International Corporate Entrepreneurship And Role Of Middle Management

International Corporate Entrepreneurship And Role Of Middle Management Middle management has crucial importance in the corporate entrepreneurial process but unexpectedly it has got little attention in the past research and academic literature. Middle management has great influence on organisational decision making, strategy making and in implementation of these strategies due to their central place in the management hierarchy. This chapter encompasses the academic literature relevant to middle management and their role in the process of corporate entrepreneurship (CE). It will begin with basic concepts of middle management and corporate entrepreneurial processes, their definitions and explanations. Past literature will be presented later on in this section regarding middle management to justify the both positive and negative sides of middle managements role and influence on the corporate entrepreneurial activities by the researchers. This will then follow a counter argument to discuss the role played other forces (higher management, first level managers and employees) in order to influence the CE process. The corporate entrepreneurial process requires innovation and change in order to remain effective in the business and this will be review in the light of previous literature to examine the process of organisational transformation. The last part of this section will concentrate on the issues like change implementation and their failure in organisation. Also literature will be reviewed regarding drivers like organisational citizenship, organisational innovation and ambidexterity that influence organisational changes indirectly. What is Entrepreneurship? The term entrepreneurship was used as an economic term in the mid eighteen century and described as a process bearing a risk of buying and selling products or services at certain and uncertain prices by Cantillon (1855) as cited in Grebel et al. (2003). Grebel et al. (2003) further broadened the term by including and bringing together the production factors in it. But this definition raises few questions whether there was any uniqueness about the entrepreneurial functions or it was just another form of management. Later the definition of entrepreneurship was added with the concept of innovation which includes the product innovation, process innovation, market innovation or even organisational innovation. This definition broadens the concept of entrepreneurship and describes it as the creator of new enterprises and pictures the entrepreneur as founder and innovator. Defining Corporate Entrepreneurship Corporate Entrepreneurship (CE) was described as a process that can be used by individuals within an organisation to create opportunities without regard to the resources they are holding (Stevenson et al., 1999). Many researchers defined CE as a process of organisational renewal (Peterson and Berger 1972; Hill and Hlavacek 1972; Hannan 1976; Quinn 1979, and Sathe 1989), while others described it as the combined entrepreneurial efforts based on the organisational resources and commitments in order to perform the innovative functions of organisation in order to develop the product, process or innovation (Covin and Miles 1999; Naman and slevin 1993, Miller and Friesen 1982; Burgleman 1984; Kanter 1985; Alterowitz 1988; and Zahra and Covin 1995). According to Sharma and Chrisman (1999) there are three types of phenomena into existence for CE that may or may not be related. These are: a) Creation of new business from an existing one b) Transformation or renewal of an organisation c) Innovation The creation of new business was described as the internal corporate venturing by Zajac, Golden and Shortell (1991) while Pinchot (1985) called it intrapreneurship. On the other hand the process of renewal of organisation was regarded as strategic renewal (Guth and Ginsberg, 1990), organisational renewal (Baden and Stopford, 1994) and strategic change, transformation and revival of organisation (Shendel, 1990). By enlightening these ideas Sharma and Chrisman (1999) defines CE as the process where individuals or group of individuals create new organisation within an existing organisation or find innovation in that organisation. The entrepreneurial efforts that result in the creation of new business organisation are known as corporate venturing and the resulted innovation could exploit the ways of product offering in the existing or new market. The analysis of these different dimensions and approaches of CE can be concluded with the study of Gartner (1988) who describe it as a multifaceted concept that requires some major transformational changes in order to develop the whole idea of CE. Middle Management and the Organisation Dobson and Stewart (1993) and Turbalull (1998) stressed on the need of a clearer definition for the term middle mangers, as the levels of middle management in a company as poorly outlined as a unit of analysis. Middle management is basically used as a tactical work force to eliminate the gaps between the senior management and the sub-ordinates at the lower end of organisational hierarchy and also to implement the organisational policies made by the senior management. Two types of middle managers were identified by Currie (1999) in organisations: specialist middle managers for the roles like marketing, HR or finance; operation middle managers that coordinate operations between departments. Although both management types are important for any organisation but the specialist functions or boundary spanning activities get the priority. The participation of specialist middle managers in organisational activities appears more often as compared to the operations managers who focus on internal operations more (Wooldridge, 1997). The importance of middle management and their role as an agent in bringing the change in contemporary organisation was first drawn into attention by Bower (1970). However, the next decade or two came with a little systematic research in order to define the scope and nature of middle management and their contribution towards the organisational innovation and entrepreneurship. Although many researchers and authors (Peters and Waterman, 1982; Kanter, 1983; Pinchott, 1985; Drucker, 1985; Burgelman and Sayles, 1986) have argued on the different aspects of middle managements contributions towards CE while others (Schuler, 1986; Woolridge and Floyd, 1990) discussed their role in the companys strategy which is another important variable of CE (Guth and Ginsberg, 1990; Zahra, 1991). Middle Managements Role in Operations According to Floyd and Lane (2000) operating-level managers absorbs the relevant ideas and information from outside the firm while also giving a positive response to the middle level managements information which is based on the top-level management strategic ideas. Every managerial role is different from other and different actions are associated with each of them (Miller and Camp, 1985) but here the discussion will revolve around the middle management, their corporate entrepreneurial activities and their behaviour towards CE. In other words, once commitment is made by the all management levels in order to pursue the CE related activities, then its middle managers responsibility to communicate through all organisational level for the effective flow of information for the implementation and development of project. The role middle management and their importance in the innovation process in an organisation were recognised by Quinn (1985) and who was also among the first to point out the valued part played by the middle management CE. He also recognised that the top-level management is isolated from