Comparison-Theory of Evolution vs Creationism Theory Essay Example for Free

Comparison-Theory of Evolution vs Creationism Theory Essay In this essay I will compare the Theory of Creationism and the Theory of Evolution. While there are many that deeply believe in each of these theories, they present stark differences in thinking, and in individual beliefs. Let us begin by looking at Creationism. This particular theory has not a single shred of evidence to support it, yet vast populations are willing to die rather than denounce it. It has been referred to as â€Å"The Truth†. The basic belief of this theory is that â€Å"The Lord God†, or a â€Å"Supreme Being† created the universe and everything in it. It is believed that we as humans were made in the image of â€Å"God†. God created man, and called him â€Å"Adam†. Adam was lonely and The Lord then took a rib from Adam while he slept, and with it he created woman. God called her â€Å"Eve†. The creation of the universe and everything in it took six days. On the seventh day, God rested. In stark contrast to the Creationist Theory, we have what is called the Theory of Evolution. Charles Darwin is credited with first proposing this theory, which also includes something known as ‘natural selection†. First things first, let us examine evolution. Darwin believed that we as humans, as wells animals and even plants are constantly changing. His belief and that of many others is that with every generation slight modifications are inherent, thus producing better and better offspring. By this this he means better adapted to survive and flourish. If it could ever be demonstrated that any complex organ existed which could not possibly have been formed by numerous, successive, slight modifications, my theory would absolutely break down. † (Charles Darwin). To summarize, the basis of theory here is the guiding force or â€Å"natural selection† preserves beneficial variations, therefore each generation exhibits new and more complex organisms. This applies to the tiniest bug or seedling, as well as all plants and animals including human beings. Scie nce however is yet to prove either theory. It must be said that the details of this process remain obscure and are not likely to be known in the near future. † (The RNA World, p72-73). It must be understood that science is based on two assumptions known as â€Å"axioms†. Axioms represent self-evident assumptions. Scientists would not be able to continue the study of science without the observable axiom. If this were the case doubt would inevitably be cast on all scientific theories. Whereby if scientists were not able to observe reality, or if they were to observe it inaccurately, the basis of all scientific theories would be thrown out. It is most fortunate for mankind that the majority of people see this axiom clearly, without the need for instruction or clarity. While keeping in mind the observable axiom we must examine the naturalistic axiom. The naturalistic axiom differs from the observable axiom because unlike the observable axiom, the naturalistic axiom can be tested. This means science can function perfectly without it being easily observed by 90% of the population. Still, the means by which life originated is not currently understood. Because of the complicated problems that arise when studying life’s origin the more we begin to understand it, the more lost we become in respect to it. It seems to elude scientists more and more with each successive study revealing more mysterious problems then the last. In regard to the origin of life, the naturalistic axiom only permits science to investigate theories that exclude things that cannot be tested and proven. That means the study of theories without proof, such as supreme beings will not be considered. This places scientists in a rather precarious position. Not only is the opportunity to study God-related ideas not permitted, but evolutional ideas have not been proven either. Since evolutionists are not willing to abandon the naturalistic axiom they are forced to make one final observation. They must assume that science will inevitably discover the origin of life in the future. Therefore nothing has been proven-only assumptions have been made. Many scientists however have already accepted that evolution can be proved, yet I have not seen evidence of either theory. It is because of the lack of evidence that I make an observation myself. In other words, I presume to know one thing: Our beliefs are of a personal nature. They are not to be criticized or debated. Not an ounce of proof is necessary. Neither is the application of any type of axiom. No matter if an individual chooses either of the theories discussed in this paper, or proposes a theory of their own, or decides that no theory is even adequate-whatever one believes can never be wrong. While many would like to impose their beliefs on others, it is not an acceptable practice on any level. To attempt to do so has far reaching consequences and many times results in catastrophic illness, heartbreak and death. I find it unconscionable, yet it is occurring in many parts of the world even as this essay is written. Decisions can only be made for oneself. If only every person everywhere would stop to consider this, it is this author’s opinion that the world would be a much happier place.

