. The Indians got discriminated against because they were not whites (Brescia, 1982). Native Americans got inferior treatment and had to be educated on how to behave like whites. They faced subjection to slavery and denial of civil rights because of their skin color. They also faced marginalization and discrimination. Africans forcefully became slaves of the white Americans with no powers or rights as demonstrated in the African slave trade (Hogendorn & Johnson, 1986). During the Second World War, African Americans were stigmatized, denied all rights, and got a second hand citizen treatment. The African slaves provided labor in farming production and domestic work. The Asian American got subjected to racism and had laws discriminating them in United States. The Chinese got prohibited from entering the United States. They provided hard labor and were forced to do risky work that endangered and killed many of them. These included building the first intercontinental railway and making roads through the mountains (Kevin, 2005). Chinese Exclusion Act of 1882 prohibited al l Chinese immigrants from entering United States. The poor whites of the rural got discriminated against due to their poor economic status. Examples of this sub group are the Mormons and French Canadians (Hudson, 1971). Racism is a social construct as it connects individuals of the same race and helps them bond with other races in the society. Orientalism states that American culture and literature reinforces prejudice against non western cultures and classifies them as Orientals or others. Orientalism is the study of people from eastern Asia, especially Japan

Information System IT And Organizational Culture Information Technology Essay

Information System IT And Organizational Culture Information Technology Essay What make information system so essential and vital today for every organization? Why heavy investment in information systems and information technologies are still continuing and increasing day by day? The trend today is all set to form an effective and efficient mechanism for improving business processes and achieving overall organizational strategies. In this report we aim to evaluate and analysis the relationship of information system and information technologies with organization and effect of organizational culture in information system development. Information system is the mean by which the people of organization utilize technologies, obtained, process, store, and spread information internally and externally. We can also explain information system in broader way. Combination of hardware, software infrastructure and trained personnel organized to facilitate planning, controlling coordination and decisions making. E:mis10eimagesimg01_05.jpg Nature of information system Before defining organizational information system, the term system, information and management or organization must briefly be explained. A system is a combination or arrangement of parts to form an integrated whole. A system is a plan or method of doing something, on other hand information is what is using in the act of informing or the state of being informed. Management can be defines as planning, organizing, directing and controlling the bossiness operation. Now if we merge all these concepts it becomes management information system. Management information system is that system which allows manager to make decision for the successful operation of the business. Management information systems consist of computer resource, people, and procedure use in modern business organization. Division of information system An information system consists of four parts: procedure, hardware, software, and data. There are different types of systems within an organization, for example: transaction processing system, decision support system, office system, knowledge management system, and office management system. All these systems design to perform tasks for which human brain are not well suited, such as: handling large amount of information, performing complex calculation and controlling many simultaneous processes. Every organization always consider and trying to achieve main objectives set by top management or at the time of organization formulation. That is why, now in a new modern world every organization invests heavily to adopt a new information system to achieve these goals. Strategic role of IS: Information systems always support business operations and processes. Its help organization or business to conduct all function and activities properly. Information system support decision making for managers. Now a day the role and impact of information system direct boots the efficiency and performance of the business. With new advancement of technology a new concept develops in organization which can be define as strategic information system. Dr. Charles Wiseman first introduced the concept of Strategic information system or SIS into the field of information system in 1982-83. Almost any data processing system may be called Strategic if it aligns with computer strategies of business and with organization strategies When any organization implements the strategies through computer, can be define as strategic information system. They are the systems which apply on business strategies in such a way that computer system has an impact on the organization affiance and performance. Organizational information system develops to support to business activities. Organizational information system now become an integral and vital part of business, and directly influences on market share and all others aspects of profitability. At strategic level, through information system organizational planner can analysis and plan new direction for business. Need of Parallel Strategy: In this scenario every organization must focus and analysis one main strategy which is call parallel strategy. Parallel strategy can be define as a save and conservative conversion approach where both the old system and its potential replacement are run to gather for a time until everyone assured that the new system working correctly. This approach can be useful for those organizations that planned to convert its manual system into digital information system. Strategic objective of IS There are six main strategic objective of INFORMATION SYSTMEN are: Functional excellences through monitoring efficiency, productivity, and change in management behaviour through modern technology. Create opportunities and for product and services through new technology. Improved