the daily floor operations and it is important for middle management to play crucial role in fostering the company goals and targets. This importance in the organisational structure gives them an opportunity to interact with the employees and encourage them towards innovation while taking the calculated risk. Middle management and the Corporate Entrepreneurship The literature (Floyd Lane, 2000; Ireland, Hitt, Vaidyanath, 2002) suggests that in any organisation managers play vital role at all levels of organisational structure and contribute towards company success. In simple context, the top level management involves in strategic role where their job is to deal with strategic decision making and set clear direction towards companys goals and objectives. On the other hand, middle managers job is to bridge the gap between two distinct ends of management hierarchy i.e. top-level managers and operating-level managers and their focus is the effective communication between both channels. This is not an easy job and to fulfil the requirements of their job the communication should be carried to both ends of hierarchy efficiently in order to create the innovativeness of all business units including product and service. According to Ghoshal and Bartlett (1994) the middle managers are not only enable the entrepreneurial actions like creating new opportunities for organisation or engage in organisational renewal but also keeping the innovativeness of also these entrepreneurial actions . Other researchers (Kanter, 1985; Ginsberg Hay, 1994; Pearce, Kramer, Robbins, 1997; Floyd Lane, 2000) described the middle managers as facilitator between the two managerial levels and how they play their role to shape the entrepreneurial action set by the top-level management for them. Due to the demand of their role middle managers have to reconcile the top-level strategies and implementation issues at the bottom end of hierarchy as these determine the competencies and also the performance of organisation. There is strong link between the firms performance and middle managers perception about the characteristics of competency (tactics, consensus and embeddedness) and this differentiates them from the first-level m anagers and take them closer to higher end of organisation hierarchy (King et al., 2001). The importance of middle managers as innovators is emphasized by the Nonaka and Takeuchi (1995) who suggested that their central position in organisation is key for them to absorb and collect the information, ideas and innovation from both inside and outside of organisation. This flow of information and ideas between both ends of organisation influence the middle-level mangers to shape their entrepreneurial skills as their experience and knowledge grow. The only comment that can conclude this whole discussion on the importance of middle managements role in CE is that all the organisational and entrepreneurial functions are associated with them. Thus, the presence of middle management is there where CE functions are most likely to happen. Middle managers in Strategic Roles Middle managers have played a frequent role in providing strategic alternatives for firms and making those alternative ideas accessible for higher management (Floyd and Woolridge, 1992). The nature of middle managers job requires them to integrate and synthesize the information and resources by crystallizing the strategic issues faced by the organisation and also setting a platform for these strategic changes; by enhancing the old structure of organisation through implementation of formal strategy and giving feedback. This feedback can be used to make future changes in the strategy and for organisational renewal. The findings of Floyd and Woolridge (1992) gives a clearer picture when compared with the earlier work of Burgelman and Sayles (1986) that how middle management play key role in an organisation by shaping the strategic issues and influencing the entrepreneurial activities. The observations of other authors (Peters and Waterman, 1982; Pinchott, 1985) have seen the middle management playing important in encouraging other employees to take risks while working towards innovation. Quinn (1985) and Kanter (1988) also observed similar role of middle managers in promoting the CE activities across the organisation. This can be done by introducing reward schemes that encourage employees to experiment with their innovative ideas. Also different approaches can be used by the middle management to make the whole structure of organisation less resistant towards future changes and allowing the CE activities to flourish. Corporate Entrepreneurship and Other Forces (Actors) Most of literature on the CE and middle management either ignored or failed to identify the important role played by other forces to gain the CE in any organisation and widely criticised by Floyd (1999). According to McMillan (1993) as far as the power is concerned both middle management and other players have equal importance in bringing the CE to the organisational structure. Burgelman (1983) insist that the heart of CE activities is always dependent on the initiative taken at the operational levels of a firm. He insists on the importance of the factors that play towards the success of internal corporate activities by the operational level management, middle managements ability to effectively communicate between both ends of organisational hierarchy and the higher managements trust on the lower sub-ordinates in order to flourish the CE in the organisation. According to Burgelman (1993) operative managers have more importance in organisational structure than middle managers as they have more experience and involvement in dealing with RD and research related activities and are more aware of the corporate culture, market needs and demands. On the other hand Quin (1980 and 1982) has also argued on different occasion about the importance of middle management but he pointed towards the power asserted by the top management to control actions of middle management. Although the organisational operation flow is bottom up but the final decisions are always in top managements hand in either acceptance or rejection of these initiatives. Although Floyd (1999) has insisted towards the importance of middle management is vital due to their central position in the organisational hierarchy. But this literature review is evident that the other organisational forces as important as the middle management in the central role in the organisation and have equal influence on the CE related activities. Organisational Change Implementation Innovation in any organisation does not takes place on its own or in isolation and neither in a vacuum but it happens in a system where the employees and processes work together to achieve it. According to Joe (2005) it is all about the organisation and its employees and their approach towards the implementation of change in organisation. Hornsby et al. (2002) argued on the same note and suggested that the all organisations look for change and they implement these changes strategically through the help of CE. Two types of organisational changes can be found as a result of innovation and are known as deliberate strategic change and emergent strategic change and have their affect dependent on the role of middle management in them. Types of Organisational Change The first approach towards change is deliberate (Ansoff, 1965) and the top managements motive behind this strategy is to maximise both the organisational interest and profits at the same time. Middle management has a limited role in the deliberate or top-down change strategy and they have a very little influence upwards in order to make any change policy. On the other hand, the