Hillary Clinton Scandals and Controversies - List

Abnormal Psychology Pop Culture - 1809 Words

Abnormal Psychology: Pop Culture In asking the question of what abnormal psychology is really supposed to be, it makes sense that we must first quickly think about the very definition of our word abnormal ¨. By all rights, is a remarkably puzzling word that is very dependent on what is called normality ¨. Both terms may justifiably change fundamentally from one era to another and one culture to a different one. How then do we choose upon what is abnormal and what is normal? Of course, this is much more of a philosophical issue than a psychological one. For logical reasons of practicability, it is essential to generate an approximately uniform definition of abnormal psychology that we can more or less decide upon as a cluster of caregivers. This general definition would obviously be typical in its nature, but the shared definition of the subject of abnormal psychology habitually looks something like this: Abnormal psychology is the research of behavior designs that deviate widely from usually acknowledg ed norms, particularly those of a compulsive nature (Medved, M. L.,2008). Nevertheless, when it comes to popular culture and reality television, how do these shows depicted abnormal behavior. In this essay I will discuss how a reality TV show called Jersey Show depicts abnormal psychology. Reality shows are an abnormal, flawed vision of human nature in action, chiefly the MTV real world experimentations in which a group of strangers, combined only by their age andShow MoreRelatedEssay about Cross Cultural Change1183 Words   |  5 Pagesshould conduct herself or himself on the street so as to escape all observation (Kasson 123). In the same respect as this modern counterpart, Egyptian civilization past some 4 thousand years was different from cave culture of 30 thousand years which was different from Roman culture some 2 thousand years ago. Bands of Paleolithic people dug their dead in the earth and placed them in foetal positions, hordes of slaves constructed huge tombs for the dead and prayed to the afterlife in Ancient EgyptianRead MoreEssay on Analysis of Televsion Show I Dream of Jeannie1145 Words   |  5 Pages The 1960’s was a decade filled with revolution across America, in the forms of both counterculture and pop culture. The second wave of feminism ran rampant, powered by Betty Friedan’s The Feminine Mystique. The role of the housewife began to be placed under the microscope and women started to wonder aloud whether they were truly happen being second-rate to their husbands. The television sitcoms of the 1960’s displayed this change in thinking, one sitcom specifically being I Dream of Jeannie. TheRead MoreMass Shootings On The United States939 Words   |  4 Pagesnot the media: The truth about pop culture s influence on children. Choice Reviews Online. Mcginty, E., Webster, D., Jarlenski, M., Barry, C. (2014). News Media Framing of Serious Mental Illness and Gun Violence in the United States, 1997-2012. Am J Public Health American Journal of Public Health, 406-413. Bandura, A. Ross, D., Ross, S. A. (1961). Transmission of aggression through the imitation of aggressive models. Journal of Abnormal and Social Psychology, 63, 575-582 Schizophrenia. (nRead MoreAttention Deficit Hyperactive Disorder (Adhd) Is The Most1330 Words   |  6 Pageschemicals play a key role in sharpening focus and increasing attention.† John Ratey M.D Spark Based on Dr. Sparks study, using tools to allow creative minds to blossom is something he suggests. According to a study published in The Journal of Abnormal Child Psychology, by Cory Armes, M.E suggests hyperactivity may actually help students overcome their attention problems. Running, jumping and even rolling around in class actually helps an ADHD student concentrate. Most ADHD students become restless whenRead MorePositive Reinforcement1630 Words   |  7 Pagesdevised in the history of applied psychology. Positive reinforcement is defined precisely in keeping with how it works. Its definition is actually as straight forward and simple as it is  counterintuitive (Cappa amp; Kahn, 2011). Positive reinforcement in my opinion cant fail to profile and maintain positive behavior and to replace negative or problem behavior. If parents dont harness this simple but powerful technique, its very likely that a negative peer culture or some other influential sourceRead MoreGlobalization Of The South : An Emerging Western Source Of International News Services1674 Words   |  7 Pages globalisation. For example, Al-Jazeera, an emerging non-Western source of international news from a region that lacks adequate coverage by Western news services, has gradually weakened the old Western-dominated centre-periphery system by facilitating a cross culture dialogue (Samule-Azran, 2010). However, many scholars view Al-Jazeera as an exception, and its is important to remember that it comes from the richest country in the world – Qatar [10]. Counter flows from the South are also generated from particularRead MoreBig Five Personality Factors1676 Words   |  7 Pagescommunications. In psychology, the Big Five personality traits are five broad domains or dimensions of personality that are used to describe human disposition. The Big Five Factor Model (FFM) is comprised of openness, conscientiousness, extraversion, agreeableness, and neuroticism. The Big Five model is able to account for different traits in personality without overlapping. This five-factor structure seems to be found across a wide range of participants of different ages and of different cultures. The five-factorRead MoreThe Physical Effects of Music Essay1157 Words   |  5 PagesMusic can be a big influence on the life of a person. To some people, music can tell a story. It inspires creations, and influences behaviors. Artists can use music to express themselves through. Different music styles and eras relate to different cultures and time periods. What some people are not aware of, though, is that music also influences a person physically. 