There Are Several Methodist Churches With The United Methodist Church

There are several Methodist churches with the United Methodist Church being the most common of all the Methodist churches. The Untied Methodist Church has a certain way of running things, just as every church does. Here are the top ten guidelines to being a United Methodist: 10. We are a church that encourages a strong pulpit. The people come expecting to hear the Gospel of Jesus Christ proclaimed powerfully. 9. We are a church that encourages a strong , warmhearted personal relationship with Jesus Christ as Lord and Savior. Jesus Christ is it at the heart of everything we do. 8. We are a worldwide church. You can find a United Methodist church, mission, school. hospital or clinic in many villages, hamlets, towns or cities around the world. 7. We are an open, inclusive church. Our members come from every culture and every socio- economic group and all are embraced. We have more Asian American and Native- American members than any other denomination. We are second in number of Hispanic- American members. We have more African- American members than several other denominations combined. In addition, we have been at the forefront in encouraging women to give strong leadership in the church and therefore we have more women clergy than any other denomination. 6. We are a giving church. Every person who joins the Unites Methodist Church promises to serve God and support the church with our prayers, our presence, our gifts and our service, and that pledge of loyalty enables us to give generously to benevolence and mission efforts. 5. We are a church with a family spirit. That family spirit enables us to be there for each other in our joys and sorrows from the cradle to the grave. 4. We are a church that owns and operates many colleges, hospitals, children's homes for the elderly; plus we operate the oldest church-owned publishing house in the world. 3. We are a church that reaches out with deep compassion to help hurting people. Our UM committee on Relief is quickly on the scene all over the world wherever there is a natural disaster or any kind of pain or heartache to provide aid and love and care. 2. We are a church with a great social creed that has been an inspiration to all Christendom. 1. We continue Christ's ministry of preaching, teaching, healing and caring. It seems that of all the denominations, the Methodist religion is very accepting. They have homosexual ministers, black ministers, and female ministers. This can be very rare in other denominations. At the General conference not too long ago, the UM church apologized to the blacks for the discrimination they suffered. This is also a rare finding in a church The Methodist religion is different from many others. It seems that it's goal for humanity is for everyone to have their own individual relationship or bond with Christ, they prize this more than anything. Even though they are very non discriminating they still have their own set of rules to go by, just as every church does. The Methodist religion is very interesting and somewhat different than what most religions are. Bibliography 1. Academic American Encyclopedia. Groiler Incorporated. Danbury, Conneticut. Copyright 1996. 2. http://rylibweb.man.ac.uk/data1/dg/methodist/methchap.h tml.pages 1-4. September 28, 2000 3. http://showcase.netins.net/web/unsource/undoct.html. pages 1-9. September 28, 2000 4. Pamplet: Whats So Great About Being A United Methodist? 5. The United Mehtodist Church on Normandy. 6. Youth Ministry Director at the UM church on Normandy. Personal Interview. 19 October 2000 7. The World Book Encyclopedia. Volume 13. World Book Copyright 2000. Printed U.S.A

