Necessary Sacrifice in The Lottery, by Shirley Jackson Essay -- The Lot

When Shirley Jackson first published her short story The Lottery, it caused a great deal of controversy. It warranted high critical acclaim, except it likewise brought threats to Jacksons life. The public was outraged that she would write such a violent story, which ended with the unmerciful killing of an innocent wo human beings. The violence in repartee to the story ironically reflects the violence within, and reveals a darker, yet necessary, part of the human psyche. The characters in The Lottery require the violent ritual to live undisturbed and halcyon lives. The violent tradition is beneficial to the towns people because it supports a healthy group psychology, is a conditioned behavioral norm for each generation, ensures the masss well-being, and is integrated into their religious belief.The towns collective mental state is kept in balance by holding a draft each year. Human beings are capable of great things, but interlaced with the possibility for greatness is a capac ity for destruction. David Livingston Smith, a professor of philosophical system and the theatre director of the Institute for Cognitive Science and Evolutionary Psychology at the University of parvenu England, discusses mans history in his book The Most parlous animate being Human character and the Origins of War. He admits, Human beings noble achievements are only half the picture. They exist side by side with an array of less benevolent characteristics, (41). rage and cruelty amongst the species is part of our most basic human nature and has proved to be unavoidable throughout history. A prime example of the capabilities of man against itself is the Holocaust, which has been theorized to be the symbolized subject of Jacksons story. However, The Lottery shows a healthy, structu... ...eration, the majoritys welfare, and an adopted religious belief. Works CitedCooley, Charles Horton. Human Nature and the Social Order. impudently York Schocken Books, 1964. Print.Hoffman, Lou is, magic trick L. Hoffman, Joy L. S. Hoffman, and Heatherlyn P. Cleare-Hoffman. Culture, Religion, and Spirituality How Spirituality Saved Religion. The Healing Power of Spirituality How Faith Helps Humans Thrive. Santa Barbara (Calif.) ABC-Clio, 2010. Print.Smith, David Livingstone. The Most Dangerous Animal Human Nature and the Origins of War. New York St. Martins Press, 2007. Print.Smith, Joanne R., Michael A. Hogg, Robin Martin, Deborah J. Terry. Uncertainty And The Influence Of Group Norms In The Attitude-Behaviour Relationship. British Journal Of Social Psychology 46.4 (2007) 769-792. Psychology and Behavioral Sciences Collection. Web. 12 Apr. 2012. Necessary Sacrifice in The Lottery, by Shirley Jackson Essay -- The LotWhen Shirley Jackson first published her short story The Lottery, it caused a great deal of controversy. It warranted high critical acclaim, but it also brought threats to Jacksons life. The public was outraged that she would write such a violen t story, which ended with the unmerciful killing of an innocent woman. The violence in response to the story ironically reflects the violence within, and reveals a darker, yet necessary, part of the human psyche. The characters in The Lottery require the violent ritual to live peaceful and happy lives. The violent tradition is beneficial to the towns people because it supports a healthy group psychology, is a conditioned behavioral norm for every generation, ensures the majoritys well-being, and is integrated into their religious belief.The towns collective mental state is kept in balance by holding a lottery each year. Human beings are capable of great things, but interlaced with the possibility for greatness is a capacity for destruction. David Livingston Smith, a professor of philosophy and the director of the Institute for Cognitive Science and Evolutionary Psychology at the University of New England, discusses mans history in his book The Most Dangerous Animal Human Nature and the Origins of War. He admits, Human beings noble achievements are only half the picture. They exist side by side with an array of less appealing characteristics, (41). Violence and cruelty amongst the species is part of our most basic human nature and has proved to be unavoidable throughout history. A prime example of the capabilities of man against itself is the Holocaust, which has been theorized to be the symbolized subject of Jacksons story. However, The Lottery shows a healthy, structu... ...eration, the majoritys welfare, and an adopted religious belief. Works CitedCooley, Charles Horton. Human Nature and the Social Order. New York Schocken Books, 1964. Print.Hoffman, Louis, John L. Hoffman, Joy L. S. Hoffman, and Heatherlyn P. Cleare-Hoffman. Culture, Religion, and Spirituality How Spirituality Saved Religion. The Healing Power of Spirituality How Faith Helps Humans Thrive. Santa Barbara (Calif.) ABC-Clio, 2010. Print.Smith, David Livingstone. The Most Dangerous Animal Huma n Nature and the Origins of War. New York St. Martins Press, 2007. Print.Smith, Joanne R., Michael A. Hogg, Robin Martin, Deborah J. Terry. Uncertainty And The Influence Of Group Norms In The Attitude-Behaviour Relationship. British Journal Of Social Psychology 46.4 (2007) 769-792. Psychology and Behavioral Sciences Collection. Web. 12 Apr. 2012.

What are the Effects of Marriage and Religion on African Americans in U

What are the Effects of Marriage and Religion on African Americans in Urban America?The last one-third decades have witnessed a retreat from hymeneals in the United States, marked by high rates of nonmarital births, lower rates of marriage, and divorce. Although a growing clay of research on the retreat from marriage has focused on its social and economic causes, little attention has been paid to the role that cultural institutions play in furthering or resisting the retreat from marriage. This paper focuses on the role that religious institutionsand the cultural norms and behaviors they promoteplay in resisting this retreat among new parents in urban America. development data from the Fragile Families and Child Wellbeing Study, we find that urban mothers who attend church regularly are significantly more than likely to be get married at the time of birth compared to urban mothers who do not attend church frequently, and that urban mothers who have a nonmarital birth are signi ficantly more likely to marry within a year of that birth if they attend church frequently. These religious effects are mediated in part by the relationship-related beliefs and behaviors promoted by churches. Church-going urban mothers express higher levels of normative commitment to the institution of marriage. They also are more likely to benefit from higher levels of supportive behavior (e.g., affection) from the father of their children and lower levels of conflict with the father over sexual fidelity. Thus, by fostering beliefs and behaviors that support matrimony, religious institutions help urban mothers make the transition to marriage in communities where marriage has become increasingly infrequent. Recently, there has been a huge decline in marriage... ...ay also help explain distinctive class, racial, and ethnic patterns of marriage. kit and boodle CitedFurstenberg, Frank. 2001. The Fading Dream Prospects for Marriage in the Inner City. In Problem of the Century, edited by E. Anderson and D. Massey. New York, NY Russell Sage FoundationAllison, Paul D. 1995. Survival compendium using the SAS System A Practical Guide. Cary, NC SAS Institute, Inc..Anderson, Katherine, Don Browning, and Brian Boyer. 2002. Marriage Just a Piece of Paper? Grand Rapids, MI Eerdmans.Axinn, William G. and Arland Thornton. 2000. The Transformation in the message of Marriage. In The Ties that Bind, edited by L. Waite. Hawthorne, NY Aldine de Gruyter.Thornton, Arland, William G. Axinn, and Daniel H. Hill. 1992. Reciprocal Effects of Religiosity, Cohabitation, and Marriage. American Journal of Sociology 98628-651.

How the Introduction of the Individual into a Non-traditional Sport for

How the Introduction of the Individual into a Non-traditional Sport for His or Her Gender Affects that Individual and the Sport ItselfA high school age boy makes the papers when he joins the girls varsity field hockey team at his high school. A woman is judged according to femininity rather than muscle mass in a body building competition. An African American is thought inferior to his white counterparts on the diverts field. A woman is discouraged from playing contact sports down the stairs the pretext of being too delicate. All of these events have one thing in everyday they, in their own context, involve individuals entering a non-traditional sport for their gender or race. Over the years, events such as these continually arise causing either promotion of the evolution of this sport, or the destruction or dismay of similar events occurring in the future. For the most part, such events are initially held in a negative light, only to become accepted over time, nevertheless show ing the scars of damage and/or the reaped benefits. The most immediate and perhaps most obvious cost of such an entrance into the untraditional is the questioning of the participants sexuality. This inquiry is most common to women as they enter fields such as boxing and basketball. Men, however, undergo the same scrutiny as they enter traditionally feminine sports such as figure skating and synchronized swimming. The appearance of new genders in sport does however take a step in the right direction. Every hazard seized to create some sort of equality between the sexes in athletics is a step forward for that individual, for his or her gender, and for the sport into which he or she enters. This predilection is best shown through the actions of a high scho... ...al sports for their gender. This gender battle is deep, sports being merely one of the many fronts on which these differences appear. On most occasions, this experience is knockout for the athlete. They are analyzed, questi oned, and observed, all of which makes life very difficult. It is however, for the benefit of their gender, race, and for sport itself that such modifications are made, that such alterations in sport are evolved.Works CitedThe American dream and Sport. ESS 200 Course Reader. 1-54Banet-Weiser, Sarah. Hoop Dreams Professional Basketball and the Politics of Race and Gender. Journal of Sport and Social Issues. Volume 23, Number 4 (November 1999) 403-420Holmlund, Christine Anne. Visible release and Flex Appeal The Body, Sex, Sexuality, and Race in the Pumping Iron Films. Cinema Journal. Volume 28 (Summer 1989) 299-310

Critique of One Flew Over the Cuckoo?s Nest :: essays research papers

One Flew Over the Cuckoos Nest is hilarious and genuinely enjoyable. It deals with several(prenominal) men patients in a psychiatric ward in Oregon. The majority of the play is extremely funny, however, it does have its serious moments. Its themes and ideas are clearly shown, which may supporter the viewer in relating it to his/her own life. The actors and actresses did a great job depicting their characters. One of the main characters was Chief Bromden, played by Cliff Williams. He non only a main character, but also the narrator of the play. The actor played him very well because the features of the actor were the same as the character in the play. He was tall and dark, resembling an Indian which chief Bromben really was. He is very paranoid as he tells the story of his life and sanity. He is also perpetually being bullied by the assistants that work in the ward. They think he is deaf and dumb however, he really is not. Towards the end of the play, he becomes stronger and is a ble to escape from the ward. another(prenominal) important character is Randle McMurphy, played by Aren Chaisson III. He is loud, obnoxious, rude, and not afraid to tell the entire truth. He also tends to make sexual and degrading comments to women. throughout the play he tries to make Nurse Ratched lose her temper. He even has a bet going with the rest of the men in the ward as to when she will lose it. The actor truly portrayed McMurphy well. He was loud and annoying. His appearance also seemed like what McMurphys probably was. The actor also do it clear to the audience that McMurphy is not actually crazy. Stacy Searle played Nurse Ratched, a very stern and army-like nurse. She appears very cold when she comes into the play, however, she softens up when the rest of the patients come out. She is very controlling and demanding. The actress that played her did a very good job. She was stern and mean, with a soft side too. She also physically looked the part. She was big-boned and bi g-chested. She had many characteristics of someone in the army.The set/setting was all around what I expected. It represented the play very well. Whenever Chief Bromben would speak to himself, the fog would come out with a redness light. This showed that he was thinking to himself.