Willa Cather :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Willa Cather wrote several wonderful stories and novels. After reading or viewing three of them and reading a little about her other works on the Internet, I have noticed that all of them have things in common. I have observed that her works often times involve family situations and how different types of people deal with death. The stories tend to reflect a time in her life I would assume. They are also reflected close to her home in many times. The stories tend to use the same types of dialogue and have similar characters as well.   Ã‚  Ã‚  Ã‚  Ã‚  In the movie, O Pioneers!, the family is torn by death in several ways. The father dies in the beginning of the movie. He makes Alexandra the head of the family because he knows she will keep the land and that she can care for the family the best. In a way, it seemed he knew she would best respect his decisions prior to his death. It is in this way already that death and families are introduced. In an opposing circumstance, the sculptor, Harvey, in â€Å"The Sculptor’s Funeral,† had no family to miss. He was basically thrown out of the family after they realized he didn’t quite fit in where he was born. It didn’t seem like he cared though because he still became successful in Boston. He died and was brought back to his hometown after being an outcast there prior to his success. When he was buried in his hometown he was not talked of brightly. He was basically made an object for the town to ridicule. His only friend who was a lawyer ther e stood up for him at the end of the story showing all of the townspeople how cruel they were to Harvey.   Ã‚  Ã‚  Ã‚  Ã‚  I read an article on the Internet about her and as she wrote â€Å"Neighbor Rosicky† her father went through a heart attack and died from it. It almost seems in the writing you can tell the change in the mood after her father’s death. This brings her personal life into her writing and makes it unique while tying in with the story well. I believe it even said that her circumstances were used in her writing for the remainder to the story.   Ã‚  Ã‚  Ã‚  Ã‚   Willa Cather was raised in rural Kansas. Her writing also reflected a country-life atmosphere. Her stories rarely took place in larger cities because she didn’t know much about them.

Surf Lifesaving Memorial

P1 †¢ Surf Life Saving Memorial Task To develop a memorial for the men and women contributing to the surf lifesaving association and culture Analysis of the siteBasic inspirations 1: Rolling swell 2: SLS primary colours3: â€Å"all seeing mentality† 1: Rolling swell 2: SLS primary colours3: â€Å"all seeing mentality† The proposed site is located at main beach and runs parallel to the Southport surf lifesaving club. Site dimensions equate to approximately 30 meters squared (5m by 6m). There are two walking paths positioned parallel to the northern and western borders.There is also a fence on the eastern border and a large pandanus tree just south of the site. The proposed site is located at main beach and runs parallel to the Southport surf lifesaving club. Site dimensions equate to approximately 30 meters squared (5m by 6m). There are two walking paths positioned parallel to the northern and western borders. There is also a fence on the eastern border and a large pandanus tree just south of the site. Design statement My design revolves around an â€Å"all seeing† mentality that is often associated with the SLS culture.Surf lifesavers protect people from the oceans unpredictable qualities and create a sense of security for beach goers. Watchful eyes ensure that nobody enjoying the wonders of a beach has to deal with dangerous or life threatening situations. As I progressed through my design I intended to keep this in mind at all times. The whole structure, excluding the metal support poles, will be constructed out of thick coloured sheets of soda lime glass. This particular type of glass was chosen due to the malleable and durable qualities that it offers.The centre piece will be a hollow and transparent piece of ocean blue glass. The top surface will be glass blown in accordance to the disks at either end of the design and will resemble the motion of rolling swells. All four glass disks will be identical in form but vary between yello w and red in colouration. The colouring of this design was chosen to commemorate surf lifesavers in a literal sense. Red and yellow to match the organizations primary colours and blue like the ocean.However, the symbolic meaning behind this design is far more potent and should evoke a strong feeling of security in those who view and consider the actual meaning of my memorial. The disk at the back will be used to look through and the three disks at the front will create a panoramic outlook onto Southports beachfront. This will metaphorically let people see â€Å"through a surf lifesavers eyes† and should remind observers that they are safe at the hands of lifesavers. Keeping an eye on the beach is a fundamental aspect of SLS and my design symbolically mirrors this important temperament.Plasticine models Figure 1. 1 Figure 1. 2 Figure 1. 3 Figure 1. 4 Design process The plasticene models shown on the previous page are an ordered process of my design. Figure 1. 1 was my initial concept and as you can see it incorperated the idea of an â€Å"all seeing metality† (two cylindrical shapes stemming off of an all seeing eye. ) This concept was discarded due to apprehensions regarding the eye.Although the eye and two viewing cylinders do commemorate surf lifesavers, I came to the conclusion that the design did not symbolically embody surf lifesavers. In Figure 1. 2 I was leaning more towards the idea of the ocean as well as an â€Å"all seeing mentality†. The wave was again a representation of SLS that is too literal. Figure 1. 3 was where my final design started to come together, the concept of an enclosed glass structure started to take form and the intention behind this design was ultimately to give people a view through â€Å"a surf life savers eyes†.By the time I had made my fourth and final model (Figure 1. 4) It can be seen that the shape and form were very similar to my final concept sketches and computer generated proposals. Technic al drawings with dimenentions Figure 2. 