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He interpreted dreams as sources of insight into unconscious desires. He was an early neurological researcher into cerebral palsy, aphasia and microscopic neuro-anatomy, and a prolific essayist, drawing on psychoanalysis to contribute to the history, interpretation and critique of culture. Born a

Organisational Change Management Organisational Efficiency

Question: Discuss about theOrganisational Change Managementfor Organisational Efficiency. Answer: Introduction A manger can be understood as a person who is responsible for organisational task and operations. There is usually certain staff of individuals who used to report the manager for their respective activities. The management can be explained as the effective coordination and the organisation of the business activities and operations for the accomplishment of the set goals and objectives. There is vital importance of managers and effective management in achieving organisational efficiency and long-term sustainability (Mintzberg, 2004). Another vital aspect in the organisations is leadership as with the help of improved and competent leadership, the organisation can achieve high employee involvement and organisational development as the leaders influences the organisational employees to work efficiently (Yukl, 2002). There is a difference between management and leadership as the management focuses upon all the business activities and departments of the organisation whereas in leaderships the primary focus is upon the people. To achieve rapid organisational development, the managers take use of various strategies and techniques for having successful organisational change (Zaugg and Thom, 2002). When any organisational change takes place, there is increased involvement of the employees. And it is essential to have their engagement so that there cab effective implementation of organisational change and hence there can be attained improved organisational development. Use of Different Organisational Development Techniques to Lead Organisational Change When any kind of organisational change takes place, there is essential need to manage it effectively. The organisation plans for numerous strategies and approaches for managing these changes so that it may offer positive implications only. There are various strategies for managing change such as every change should initiate by setting a goal statement which is required to be attained from implementing the change in the organisation. It is also essential that, the change should be first implement at the top level sp that the subordinates as well as the grass root level employees also easily get fascinated to adapt the change (Hayes, 2014). Secondly strategy is that there must be taken feedback from the employees regarding the implementations of the change so that they can share their views and issues with the management. This feedback is required to take before the initiation of the cahnbge program. It is also a part of the strategy to explain the need, benefits and impacts of the org anisational change over the employees, so that they can remain prepare for working in a changed organisation (Anderson and Anderson, 2010). (Jurevicius, 2013) According to the McKinsey 7s model of organisational design, there are seven different aspects in this tool for analysing the organisational design of the company. The model explains the hard and the soft elements which includes 3 hard elements i.e. systems, structure and strategy and the 4 soft elements comprises of shared values, style, staff and skills. The mangers can take use of these hard and soft elements in managing the organisational changes. The hard elements can be used in a more direct manner as in the strategy; there is development of a plan for the effective implementation of the change and to attain higher competitive benefits (Hanafizadeh and Ravasan, 2011). The reason behind the models or frameworks of organisational design is for improving the organisational performance, for examining and analysing the impacts of future changes within an organisation, for having alignment of the processes and the departments at the time of acquisition or mergers and determining the best way of implementing a proposed and planned strategy. The hard elements are more concerned with the organisation and its relative success whereas the soft elements have their primary focus upon the individuals and their development and satisfaction (Bhatti, 2011). There is also vital importance of employee buy-in the organisational change process. The employee buy-in can be understand as an approach of program by which there is increased involvement and engagement of the employees in the organisation and the organisational operations. The concept of employee buy-in is very much essential in present scenario and current business operations (Kotter, 2012). When an employee buys into the organisational mission and objective, then they act as the driving forces for the accomplishment of the mission. Whereas if the employees does not buy in, then it is assumed