5 Answers to Questions About Direct Address

5 Answers to Questions About Direct Address 5 Answers to Questions About Direct Address 5 Answers to Questions About Direct Address By Mark Nichol 1. I want to tell athletes at my school, where the mascot is a wildcat, to be proud of their team’s accomplishment. Should I write, â€Å"Be proud Wildcats† or â€Å"Be proud, Wildcats†? I see things like this written all the time without a comma, but something tells me I should include one. You’re right. Both exhortations are correct, but if you write, â€Å"Be proud Wildcats,† you’re telling your readers to be proud Wildcats. â€Å"Be proud, Wildcats† is addressed directly to the athletes; you’re telling the Wildcats to be proud. It’s a subtle difference, but the version with the comma conveys the meaning you want. Also, when pondering whether to write something the way you see it all the time, consider the source: Direct address shows up a lot in informal, conversational (and frequently careless) writing such as email messages and written notes, but in published form, a comma generally (and correctly) separates the term of address from the statement. 2. One issue that comes up in my email communication is the situation in which I am addressing a known group of families, ladies, parents, or students. If I begin my email with â€Å"Hello, Ladies,† should â€Å"Ladies† be capitalized? According to The Gregg Reference Manual, in the salutation of a letter (or an email message) a form of direct address capitalize the first word and all nouns. 3. When should familial terms like mom be capitalized? Capitalize mom and related words when the term is a form of direct address substituting for a name: You’re asking, â€Å"Can I go see a movie, Mom?† just as you would ask, â€Å"Can I go see a movie, Jane?† When you speak of your mother to another person, substituting mom for her name, the word, for the same reason, is capitalized: Compare â€Å"I asked Mom if I could go see a movie† and â€Å"I asked Jane if I could go see a movie.† But if you precede mom with a pronoun, it is a generic noun, equivalent to a designation for any other person: â€Å"I asked my mom if I could go see a movie† is equivalent to â€Å"I asked my dentist if I could go see a movie.† 4. Why is the word miss not capitalized in your example â€Å"Please, miss, can you tell me the time?† The capitalization system for addressing people by a term other than a name is confusing. The first letters of words for job and familial titles are capitalized, but titles of respect like sir and miss, as well as terms of endearment (such as dear), are styled entirely in lowercase letters. 5. In â€Å"Your majesty, his imperial highness summons the prince to the Command Council Tent,† should I change his to His? Yes, but you shouldn’t uppercase only the first letter of his. Both â€Å"your majesty† and â€Å"his imperial highness† are used as titles; thus, all those words should be initially capitalized: â€Å"Your Majesty, His Imperial Highness summons the prince to the Command Council’s tent.† Technically, because â€Å"his imperial highness† is in the third person, it should not be initial-capped unless it precedes the person’s name, but such courtesies for monarchs are often excepted from this rule. (Also, if there is an official body called the Command Council, by all means capitalize its name. However, although you would capitalize room or chamber, for example, if there were a designated space for it to meet, because of a tent’s ephemeral nature, I don’t think tent merits the same treatment. Note that in the reference to the Command Council, I’ve made that body’s name possessive.) Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Style category, check our popular posts, or choose a related post below:When to Use â€Å"That,† â€Å"Which,† and â€Å"Who†People versus Persons10 Tips About How to Write a Caption

End of Year Academic Goal Essay Example | Topics and Well Written Essays - 750 words

End of Year Academic Goal - Essay Example I have selected this goal because students are acquiring knowledge without key implementation, which is detrimental to their learning behavior. Working with children with special needs is different because it relies on different strategies to achieve the learning goals. Undoubtedly, patience and hard work are required. However, I strongly believe that students must be able to apply the theories and pedagogies they learned at school in real life. Children with special needs require more attention. Based on careful analysis, everyday conversational skills such as writing, reading, and collaboration can truly solidify the foundation of the student’s cognitive and linguistic skills. Thus, the goal would be to create customized programs for them so that their needs are accommodated. Strategies I firmly believe that implementing methodologies acquired at school initiates from giving students real life examples. As a student myself, I had a huge challenge acquiring and embedding thes e skills in actual life. In order for students to implement these strategies, it is crucial for them to get exposed to real-life scenarios in which they can be able to compare and contrast their acquired skills. For instance, increasing their proficiency would mean placing them individually or in small groups and explaining the concepts to them through real-life methodology. If they are able to translate the terms and â€Å"jargon† they acquired in class, I highly believe that this issue can be addressed. The next main thing would be to collaborate. Collaborating is undoubtedly essential in order to thrive in any profession as the thoughts of ideas, knowledge, and practices are exchanged. Quite often, students struggle to socialize in a pre-dominant learning environment. Hence, the true goal here is to foster an environment in which peers collaborate with each other that can critically be a constant reminder of their ever-growing knowledge. Researchers believe that auditory a nd verbal comprehension skills are two key aspects that a special kid needs in order to thrive and gain knowledge. Thus, the focus will be centered on Differentiated Instruction at the middle school level. Indisputably, each student has a unique set of literacy development needs. At this level, the focus will be to break down students in groups of 5 or less and harness their reading skills by teaching the group a special skill. Moreover, planning the lessons in which real-life problems will be discussed will be focused upon young people. Furthermore, modified and customized lessons along with telling the students to either discuss or write a summary will be enacted. Teachers can generally focus on teaching their students the basic fundamentals of the syntax and not worry about adding complex words and definitions that complicate the process. Teachers can add academic value to these lessons by integrating simple jargon that is easy to comprehend, acknowledge, and implement. The use o f story problems and application methods should also be enacted. Lastly, it is essential that the students best practice their skills when engaged in a group environment. Goal is not reached†¦ In these particular situations, it is crucial to utilize an alternative method of assessment to determine the students’ learning comprehension. If students are not up to par with their academic proficiency, there will be drastic changes. It is undoubtedly a struggle for children with special needs