incremental change approach is a vice versa of top-down change strategy (Whittinghton, 1993) and it is based on the idea that change should be unplanned and unintentional rather that deliberate. This approach is based on the knowledge and outcomes of past policies which lacks in the deliberate change (Lindblom, 1959). He further argued the important role played by the middle management in order to formulate and implement the change in the organisation. On different occasions Quinn (1882, 1978 and 1980) suggested that incremental change strategy can be considered through the implementation of sub-systems before addressing any major change issues. But there is power culture involved in Quinns approach and points towards the higher management in order to decide which sub-system to be implemented and hence limits the role of middle management to some extent. All this discussion leads to one conclusion that there is no single approach which can completely benefit the middle managements role towards the organisational change but the incremental approach is more suited to them as compared to the deliberate change approach and enhances their role in change process. Middle Managements Role in Organisational Change There is plenty of pragmatic evidence in the past literature (Bower 1979; Kanter 1983; Burgelman 1983a, 1983b, 1983c, 1991 and 1994; Schilit and Paine 1987; Dutton and Ashford 1993; Nonaka 1988; Sayles 1993; and Schilit 1993) which shows a significant influence of middle management towards organisational change. On the same note Floyd and Wooldridge (1990) pointed towards the significant relationship between performance of an organisation and involvement of management. They further argued how middle management is involved in both directions of organisational hierarchy; with its upward influence on policy development could help the organisation by setting up a road map for change and innovation. While downward influence sets up a smooth ground to implement the organisational strategies effectively (Shendel and Hofer 1979 and Nutt 1987). Thus it shows the importance of middle management to influence the change in the organisation in the both directions at the same time. Human Nature, Top Management And the Organisational Change According to Strebel (1996) and Siegal (1996) almost two third of efforts made towards organisational change see failure as a result of top management negligence and lack of ability to recognise the human nature of change. This negligence by the top management is often seen as psychological differences between employees at individual level (Coghlan, 1993). The uncertainty and difference of opinion shows how employees look at organisational change at individual levels. The organisational change and all of its processes have direct or indirect link with the employees personal influence towards change and it is regarded as a personal change for them (Bovey, 2001). Evan (1994) has also argued on the same note by saying that employees work for OC in order to make it successful so that it can be a success for them too. According to Prastacos (2002) the OC is dependent on the acceptance and resistance levels of employees. Bovey (2001) noted that technical changes are often seen as bit easier to approach by the top management and are more predictable towards the change issues like developing action plans, making strategies, estimating profit level and resource analysis. The communication process in another key to keep the resistance level in control among employees against the change but if the resistance against change is higher from employee then it shows the poor communication and the inability of the top management (Elving, 2005). The organisational change is not a one way procedure but a two way understanding between management and employee (Bulogun, 2006). He also stressed on the need of mutual consensus between both parties to implement change across organisation and this is only possible through a good communication channel. It is almost impossible for top management to identify, control or prepare for every change before it happens due to the quick nature of change and they have act while it is happening. So, the above suggests that the top management remains isolated during the change mechanism due to hierarchal structure within organisational but on the other hand, middle management remains important during this process and act as communication channel between employees and top management. Thus, middle management has more importance during the implementation of organisational change than top management. Middle Managements Role in Political Nature of Change The top management has all the authorities in an organisation but this is not the case when it comes to organisational change policies and it affects their whole vision about it. The political nature of organisational structure makes the idea of change uncertain and difficult to implement. For the knowledge management the networks are often used as mechanism for to gain the required information and are used for political nature of change. The idea behind the formation of these networks is to use them politically for the change process. Hislop et al. (2000) agree with the fact there is a relation between these political networks and knowledge because of the need of appropriate knowledge is needed to form and use these network. This study shows that due to political nature of change it is vital for middle management to gain knowledge through these networks inside as well as the outside of firm to make a ground for the change acceptance. Organisational Change and Other Drivers There are few other drivers of change that are worth looking at in the literature including the organisational innovation, organisational citizenship and ambidexterity. These change drivers have important link with middle managements role in corporate entrepreneurial activities and CE process too. The Importance of Organisational Improvisation Organisational improvisational is another issue considered important in the reviewed literature that is connected directly with the change implementation in organisations. Different approach was adopted by the Ryle (1979) who described the process of improvisation as thought refining and most of things happen during this process are unique, hard to predict and probably might not get repeated in future. But this process is seen as an outcome from failure of first approach and is a product by accident described by Lebourne (2006). The literature from last two decades considered is another feature of organisational activities that contribute towards the change process of an organisation (Lewin, 1998). Thus the idea of organisational improvisation contributes in the form innovation and by keeping up the market up-to-date. As far as the middle management is concerned they get the opportunity to influence the whole process of improvisation from formulation stage to implementation stage through their time management skills. Relationship between Organisational Change and Organisational Citizenship There is plenty of discussion in the literature about organisational citizenship and behavioural interactions (Katz, 1964; Katz and Kahn, 1966; Organ, 1988; Cohen and Vigoda, 2000; and Padsakoff et al., 2000). Most of this literature has focused on describing the organisational behaviour and there is no discussion about organisational citizenship in the context of corporate entrepreneurship. For example Padsakoff et al. (2000) has identified seven different themes that can fit all dimensions of organisational citizenship while Katz (1964) mentioned four in his work. Although all the literature reviewed prescribes the importance of organisational citizenship behaviour