and speedy communication internally and externally within an organization. Quick and improve decision-making. Achievement of Competitive advantages. Survival of organization with help of information system and technology. Operational or functional role of IS: In every organization there is main four-system need to be monitor and control for smoothly run of the business at operational level. The performance of all department depend on system and its show overall performance of any organization. At operational level there are four main systems working together along with other resources of organization like people etc. For example at operational level systems are: Financial information system. Manufacturing information system. Human resource information system. Marketing information system. The financial management information system provides financial information to all financial managers within an organization including the chief financial officer. Financial system keeps of organizations financial assets and funds flow. Manufacturing information system provides all manufacturing information of production department. This information system deal with planning, developing and production of product and service On other hand human resource system are concerns with activities related to worker, managers, and other individual employed by organization. This system maintain employee records; track employee skills, job performance, and training ,and support for employee compensation and career development Next vital system is sale information systems which support managerial activities in the area of product development, distribution, pricing decision, promotional effectiveness and sale forecasting. Management analyzes historical and current financial activity, projects future financial needs, and monitors and controls. E:mis10eimagesimg09_01.jpg Development of information system: A new information system is develop as a solution to some type of problem or set of problem the organization face at different level on various occasions. There are two main reasons for new development of information system. Theses reason might be: Top management or manager realize that the organization is not performing as well as expected. Top management realize that the organization should take advantage of new technology and opportunities to perform more efficiently. An information system support daily, short term, and long term activities of users. It includes store clerk, sale representatives, accountant, manager executive etc. When information requirement change, the information system must meet the new requirement. Understanding information system is vital to all professionals. In todays organization manager and employee at all level work together and use information system. Both are connected directly and indirectly. Socio-technical entity: one important thing need to know about information system development is that an information system is a social and technological entity, and arrangement of both social and technical elements. The development of organizational information system not only involves, hardware, software, programmer, and communication, but also includes change in jobs, knowledge, skill management policies, and processes within organization. Development of organizational information system change organization as whole and change the decision making process as well. Before development of information system, the builder of system must understand how a system will affect the organization as whole, focusing particularly on organizational conflict and change. A new system can be technically successful but failure in social and political process of building new system can fail the whole system. The development of any information system always enhances the real picture in information service in the organization and help information management having a more participatory role in the operation of the organization. In every organization there are three general types of information systems develops and use to keep the business running smoothly. They are financial system, operational system and strategic system. All theses system further subdivided into different system and this division depend on the needs of organization. Technical and Human participation in System Development: Effective system development requires team effort. For every system development project, the organization build a team work on that system or project from beginning to end. That team consist on stakeholder, users, manager and various support personnel. Without the involvement of human no system can be successful at technically level. System development should involve representative from each department. This include nontechnical and IT professionals. The role and responsibilities of member of the system development team vary organization to organization. Following factor are very vital for system development: Stakeholder: all individuals who directly or indirectly affect on organization and they get benefit from system development project. Manager who has highly visible role as system sponsor are key stakeholders because they work hard for system success and ultimately receive some credit or blame. System member or human are very important for new system because they responsible for using system and make it successful. System analyst: A system analyst is a professional who specializes in analysing and designing organizational system and is responsible for designing and an information system for organization. Depending on the size of organization, the task perform by system analyst may vary, so without system analyst the development of information system not possible. They are the key professional who utilizes technology to develop a successful system for organization. They also deal and control all technical issue relate to information technology. In every organization networking of departments are only possible with combination of system analysts and new technology. Technical specialists: the technical specialists are responsible for installing and maintain local networks. The database specialists assist systems analysts and programmers in Developing or modifying applications that use the companys database; the database administrators administer and control an organizations data and information resources; the data warehousing specialists develop and design enterprise-wide applications, for data mining; the data communications specialists evaluate, install, and monitor data communications