Understanding Internet Taxation :: E-Commerce Web Sales Tax Essays

Understanding Internet taxationationInternet gross means that thither are taxes that are applied to things purchased on the internet and fees that are linked to Internet access. They call sales that are made over the internet E-commerce. This point is very important because as the internet grows so does the taxes and the overall cost of doing business via the internet. If this issue goes out of control and things get too expensive the creative activity isnt going to want to pay the heavy fees to buy merchandise. The internet taxation problem came about in 1998 when the internet was just starting to loosen up up. Eventually, this topic of internet taxation is going to affect everybody either directly or through business or simply by trying to attain internet access within their home. In 1998, the federal government passed the Internet Tax Freedom Act as a part of the 1998 budget bill. (House Research, 1998) Well, this was contumacious on in 1998 to have it be a tax free issue b ut that was only for three years. President Bill Clinton passes this bill safe when the internet and e-commerce was taking off. (csg.org) all this bill did was make it so there wasnt any tax for three years. It couldnt have lasted forever. straightway taxation on the internet has become an issue that is decided on from state to state.Only ten states in the country tax internet access in 1998. They are North Dakota, South Dakota, New Mexico, Texas, Iowa, Wisconsin, Tennessee, Vermont, West Virginia, and Delaware. (House Research 1998) The other remaining states either dont have state tax in general or they do not tax internet access. In 1999, the committee of the National Conference of State Legislatures (NCSL) had a meeting and decided to go ahead and have local taxation of telecommunications and e-commerce. They said that this was due to the need for it for it locally and because there was so many rapid changes with technology and the competitiveness of e-commerce that was develo ping. Now lets fast forward to 2004. On June 28th, Michigan became the 21st state to enact legislation to comply with the Streamlined Sales and Use Tax Agreement. (See Figure 1)What the Streamlined Sales and Use Tax Agreement does is it provides the states with a blueprint to create a simplified sales and use tax hookup system that removes the burden and cost from sellers and thus allows justification for Congress to overturn other decisions.

Understanding Internet Taxation :: E-Commerce Web Sales Tax Essays

Understanding Internet TaxationInternet value revenueation direction that there are taxes that are applied to things purchased on the meshing and fees that are linked to Internet entree. They call sales that are made over the internet E-commerce. This topic is very important because as the internet grows so does the taxes and the overall cost of doing business via the internet. If this issue goes out of control and things get too big-ticket(prenominal) the world isnt going to want to pay the heavy fees to buy merchandise. The internet taxation problem came about in 1998 when the internet was just offset to warm up. Eventually, this topic of internet taxation is going to affect everybody either directly or through business or simply by severe to obtain internet access within their home. In 1998, the federal government passed the Internet Tax Freedom Act as a part of the 1998 budget quantity. (House Research, 1998) Well, this was trenchant on in 1998 to have it be a tax free i ssue but that was only for three years. President Bill Clinton passes this bill right when the internet and e-commerce was taking off. (csg.org) all this bill did was make it so there wasnt any tax for three years. It couldnt have lasted forever. immediately taxation on the internet has become an issue that is decided on from state to state.Only ten states in the country tax internet access in 1998. They are North Dakota, South Dakota, New Mexico, Texas, Iowa, Wisconsin, Tennessee, Vermont, West Virginia, and Delaware. (House Research 1998) The other remaining states either dont have state tax in general or they do not tax internet access. In 1999, the committee of the National Conference of State Legislatures (NCSL) had a meeting and decided to go ahead and have local taxation of telecommunications and e-commerce. They said that this was due to the need for it for it locally and because there was so many rapid changes with technology and the scrap of e-commerce that was developin g. Now lets fast forward to 2004. On June 28th, Michigan became the 21st state to enact legislation to comply with the Streamlined Sales and commit Tax Agreement. (See Figure 1)What the Streamlined Sales and Use Tax Agreement does is it provides the states with a blueprint to create a simplified sales and use tax collection system that removes the burden and cost from sellers and thus allows justification for Congress to overturn other decisions.

A Prominent Pilot

One of the most outstanding features of the human nature is to aim to something beyond the terrestrial live. Have you ever caught yourself at looking into the distant skyline and thinkingWhat is out there? Have you ever looked up at the deepness of piquant sky and dreamed about being there, swimming there, flying there. These thoughts are just dreams for some people but one day they become the send awaydor for the others. Having taken off from the earth once these lucky people decide to spend the half of their lives in the sky they become pilots. On the way to take a shit the dream come true there are, however, many difficulties.A number of skills and qualities a pilot should have, the knowledge he/she should gain, fears that should be overcame buttocks scare beginners in piloting and prevent them from flying. How not to give up, how to full stop faithful to the dream, and what is very historic how to become an above average pilot these are the questions the beginners sh ould stripping the answers to.Learning how to get and stay in the outgo forcible and psychical shape for a flight together with finding out about the characters of famous pilots in history can help to picture the portrait of a self-aggrandising pilot and thus can show the way to ones own success.The first discover to success at any field is personal skills that can be explored through the social science studies. The psychological and emotional qualities of a pilot, as reflected by his/her motivation and sheer determination to succeed, is the single most important factor in becoming an above average pilot.A good pilot should have a strong character, and the task of social and psychological science is to look what exact qualities one should develop and show how exactly one can do it with cross psychological techniques and trainings.The sociologists can conduct a poll among experienced aviators and even plane passengers in order to find out what qualities they believe to be impo rtant for a pilot to fulfill his/her job duties successfully and to be a reliable team member and caring supervisor. Sometimes these qualities can differ from what we can think.For example, not only the strong character is important but also respect for the aircraft, the crew and the passengers. A pilot should be careful with the navigation, the operation of the systems and the communications, arctic take-off and landing, he/she should care about the image of the aircraft and service that is presented.All of these things form a complete pilots personality, and the successful future in the profession of breeze depends on it. Thus social and psychological research will help in forming the character of a prominent pilot.The physiological aspect of piloting is indispensable too. One should consider his/her own health abilities to bear the conditions pilots usually are in. The studies on pilots physiology should explore how flight can impact the physical processes in human body.The sp ecial attention should be paid at the circulatory system and heart physiology under the stress conditions. It is important also to research the reactions of the nervous system in order to find out how successful one can be in responding the emergency situations and taking immediate decisions. base on the results of the physiological research, the specialists should work out the training programs, give some advice about the diet if necessary, and general recommendations to help pilots to keep themselves in excellent shape.The best acknowledgment of a prominent person is to be retained in history. The piloting history is the story of courage, adventure, and deeds. Exploring it can give us bright characters of token airmen the beginners could take after. One can look through the biographies of the most outstanding pilots and find many similarities that made these people worthy of remembering. For example, a society has eer acknowledged pioneering in piloting.Thus in 1919 Captain Joh n Alcock and Lieutenant Arthur Whitten Brown were the first who crossed the Atlantic. After this adventure they were received as heroes in capital of the United Kingdom and knighted for recognition of their pioneering achievement. Like these two, the names of other pioneers form the stages of the piloting history. War heroes also take the special place in history.Hopefully there can be found more peaceful areas to succeed at but war deeds are the examples of courage that pilots should have. Thus exploring the pioneers and war heroes biographies one can find out about the deeds that helped other people to become prominent aviators.As we can see, succeeding at piloting requires picturing the personality of a prominent airman by means of the sociological and physiological researches together with exploring the outstanding pilots biographies.

Should the British Media Be Allowed to Publish Private Photos of the Royal Family or Should Their Privacy Be Protected?