and stresses on the presence of these behaviour for the effectiveness of organisational functions. However, it needs further exploration in the context of corporate entrepreneurship and this will remain the focus throughout this research. Ambidexterity Observations from Literature Review This section outlines the key observation made during the literature review and their summary of whole debate about the corporate entrepreneurship and role of middle management in the context of CE. The corporate entrepreneurship is noted as a complex concept that requires careful consideration towards the change implementation as well as the extra care when dealing with the strategic planning. There are two types of middle management is identified during this literature review; specialist managers who deal with functions like finance, marketing and HR; and non-specialist or operational manager who coordinate functions or activities within their own department or with other departments. The role of middle management and their future in the organisation is rather unclear in the argument by the researcher. Some of them deny the importance of middle management in the CE and point towards other forces that act in flourishing the CE activities. While other think the middle management has an enhanced future as well as importance in organisational corporate entrepreneurial activities and have more positive attitude towards their part in CE functions. But the whole debate of past literature is not sure on the role of middle management as operational managers as well as the extent of their importance in this role. The literature has pointed towards quite a few middle management functions including the functions of communication, innovation, change implementation, motivation, behaviour towards risk, business strategy etc. However, middle managements association with these functions is due to their central position in the organisational hierarchy. The middle management has independence of decision making in organisational innovation to reduce the strategy making period and also save the process of implementation time. This self-sufficiency of decision making is one of feature of contextual ambidexterity and make easier for organisations to implement innovation or change. The contextual ambidexterity is also a step closer to implement innovation in organisations and also allow middle management to improve their role in process of organisational change. Due to explore and develop nature of structural ambidexterity which divide these functions between organisational departments and bound middle management not to raise their voice as it might be outside their job scope and thus limits the role of middle management. But organisations with behavioural citizenship are more likely to have structural ambidexterity as there will be no or little clash due to the separate organisational functions. On the other hand, the contextual ambidex terity results in the form of difference of opinion and rivalry among middle management to get the innovation and thats the reason it doesnt go with the contextual ambidexterity. During the literature review another thing was noticed that the up-down change strategy do not allow middle management to exert their weight upwards to formulate the change development. It is also noticed that for the improved role of middle management requires a vital approach towards change and it should be emergent as well as the intentional. Thus the implementation of change process need to be combination of both approaches and political elements should also be considered in change process. As mentioned earlier in the reviewed literature which points the improved conditions and role of middle management organisational citizenship. It also stresses on the need of deliberate and emergent strategic approach for the organisational citizenship which allows middle management to work independently in a flatter organisation with more freedom of networking across departments. The diplomacy of using these departmental networking allow the middle management to spot the change and innovation in the organisation. The organisational change or transformation through corporate entrepreneurship is always main motive for many organisations and leader use social networking to implement this change across organisation. But many of these efforts fail due to the lack of ability of top management to understand human nature towards change implementation and poor communication between hierarchal levels. Weaknesses Observed in Understanding of CE The literature reviewed earlier shows that there are number of areas in the CE which need further clarification and the research need to be more focussed on the issues of CE which are currently have a weak understanding. There are few issues that need particular focus including the understanding of CE issues including the issue how CE it is managed, encouraged as well as sustained and according to Hornsby et al. (2002) this issue is not well understood. He also emphasise on the need of research to be more focused on the dimensions that can shape and predict the environment where CE can flourish. It was noticed during the literature review is lack of appreciation for the middle management in the processes of corporate entrepreneurship even though they have central importance in corporate entrepreneurial activities. Floyds (1999) argument about the flatter structured organisation where nobody has a central importance and everybody exchange information between themselves free was ignored in the reviewed literature. There is no such discussion in the literature that who gets the influence in CE initiatives in the organisation in such flat organisations. Finally, the relation between corporate entrepreneurship and indirectly related change drivers were not studied in the existing literature and their effects on the CE related activities. The relationship between the corporate entrepreneurship and the organisation citizenship is also ignored in the current literature. Research Focus Research Question The gaps in the literature needs a thorough understanding of concept of CE and needs a further exploration of the ways the organisations respond towards the implementation of CE and also how firms react for the sustainability of corporate entrepreneurial activities. So, there are few questions that will be answered during the course of this research and are as follows: How Corporate Entrepreneurship (CE) is managed, sustained, and encouraged within the automobile industry? How CE and Organisational Citizenship are inter-related? What is the relationship between middle management and Corporate Entrepreneurship (CE)? How does the hierarchal structure of an organisation influence or affect the decision making role of middle management? How middle mangers add value in the decision making process of CE? Concluding Comments The research and theories regarding the role of middle management in corporate entrepreneurship was explored during the literature review. The literature reviewed has pointed towards the presence and importance of middle management in corporate entrepreneurial processes. Although the middle managements engagement and interaction with the different interest group both inside and the outside of the organisation makes the whole process of CE complex and shows its political nature. The whole idea behind this research is to identify and fill these gaps found during the literature review and not only to contribute towards the literature on CE and also by providing clearer understanding of CE. The followed chapter will give an understanding of the methodology used to carry out the research and also the justification behind the choice of case studies.