1 Figure 2. 1 Figure 2. 1 Figure 3. 2 Figure 3. 2 Figure 3. 1 Figure 3. 1 In figure 2. 1 there is a picture of a human placed next to the front and side projections. This gives us an idea of scale in regards to design size. The proposal is 2000 mm In height and 5000mm in length.From the human scale we can see that the viewing disk at the back of the design will be at eye level for most average heighted people. This is a key design feature considering the whole purpose of the proposal is to let people view the beach through the glass design. Figure 3. 2 is a rendered image taken from the back end of my design, it’s an interesting image in the sense that it actually gives us an idea of what it would look like to look through my proposal, the only difference being that one would see Southports beachfront as a background rather than an autodesk inventor background.Figure 3. 2 is a rendered image taken from the back end of my design, it†™s an interesting image in the sense that it actually gives us an idea of what it would look like to look through my proposal, the only difference being that one would see Southports beachfront as a background rather than an autodesk inventor background. Figure 3. 1 is a rendered image of the front end of my design in a perspective view. Figure 3. 1 is a rendered image of the front end of my design in a perspective view. Figure 3. Figur Development sketches (journal work) Additional rendered images Surf Lifesaving Memorial P1 †¢ Surf Life Saving Memorial Task To develop a memorial for the men and women contributing to the surf lifesaving association and culture Analysis of the siteBasic inspirations 1: Rolling swell 2: SLS primary colours3: â€Å"all seeing mentality† 1: Rolling swell 2: SLS primary colours3: â€Å"all seeing mentality† The proposed site is located at main beach and runs parallel to the Southport surf lifesaving club. Site dimensions equate to approximately 30 meters squared (5m by 6m). There are two walking paths positioned parallel to the northern and western borders.There is also a fence on the eastern border and a large pandanus tree just south of the site. The proposed site is located at main beach and runs parallel to the Southport surf lifesaving club. Site dimensions equate to approximately 30 meters squared (5m by 6m). There are two walking paths positioned parallel to the northern and western borders. There is also a fence on the eastern border and a large pandanus tree just south of the site. Design statement My design revolves around an â€Å"all seeing† mentality that is often associated with the SLS culture.Surf lifesavers protect people from the oceans unpredictable qualities and create a sense of security for beach goers. Watchful eyes ensure that nobody enjoying the wonders of a beach has to deal with dangerous or life threatening situations. As I progressed through my design I intended to keep this in mind at all times. The whole structure, excluding the metal support poles, will be constructed out of thick coloured sheets of soda lime glass. This particular type of glass was chosen due to the malleable and durable qualities that it offers.The centre piece will be a hollow and transparent piece of ocean blue glass. The top surface will be glass blown in accordance to the disks at either end of the design and will resemble the motion of rolling swells. All four glass disks will be identical in form but vary between yello w and red in colouration. The colouring of this design was chosen to commemorate surf lifesavers in a literal sense. Red and yellow to match the organizations primary colours and blue like the ocean.However, the symbolic meaning behind this design is far more potent and should evoke a strong feeling of security in those who view and consider the actual meaning of my memorial. The disk at the back will be used to look through and the three disks at the front will create a panoramic outlook onto Southports beachfront. This will metaphorically let people see â€Å"through a surf lifesavers eyes† and should remind observers that they are safe at the hands of lifesavers. Keeping an eye on the beach is a fundamental aspect of SLS and my design symbolically mirrors this important temperament.Plasticine models Figure 1. 1 Figure 1. 2 Figure 1. 3 Figure 1. 4 Design process The plasticene models shown on the previous page are an ordered process of my design. Figure 1. 1 was my initial concept and as you can see it incorperated the idea of an â€Å"all seeing metality† (two cylindrical shapes stemming off of an all seeing eye. ) This concept was discarded due to apprehensions regarding the eye.Although the eye and two viewing cylinders do commemorate surf lifesavers, I came to the conclusion that the design did not symbolically embody surf lifesavers. In Figure 1. 2 I was leaning more towards the idea of the ocean as well as an â€Å"all seeing mentality†. The wave was again a representation of SLS that is too literal. Figure 1. 3 was where my final design started to come together, the concept of an enclosed glass structure started to take form and the intention behind this design was ultimately to give people a view through â€Å"a surf life savers eyes†.By the time I had made my fourth and final model (Figure 1. 4) It can be seen that the shape and form were very similar to my final concept sketches and computer generated proposals. Technic al drawings with dimenentions Figure 2. 1 Figure 2. 1 Figure 2. 1 Figure 3. 2 Figure 3. 2 Figure 3. 1 Figure 3. 1 In figure 2. 1 there is a picture of a human placed next to the front and side projections. This gives us an idea of scale in regards to design size. The proposal is 2000 mm In height and 5000mm in length.From the human scale we can see that the viewing disk at the back of the design will be at eye level for most average heighted people. This is a key design feature considering the whole purpose of the proposal is to let people view the beach through the glass design. Figure 3. 2 is a rendered image taken from the back end of my design, it’s an interesting image in the sense that it actually gives us an idea of what it would look like to look through my proposal, the only difference being that one would see Southports beachfront as a background rather than an autodesk inventor background.Figure 3. 2 is a rendered image taken from the back end of my design, it†™s an interesting image in the sense that it actually gives us an idea of what it would look like to look through my proposal, the only difference being that one would see Southports beachfront as a background rather than an autodesk inventor background. Figure 3. 1 is a rendered image of the front end of my design in a perspective view. Figure 3. 1 is a rendered image of the front end of my design in a perspective view. Figure 3. Figur Development sketches (journal work) Additional rendered images