Title Should the British media be allowed to publish private photos of the Royal family or should their privacy be saved? With the development of science and technology, the media is also developing rapidly, from the original youthfulspaper, broadcast, TV to todays Internet, mobile phone, electronic magazines and so on. There is no doubt that is progress, indeed, the media provides a lot of devisal to our life, for example we neednt go out and know what happened all over the world if any place was hit by disaster, only through the media distribution for help, friends from all over the world would lend a hand immediately.However, everything has two sides and the media is no exception. As we know, media is too transparent to make our life both(prenominal)times no privacy, especially some public figures life and feelings are unceasingly exposed. This essay will examine whether the British media should be allowed to publish private photos of the Royal family or should their privacy be protected? Firstly, I think private photos should be protected. Privacy has been defined as the right of individuals to control the collection and use of ad hominem information about themselves. (Mason, 1986).And privacy is a fundamental right recognized in the United Nations Universal Declaration of Human Rights. It means that everyone should be extend to and their privacy should be protected. Some laws and regulations, which are in the field of personal privacy protection, are also being found. For example, at that place is comprehensive protection for privacy, capability civil and criminal liability, and human rights protection under the European Convention on Human Rights. (Gilbert, 2012). So it is obvious that Western raft will yield more attention to the privacy protection.Even avoid asking about their age, income, and marital status. They often use nose into peoples private life, to say people who asked such questionswith contempt. Therefore, print private photo wi thout individuals permission is an unlawful behavior. Secondly, the British royal family belongs to public figure, non ordinary person. And the members of the Royal Family support The Queen in her many produce and national duties, as well as carrying out important work in the areas of public and charitable service, and helping to strengthen national unity and stability. (The purpose of the Royal Family, 2007). That means members of the Royal family are able to recognize and participate in community and local events in every part of the UK, from the opening of new buildings to celebrations or acts of commemoration. Therefore, Royal Family plays a positive and gracious role in British society. However, there are some British royal family private photos were promulgated in the public, and those photos have a negative effect on Royal familys range of a function. Some people suggested that those behaviors are actually invaded Royal familys privacy.But there are some people said that the British royal family is the public figures, and their photos should non belong to infringement. But I have to say that when they got back situation to have a meal, sleep and make friends, etc, they also just an ordinary people, who are same as all of peoples life. Therefore, the British media should not publish the photos of the Royal family. Then the other side of this issue would be discussed in the following. That is Royal family were born in an unusual family, destined to their life would be revealed by the media.In other words, our world is fairness, they fire enjoy the supreme honor they can receive ten thousand people respect and admiration they can enjoy the most luxurious life, etc. However, their private life is facing constantly exposure and revelation. Some of common things just connect with them that will be focused on, and will become the hot topic in public to talk about. In fact, some of their private photos should publish, because public figures should be act ively influenced people and accept the supervision of the people.Some of photos can reflect their personal life, and their positive image can inspire the next generation. In contrast, some negative images or some bad way of life should not publish. Because those pictures would influence the images of the Royal family in peoples mind, especially have a negative effect on children. Therefore, private photos of the Royal family should be allowed to publish. All in all, according to the discussion of this issue from two aspects, I think no one opinion is abruptly right. Although the British Royal family is public figure, they also common persons their privacy should also be protected by the law.Everyone has the right to protect their own privacy and the media should not just for benefits or media value to exposure everything regardless of privacy of people. In contrast, their identity particularity cause that they were born by all the attention. And their behavior always to a large ext ent affects to young peoples behavior, so the media should expose a part of their privacy to the public so that they set a good image to the public, whilst, it is requires that the public figures also should be attention their behavior particular in the public. ReferenceR. O. Mason (1986), Four ethical issues of the information age, MIS Quarterly, 10 (1) pp. 412. (Accessed 19 October 2012) Gilbert, D (September 14, 2012) After Diana How can intimate royal snaps be published in France? CNN, Online. Available http//www. cnn. co. uk/2012/09/14/world/europe/france-privacy-law-qa/index. html (Accessed 19 October 2012) The positive website of The British Monarchy, (2007), the role of the Royal Family. Online. Available http//www. royal. gov. uk/MonarchUK/HowtheMonarchyworks/TheroleoftheRoyalFamily. aspx Online. Available

BestBuy case study

In pursuit of the new model, the society was making efforts only struggling to shift their focus on marketing operation from selling products to customers (product-out approach) to addressing customer needs (market-in approach) while still leveraging its scale merit in merchandising. Before customer- eccentricity model, Busty was a merchant driven smart set. Merchant organization primarily had responsibilities for buying, pricing, assorting, and managing Inventory planning (Ala, 2006, p. 0). With introduction of customer-eccentricity model, Segment organizations were newly formed around key target customer segments to better Inform the merchant teams and store organizations of the customer needs. Although the new model required the three functions to work in harmony, the company was ending it difficult to align different perspectives and goals of the three organizations due to a lack of clarity on which functions was the true owner of customer insight (Ala, 2006, p. 2-13). Eventu all in ally, the company found itself getting stuck into focus on everything strategy being unable to effectively leverage Its scale power to optimize the merchandising strategy (Ala, 2006, p. 14). In devote to remain competitive in the market, future challenge for the company after the introduction of customer- eccentricity model was to find a new governance structure (I. E. demonstration ofIntegrated business teams) that enables alignment of the three organizations to focus resource and scale merit of the company on profitable key customer segments. In sustaining competitive returns in increasingly competitive consumer electronics market, silk hat profane should continue to pursue customer-foc implementd solutions with multi- channel gross revenue strategy by leveraging existing store and diffusion network, and online sales platform. Nation-wide store network is one of the biggest competitive advantages of go around misdirect.These stores should be fully leveraged to prov ide customers tit tangible in-store experience (touch products and compare them to other models) as well as differentiated end-to-end solutions by knowledgeable sales force and technical staff (e. G. Geek Squad). In the course, best(p) steal should march on evolve its marketing strategy to more rigorously narrow down in-store target customer segments to those who look for higher-end products with more quality end-to-end services. This would help tramp the company In differentiated market positioning among the competitors (e. . Wall-Mart) and help avoid inefficient scale/power game to make profits with efficient use of resources (Figure 1). While continuing to crystallize the in-store operations, Best secure should also be committed to continue investments in online sales platform, not only to expand admission fee to customer segments which are not covered In the stores efficiently, but also to defend erosion of In-store sales form other online retailers in such cases where cus tomers scram in to stores, experience 1 OFF eventually coif on-line from one of those competitors. Briggs, 2013) Owning strong network of physical stores, strategically located distribution centers and online sales platform, Best deal is well positioned to pursue unique new market offerings that average synergies between the two sales channels and distribution networks. For example, Best bribe has launched ship from stores service in 2013 that utilizes existing stores as mint-warehouse to improve the speed of delivery. While amazon continues to build warehouses nationwide to improve the time for deliveries, Best subvert has Just leveraged existing infrastructures of stores and distribution centers.As a result, Best Buys average total days to delivery became shorter than Amazon (Stella Service, 2014). In another example, Best Buy bear consider incorporating a system in TTS online sales platform, with which customers are able to book Geek Squad services for products they purchas ed on the website. As in these examples, Best Buy has many opportunities to differentiate itself from the competitors by offering customer- focused solutions leveraging its multi-channel sales strategy (Figure 1).In conclusion, if Best Buy stub make all these can happen with engaged and customer-focused employees, the level of customer-eccentricity is hard to be imitated by the competitors like Amazon and Wall-Mart. Levels toward strategic use of IT In 2005 Best Buys use of IT was Level 2 offensive. In customer-eccentricity model, one of the key competitive advantages was its brick-and mortar stores where majority of sales were generated. To gear up for on-line sales, Best Buy remodeled its website in 2004 (Dickinson, 2004).In distribution system, Best Buy bar-coded and scanned all inventory for tracking purpose, and used a computerized inventory replenishment program for managing inventory level at each store (Best Buy one-year Report, 2005, p. 7). Furthermore, in order to obtain better and reliable information, Best Buy initiated a three-year project to revamp its IT system (Cottrell, 2006). Geek Square, computer target service in the stores and at home, expanded its service to network installation and server maintenance (Ala, 2006, p. ). Best Buy applied IT system in order to convert some selected stores to customer-eccentricity operating model. However, its adoption was easy to be imitated by competitors and its competitive advantage was short-term. It was neither strategic enough and nor embedded into the core business. The war-ridden Forces Framework Out of five forces, Best Buy faced four threats industry competitors, substitutes, suppliers and buyers. Threat of potential entrants was not particularly observed.Industry competitors-High Best Buys direct disceptation was Circuit City, followed by Wall-Mart and Target, big-box retailers, and DELL, direct on-line computer manufacturer as shown in Exhibit AAA (Ala, 2006, p. 18). Substitutes-High E- comm erce electronic retailers such as Amazon and e-Bay were growing threats to Best Buy. Their use of IT was essential to operate their core business. They provided customers with more detailed product information on a timely manner and offered the give notice price.Suppliers-Medium Both bargaining power of suppliers and its five major suppliers accounted for nearly 33% of the total merchandise offered. Best Buy did not usually have semipermanent written contracts with these major suppliers (Best Buy Annual Report, 2005, p. 8). On the other hand, products were not differentiated in general, and shift cost was not very high. Since Best Buy owned large number of stores, its bargaining power towards suppliers was influential. As a result, threat of suppliers was medium. Buyers-High Bargaining power of buyers increased in a great deal.Cost-sensitive buyers could seek and buy products at cheaper price on-line. Because consumer electronics became commoditized, prices were more or less the same regardless of whether these were old on line or stores. In other words, switching cost for buyers was very low. Potential entrants-Low Consumer electronics market was saturated where there were major competitors such as Circuit City, Wall-Mart, and Amazon. While buyers gained increasing bargaining power, potential entrants were weave to enter the market.Three strategy models in the context of IT Best Buys three strategies were consistent and strongly supported Best Buys transformation to customer-eccentricity model. Best Buys business strategy was to bet technology and consumers together in a retail environment that focuses on educating consumers on the features and benefits of technology and entertainment products, while maximizing overall profitability (Best Buy Annual Report, 2005, p. 2). This clear direction was set for the following reasons. First, there was a growing fear of losing competitive advantage over rivalries.Secondly, customer put more ferocity on customer se rvice and support instead of technical aspect of the product (Ala, 2006, p. 3). Lastly, the statistics showed that one third of customers left the stores with dissatisfaction (Citric, 2006). Clearly one style fits all approach no longer irked. IS business strategy was to build loyalty with profitable segments customers and leverage the companys existing assets (Ala, 2006, p. 4). To provide shopping assistance to customers, Best Buy required better information system on pricing, technical aspect of products, and availability.In customer-eccentricity model, it was crucial to understand unique needs of customers and behavior accurately and quickly. Best Buy also required information system to share their experience with customers among all stores. IT strategy was to give employees flexibility when interacting with customers. First, through reporting system, daily chalk twaddle helped communicate the sales goal every morning between department supervisors and sales staff (Ala, 2006, p. 9). Secondly, in order to maintain quality service at store, on- line training was introduced to share the best practice.Third, the use of price optimization software helped the stores to make rational pricing decision (Wolf, Bibb, p. 20). Finally, Best Buy re-engineered the global supply chain and technological infrastructure such as RIFF tag. According to Wolf (AAA, p. 20), Best Buy invested $200 million in infrastructure, including a new point-of-sale (POS) yester that provides more precise customer data and analytics. traditional IT in order to connect with customers. Best Buy has been actively using companionable media such as Twitter, Backbone, Blob, and other platforms.However, it is not recommended that Best Buy develops further its social media strategy because no additional values have been created to generate profits. Best Buys extensive engagement in social media has been well acknowledged. Unlike other companies, Best Buy has multiple Twitter pages, including Best B uy Deals and Best Buy Mexico, to cover different segment of customers. Internally Best Buy has several forums to hare information among employees, which energies the organization as a whole (Bulls, 2010).However, the long tail, as one of the advantages of social media, may adversely affect its customer-eccentricity model. Because the long tail phenomenon contributes to accessing greater audience, Best Buy must understand and analyze broader customers needs. A hardly a(prenominal) challenges have been observed in interacting with customers on Backbone. Technology-related issues are difficult to explain. Also Best Buy cannot control the feeds on Backbone. Customers post complains about their bad experiences at stores. Monitoring and responding to such posts are costly.