Lord Capulet in William Shakespeares Romeo and Juliet :: Romeo and Juliet Essays

In the play Romeo and Juliet by William Shakespeare Lord Capulet is a very prominent character. He is wealthy and a leader in his community. He is a very loving father to his daughter Juliet, he is a very contradictory person, and he trusts everyone to do as they are told and to act appropriately. Lord Capulet is a loving father who deeply cares for Juliet. When he arranges the marriage between her and Paris, he is just trying to do what he feels is best for her. He knows Paris, being handsome and rich, will make a good husband to Juliet. When she refuses to marry Paris he goes into a violent rage, saying things he doesn’t mean. â€Å"Hang thee, young baggage, disobedient wretch! / I tell thee what: get thee to church o’Thursday, / Or never after look me in the face.†(3.5.166-168). He feels that the marriage of the two will be beneficial for Juliet and he loves her so much that he doesn’t mean to hurt her feelings. When Juliet â€Å"dies† he laments. â€Å"Despised, distressed, hated, martyred, killed! / Uncomfortable time, why cam’st thou now/ To murder, murder our solemnity? / O child! O child! My soul and not my child! / Dead art thou! Alack, my child is dead, / And with my child my joys are buried.† (4.5.65-70). He cries out in a pain and anguish for his lost daughter Juliet. By showing emotion on account of her death and for her disobedience, Capulet shows that he really does care for Juliet and that he is a good father, wanting the best for her. Lord Capulet is a very trusting. He trusts Paris with his daughter, knowing that he would be a good husband to her. â€Å"Sir Paris, I will make a desperate tender / Of my child’s love. I think she will be ruled / In all respects by me. Nay, more, I doubt it not-â€Å" (3.5.13-15). He believes that Paris will keep his word and love Juliet. After the death of Tybalt, he is sorrowful, and I think that is one of the reasons he trusts that Juliet will agree with this marriage. When Romeo, at the beginning of the play, shows up at the Capulet party, Tybalt is angered. He tells Capulet that he would kill Romeo if he had his permission. Even though Romeo was of the Montague family, he still trusted him not to do anything bad at the party.

The Role and Influences of the Royal Family in Uk Society Today

The role and influences of the Royal Family in UK society today. Introduction This report is analysis the role and influences of most famous family in the UK: the Royal Family. People always talk about the royal family. Royal activity, behavior and words, even the scandals are the hot topics in the public. Why Royal Family gets high attention from the country? What is different between them to us? As pointed out by Blain and O’Donnell, Royal family is very important part in UK. The Royal Family must support the government works and also has significant roles in public and charitable (2003).In addition, Royal Family on behalf of the UK visits other countries to help strengthen the diplomatic relationship between the British and other countries. What is more, Royal Family has roles to maintain social stability and promoting national unity (royal. gov. uk, 2010). Therefore, the Royal Family not just a general noble family, also is the symbol and representative of the United Kingd om. Basic the British society, this paper research the duties and effects of Monarchy today. Background British Royal Family has long history in the Europe. Throne of England was first built in the ninth century.In the long history, the Monarchy was the most supreme rule in the country until 1688. This year, the glorious revolution began and overthrows the Stuart dynasty. Leaders were building the â€Å"constitutional monarchy† in the United Kingdom. Gough (1999, p48) states that the â€Å"constitutional monarchy† was a mixed monarchy and the Sovereign’s power was limited. It means: the Sovereign was the head of UK, but the government controls the country and leader was the Prime Minister. The Monarch, Parliament, Prime Minister constituted a complete political system. Today, the Sovereign is Elizabeth II.She was being Queen in 1952. According to the Constitution she is the head of the UK and commonwealth (Billig, 1992). The role of the Monarchy As we know, the British monarchy is a constitutional monarchy. This means, the sovereign is Head of State but a King or Queen does not have the real power in political and executive (Maer, 2010). However, the monarch and his/her family also play very important roles in the UK. The act of settlement said, the monarch undertakes State duties. In the British, The monarch represents the government and fulfills the formal roles of the country.For helpful of national unity and peace, the Parliament legislate the monarchy can not stand to any political position, have no rights for election and never carry out personal advise in public place except the monarchy give up the Royal status (Blain and O’Donnell, 2003 ). The ‘Queen or King in Parliament’ is means a group of legal institutions. It includes of the Monarch, the House of Commons and the House of Lords in British. The Sovereign’s role are close the old Parliament before each election and opening a new one Parliament. Moreov er, approval by new legal or proposition, also sign in it.In addition to the role in the London, the Sovereign also have responsibilities in Scotland, Wales and Northern Ireland and help for link them to London Parliament (Oakland, 2006). In the country, the sovereign represents justice, unity and honor. The British is a country which has many kinds of culture. The sovereign has important role to links the Churches and the Public, but also keeping friendly relationship with other faiths. What is more, the sovereign is the symbolic Head of the Army. The Army must swear to allegiance the monarch. The Queen and her family have duty to visits the veterans and the serviceman who had honorary ranks.For example, the official website said, the Royal family usually visits the British Army. The latest, the Prince of Wales visited British troops in Afghanistan in 25 March 2010 (bbc. co. uk, 2010). In addition, the Royal family usual to supports voluntary activities and charitable activities. T he data show, the Queen is the head of 53 independent countries’ voluntary services (royal. gov. uk, 2010). The Sovereign is also the head of commonwealth. The commonwealth was founded in 1949. The king George VI is the Head of this organization. After George VI, the Queen Elizabeth II becomes the Head of the commonwealth (Besant, 2009).At the beginning, the commonwealth have 15 members. To today, 54 countries belong to the commonwealth. The