The China Coin Chapter Questions

Leash's thought give us flashbacks to their earlier, happier life together when Leash's dad was alive. What does Lea remember? (39-40) What does she feel is happening to Joan in China? (pages 50-51). Shanghai: Chapters 7-8 10. What does Lea learn about China's history during the argument with the party Official on the train? (pages 56-57) 1 1 . What happens to Lea in Shanghai? How does Billie use language to create tension and excitement in this incident? Give quotes from the story to support your answer. 12. Lea and Joan see a demonstration of students on their way to the boat.What do they learn about why they are demonstrating? (page 67) The Journey up the Yanking: Chapters 9-11 13. What does Lea learn about why her mother decided to come to China so soon after her father's funeral? (pages 75-76) 14. â€Å"It's over. † Lea took Jean's hand and squeezed. â€Å"We've been through a lot, eh? † What does this quote tell us about how Lea is changing and growing up? (page 8 2) Turtle Land (Red star) Village: Chapters 12-27 15. Lea changes her attitude to her Chinese identity. How do we know? What do you think causes her to change? (pages 105-112) 16.Lea is becoming milliamp with traditional Chinese villages. Draw a picture of the village. Label the picture. (page 106) 17. What does Eek tell Lea about why he and the students are protesting all over China? 18. What does Lea learn about how See's father died? What are See's feelings about his fathers' death? (pages 1 18-1 19) 19. On her way to visit Joan in the hospital Lea thinks about her relationship with Joan. What does she realize and what does this tell us about how Lea is changing? (page 1 37) 20. Lean and Joan come together in a new understanding. What do they realize about why they have come to China? 38-139) 21 . Where do Lie Nan and Lea find the other half of the coin? What is the significance of Leash's reaction when she says- â€Å"This is family/' (pages 139-140) 22. Lea has come to accept her Chinese identity. What has she learnt while she has been in the village and what does she say about being Chinese? (page 158) 23. What is happening in Beijing? What does Lea feel about the struggle of the students? (pages 144-145) Beijing: Chapters 27-32 24. What does Lea see in Attainment Square? (pages 165-169) 25. What does Lea discover about what happened to the students in Attainment Square? (pages 176-178) 26.When Lea returns to look for Eek she is confronted by a soldier with a gun. What happens in this terrible scene? (pages 181-182) 27. Lea and Joan learn from the students in the hotel the facts of what happened in Attainment Square. Summaries what happened. (187-188) 28. What does Lea see the coin as symbolizing about China? (page 189) 29. Why are Joan and Lea crying at the end of the book? What does the phrase the two women clung together' tell us about the way Lea has changed on her journey through China? 30. What kind of ideas about Belonging is explored in the char acter of Eek? Give reasons for your answer.

Hofstede’s Model Of Organisational Culture The WritePass Journal

Hofstede’s Model Of Organisational Culture ABSTRACT Hofstede’s Model Of Organisational Culture ABSTRACTINTRODUCTIONWHAT IS..â€Å"CULTURE†?ORGANIZAITONAL CULTUREProcess oriented vs goal orientedParochial vs professionalOpen system vs closed systemEmployee oriented vs job orientedTighter control vs loose controlNormative vs pragmaticCRITICISMS OF HOFSTEDE’S MODELARGUMENTS IN FAVOUR OF HOFSTEDE’S MODELA CASE STUDY OF SONY ERICSSONORGANIZATIONAL CULTURE IN SONY ERICSSONCONCLUSIONREFERENCERelated ABSTRACT Organizational culture has become the buzzword in popular management with many experts suggesting it as an important determinant for organizational success. Management researchers have been quick to point out the impact that organizational culture may have on the effectiveness of the organization and have called for an increase in the attention paid to organizational culture. With more emphasis being placed on organizational culture, it becomes important to understand the appeal of this concept and examine its impact on management within the organization This paper thus explores on the concept of â€Å"organizational culture† and examines its impact on behaviours and management of the organization. This will involve identifying one associated mode or theory and evaluating or determining the extent to which the chosen model plays a part in defining the style of management. A case study of Sony Ericsson will also be employed to help illustrate the application of hofstede’s model of organizational culture. The study will also identify limitations of this model and the strengths that have enabled it to be used as a basis for most research analyses. INTRODUCTION Organizational culture has become the buzzword in popular management with many experts suggesting it as an important determinant for organizational success (Schein 1999). While the association between organizational culture and organizational success is far from certain, it is obvious that each organization has its own unique social structure which drives much of the individual behavior within that organization. Management researchers have been quick to point out the impact that organizational culture may have on the effectiveness of the organization and have called for an increase in the attention paid to organizational culture (Siehl Martin 1998).   