Physical Networking Essay

When installing a cabling system there are a number of factors that come into play. Choosing the subdue LAN invention, cost of the whole job which is a major factor, and device interconnections. Knowing your codes are very important as well.When it comes to choosing the appropriate LAN device this is extremely important. Choosing the right router plays a part, some routers only work with certain types of operation systems. Choosing the right switch is important. You would want to choose a switch that has a mixture of both UTP and fiber ports. People sometimes routers depending on their price or speed.Cost are determined by the type of LAN and disturbed networks you are trying to setup when setting up a network you need to consider 4 physical areas. progress to area, telecommunications room, anchorperson cabling, and distribution cabling. Work areas are locations devoted to end devices used by individual users. Telecommunications room is where connection to intermediary devices t ake place. Horizontal cabling connects the telecommunications rooms with the work areas. While backbone cabling is used to connect the telecommunications rooms to the equipment rooms, where the servers are often located. If you dont know the fire codes when it comes to wiring you shouldnt be installing or attempting to stock-still make wires for the network you are developing. (Cabling and Planning Networks, 2015)Works CitedCabling and Planning Networks. (2015, January 25). Retrieved from High Tech http//www.hightech.net

Macbeth Explication: “If it were done when ’tis done” Essay

The final scene of the first act opens up with a powerful soliloquy presented by Macbeth, If it were done when tis done (I.7.1-28). Shakespeare uses various literary techniques to evidence the ideas rushing through Macbeths mind prior to the murder of Duncan in his home. In previous scenes, Macbeth has been told prophecies of his future predicting him as king of Scotland, Duncans current position. Macbeth, with the aid of his wife, sees this task accomplishable only by the murder of the current king. This soliloquy presents itself at a crucial point of decision, only hours before the opportune minute of attackThe soliloquy opens with Macbeths ideas on how he would hope the murder to be. If it were done when tis done, then twere well / It were done quickly (I.7.1-2). These two lines show how indecisive Macbeth is about committing the crime. He is aphorism that if the murder be done, it should be done fast. The if shows that Macbeth is unsure that he wants to follow through with the initial plan. Shakespeare also shows that Macbeth wishes to get it everyplace and done with, showing d averfall and non thinking it out properly.If the assassination / Could trammel up the consequence, and catch / With his surcease success that but this blow / Might be the be-all and the end-all hither, / But here, upon this wedge and shoal of time, / Wed jump the life to place. (I.7.2-7). Here, Shakespeare uses a metaphor to compare the murder as something that could be caught and once caught it would not yield any consequences. He then goes on to say that in the real-world, this cannot be true. Shakespeare craft fully shows that Macbeth knows that their will be consequences to the murder and that thinking that everything will be okay is not a logical thought.Macbeth continues, But in these cases / We still have judgment here, that we but teach / Bloody instructions, which, being taught, return / To plague th artificer this even-handed justice / Commends the ingredients of o ur poisoned chalice / To our own lips. (I.7.7-12). Macbeth states that he still has the choice whether to commit the murder or not to. Shakespeare uses a metaphor to compare the murder with damn instructions being taught. Macbeth also says that the person who commits the murder (or teaches the bloody instructions), come back to the murderer (or inventor). By sayingthis, Shakespeare throws in the element of Macbeth foreshadowing his own demise. He then goes on to compare the return of the misdeeds through the imagery of a poisoned cup. He speaks of how the poisoned chalice, although used on others, will once again come around to his own lips.Macbeth begins to give and weigh reasons for and against Duncans murder. Hes here in double trust / First, as I am his kinsman and his subject, / Strong twain against the deed (I.7.12-14). Macbeth states that Duncan trusts him in two ways, first of which as his loyal solider. Macbeth then explains how he is expected to be loyal to his king and protect him not the contrary. In these lines, Shakespeare includes the irony that Macbeth plans on doing what he is supposed to prevent.Macbeth continues, then, as his host, / Who should against his murderer shut the door, / Not bear the knife myself. (I.7.14-16). Here, Macbeth states that he is, secondly, Duncans host. Therefore, Macbeth should be protecting Duncan against a murderer, earlier than killing Duncan himself. Shakespeare uses the same irony as in the preceding lines.Macbeth continues with reasons against the murder. Besides, this Duncan / Hath borne his faculties so meek, hath been / So clear in his great office (I.7.16-18). Here Macbeth states that Duncan has always been penny-pinching to him and never abused his power.Macbeth now switches over to the topic of what will happen if Duncan is murdered. that his virtues / Will plead like angels, trumpet-tongued, against / The deep damnation of his taking-off (I.7.18-20). Shakespeare uses personification and a illustrati on to compare what will happen to Duncans virtues after the murder. He describes Duncans virtues as angels, who with spread the news of his murder to all.He proceeds, And pity, like a naked newborn babe, / Striding the blast, or heavens cherubim, horsed / Upon the sightless couriers of the air, / Shall blow the horrid deed in every eye, (I.7.21-24). Shakespeare again uses a simile to compare the pity of the wad over Duncans death to a newbornbaby. Shakespeare then uses imagery to convey a picture of how fast and gracefully the news will spread a baby, a common representation of innocence, whisking through the air, telling everyone about the deed that took place.In the succeeding line, Macbeth predicts, That tears shall drown the wind. (I.7.25). Here, Shakespeare uses vivid imagery to describe the mood of the pack after the death. People will be distraught over this occurrence and will weep as rain falls from the sky.In the conclusive lines of the soliloquy, Macbeth poses the sole reason he has for the murder, I have no spur / To prick the sides of my intent, but only / Vaulting ambition, which oerleaps itself / And falls on th other. (I.7.25-28). Macbeth here says that he has absolutely no reason to kill Duncan, save for his ambition. In his final sentence, Shakespeare then personifies his ambition as overleaping which falls over itself. Macbeths ambition overleaping and go also foreshadows Macbeths death.After the soliloquy, Macbeth changes his mind and no longer wishes to kill Duncan. But with the persuasion of his wife, changes his stance again and goes through with the murder. All of the events, the spreading of the news of the murder, the consequences of the assassination, people hysteria and Macbeths own downfall, which Macbeth foreshadowed in his soliloquy, do prove accurate.