duties of the Queen are to together their countries in the world and strengthen the exchange between countries. The Queen usual open or close the Commonwealth Games. This game could help build friendship between people all over the world. Most recently, the 2010 Commonwealth Games was begun in India and New Delhi in October 3 (royal. gov. uk, 2010). Moreover, the monarchy has diplomatic duties of state. The Royal role is building a friendly relationship with other country. Further, they can to support the development of the UK.For instanc e, the Monarch and he or her family maybe represents the British to visit to other countries. Addition, the Sovereign have the duties visits Heads and foreign ambassadors. The news reported that in 1999, the Queen and Prince Philip were visited in South Africa (bbc. co. uk, 1999). Another news from Royal official website (11 November 2010), the Queen recently visit the ambassador from Estonian in Buckingham Palace. The influence of the Monarchy As pointed out by blain and O’Donnell (2003, pg58), The British Monarchy continue as a power balance the relationship between government and the public.The sovereign do not have right to decide the political events and the usual maintain a neutral stand. However, Probably,because of this reason. The public more confident that the views of the royal family. Oakland (2006) states that, the royal advice on formal and informal ways maybe could be impact the public who did not support any leaders. In the end, Changes the composition of the government. What is more, if the government situation is unclear, the sovereign could make a choice. In fact, the royal could advise recommend an acceptable candidate.Because of the significant influence of Monarchy, the Prime Minister usual communicates with the Royal Family. For example, the former Prime Minister Tony Blair regular hold a conference call with the Queen and to listen her advice (Blain and O’Donnell, 2003 ). The Royal Family is a strong symbol of unity in UK. When foreigners talk about UK, they usual linked the Queen and the Prince. Recently, Medias were report a new around the world: the British Queen ElizabethII has opened a Facebook in website. This is a new way to show the Queen and her family to world.China Daily (2010) said that are the queen's once social media venture. Facebook is a communication platform much yang people like lt. Queen choose to use Facebook maybe want more and more yang to follow with interest to Royal Family. USA today (2010) state s that: â€Å"The decision went right up to the queen†. Moreover, when people go to travel to Britain, they always interesting in Royal Construction. For example, the Windsor Castle is one of the official home of the Queen. It is UK’s top 20 visitor places and each year it attracted nearly 1 million visitors (royalcollection. org. uk, 2010).This is clearly the Royal Family have high attention from the world and have huge power to influence the British society. Public opinion about the Royal Family Billig (1992) states that one of the most interesting aspects of the royal family is that it are very families (as it is a family) and get very different: â€Å"These categories would seem to set the frame for the patterns of similarity and difference. Being royal ‘they’ are different from ‘us’; belonging to a family ‘they’ are familiarly similar† (pg 103). That is why the public feelings maybe mixed and complex when they talking about Royal Family.On the one hand, they hope the Royals are perfect person who are elegant, stately also represent traditional culture and modern civilization. On the other hand, people like the Monarch as common people and looks more civilian. It is difficult to balance the relationship between different and similar for Royal family. For example, Princess Diana died in a car accident in 1997. When Princess Diana died, the Queen and her families did not attend the funeral of Princess Diana. At that time, the public are angry for the behavior of the royal family. A large number of People think the Royal Family are ruthless person.The British Monarchy in a serious crisis of confidence. Finally, the Prime Minister Tony Blair’s help the Royal Family actively restore the image of the Royal in people’s mind. Even today, the public still talk about this event when they memorial Princess Diana. (bbc. co. uk, 2010) Nowadays, British society is becoming more and more equality a nd freedom. The public maybe have new opinion to the Royal Family. People are suggesting the Monarchy become more liberty, openness and equality. Last year, BBC poll shows a great number of people advise changes to the rules of succession to the Monarch in UK (BBC, 2009).As the figure shows, nearly 90% people tend to change the line of succession and give the royal women some rights. Moreover, more than 80% present the public want the monarchy can have freedom to choose marry a Catholic or not. What is more, 76% people support the Royal Family and hope them could continue (bbc. co. uk, 2010). This means that the public not only want the Royal Family can longer exists, but also expect the old monarch system can progress with times in British society. [pic]1,000 people polled by ICM Research, 20-22 March 2009, from bbc. co. uk ConclusionRoyal Family is play very important roles in politics, culture and economy fields in UK today. This report introduces the role, influence and the publ ic opinion about the Royal Family. Firstly, this report introduction today’s Royal Family and give the history of constitutional monarchy, then explain the structure of the British government. Secondly, the roles of the Monarchy are namely talk about the Royal roles in government, Church, Army, Volunteer Service, Commonwealth and foreign affairs. Thirdly, the influences of the Monarchy this paper mainly analyze the effects of Monarch and his/ her family in formal political and overseas.At last, this report discusses the British public opinion to the Monarchy. The public are attitude about the Royal Family stand in positive and negative two sides. Analysis of survey data by BBC, this article shows that public expectations of the royal family. Overall, the Royal Family as a link connects two different parts. It supports communication between government and the public. It represents British interflow with the commonwealth. It helps to strengthen the friendship between British an d other countries. Moreover, Monarchy as a normal family but also plays special parts.Millions of other families pay close attention to Royal Family. Therefore, as one of the oldest Monarch system the Royal family still fulfill the responsibility in order to the people who are living and loving this country.