With more emphasis being placed on organizational culture, it is important to understand the appeal of this concept and examine its impact on management within the organization. This study thus explores on the concept of organizational culture and examines its impact on management style. This will involve identifying one associated mode or theory and evaluating or determining the extent to which the chosen model plays a part in defining the style of management. In this regard, Hofstede’s ideas will form the basis of our analysis of organizational culture. WHAT IS..â€Å"CULTURE†? The term culture has been given varied set of definitions by various scholars. Kroeber Kluckholn (1952), for example, defined culture as consisting of patterns of behaviour acquired and transmitted through symbols, and which constitute distinctive achievement of human groups including their embodiment in artifacts. Hofstede (1980), on the other hand, defined culture as the collective programming of the mind which differentiates members of one human group in the society from the rest. While Symington (1983) defined it as a complex whole which include belief, knowledge, morals, art, customs, capabilities and habits acquired in the society.   These definitions suggest culture to consist of a set of value systems that are shared equally by members in the society and which binds people together. With the above conceptualization of culture, we can now define what we mean by organizational culture. ORGANIZAITONAL CULTURE Organizational culture can simply be defined as a set of values, assumptions and beliefs that define the behaviours and style of management in an organization (O’Reilly et.al, 1991).  There are three main sources of influence believed to interact to create organizational culture. These are the beliefs and values held by the leaders of the organization, the characteristics of the industry in which the organization is within, and the broader society in which the organization operates (O’Reilly et.al, 1991). The most influential model used by management researchers and which has formed the basis of most analyses of organizational culture is Hofstedes model. While most noted for his groundbreaking work on dimensions of national culture, Hofstede also identified six dimensions of organizational culture which can be used in defining the style of management in an organization. Process oriented vs goal oriented The process oriented vs result oriented dimension is concerned with the effectiveness of the organization. A key feature of a process oriented culture is the means or rather the way in which work has to be conducted. While in a result oriented culture, emphasis is placed on the goals of the organization. That is, employees are primarily out to achieve specific organizational goals even if the risks involved are substantial (Hofstede 2001). Parochial vs professional This dimension reflects the internal and external frame of the organization (Hofstede 2001). In a local culture the identity of the employees is with the immediate manager. Hence employees within this culture are internally focused and directed and there is also a strong social control. The converse is true in a professional culture where the identity of the employees is largely determined by the profession and content of the job. Open system vs closed system The open system vs closed system dimension reflects the communication climate of the organization (Hofstede 2001). For an open system, new employees are welcomed and there is the belief that everyone fits well in the organization. While for a closed system, it is difficult to join and it is believed that only a certain kind of individuals may fit in the organization. Employee oriented vs job oriented This dimension relates to the management philosophy in the organization. In an employee oriented organizational culture, concern is mainly on employee satisfaction. The staff members feel that their own personal problems and welfare is taken into account by the organization. While for a job oriented organizational culture, work is characterized by heavy pressure to perform the specific task at the expense of the employee (Hofstede 2001). Tighter control vs loose control This dimension relates to structuring, control and discipline in the organization. A tight control culture is characterized by seriousness and punctuality while the features of a loose control culture are casual and improvisation (Hofstede 2001). Examples of organizations that are often found within tighter controls are banks and pharmaceutical companies while those found in loose control are research laboratories and advertising agencies (Hofstede 2001). Normative vs pragmatic This dimension reflects on the methods employed by organizations when dealing with the environment in general and customers in particular. It describes the level of customer oreintation. Pragmatic cultures are flexible and more market driven while normative cultures are rigid and often emphasize on following applicable laws and rules (Hofstede 2001). Hofstede labeled organizations involved in the sale of services as pragmatic while those engaged in application of laws and rules as normative. CRITICISMS OF HOFSTEDE’S MODEL Hofstedes ground breaking work on culture has indeed provided valuable insights into the management styles and dynamics of cross cultural relationships. However, his highly influential findings have not been without criticisms. A number of academics have discredited his work in part or whole. Critics have argued that survey was not an important instrument that could be used in accurately determining and measuring the culture of organizations (Jones 2007). A survey of a set of limited questions certainly cannot adequately and comprehensively provide an in-depth understanding of culture of an organization. In response to this criticism, Hofstede argued that survey was one method and certainly not the only method that was used. Hofstedes model has also been criticized on the basis that the five or six dimensions did not provide sufficient information about cultural differences (Jones 2007). In this regard, Hofstede agreed that his analysis was too narrow to credibly argue for the universal validity and sufficiency of the six dimensions of organizational culture that he identified. And in fact, suggested for additional