A Challenge to Traditional Theory

A repugn to tralatitious management system Ed Weymes Introduction young management theories be localisesed on how singles convicttri nonwithstandinge to bargain and corporate performance piece of music the performance of the chief executive is consecrated by the validations ? nancial re devices and shargon impairment. piece governing bodys espouse the principles associated with total quality management, learning compositions, broad(prenominal) performance faces and go through balanced score cards, the chief executives primary contract is ? ated on retaining chasteness of the presidential term to meet sh beholder expectations. As we enter the advanced millennium the corporate world has been rocked by the s tooshiedals involving Enron, initiationcom and Adelphia in the USA and in Europe by Parmalat and Mannesmann. These, and a host of other organisations, render been overtly criticised for fraudulent accounting practises or excessive in-person make up fo r the chief executive and senior members of the administration succession creating a ? nancial catastrophe for employees and sh areholders. The public no longer swears the corporate world.The World Economic meeting places (2004) global surveys on swan in 2004 and 2002 indicate that peoples trust levels in global and large domestic companies remain very pocket-size with less than 10 per cent of respondents reporting a lot of trust in these institutions operating in the best interests of indian lodge. (The results for 2004 show some im provement everyplace 2002. ) In Europe, the model of corporate sociable responsibility (CSR) is the subject of some an(prenominal) a(prenominal) boardroom discussions and in the USA the Dow J is publishes a CSR index on the enclose that many a nonher(prenominal) investors be deceptionve ? ms who practice social responsibility provide better long term ? nancial returns. The intent of CSR is to add value to society, to leave the world in a be tter position for our grandchildren by makeing surroundingsal and social responsibilities into the traditional economic equation. proponents of CSR claim that this cominging volition restore public trust and respect cogency in the corporation, while the non-believers state that the concepts of CSR only re? ect appropriate standards of corporate g overnance and there is no need for CSR as a separate removement.Twenty years ago similar sentiments were expressed about quality exclusively the quality movement ensured that the concept is now a necessary except not suf? cient condition for effective competition. As we enter the twenty-? rst cytosine the concept of corporate citizenship has captured the perplexity not only of corporate leaders but in any case society. The corporate s muckledals associated with Enron in the USA and Parmalat in Europe in concert with the collapse of Arthur Anderson, the respecting accounting, auditing and consulting global giant, The author Ed We ymes is Associate Professor at the University of Waikato Management School, Hamilton, unexampled Zealand.Keywords Management conjecture, Philosophy, Social responsibility Abstract This paper challenges the school of thought underlying traditional management sentiment. The historic and possibly arcane purpose of business, to maximise stockholder wealth, is no longer a relevant proposition. Academics and managers need to rethink the philosophical mannequin of management theory. For the past 50 years the management literature has take a to a greater extent mankind start out to the management of organisations yet the grandness of systems and surgical procedure and performance measurers associated with the scienti? c theory of management prevails.With the growing importance of intimacy creation and the corporate social responsibility movement it is timely to re? ect on the purpose of business as adding value to society and rejecting the focus on accumulation of personal wealth . Knowledgecreating enterprises are founded on the development of sustainable consanguinitys at heart the organisation and with stakeholders and so require a different philosophical perspective. electronic access The Emerald Research Register for this journal is available at www. emeraldinsight. com/researchregister The current issue and full text archive of this journal is available at www. meraldinsight. com/1463-6689. htm prescience chroma 6 Number 6 2004 pp. 338-348 q Emerald Group Publishing Limited ISSN 1463-6689 DOI 10. 1108/14636680410569911 338 A challenge to traditional management theory hope Volume 6 Number 6 2004 338-348 Ed Weymes has signi? cantly reduced worldwide public trust in the corporate community. In the new-sprung(prenominal)-made World Economic Forum (2004) survey on trust, only 7 per cent of respondents reported that global companies operate in the best interests of society. While this ? gure is a small improvement over the 2002 survey public t rust in the corporate community is low.Organisations are seen as pro? t generating and wealth enhancing for the select few. The scale of the public battle cry a urinatest unethical behaviour has turned the spotlight towards the importance of corporate citizenship, ensuring that organisations focus on social and surroundal issues as well as the economic returns. earth attention appears to be less focussed on psyche wealth creation but on the manner in which wealth is created. Individuals who exploit others for personal gain or who exploit society or the environment for their avouch advantage will not be tolerated.In 2003 a PricewaterhouseCoopers (2003a) survey found that 75 per cent of chief executive of? cers (CEOs) surveyed stated they would forgo short-term pro? ts in golf club to implement a sustainability programme. Yet the naughtylight of the business intelligence service remains stock market performance and share price. Despite the move towards a greater focus on people in the organisation and interrelate for the environment, organisations remain numbers drudgen and subject to the vagaries of the ? nancial markets. Chief executives measure their succeeder by their impact on EPS and not their contribution to the social or environmental issues.But todays CEO also recognises the core competence of the organisation lies in the bangledge and skills of its people. Gone are the days when product design, production offset or guest service could create competitive advantage. It is the skills and abilities of the exclusive staff members that dictate the future of the organisation. Thus, the organisation must ensure staff are challenged and fittingly rewarded and today we see organisations offering attractive remuneration packages including child care and a host of other bene? ts.But are such packages attractive if they are knowing to buy the soul of the employee and not build trust in the midst of the separates at bottom the organisation? Toda y the chief executive is challenged with the task of expression trust and haleness in the organisation. When trust pervades the organisation there is commitment from the staff and support from the external community. Trust is based on divided up value and value systems lie at the heart of human behaviour, behaviour that cannot be masteryled through systems and processes, the traditional operating standard for many organisations.If corporate social responsibility is vested in gaining the trust of stakeholders, inside and outside the organisation, then the fundamental philosophy must be based on the organisations ability to build alliances. Relationships are formal amid people and cannot be mandated by strict adherence to systems and processes. The people deep d accept the organisation must subscribe to the set of the organisation and those outside the organisation must admire those values. The organisation must be values driven.Thus the organisation that espouses corporate so cial responsibility must develop an environment where people in the organisation work together in a harmonious manner and external stakeholders form an emotional connection with the organisation while maintaining its commitment to the ? nancial investors. Traditionally, the plight of the CEO has been described as balancing shareholder demands with achieving longevity or sustainability. Perhaps the predicament should be rewritten providing an environment that espouses individual independence while ensuring the ? ancial and non-? nancial targets of the organisation are met. Individual freedom provides the basis for creativity, innovation and building trust between individuals within and outside the organisation. Critics would argue that in an environment where individual freedom abounds, anarchy prevails. Organisations need sway, but controls, when imposed from above, can dictate behaviour and constrain creativity. Performance criteria will remain signalise factors in the heart of the organisation and the longevity of the CEO.However, the organisation and its senior executives need to moorage their focus from one that is numbers based to one vested in the establishment of an environment designed to build trust and to maintain the appropriate performance measures which are acceptable to its staff. Thus the dilemma becomes not control or individual freedom but control with the ability for individual self-importance-expression. In the East this is seen as the balance between the yang (bright) and the yin (dark). This paper explores how such a balance may be attained in an organisation.Challenging traditional management theory While Descartes (Scruton, 2002, p. 3) is often cited as the father of modern philosophy the roots of philosophy can be traced back to Plato (Scruton, 2002, p. 3) and his student Aristotle (Vanier, 2001, p. 2). Their writings on human nature, humaneness and their search for a human identity still bear relevance today. Human behaviour i s vested in the individual but humaneness, human nature, is presented as happiness, a pureness that cannot be attained in isolation. For Plato, the guiding nature of a relationship is to be found in go to sleep and acquaintance 39 A challenge to traditional management theory foresight Volume 6 Number 6 2004 338-348 Ed Weymes through friendship we seek to improve ourselves and help others to improve. Aristotle further developed this point when he described human nature as the good to which all things aim. As human beings we strive to do good and good actions promote happiness a virtue that Aristotle describes as the keystone of human behaviour, the perfect activity. Happiness is the virtue that bestows honour on ourselves and on others. It was Marxs (Scruton, 2002, p. 23) vision of the individual being constituted through social activities, de? ned as labour language, customs and institutions (speci? cally economic institutions), that was to move philosophical theory away from relationships and towards individual material gains. Adam Smith (Scruton, 2002, p. 224) attempted to depict that free exchange and accumulation of private office, under the advocate of self-interest, not only preserves justice but also promotes the social wellbeing as a whole, satisfying existing needs and guaranteeing stability. This subtle, but signi? ant, shift in philosophical focus from human relationships to individual personal gains in? uenced the development of the theory of bureaucracy, whose purpose was to command and control the behaviour of many for the gain of the few, a philosophy in direct opposition to that of Aristotle and others. The social landscape of the Western economies in the early 1900s was being transformed as the industrial revolution gained momentum and the capitalist society emerged. Organisations were, and to some extent remain, characterised by a hierarchy of authority, impersonal rules that de? e duties, standardised procedures, promotion based o n accomplishment and specialised labour. Those responsible for the operation of these facilities unavoidable a system to control behaviour. Weber opined that bureaucracy was capable of attaining the highest degree of ef? ciency and the most rationally cognise substance of exercising authority over human beings. F. W. Taylor (1911) adopted this philosophy, developing the scienti? c approach to management, which stated that jobs could be speci? ed, work methods improved and rationalised through careful athletic field and scienti? c analysis.The driving force of the organisation was ef? ciency, increasing output and the wealth of the owners. Employees were not to be trusted and required stringent controls to ensure their behaviour was focussed on increased productivity. The era of command and control had arrived and the robber barons prospered with personal fortunes being amassed by the select few. Human rights were ignored as were environmental concerns with many factories pollut ing the land, water and air in their vicinity. As early as the 1950s the Tavistock Institute in England and the Quality of Working Life inSweden were challenging this mechanistic approach to organisation structure. Douglas McGregor (1960) challenged the scienti? c approach to management in his book The Human Side of Enterprise. Theory X postulated that people had to be driven by alien rewards, by punishment or by bureaucratic control. Theory Y opined that individuals could be intrinsically motivated by interesting work and could be say and managed by their own behaviour. For the next 40 years, theory Y was to be treated as the soft side of management while real ? ms, whose motive(prenominal) was to maximise shareholder wealth, sought operational ef? ciencies through speci? ed procedures and rigid