that they are working opposite to the organisational mission which restricts the organisation in rapid attainment of the organisational goals. The employee participation and employee buy-in are recognized as the two main keys of effective change management. Therefore, it can be analysed that the employee buy-in is of high significance in an organisation for the effective implementation of the changes in an organisation (Bateh, Castaneda and Farah, 2013). There are various other OD models and frameworks which are utilized by the managers at the time of organisation changes such as Kotler 8-Step change model, as per this model, there are eight different steps under which an organisation has to work upon for having successful implementation of change. The eights phases comprises of creating a sense of urgency, building a guiding coalition, forming a strategic vision, enlisting a volunteer army, enabling actions by eradicating barriers, generating short term wins, sustaining acceleration and instituting change (Sacheva, 2009). The second OD framework highly used by the organisation is the Lewins Change management model. In this model, there are three stages i.e. Unfreeze, transition and freeze. With the help of these model, the organisations motivate employees to adapt the changes in the unfreeze stage, initiate the change in the transition stage and the change is successfully implemented in the freeze stage (Levasseur, 2001). It has bee n analysed that in almost all the models, the theorists lay down more attention to the soft elements. This is due to the fact that it is more important to manage the organisational individuals first by the means of shared values, skill development, etc so that they can adapt the organisational change and become its part rather than just focusing upon the organisational strategies, structure or systems. In any organisational change, the most vital role is of a leader as the leader is an individual which has the power to influence other individuals and develop employee engagement and effective implementation of the change by considering the needs of the employees and integrating their individual needs with organisational goals and objectives (Iles and Sutherland, 2001). Conclusion Organisational change is an inevitable part of an organisation. Every organisation is required to implement an organisational change whether at the early stage or in the long-run. From the essay it can be concluded that the organisational managers and leaders take use of various change management strategies and OD techniques for achieving g effective and successful implementation of the change management programs. There has been taken use of soft as well as hard elements for analysing the change and its impact on the organisation. Therefore, it can be analysed and conclude that, organisational change is a significant aspect which needs appropriate planning, strategies and frameworks for its implementation. References Anderson, D. and Anderson, L.A., 2010.Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley Sons. Bateh, J., Castaneda, M.E. and Farah, J.E., 2013. Employee resistance to organizational change.International Journal of Management Information Systems (Online),17(2), p.113. Bhatti, O.K., 2011. Strategy implementation: An alternative choice of 8Ss.Annals of Management Research,1(2), pp.52-59. Hanafizadeh, P. and Ravasan, A.Z., 2011. A McKinsey 7S model-based framework for ERP readiness assessment.International Journal of Enterprise Information Systems (IJEIS),7(4), pp.23-63. Hayes, J., 2014.The theory and practice of change management. Palgrave Macmillan. Iles, V. and Sutherland, K., 2001. Organisational change.A review for health care managers, professionals and researchers. Jurevicius, O., 2013. McKinsey 7s Model. Accessed on: 2nd May, 2017. Accessed from: https://www.strategicmanagementinsight.com/tools/mckinsey-7s-model-framework.html Kotter, J., 2012. How the most innovative companies capitalize on today's rapid-fire strategic challenges-and still make their numbers.Harvard business review,90(11), pp.43-58. Levasseur, R.E., 2001. People skills: Change management toolsLewin's change model.Interfaces,31(4), pp.71-73. Mintzberg, H., 2004.Managers, not MBAs: A hard look at the soft practice of managing and management development. Berrett-Koehler Publishers. Sacheva, S., 2009. Change Management for e-Governance.I-Ways Journal of E-Government Policy and Regulation,32(2), pp.109-117. Yukl, G.A., 2002. Leadership in organizations. Zaugg, R. and Thom, N., 2002. Excellence through implicit competencies: Human resource managementorganisational developmentknowledge creation.Journal of Change Management,3(3), pp.199-211. Bibliography Anderson, D. and Anderson, L.A., 2010.Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley Sons. Bateh, J., Castaneda, M.E. and Farah, J.E., 2013. Employee resistance to organizational change.International Journal of Management Information Systems (Online),17(2), p.113. Bhatti, O.K., 2011. Strategy implementation: An alternative choice of 8Ss.Annals of Management Research,1(2), pp.52-59. Bovey, W.H. and Hede, A., 2001. Resistance to organisational change: the role of defence mechanisms.Journal of managerial psychology,16(7), pp.534-548. Elving, W.J., 2005. The role of communication in organisational change.Corporate Communications: An International Journal,10(2), pp.129-138. Graetz, F., Rimmer, M., Lawrence, A. and Smith, A., 2006.Managing organisational change. John Wiley Sons. Hanafizadeh, P. and Ravasan, A.Z., 2011. A McKinsey 7S model-based framework for ERP readiness