dimensions to his original work. He also noted that some of the six dimensions that he identified may be less useful when analyzing other types of organizations in other countries (Jones 2007). A third criticism is that Hofstede’s work is seen as outdated, especially with the rapid changes in the global environment (Jones 2007). This critique has further been put forward by Holden (2002) who points out that the data used by Hofstede in his dimensions of organizational culture seem to have been gathered over 30 years ago and is therefore no longer applicable to the modern day world. In response to this criticism, Hofstede (1998) pointed out that a number of recent replications had confirmed his findings. Hofstede’s model is also criticized on grounds of his one company approach. Hofstedes analysis supposed that a single IBM organizational culture could be used to make inferences about the entire world wide organizational cultures (Jones 2007). A study fixated on one company certainly cannot be used to make inferences about the entire world wide organizational cultures. The validity of his dimensions of organizational culture has thus been questioned and his model considered to be non-comprehensive as the study was based on data collected from a single company using questionnaires that lacked academic foundation. Critics have also argued that Hofstede failed to recognize the diversity in his analysis of IBM culture (Jones 2007). He ignored extensive literature which suggested that there were multiple, dissenting and emergent cultures in an organization. If we are to ignore the assumption of a single culture in IBM and acknowledge the diversity in culture at IBM, then his analysis is likely to collapse. After years of publication of his analysis on organizational culture based on the IBM survey data, Hofstede begun to acknowledge the presence of cultural diversity within and between units in the same organization. However, despite recognizing flaws in his work, Hofstede fails to admit error or weakness in his analysis. Accepting that organizations had multiple cultures as opposed to his assumption of a single culture would seem to undermine a crucial part of his analysis. ARGUMENTS IN FAVOUR OF HOFSTEDE’S MODEL Despite these criticisms, Hofstedes work is widely acknowledged and used by many scholars and practictioners due to its mainly appealing attributes. Sondergaard (1994) noted that hofstedes analysis on corporate culture received 1,036 citations in comparison with another highly regarded study by Miles Snow (1978) which only received 200 citations. Moreover, a number of researchers have replicated Hofstedes study including Trompenaars Hampden-Turner (1997). Some of the strengths that have enabled it to be used as the basis of most research analyses include: Relevance: Hofstedes discoveries came at a time when there was very little known about culture and businesses were just globalizing and were in need of advice (Jones 2007). Hofstedes framework exceeded this demand and became widely accepted by many scholars and practitioners. His work offered guidance to managers who were expanding their businesses as cultures were clashing and creating difficulties (Jones 2007). Rigour Hofstede model is based on a rigorous research design with systematic data and is built on a coherent theory (Jones 2007). Simplicity: Knudsen Loloma (2007) argues that hofstedes model has remained influential and successful due to its simplicity of appliance. His analysis of culture offered a simple way of understanding organizational culture. The six dimensions that define organizational culture put forth by Hofstede made it easier for managers and researchers to understand corporate culture without the need of expert knowledge. Relative accuracy: strength of Hofstedes model is also reflected in its level of accuracy. Majority of the replications conducted by other researchers have confirmed Hofstedes findings. Four replications have concurred fully with Hofstede’s findings while fifteen showed partial confirmation (Jones 2007). Moreover, Hofstedes framework has become very influential in management studies and is most widely cited in social sciences. His work remains instrumental in the implementation of various business systems in organizations including entrepreneurial behaviour, workgroup performance and dynamics, leadership styles, participative management and management control systems among many others (Jones 2007). A CASE STUDY OF SONY ERICSSON In order to explore on the extent to which hofstede model plays a part in defining management style, we will conduct a case study of Sony Ericsson, a joint venture between Sony and Ericsson. Sony Ericsson has its headquarters and all of its management based in the UK. The firm aims at becoming the most innovative and attractive mobile brand globally (Cooper Ross 2007). ORGANIZATIONAL CULTURE IN SONY ERICSSON Organizational culture has long been acknowledged as an important factor for driving behaviour, decision making and shaping management style at Sony Ericsson. With regard to the rules and procedures, Sony Ericson follows a certain procedure laid down by the firm (Cooper Ross 2007). While it is not a requirement for employees to follow strict dress code and office timings, it is mandatory for employees at Sony Ericsson to abide by the business ethics and code of conduct (Cooper Ross 2007). Since the firm does not follow a strict dress code and office timings, it can be concluded that the organization employs a loose control culture. With regard to employee evaluation and performance, the staffs at Sony Ericsson are not differentiated on their individual performance and are allowed to participate in decision making except at the higher level which requires the executive management team only (Cooper Ross 2007). Sony Ericsson’s corporate culture is also more employee oriented with managers more concerned on the welfare and employee satisfaction. Sony Ericsons organizational culture is also very professional as employees are subjected to scrutiny checks prior to their appointment to ensure that individuals hired are competent and have a certain level of experience deemed necessary for the position (Tayeb 2001). With regard