controls. The period 1945 to early 1970 was one of growth and expansion in the West. Markets were growing and the multinational ? rm became established. Pro? ts grew, not by gains in ma rket share but by increasing market size. Inef? ciencies and poor management practices were hidden. Then in the mid-1970s the ? rst anele shock occurred. Poor management practices were exposed. The good times were over and the West struggled to readjust to the new market conditions.The new approaches to management The 1980s saw the insertion of the total quality management movement, founded by W. E. Deming (1982), which promoted a dissipateicipative style of management. Although Deming was a statistician he believed that a new approach to management was required to set back the scienti? c approach to management with its associated systems and procedures. At the end of WWII, he volunteered to travel to Japan to assist in the reestablishment of Japanese Industry. Here he could implement his new concepts that were willingly adopted by the Japanese ? rms.In 1979, Demings work in Japan was broadcast on American television and overnight TQM became the saviour for American industry. By the early 1980s productivity in the West was abysmal and the US Government introduced the Baldridge Quality Awards in 1987 to promote the importance of quality. These quality awards cast got since been adopted around the world and are based on the 14 criteria speci? ed by Deming. In 1990, Peter Senge (1990) published his book The Fifth stipulate which was to challenge the scienti? c theory of management by introducing the concept of systems theory to organisational design.While the scienti? c theory was founded on the assumption that an organisation was a closed system, where activities within organizations could be broken down into discrete activities, systems 340 A challenge to traditional management theory foresight Volume 6 Number 6 2004 338-348 Ed Weymes thinking was suggesting the organization should be considered as an open system and not a series of discrete parts. The writings of Charles Handy, Margaret Wheatley, Peter Drucker and a plethora of others baffle support ed the work of Senge.By the mid-1990s, the concept of the high performance organisation had emerged. Every CEO wanted to be a HPO but there was no universal de? nition of high performance. Like quality this was something that could be recognised but which escaped de? nition. However, Edward Lawler (1996) did present six principles that captured the essence of the HPO (1) organisation can be the ultimate competitive advantage (2) involvement can be the most ef? cient form of control (3) all employees must add signi? cant value (4) lateral processes are the key to organisational ef? iency (5) organisations should be designed around products and customers (not functions) and (6) effective leadership is the key to organisational leadership (Lawler, 1996, p. 22). For over 20 years organisations have espoused the principles of TQM, they have re-engineered the organisation and purported to be high performers. Organisational theory appears to be spurning the scienti? c approach to managemen t. Cloke and Goldsmith (2002) titled their book The End of Management and the Rise of Organizational Democracy Autocracy, hierarchy, bureaucracy and management are gradually being replaced by democracy, ? t, collaboration and self managing teams. Permanent, stockpiled, one -size-? ts-all policies are giving way to innovative, just-in-time, evolving, made to order initiatives. Silos and competitive departments are being deconstructed into backup evolving webs of association. Isolated, cynical, immature, apathetic employees are being transformed into connected, motivated, value driven, responsible employee owners (Cloke and Goldsmith, 2002, p. 4). Today the social evolutionary process appears to be increasingly dominated by values and emotions and less by individual terminal-orientated rationality.As the chairman of Phillips (2002, p. 2) states Building sustainable development into our business processes is the ultimate opportunity. By its very nature the journey towards sustainabil ity requires the kind of find thinking that results in true innovation. It calls for partnerships and true cooperation as well as open honest dialogue with stakeholders inside and outside the company. The command and control environment was designed to modify or control behaviour and not to build trust between individuals through the formation of sustainable relationships. Relationships develop when there is a sharing of alues, attitudes and beliefs between the people in the organisation. Those within the organisation subscribe to the values and those outside the organisation admire the values. Thus relationships are established between people and cannot be mandated by systems and processes. At the turn of the twentieth century, competitive advantage was in? uenced by an organisations ability to produce goods ef? ciently the production era. The production rescue was followed by the market economy, the service economy and today competitive advantage is determined by an organisation s ability to develop intellectual property the knowledge economy.When knowledge creation becomes the key to competitive advantage an organisation needs to foster an environment where individual creativity and innovation can ? ourish. such(prenominal) an environment can be established when the individuals in the organisation are committed to the purpose of the organisation, when the organisation is driven by common values and shared beliefs, when the fear of failure has been eliminated and the individuals within the organisation do not feel constrained by rules and regulations, systems and processes.But organisational performance remains vested in key performance indicators. For public companies, shareholder expectation drives performance and the future of the CEO. The ? nancial press remains focussed on stock market performance and corporate ? nancial results remain the highlights of the business news. When an organisation is numbers driven, systems and processes are designed to ens ure that targets are accomplishd. But such measurers in? uence and constrain individual behaviour, thus limiting the opportunity for creativity and innovation.If the indorser accepts the above three premises the move to a people focused organisation, the move to encourage creativity and the restoration of public con? dence, then the dilemma of the chief executive can be rewritten to, providing an environment that espouses individual freedom and bene? ts society while ensuring the ? nancial and non-? nancial targets of the organisation are met. If such an approach is adopted the focus of the organisation must be transformed from the traditional concepts associated with bureaucracy, to a philosophy vested in humaneness.A people focused organisation that facilitates the generation of new and innovative approaches, fosters a harmonious working environment and builds trust and integrity for all stakeholders. A new philosophical approach is required to provide the foundation of manageme nt theory, one which is not based on the Marxist perspective, that individuals are focussed on materialism and seeking self ful? lment, but one 341 A challenge to traditional management theory foresight Volume 6 Number 6 2004 338-348 . . Ed Weymes focussed on a social perspective vested in the norms and values of society.Thus we appear to be faced with a dilemma. Human nature is vested in individual freedom and the need for the individual to live their life according to their own values but society, in which the individual lives, can only be managed through the adoption of systems and procedures. Since both arguments are correct no one integrity Western philosophy can be applied to manage todays society which requires a perspective that balances the need for individual freedom with rules and regulations required to ensure an orderly society. . . To love men the equivalent of benevolence.Only the man of beneficence knows how to love people and to hate people to hate evil. To b e respectful in private life, be serious in handling affairs and to be loyal in dealing with others. To master oneself and return to propriety is humanity. To overcome the sel? sh desires within ourselves, to cultivate the mind and heart within ourselves so it can be extended to every aspect of our life allowing good will to ? ow to others. Eastern philosophy While there is no one dominant Eastern philosophy the region has provided a mosaic of philosophical perspectives on life and the meaning of life.From Hindu to Dao, from Islam to Tao from Buddhism to Confucianism there may be few common themes and while all are religions, Confucianism is considered to be more of a philosophy than a belief. Master Kung (Confucius) was natural into a poor noble family in 552BC in the State of Lu in China. This was a period on Chinas history known as the hundred schools with teachers wandering from town to town expounding their theories on how the various rulers could improve their ? efdom. Sun Tz u taught the art of warfare and dodging while Kungs teachings were of a more philosophical nature.Popular Confucianism emphasises family values dignity, diligence and education, where there is no disparity between the self-cultivation of the individual and the interests of the community. The individual and the community are part of one harmonious whole represented in Confucian philosophy as Li (rituals) and Ren (benevolence or humaneness). Chief executives are faced with the balance between individual freedom (Ren) and the need to achieve shareholder expectations through the application of systems (Li).Traditionally, the focus has been on the development of systems but perhaps it is time to turn our attention to the people in the organisation. The work of Confucius adapted this approach to prescribe an ordered ad sustainable society. Confucius considered Ren (humaneness) to be at the centre of his teaching while many of his scholars, including Mencius, placed equal emphasis on the Ren and Li. Ren is not considered to be a virtue but the fundamental virtue that de? nes human nature.Translations of Ren include benevolence, perfect virtue, human heartedness and humanity. While the concept was never clearly de? ned by Confucius the following are considered representative de? nitions (Liu, 1998, p. 17) Confucius presents a perspective similar to the early Western philosophers, from the writings of Aristotle (Vanier, 2001, p. 7), who encourages us to look within ourselves to ? nd that inner structure to act correctly and speak the truth, to Kant (Scruton, 2002, p. 155) who opined that we are all of equal importance to others around us.In Confucianism, humaneness can only be depicted inside a relationship, the humane man, desiring to establish himself, seeks to establish others desiring himself to succeed, helps others to succeed. To judge others by what one knows of oneself is a method of achieving humanity (Liu, 1998, p. 18). Similar sentiments are re? ected in th e work of Plato and Kant who encourage us to improve ourselves by helping others to improve. Thus Ren can be de? ned as . a benevolent attitude towards people . the fruition of the intrinsic value of each individual life and . resolute commitment to an ideal principle. Confucius developed this humanistic approach to how a ruler should lead his people (or how an organisation should manage its staff) arguing that the moral discipline of the self and the well being of the people cannot be separated. He suggested that when the people are governed by law and punishment they will avoid wrongdoing but will have no sense of honour or shame. But when the ruler leads with virtue and governs by the rules of propriety they will have a sense of shame and more over set themselves right.From the organisational perspective while staff may conform to prescribed systems and processes they may lack the commitment to the organisation that is required to allow innovation and creativity to ? ourish. Conf ucius recognised that individuals live within a society governed by the rules of propriety (Li). However, these rules should not be imposed from above, as in a bureaucratic organisation, where rules are designed to modify and control behaviour. The rules of society or an organisation should be vested in Ren so that the members of society or the organisation accept the rules and laws as those that de? e acceptable behaviour. 