assessment.International Journal of Enterprise Information Systems (IJEIS),7(4), pp.23-63. Hayes, J., 2014.The theory and practice of change management. Palgrave Macmillan. Iles, V. and Sutherland, K., 2001. Organisational change.A review for health care managers, professionals and researchers. Jurevicius, O., 2013. McKinsey 7s Model. Accessed on: 2nd May, 2017. Accessed from: https://www.strategicmanagementinsight.com/tools/mckinsey-7s-model-framework.html Kotter, J., 2012. How the most innovative companies capitalize on today's rapid-fire strategic challenges-and still make their numbers.Harvard business review,90(11), pp.43-58. Levasseur, R.E., 2001. People skills: Change management toolsLewin's change model.Interfaces,31(4), pp.71-73. Mintzberg, H., 2004.Managers, not MBAs: A hard look at the soft practice of managing and management development. Berrett-Koehler Publishers. Sacheva, S., 2009. Change Management for e-Governance.I-Ways Journal of E-Government Policy and Regulation,32(2), pp.109-117. Todnem By, R., 2005. Organisational change management: A critical review.Journal of change management,5(4), pp.369-380. Vakola, M., Tsaousis, I. and Nikolaou, I., 2004. The role of emotional intelligence and personality variables on attitudes toward organisational change.Journal of managerial psychology,19(2), pp.88-110. Yukl, G.A., 2002. Leadership in organizations. Zaugg, R. and Thom, N., 2002. Excellence through implicit competencies: Human resource managementorganisational developmentknowledge creation.Journal of Change Management,3(3), pp.199-211.

Roman Empire Essays (842 words) - Ancient Rome, 1st Millennium

Roman Empire The people were happy. This is the underlying cause of the astounding length of time and space that the Roman Empire occupied most of the known western land. Great rulers met their downfall when they put their own status in front of the well being of the people they govern. When the citizens are left high and dry and not regarded as important to their society then this is when there is an overthrow of power and a new ruler comes into play. Citizens had a place in politics, they have lots of entertainment, they had the best army in the world to protect them, and Rome was the place to live and would be that way for many years. Many leaders come and go but it is the great ones that we remember, the ones that make people enjoy life. The emperors that are not approved by the people are the ones that turn a new leaf of evil once they have a military victory. The thrill of so much power gives them the urge to be the best in the world. They move on and conquer other nations and forget about their own people. Julius Caesar cared about his people and wanted to be the "ruler for the people," rather than the "ruler of the people." When he gain power of Rome from the hands of Pompey there was no reign of terror, but a policy to restore economic and prosperity to Rome. This period of time in Rome is known today as the golden age of Roman literacy and development. The minds of the people are expanding. Another example of the Roman citizens' happiness and prosperity comes during the rule of Caesar's grandson Octavian, better known to history as Augustus. Once Augustus rises from the new triumvirate as the ruler of the empire, he introduces different types of social reform that appease the people and keep them on his side. Augustus is a classical man and wanted to bring back the ancient moral to the citizens. He reduced the size of the army and gave soldiers land and money. He imports food and gives it away to the people. Augustus transformed Rome from city of bricks to a city of marble by building temples and basilicas to represent his power as well as his love for the city that he takes care of. At this time people could see that society was prospering and times were great due to a great leader. Shortly after the rule of Augustus the Colosseum is built under the rule of Vespasian and Titus, completed in 80A.D. The colosseum creates entertainment among the Roman citizens, which keeps them occupied for hundreds of years. The events at the colosseum captivate as well as surprise the citizens. They have never before seen anything like this. Everything from foreign beasts fighting criminals to naval battles on the flooded base of the giant structure. The Roman people became obsessed with this social activity that brought the whole city together. In the third century Emperor Caracalla extended Roman citizenship to every free person who lived in the within the empire. This status symbol could allow one to travel to the far reaches of the land without being harmed by foreign persons. These events in Roman history keep the people's moral high and their patriotism very strong, along with the protection of their superior army. The Roman army was in charge of keeping the peace in the different nations taken over by Roman emperors. They formed strongholds at the borders of the empire to secure the citizens and keep them safe. Augustus' was a prime commander-in-chief. His army consisted of 150,000 soldiers and roughly 130,000 auxiliary officers who were all noncitizens. After serving for twenty-four years they would receive citizenship. This imperial army would only grow in size over the next few centuries. Under Trajan the army had grown to about 400,000 soldiers. The army's ability to move across the empire made romanizing of the foreign nations easy. The army kept the empire secure from threatening outside nations and also brought the moral of the citizens to a high point. They were safe from invasion and safe