to normative and pragmatic approach, the firm is seen in between, as its organizational culture is both normative and pragmatic oriented. While Sony Ericsson focuses on meeting customer and market needs, the firm also adheres to certain rules and guidelines in meeting these needs (Tayeb 2001). Clearly, Hofstede’s model plays a significant part in defining the management style and organizational behaviour at Sony Ericsson. CONCLUSION There is no doubt that Hofstede’s model is one of the most widely acknowledged and used piece of research. His ground breaking work on culture has indeed provided valuable insights into the management styles and dynamics of cross cultural relationships as evident in Sony Ericsson. A number of academics have however discredited his work in part or whole. Although Hofstedes work on culture has been heavily criticized on grounds of his one company approach, survey methodological approach, and for fewer dimensions and his assumption of a single organizational culture; majority of his findings have had remarkable effect on practitioners and researchers and continue to guide multi-national practitioners into the global future. While there is a high level of controversy in his analysis of culture, there is no doubt that his study is one of the most influential in the analysis of organizational culture. REFERENCE Hofstede, G., 2001. Culture’s consequences. 2nd edition. Thousand Oaks, CA: Sage publications Hofstede, G., 1998. Attitudes, Values and Organizational Culture: Disentangling the concepts. Organization Studies 19(3): 477. Hofstede, G., 1980. Cultures Consequences: International differences in work-related values. Beverly Hills, CA: Sage Publications. Hofstede, G., Neuijen, B., Ohayv, D. D., and G. Sanders, 1990. â€Å"Measuring Organizational Cultures: A Qualitative and Quantitative Study across Twenty Cases†. Administrative Science Quarterly, 35(2), 286-316. Holden, N., 2002. Cross-Cultural Management – A Knowledge Management Perspective. Harlow: Prentice Hall. Jones, M.L., 2007. Hofstede culturally questionable? Oxford, UK. Kroeber, A. L. and C. Kluckhohn, 1952. Culture: A critical review of concepts and definitions. Cambridge, MA: Harvard University press Knudsen Loloma, 2007. The consequences of cultures consequences. A critical approach to culture as collective programming applied to cross-cultural crews. Journal of Maritime Affairs. Vol . 8 (2), pp.105 -121 Miles, R and C. Snow, 1978. Organizational Strategy, Structure, and Process. New York, NY: McGraw-Hill. O’Reilly, C., Chatman, J., and D. Caldwell, 1991. â€Å"People and organizational culture: A profile comparison approach to assessing person-organization fit†. Academy of Management Journal, 34:487-516. Rose, R., 2008. Organizational culture as a root of performance improvement: research and recommendations. Contemporary management research. Vol.4, p. 43-46 Schein, E., 1999. The corporate culture survival guide. San Francisco: Jossey Bass. Schwartz, S.H., 1994. â€Å"Beyond individualism/collectivism†. In: Kim, U., Triandis, H.C. et al. (eds) Individualism and Collectivism: Theory, Method, and Applications: Vol. 18, Thousand Oaks, CA, Sage Siehl, C. J. Martin, 1998. â€Å"Measuring Organizational Culture: Mixing Qualitative and Quantitative Methods†. In: Jones, M.O, et al. (eds), Inside Organizations: Understanding the Human Dimension, Newbury Park, CA, Sage Publications, pp.79-103. Sinha, 2000. Patterns of work culture. Sage publications Sà ¸ndergaard, M., 1994. Hofstedes consequences: A study of reviews, citations and replications. Organization Studies 15(3): 447. Symington, J. W., 1983. Learn Latin America’s Culture. New York Times. Tayeb, M. H., 2001. International Business Partnership. New York: Palgrave. Trompenaars, F. and C. Hampden-Turner, 1997. Riding the waves of culture: understanding cultural diversity in business. London, Nicholas Brearley.

Why Everyone Should Read Neil deGrasse Tyson’s New Book

Why Everyone Should Read Neil deGrasse Tyson’s New Book Science is intimidating. Despite the fact that we live our lives constantly interacting with and relying on technology and the science that forms the foundation of our modern lives, the vast majority of people regard science as a discipline and general body of knowledge that is beyond their ability to understand, control, or use. Not everyone was born to be a scientist, of course, and we all have areas that interest us more (or less) and in which we demonstrate more (or less) aptitude. That makes it easy to imagine that science is both unnecessary for our daily lives as well as impenetrable - after all, a subject like astrophysics doesnt seem like something youre going to need for the Monday morning scrum meeting, and it also seems like an unimaginably vast subject that relies on math far more than most people are prepared for. And those things are both true - if you are discussing necessity and mastery. But theres a middle ground between being, say, Neil deGrasse Tyson and simply being curious about the universe we exist in. The fact is, a book like Astrophysics for People in a Hurry offers more than dry, stiff scientific knowledge - and there are plenty of reasons everyone should read it. Perspective There’s a reason that the stars have fascinated us for pretty much the entirety of human existence. No matter what your philosophy, religion, or political slant, the stars and planets in the night sky represent obvious proof that we are just a small part of a much, much larger whole - and that means the possibilities are endless. Is there life out there? Other habitable planets? Will it all end in a â€Å"Big Crunch† or Heat Death or will it go on forever? You may not realize it, but every time you look up at the night sky - or check your horoscope  - these questions flash through some level of your consciousness. That can be disturbing, because those questions are huge, and we don’t have a lot of answers for them. What Tyson aims to accomplish with this short book is to give you an anchor of knowledge to demystify the universe a little. That kind of perspective is crucial, because those huge, universal-scale questions also inform and affect our small-scale interactions and decisions here on Earth. The