Bohr Model of the Atom - Overview and Examples

Bohr Model of the Atom s The Bohr Model has an atom consisting of a small, positively-charged nucleus orbited by negatively-charged electrons. Heres a closer look at the Bohr Model, which is sometimes called the Rutherford-Bohr Model. Overview of the Bohr Model Niels Bohr proposed the Bohr Model of the Atom in 1915. Because the Bohr Model is a modification of the earlier Rutherford Model, some people call Bohrs Model the Rutherford-Bohr Model. The modern model of the atom is based on quantum mechanics. The Bohr Model contains some errors, but it is important because it describes most of the accepted features of atomic theory without all of the high-level math of the modern version. Unlike earlier models, the Bohr Model explains the Rydberg formula for the spectral emission lines of atomic hydrogen. The Bohr Model is a planetary model in which the negatively-charged electrons orbit a small, positively-charged nucleus similar to the planets orbiting the Sun (except that the orbits are not planar). The gravitational force of the solar system is mathematically akin to the Coulomb (electrical) force between the positively-charged nucleus and the negatively-charged electrons. Main Points of the Bohr Model Electrons orbit the nucleus in orbits that have a set size and energy.The energy of the orbit is related to its size. The lowest energy is found in the smallest orbit.Radiation is absorbed or emitted when an electron moves from one orbit to another. Bohr Model of Hydrogen The simplest example of the Bohr Model is for the hydrogen atom (Z 1) or for a hydrogen-like ion (Z 1), in which a negatively-charged electron orbits a small positively-charged nucleus. Electromagnetic energy will be absorbed or emitted if an electron moves from one orbit to another. Only certain electron orbits are permitted. The radius of the possible orbits increases as n2, where n is the principal quantum number. The 3 → 2 transition produces the first line of the Balmer series. For hydrogen (Z 1) this produces a photon having wavelength 656 nm (red light). Bohr Model for Heavier Atoms Heavier atoms contain more protons in the nucleus than the hydrogen atom. More electrons were required to cancel out the positive charge of all of these protons. Bohr believed each electron orbit could only hold a set number of electrons. Once the level was full, additional electrons would be bumped up to the next level. Thus, the Bohr model for heavier atoms described electron shells. The model explained some of the atomic properties of heavier atoms, which had never been reproduced before. For example, the shell model explained why atoms got smaller moving across a period (row) of the periodic table, even though they had more protons and electrons. It also explained why the noble gases were inert and why atoms on the left side of the periodic table attract electrons, while those on the right side lose them. However, the model assumed electrons in the shells didnt interact with each other and couldnt explain why electrons seemed to stack in an irregular manner. Problems with the Bohr Model It violates the Heisenberg Uncertainty Principle because it considers electrons to have both a known radius and orbit.The Bohr Model provides an incorrect value for the ground state orbital angular momentum.It makes poor predictions regarding the spectra of larger atoms.It does not predict the relative intensities of spectral lines.The Bohr Model does not explain fine structure and hyperfine structure in spectral lines.It does not explain the Zeeman Effect. Refinements and Improvements to the Bohr Model The most prominent refinement to the Bohr model was the Sommerfeld model, which is sometimes called the Bohr-Sommerfeld model. In this model, electrons travel in elliptical orbits around the nucleus rather than in circular orbits. The Sommerfeld model was better at explaining atomic spectral effects, such the Stark effect in spectral line splitting. However, the model couldnt accommodate the magnetic quantum number. Ultimately, the Bohr model and models based upon it were replaced Wolfgang Paulis model based on quantum mechanics in 1925. That model was improved to produce the modern model, introduced by Erwin Schrodinger in 1926. Today, the behavior of the hydrogen atom is explained using wave mechanics to describe atomic orbitals. Sources Lakhtakia, Akhlesh; Salpeter, Edwin E. (1996). Models and Modelers of Hydrogen. American Journal of Physics. 65 (9): 933. Bibcode:1997AmJPh..65..933L. doi:10.1119/1.18691Linus Carl Pauling (1970). Chapter 5-1.  General Chemistry  (3rd ed.). San Francisco: W.H. Freeman Co. ISBN 0-486-65622-5.Niels Bohr (1913). On the Constitution of Atoms and Molecules, Part I (PDF). Philosophical Magazine. 26 (151): 1–24. doi:10.1080/14786441308634955Niels Bohr (1914). The spectra of helium and hydrogen. Nature. 92 (2295): 231–232. doi:10.1038/092231d0

The Admissions Process at Liberty University

The Admissions Process at Liberty University Liberty University is generally a selective school, but this is due to the large applicant pool. Only around a quarter of applicants are admitted. Students will, in general, need strong grades and high test scores to be admitted to Liberty. Application requirements include an application form, SAT or ACT scores, high school transcripts, and a personal essay. For more information, feel free to contact the admissions office. Admissions Data Liberty University Acceptance Rate: 24%GPA, SAT and ACT Graph for Liberty AdmissionsTest Scores: 25th/75th PercentileSAT Critical Reading: 480/600SAT Math: 470/ 90SAT Writing: - / -ACT Composite: 21/28ACT English: 2/28ACT Math: 19/27 Liberty University Description Founded by Jerry Falwell and grounded in evangelical Christian values, Liberty University takes pride in being the worlds largest Christian university. The residential campus of about 12,000 students is located in Lynchburg, Virginia. The university enrolls another 50,000 online and has set a goal to increase that number significantly in the future. Students come from all 50 states and 70 countries. Undergraduates can choose from 135 areas of study. Liberty has a 