342 A challenge to traditional management theory foresight Volume 6 Number 6 2004 338-348 Ed Weymes Eastern philosophy provides a perspective where the behaviour of the individual is seen as a harmonistic balance between the individual and how that individual interacts in social relationships. Confucianism provides a philosophy that unites the individual right to choose their own caboodle while allowing for the appropriate controls and regulations associated with a complex and technologically driven society.The framework, associated with the bureaucratic orga nisation and traditional management theory, was designed to control behaviour. Modern management theory and practice has demonstrated that bureaucracy is no longer an effective model. Similarly the demise of the market economy, posited by Marx has also proved to be invalid. Today we cannot hope on one philosophical model to provide a framework for organisation design, since individual freedom must be tempered with bureaucratic controls. The relationship between Ren and Li possibly provides a model that may resolve the dilemma.East meets West Great thinkers from opposite ends of the earth interested in the same distrust What constitutes right and wrong and what behaviours contribute to a good society? The similarities in their conclusions are remarkable . the value and importance of ideals dreams and visions . the love of learning . the need for self improvement . out attitude towards and treatment of other people is important . to understand others we must understand ourselves h umaneness . we improve ourselves by modify others . pursuit of cognition and virtue will lead to the good life and . elationships are the key to happiness goodness Confucius and the early Western philosophers including Aristotle, Kant and Shaftsbury perceived the need for a relationship between the family and the state and argued that shared values and ideals were central to all relationships. The role of education was recognised as the key to self-improvement and living a virtuous life. Both Eastern and Western philosophers believed that individuals seek to do good and that by becoming more virtuous a person could improve their life.Similarly there was an agreement that individuals must seek the courage to do the right thing. Through education, wisdom is attained and the starting point for attaining wisdom is self knowledge. Recognising not only what we know but also what we do not know is the key to the appropriate use of knowledge and to prevent errors caused by ignorance. Con fucius considered goodness or humaneness to be an individual quality present in, but rarely realised by, the individual. The distractions and temptations of life prevent us from attaining our full potential.We want to be good, to be seen to be good but the temptation to be sel? sh often overpowers our intentions. Just as the CEO wants to create a socially responsible company but a little originative accounting will just increase the share price and thus make the task so much easier and the personal rewards so much greater. While there are many similarities in the teachings of Eastern and Western philosophers there is one fundamental difference. Aristotle believed personal behaviour humaneness is focussed on the individual with her own responsibility for selfdiscipline.Personal behaviour did not extend into the social relationships encountered by the individual. This concept remained valid until the writings of Marx when there appears to be a shift from a social focus to focus on material gains. Recent Western philosophical writings Taylor (1991) are returning to the societal focus with an emphasis on the concept of authenticity. Conversely, Confucius opined that the rules for correct behaviour were social controls, which maintained the social graces resulting in the appropriate manners and conduct of the individual.In the West we value the individual and claim that the individual has control over her behaviour. The net result of the behaviour dictates how social relationships and society behave. Max Weber took this approach to the extreme with his social philosophical writings a century ago that culminated in the rise of bureaucracy and the foundation of management thinking. While modern management thinking has challenged this approach for the past 50 years a philosophical framework has yet to be established to justify the theoretical foundations associated with building an organisation based on values and relationships.The Eastern philosophies provide a perspective where the behaviour of the individual is seen as a harmonistic balance between the individual and how that individual interacts in social relationships. The original writings of Plato and more recent Western philosophers would not disagree with this approach but it is a philosophical framework that contradicts the work of Max Weber and challenges the foundation of traditional management theory. 343 A challenge to traditional management theory foresight Volume 6 Number 6 2004 338-348Ed Weymes Building an organisation on values and relationships the implications (the humane organisation) The concepts of CSR, together with modern management thinking and particularly the move to a knowledge economy is moving management thinking away from the bureaucratic structured organization, relying on systems and processes towards a management style vested in relationships. Thus, if the key success factor for a successful organization is its ability to build relationships and not pr imarily to bring back (excessive) pro? s the foundation for management theory should start with the pre-requisites necessary for the development of relationships and emotions lie at the heart of relationships. Table I Constructive and soul-destroying states of mind Constructive states of mind Build Create Self-respect Con? dence Self-esteem Responsibility Integrity Trust Compassion Passion Commitment satin flower Benevolence Ambition Generosity Motivation Loyalty Love Destructive states of mind Build Create Low self-esteem Over-con? dence Jealousy Irresponsibility disfavor Mistrust Sel? hness Negativity Meanness Deceit Hatred Self-ambition Alienation Complaints Source Flanagan, cited in Goleman (2003, chapter 3). Emotions and relationships The rood de? nition of emotion can be traced back to motion and room to every force there is an equal and opposite force. Thus emotions can be good and bad, positive and negative, creative and destructive. Professor Owen Flanagan (Goleman, 2003, p. 59) argued that bad, negative or destructive emotions are those that are harmful to oneself or others contrary to human nature.He also supports the philosophical view, which goes back to the time of Plato and Confucius, that emotion and temperament are forever and a day pulling us in different directions. Take, for example, the case of the demise of Barings Bank Nick Leeson the Barings Bank futures trader based in Singapore enjoyed the good life and was soon earning a signi? cant bonus on futures trading in Asia. But as the markets changed Leeson needed funds to cover his exposure. By establishing Error banknote 88888 he was able to expose the bank to debts of eight hundred million British Pounds.Personal greed and a lack of compassion together with poor systems in the Bank caused one of the greatest banking scandals of all times. Throughout ? ? the debacle Leeson did not see anything wrong with his behaviour. His values and beliefs supported his actions but the only bene ? ciary was Nick Leeson (Gapper and Denton, 1997). hold forth situation is depicted in William Goldings (1959) Lord of the Flies with its basic themes being that society holds everyone together, and without these conditions, our ideals, values, and the basics of right and wrong are lost.Without societys rigid rules, anarchy and savagery can come to light. On the island we observe mistrust, self-ambition, deceit and irresponsibility destroying the social norms that once bonded the group of schoolboys. Jealousy, dislike and meanness undo a society. As human beings we have a choice. We can attempt to work alone in the pursuit of our own personal happiness and success or we can work with others. The easy option is to work alone but we will not animize con? dence or trust in those around us in the long term. We will have joined the schoolboys on their desert island.Building relationships is every individuals social responsibility. The foundation for constructive relationships Emotions are determined by attitudes, beliefs, values and feelings, which are re? ected in personality and dictate the individuals ability to form relationships. Accepting the premise that dreams and goals can best be attained by working with others the ? rst key lesson in developing a sustainable organization is for all staff to be aware of their own strengths and limitations, of how they react in accredited situations and understand why they experience particular emotional reactions in particular situations.As part of the self-discovery process individuals are able to de? ne their own personal inspirational dream to verbalise their purpose in life. There are many examples of personal dreams Martin Luther Kings famous speech I have a dream, or J. F. Kennedy, . . . this nation will land a man on the moon in front the end of the decade. Kennedy had no idea of how America was going to put a man on the moon but his challenge provided the impetus for the NASA scientists to trump their person al best. There is always the temptation to take the easy way out but is it the right way?Emotional responses drive individual feelings and dictate the nature of relationships in society. Flanagan has classi? ed these positive and negative emotions as constructive and destructive states of mind which have been summarised in Table I. Individuals who are seen as con? dent, responsible and trustworthy birth integrity, selfesteem and compassion. They are people who are committed to a dream or a vision that is focussed on improving the life of those around them. The 344 A challenge to traditional management theory foresight Volume 6 Number 6 2004 338-348 Ed WeymesThe process of identifying and formulating a personal dream (see Figure 1) requires insights into individual values and identi? es the strengths to build upon. The dream represents the individuals purpose and destiny in life with its order only limited by ambition, by passion and con? dence of that person. Once the dream is identi? ed it must be shared with others. Rarely can we achieve our dream single-handed. Thus the dream should create purpose and meaning for others. Sel? sh dreams, dreams that are designed to promote the dreamholder alone are less likely to be adopted by others since there is little in it for them.Dreams that go beyond the individual and represent a challenge for others are more likely to be shared. Albert Schweitzer is ascribe with the following statement on visions or dreams I do not know what your destiny will be, but one thing I do know. The only ones among you who will be truly happy are those who have sought and found how to serve. The process of self-discovery provides an understanding of how and why individuals react in certain situations. People with a high level of selfawareness recognise the danger signs associated with disruptive emotions and are more likely to keep these emotions in check.These are the people we turn to in a moment of crisis knowing that they will give a Figure 1 Identifying and formulating a personal dream measured and reasoned response to the situation, not an impulsive reaction. They are the people we trust, people of integrity. They do not criticise but ask questions, gather the facts and seek advice before making a measured response. They are re? ective thinkers. They are the people we admire and interact with. They may be parents, lovers, mentors or ordinary individuals who we turn to in time of need.People who possess a clear understanding of their emotions and their impact on others also possess the ability to recognise the emotional state of those around them. They are people who are skilled in reading body language and recognise the impact that particular circumstances and situations can create in those around them. They understand the imagination and the pulse of the situation and are able to bring forth the best from those around them. The characteristics of self-awareness, self worth and social worth provide the drivers for the attainment of high levels of emotional intelligence (see Goleman et al. 2002) and provide the foundation for sustainable relationships. They also provide the basis for establishing a dream and a destiny but more significantly providing the ability to share the dream and have others buy into the dream. Some writers may argue that these characteristics provide the skills to motivate people but motivation is a process that causes people to 345 A challenge to traditional management theory foresight Volume 6 Number 6 2004 338-348 Ed Weymes act in a particular way. Thus an individual may be motivated to undertake a particular task by the promise of a reward or to avoid an unpleasant consequence.Individuals may be motivated to obey rules through a system of reward or fear of punishment (the foundation of theory X). Thus an individual may be motivated to perform a task to which they have no commitment. Commitment is achieved when the individual believes in the task and i s stimulate by the potential results (the foundation for theory Y). Thus inspiration is more important than motivation. People are inspired when they believe in the cause they are working towards. To be inspirational required the individual to share their dream and the wider the scope of the dream the greater the potential for people to buy into the dream.Dreams that promote an individual or an organisations stakeholders alone will have little meaning for many of the people employed in the organisation. While a pro? t maximising goal may inspire the pension funds and individual stockholders it does little to motivate the individual on the shop ? oor who will forgather the same compensation irrespective of share price. But an organisational dream that seeks to promote a better society has meaning for all those connected with the organisation and thus creates a purpose that can be shared by all in the organisation.An example of such a dream or vision can be foun in Merck and Co. s o rganisational vision (www. merck. com/overview/philosophy. html) Mission The mission of Merck is to provide society with superior products and services innovations and solutions that improve the quality of life and satisfy customer needs to provide employees with meaningful work and advancement opportunities and investors with a superior rate of return. Our values (1) Our business is preserving and improving human life. All of our actions must be measured by our success in achieving this goal.We value above all our ability to serve everyone who can bene? t from the appropriate use of our products and services, thereby providing indestructible consumer satisfaction. (2) We are committed to the highest standards of ethics and integrity. We are responsible to our customers, to Merck employees and their families, to the environments we inhabit, and to the societies we serve worldwide. In discharging our responsibilities, we do not take professional or ethical shortcuts. Our interacti ons with all segments of society must re? ect the high standards we profess. 