equipment and software and is responsible for connections to the Internet and other wide area networks. Software programmer: A software programmer is a professional who use computer language such as C++, Java, Perl, PHP, and visual basic. Computer programmer are responsible for making computer programme to satisfy user requirement, they take the plan from system analyst and build necessary software. Its clearly show that for success of any system depend on combination of human and technical resource. As human they participate in system development process, define their goal, and achieve the objective of development of information system. Human can play role as nervous within the organization. Human involvement is vital for any project. For example in case of any problem only machine or computer cannot do anything. Organizational Culture and Information System Organizational culture is personality of any organization. Culture is comprised of the assumption, values, norms, and tangible sign of organization member and their behaviour. Culture is one of those terms that difficult to express distinctly but everyone know it when they sense it. For example a culture of large organization is totally different form the culture of hospital or culture on university. The concept of culture is very important when organization attempting to develop a new information system. During last decade, the impact of national and organizational culture on development and use of information technology increases rapidly. Meanwhile many information technology scholars argue that organization need to understand culture difference if they want to deploy new information system. For this purpose it is vital to know the relationship between technology and culture. The world becomes global market with interaction and communication between people of different cultures. In fact global activities are facilitated by current advanced technology and communication. With rapid increase in technology we are now seeing that same technology being used by different people of different culture. Impact of organizational culture on development of IS process An increasing number of information system applications are implemented across national and cultural boundaries. During this development or transfer process many of these applications encounter problems which can be attribute to the difference between cultures of organization. Culture consists of several elements of which some are implicit and others are Explicit. Most often these elements are explain by terms such as behaviour, values, norms, and basic assumptions. Several studies have suggested that values are important category of culture. Values and practice are acquire early in life through childhood socialization and education then stable in nature but they can change over time and theses change reflects on culture. Hofstedes national model Like all human activities, culture influences on development of information system in different ways. Because of numerous aspects of culture has received particular attention. Hofstedes main research on national culture is principally describe in cultures consequences. The work of Hofstede stands out for the connection of design activities to national culture and organizational forms. His primary data were extracted from a pre-existing bank of employee attitude surveys undertaken around 1967 and 1973 within IBM subsidiaries in 66 countries is the basis for a significant theoretical explanation of the influence of culture on information system design. Geerd Hofstede developed four dimensions of culture such as uncertainty voidance, masculinity, power distance, and individuality influence in information system design. In addition, he compared the designs of geographic information systems in German and US countries. Because of the wealth of data and deep theoretical interpretation, his work has received much attention in the field than other fields Hofstede tried to examine the role of national culture in information system design. He constructed his model on review of sociological theories and work including Kluckho HN (1952, 1961), Parson (1951), Parson and Shils and Weber. In addition, Hofstedes model has been widely used in management research. Hofstedes four dimensions of national culture including: à ¢Ã¢â€š ¬Ã‚ ¢ Uncertainty avoidance: the extent to which future possibilities are defend against or accepted Power distance: the degree if inequality of power between a person at a higher level and a person at a lower level. Individualism: the relative importance of individual goals. Compared with group or collective goals. Masculinity: the extent to which the goal of men dominate those of women. Uncertainty avoidance is the focus on information systems in decision support systems. It is considered with power distance because of interaction effects. On the other hand, individualism and masculinity have little importance and relevance to German and US countries. According to Hofstede, in Germany and the USA, both characterized by low power distance, there are two possible ways to keep organizations to gather and reduce uncertainty. Conclusion This research report suggested that cultures role is dependent on several factors and it is an important topic of research for information system. Results show that competitive environment as well as the nature of itself affects the impact that culture values will have over the transfer process. Finally, it can be said that when culture is in agreement with the IS, the consequences may be as Follows: It allows us to know if the implementation of IS will be satisfactorily accepted It lays down the patterns forth usage of information. Thus, it helps identify which information is important, where it may be obtained and above all, to whom it must be supplied It is an important means of communication, both inside and outside the firm and it allows us to assess the effectiveness of IS applied to telecommunications. It creates cohesion among the members of a firm, as it explains the way things are done in a firm It allows the creation of a social control within a firm. For instance, the implementation of IS, and the correct predisposition of corporate members towards such IS, is hardly controlled merely by means of formal measures. Cultural roles are also very important in this respect. It may help increase the satisfaction of all internal collaborators of the firm, for it facilitates environmental adaptation and internal integration, thus reducing the anxiety created by IS