more you know about how the universe works, the less susceptible to fake news, fake science, and scaremongering you’ll be. Knowledge, after all, is power. Entertainment That being said, Neil deGrasse Tyson is one of the most accomplished and charming writers and speakers in our modern world. If you’ve ever seen him interviewed or read any of his articles, you know that the man knows how to write. He manages to make these complicated scientific concepts not only seem comprehensible, but downright entertaining. He’s just that guy you enjoy listening to, and his writing style often evokes the chummy sense that you’re sitting down and having drinks with him as he talks about his day at work. The writing in Astrophysics for People in a Hurry is peppered with anecdotes about famous scientists, interesting little asides about a whole range of things, and plain old jokes. It’s one of those books that will fuel your cocktail party chatter for months to come as you dole out some of the fascinating facts you glean from its pages. Format If you’re still feeling intimidated by the word astrophysics, relax. The chapters in this book were originally separate essays and articles Tyson has published over the years, which means the book comes at you in bite-size, easily digestible chunks - and there’s no test at the end. This is the sort of science book you can read in easygoing bits and pieces, because Tyson’s goal isn’t to turn you into a scientist overnight. His goal is to leave you familiar with the fundamentals. The chapters aren’t overly long, and there’s no math. Let’s repeat that: There is no math. There’s also no jargon or scary scientist lingo - Tyson knows who his intended audience is, and he writes in a chatty, open style. Jargon is designed to close off a conversation to only people in the know, and Tyson avoids it like the plague, opting instead for a vocabulary that everyone, no matter their personal scientific background, will be comfortable with. The end result? No, you won’t be a Ph.D. in astrophysics when you finish the book, but you will have a clear understanding of the forces that control our universe. Knowledge is power, and this is some of the most important knowledge you can learn. Bottom line: This is a fun, fascinating, and informative book that requires no prep work to read, and might just leave you smarter than when you came in. There’s no reason not to read it.

How to Get Hired in Your 50s and 60s

How to Get Hired in Your 50s and 60s Job hunting is hard enough without the additional challenges of age discrimination. While unemployment rates may be low for older workers, the outlook is significantly more grim for those looking for gainful employment: a report from the AARP indicates that the average duration of unemployment was a whopping 54.3 weeks for people over the age of 55 - compared with 28.2 weeks for their younger counterparts. So what’s a savvy 50-plus job-seeker to do? Let’s take a closer look at the best job hunting strategies for today’s older workers. Don’t WaitBecause the road to a new job may be longer, it pays to start searching right away as opposed to waiting until your unemployment runs out. While you may feel like you have a lot of time, you have a greater chance of finding a job that’s the right fit if you give yourself longer to look. Plus, it can help you avoid falling victim to a dangerous cycle: the longer the gap is on your resume, the more difficult i t may be to be hired again.Refining Your ResumeOne of the tricks of undertaking a job search as an older worker is in highlighting your strengths in a resume without laying it on too thick or looking overqualified.The days of the one-size-fits-all resume are gone. Take time to craft a targeted resume which highlights your most recent accomplishments, along with any new talents you’ve developed as they pertain to the job for which you’re applying.Many older job seekers have success with functional resumes, as opposed to chronological resumes.Networking, Two WaysSocial media has opened up a whole new world of networking opportunities. The benefits of age gives you a head start: you likely have plenty of professional connections to call on from throughout your career. Today’s employers are increasingly looking for a good â€Å"fit† for the company culture, and nothing speaks to this better than word-of-mouth from a current employee. But this only works if yo u let people know you are looking so don’t be afraid to put yourself out there.Face-to-face time is also important, and this is an area where you are likely to shine thanks to a lifetime of experience interacting with a diversity of people and relationship building.Be Tech-SavvyThe 21st century workplace demands workers with 21st century skills. Technological abilities are at the top of the list. If your comfort level with computers is low, consider taking a class. This will not only build your skill set and confidence, but also demonstrates appealing initiative to potential employers.One simple way to make a positive impression? Create a LinkedIn profile and include a link to it on your resume. In an era where collaboration counts, this shows you’re able to communicate in the digital age.Show Your InterestThe last thing you want an employer to think is that you’re applying for a job because you have no other options. Make sure you are enthusiastic about why you are the right candidate for the job. Just be careful not to come off as too qualified: a younger manager may feel like you’re out for his/her job.Also, avoid making reference to your age during the interview, or to the age of the person interviewing you to avoid creating an uncomfortable or awkward situation.While you will face some obstacles as an older job seeker, they are not insurmountable, particularly if you apply these helpful tips and techniques. Perhaps the most important piece of advice for 50 and over job seekers? While age might not be an advantage on the job hunt, it certainly has its benefits. Use your experience to demonstrate a successful history of on-the-job problem-solving, critical thinking, and quantifiable results - many of which can only be achieved over time.Joanna Hughes writes on all things finance, business and human resources.