23 to 1Â  student/faculty ratio. All faculty are non-tenured. Liberty is not for everyone. This Christ-centered school embraces political conservatism, prohibits alcohol and tobacco use, requires chapel three times weekly, and enforces a modest dress code and curfew. The university is a common speaking venue for conservative political candidates. In athletics, the Liberty University Flames compete in the NCAA Division IÂ  Big South Conference. The school fields 20 varsity teams. Enrollment Total enrollment in 2016: 75,756Â  (47,050Â  undergraduates)Gender breakdown: 42% Male / 58% Female58% Full-time Costs Tuition and fees (2016-2017): $21,292Books: $1,771Room and board: $8,963Other expenses: $5,619Total cost: $37,645 Financial Aid Percentage of new students receiving ad (2015-2016): 96%Percentage of new students receiving aidGrants: 95%Loans: 57%Average amount of aidGrants: $10,768Loans: $7,005 Academic Programs Most popular majors:Â  Accounting, Business, Criminal Justice, Interdisciplinary Studies, Nursing, Psychology, Religion Transfer, Graduation, and Retention Rates First-year student retention (full-time students): 83%Transfer out rate: 21%4-Year Graduation rate: 32%6-Year Graduation rate: 54% Intercollegiate Athletic Programs Mens Sports:Â  football, tennis, track and field, baseball, cross country, basketball, golf, soccerWomens Sports:Â  basketball, field hockey, volleyball, cross country, lacrosse, softball, soccer, swimming and diving, track and field Source Liberty University. National Center for Education Statistics, U.S. Department of Education, 2018.

The Inuit in the Age of Globalization Essay Example | Topics and Well Written Essays - 500 words

The Inuit in the Age of Globalization - Essay Example This essay researches the modern lifestyle of Inuit tribes. A lifestyle that has been profoundly affected by the process of globalization. Relatively healthy from their lives as subsistence hunters and gatherers of the sparse Arctic tundra, the Inuit were completely self-sufficient until they first came into contact with Europeans in the 19th century. By the late 1880s, the Inuit Eskimos were already strongly affected by the same sorts of ‘white man’s diseases’ that had affected more southern tribes, such as measles and smallpox, brought in by traders and whaling ships. At the same time, however, the Inuit have been able to gain increased access to medical care, making it possible for the population to restore itself following initial introduction. This essay also describes significant economic changes that were brought about, both for the good and the detriment of the indigenous people. Positive changes included the introduction of metal, which could be used for everything from knives to fish hooks and increased the Inuit’s ability to catch food for their villages. Negative changes included the over-fishing of their waters, making it increasingly difficult for them to continue competing for their necessary food with outsiders who were better equipped with new technologies. Increasingly, Inuits are turning to money and store-bought items as preferable alternatives to the traditional hand-made products once relied upon. Author of this essay also covered climate change topic and the way in which the Inuit live through the actions of other countries.

Strategy and specific requirements for the Asset Team members Coursework

Strategy and specific requirements for the Asset Team members - Coursework Example Again, the asset manager would ensure that project delivery is undertaken without a compromise to any acts that fall outside the stipulated scope and system definition. Based on all the issues outlined above, the mission statement for the asset team members will to â€Å"to deliver a globally competitive asset management standards that meet the demands of the project at both the asset in-flow and asset out-flow stages.† Task 2: Asset Manager and Asset Management Team Strategy and specific requirements for the Asset Team members The strategy for the asset team members would be doubted as â€Å"independent dynamism†. This strategy is made up of two major aspects, which are the need for asset team members to be independent in their decision making and the need for asset team members to be proactive and dynamic in their decision making. This perspective of strategy is adapted because of the generalized mission to ensure that the service delivery that should come from the as set management of the project would be a globalised one that can rightly compete with global models. To do this easily, the asset team members are each expected to possible a competence requirement of decisiveness, action driven, goal oriented and independent mindedness with an ability to work with minimal instruction. How the Asset Team members will be sourced The search for asset team members will be undertaken on a well rehearsed scale and according to a well coordinated pattern. Such an approach is expected to result in a situation whereby nothing but the best of human resource will be sourced for the project. To this end, there shall be a specialized recruitment and... The search for asset team members will be undertaken on a well rehearsed scale and according to a well coordinated pattern. Such an approach is expected to result in a situation whereby nothing but the best of human resource will be sourced for the project. To this end, there shall be a specialized recruitment and selection procedure that will take place on a peripheral level. What this means is that invitation for application for recruitment shall be extended to all potential members from within and without the company. This would ensure that as many talents as possible are sampled and that as much competition as possible exist among the applicants. Job specifications and requirements shall be spelt out and critically examined for each applicant. A team consultants and technocrats in the field of asset management would then undertake the final selection based on a teamed interview section for each of the applicants. What this means in the long run is that each person who becomes a m ember of the team would have to justify his or her inclusion in the team.