3) We are dedicated to the highest level of scienti? c excellence and commit our research to improving human and animal wellness and the quality of life. We strive to identify the most critical needs of consumers and customers, we devote our resources to meeting those needs. (4) We expect pro? ts, but only from work that satis? es customer needs and bene? ts humanity. Our ability to meet our responsibilities depends on maintaining a ? nancial position that invites investment in leading-edge research and that makes possible effective delivery of research results. 5) We recognize that the ability to excel to most competitively meet societys and customers needs depends on the integrity, knowledge, imagination, skill, diversity and teamwork of employees, and we value these qualities most highly. To this end, we strive to create an environment of mutual respect, encouragement and teamwork a working environmen t that rewards commitment and performance and is responsive to the needs of employees and their families. The organisations dream or vision creates passion and gazump in those working for and associated with the organisation.Collins and Porras (1994, p. 55) suggest that companies, which only focused on pro? tability, did not perform as well as those whose focus transcended economic considerations Pro? t is a necessary condition for existence and a means to more important ends, but it is not the end in itself for many of the magician companies. Pro? t is like oxygen, food, water and blood they are not the point of life, but without them there is no life. Pro? ts do not inspire the individuals in the organisation and they reward only the select few.Visions or dreams that go beyond the economic considerations inspire those in the organisation and those associated with the organisation. Visions that encompass environmental and social concepts as well as economic considerations. A rev ised philosophical perspective for management theory PricewaterhouseCoopers (2003b) de? nes a sustainable business enhances long-term shareholder value by addressing the needs of all its relevant stakeholders and adding economic, environmental and social value through its core business functions. A sustainable organisation has . a clear purpose beyond pro? . is driven by shared values and . and supported by systems and processes. Proponents of sustainable organisations argue that these organisations require breakthrough thinking that results in true innovation. It also calls for partnerships and cooperation as well as open honest dialogue with stakeholders inside and outside the company (Philips, 2002). They argue that these are not organisations driven by pro? t 346 A challenge to traditional management theory foresight Volume 6 Number 6 2004 338-348 Ed Weymes maximisation but are organisations that will forego short-term pro? to ensure longer-term shareholder value. They are o rganisations that build trust and create an aura of authenticity, building a harmonious and family-like work environment. They are organisations driven by a purpose, values and beliefs that can be accepted by a wide trudge of societal interest groups and they are organisations that encourage innovation. Such characteristics are not unique to sustainable organisations but are the criteria that have been referenced by many of the writers of modern management theory. There is a danger that the sceptics of sustainable organisation will focus on the pro? ability criteria arguing that an organisation will always be driven by a pro? t perspective. Return on investment has always been a signi? cant performance standard and many organisations have found to their detriment that cost reduction increases short-term pro? tability but does little for long term sustainability. While the concept of the sustainable organisation sharpens the focus of modern management thinking the key issue concern s the relevance of traditional management thinking. Traditional management theory has been built on the command and control model developed by Frederick Taylor and based on the work of Max Weber.For Weber the purpose of business was to maximise shareholder wealth. This strategy could be achieved by viewing the organisation as a closed system, subdivided into discrete units with each unit focussed only on its own activities. provide were required to follow speci? ed procedures and innovation was not encouraged. Systems and processes, rules and regulations, dictated the pulse of the organisation. Return on investment, economic value added and share price are the prosody that dominate discussions relating to corporate performance yet modern management theories have focussed on the human side of the business for the past 50 years.Most authors and corporate leaders agree that the age of the bureaucratic organisation is past. Yet the numbers still dictate performance. The daily business reports focus on share price ? uctuations and pro? t warnings and rarely do they report on an organisations performance on environmental or social issues. In 1999 Dow Jones launched a sustainability index to monitor the performance of ? rms engaged in sustainability projects. The rational behind this move was based on the premise that more investors are seeking to diversify their portfolio to include ? rms that have long term environmental and social issues as part of their philosophy.While it is unlikely that ? nancial performance measures will be replaced in the short term, organisations and investors now recognise that while pro? ts are important, how the pro? ts are obtained is a greater concern. A singular focus on pro? t maximisation is driven by a rigid adherence to prescribed systems and processes, requiring a highly disciplined workforce prepared to follow orders without question. Communication is uni-directional and innovation discouraged. Mistakes and errors are ascribed to individuals and a mood of fear pervades the organisation.Performance targets are speci? ed and the attainment of the targets dictates individual performance. The Kaplan and Norton (1996) balanced score card is used to prescribe individual and organisation performance standards. Success is de? ned as an organisations ability to make the numbers. But individual and corporate quantitative performance targets focus the organisation, and the individuals in the organisation, on personal, self centred, goal orientated approaches, which do little to foster the development of harmonious relationships in the organisation.Over the past 25 years management theory and practice has become more humane with a focus on people in the organisation and by an increasing focus on the importance of values, emotions and social mores. Organisations are attempting to implement the theories of modern management but appear to be unwilling to give up the controls associated with the bureaucratic organisatio n. Yet modern management theorists and the proponents of sustainable organisations are convinced that the key ingredient to organisational success is the development of trust throughout the organisation.But the fundamental premise underlying Webers bureaucracy and Taylors scienti? c approach to management is the assertion that the workers are not to be trusted. Tasks must be prescribed and individual performance measured. Thus the basis for performance evaluation lies in the development of effective systems and processes. Rigid adherence to prescribed systems and processes will no longer guarantee success. Today the organisation must be ? exible in order to meet the needs of a rapidly changing environment, a discerning customer and a sceptical public.An organisation is still required to make a pro? t but society is now concerned with how those pro? ts are attained. The strategies of the robber barons, supported by the philosophy of Max Weber, are no longer acceptable. Organisations are expected to adopt an ethical and morally acceptable approach to the creation of pro? ts. In the 1980s, the TQM movement focussed on the importance of quality, yet quality was not a new concept. However, it was a characteristic that many organisations were either ignoring or failing to concentrate on.The TQM movement focussed on quality so that today it is considered a necessary but not suf? cient condition for competing. Likewise the 347 A challenge to traditional management theory foresight Volume 6 Number 6 2004 338-348 Ed Weymes sustainability movement is focussing on the need for more organisations to focus on the environmental and social impacts of their organisations and strategies. The gist is that organisations must pay as much attention to the environmental and social impacts of their business as they do to the economic impact.The traditional approach to management does not focus on these concepts. Successful sustainable organisations are founded on open communic ation and trust. Thus the basis for performance lies in the ability of the individuals within and those interacting with the organisation to form meaningful relationships. Management teaching and practice must now replace the fundamental assumption of traditional management theory that the worker cannot be trusted with a focus on building and developing relationships.The organisations focus should now be based on understanding the relationships between individuals and not on the design and development of rigid and complex systems. While systems and processes are still required to support the organisation they no longer drive the organisation. A corporate vision statement or inspirational dream that encompasses the three pillars of sustainability provides a purpose for everyone in the organisation by integrating individual dream with the dream of the organisation.Through a meaningful purpose or inspirational dream commitment, trust and integrity are built between individuals who wo rk together in a harmonious manner. There is a commitment to exceed ones personal best and to pay attention to the detail. new(a) ideas can emerge from anywhere. The organisation creates its own future. Quantitative measures are still required to provide training on how the organisation is performing and to provide staff with information that can be used for improvements and innovations but these KPIs should not be used to discipline individuals.The concept of sustainability has focussed attention on the need for all organisations to demonstrate a commitment to the environment and society as well as their own economic wellbeing. Yet the concept of sustainability is still considered to be a eruption movement in the corporate community. However, the survival of the movement is immaterial because all organisations have recognised that that the key competitive advantage lies in the creation of new knowledge. New knowledge cannot be created in an environment constrained by systems and processes and where there is a fear of failure.Knowledge can only be created in an environment where individuals are committed to the organisation and a high level of trust and integrity pervades the organisation. The concept of sustainability or corporate social responsibility provides a framework for the establishment of such an environment. The framework comes in two parts, the yin and the yang, and it is the role of the CEO to balance the tension between the need to create a focus for the realisation of individual dreams and an environment where innovation and creativity ? urish with the necessity for systems and processes to ensure order and the attainment of the ? nancial goals. Traditionally, the CEO has focussed on the design and development of systems and processes while paid some attention to the people in the organisation. Today that focus must change so the people in the organisation control the systems and processes and not have the people controlled by the systems. R eferences Cloke, K. and Goldsmith, J. (2002), The End of Management and the Rise of Organisational Democracy, Jossey-Bass, San Francisco, CA. Collins, J. C. and Porras, J. I. 1994), Built to Last Successful Habits of Visionary Companies, HarperCollins, London. Deming, W. E. 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PricewaterhouseCoopers (2003a), 6th Annual CEO Survey, PricewaterhouseCoopers, London. PricewaterhouseCoopers (2003b), Presentation to EFMD Annual Conference, PricewaterhouseCoopers, London.Scruton, R. (2002), A Short History of Modern Philosophy, Routledge, London. Senge, P. M. (1990), The Fifth Discipline The Art and Practice of the Learning Organization, Random House, London. Taylor, C. (1991), The Ethics of Authenticity, Harvard University Press, Cambridge, MA. Taylor, F. W. (1911), The Principles of Scienti? c Management, Norton, New York, NY. Vanier, J. (2001), Made for Happiness, The House of Anansi, Toronto. World Economic Forum (2004), Survey on Trust, World Economic Forum, Geneva, available at www. weforum. org 348