Case study Essay Example | Topics and Well Written Essays - 1750 words - 15

Case study - Essay Example The ability to survive environmental factors will depend on the organizational ability of a given firm. The organizational factor of O.C Tanner transformed and enhanced its growth. The external environment of the organization is based on hierarchy. The management plays an important role in essential decision making process. On the other hand the available 1900 workers develop the internal environment. The effective nature of the internal environment will be evaluated by the amount and quality of output. In this case the nature of Tanner management to organize the sizeable staff and ensure they produce according to their ability. McAuley et al (2007) highlight the essence of post- modernity theory where the output of a given firm determines the nature of organization. In this case the transformational nature of O.C Tanner from a single production line to a multi production company and the growth in terms of labor indicate their successful organization based on the post- modernity organization theory. The levels of output and the efforts inserted by the management indicate how an organization could benefit from a stable internal environment (McAuley et al, 2007) . On the other hand the experience laid down by the owner indicates the ability to use the existing environments to produce best on their ability. The availability of a stable environment implies division of labor along the environment. O.C Tanner based its organization based on managerial and subordinate basis. In this case allowing the management to coordinate the activities of the internal environment and ensure it relates well with the eternal environment. The demand of the external environment is what caused the 10% sales increased. The labor force available divided based on department would indicate the coordination and corporation needed within the environment. According to Daft (2010) the form of organization is based on mechanistic organization system. The structure indicates

Antitrust Practices Essay Example | Topics and Well Written Essays - 500 words

Antitrust Practices - Essay Example This is what F.T.C termed as â€Å"prefrencing†. The pecuniary cost and the non pecuniary cost that was associated with this case we are concerned about the effect on innovation,consumer and investment (Hylton, (2003). It took the commission about a yard to come to the conclusion after carrying out a myriad of investigations that were brought forward by google competitors. The antitrust experts said they would likely push for more sweeping obligations on Google corporate demeanor in the future so that it will not use its powerful position in internet o foster unfair advantage in other business thus giving stifle competition. The cost at which the government may try to enforce the principle of oligopoly in fields as fast moving as internet search, smart phones and online commerce will be quite challenging. The F.T. C was adjudicating for the broad principle so that there would be an agreement not to discriminate in favor its products and services over smaller competitors. The case with google is similar to that of Microsoft. It drew complaints from antitrust regulators and rivaling companies as it expanded its business beyond its dominant product and search advertising. Google is known to have bellicosely gained from its partnership with other fields that include Smartphone software and online commerce. As Google expands its empire, it takes on new competitors and brings formidable forces this making its rivals to suffer. However, Google has taken a stand that is improving its products and services in order to benefit the customers and the economy (Posner, 2001). The Antitrust laws help to serve as the ultimate protector from the competitive process under the free market economy. With this process, it will promote competitive prices and customer choice so that the whole society will benefit from all the possible allocation of resources. The antitrust laws help to ensure open and free markets and prevents conducts that

Management Fayol Organization

Management Fayol Organization PRINCIPLES OF MANAGEMENT Henri Fayol was born in 1841 in Istanbul. He was one of Europes leading thinkers on management theories and was one of the most influential contributors to modern concepts of management. Fayol was a key figure in the ‘turn-of-the-century Classical School of management theory. He suggested that management is a universal human activity that applies to family as well as to the organization. His Frenchmen has been described as the father of modern operational management theory. His ideas have become the very foundation of modern management concepts. Henri Fayol was a French engineer and director of mines, was little known outside France until the late 40s when Constance Storrs published her translation of Fayols 1916 Administration Industrielle et Generale . Fayols career began as a mining engineer. He then moved into research geology and in 1888 joined, Comambault as Director. Comambault was in difficulty but Fayol turned the operation round. On retirement he published his work a comprehensive theory of administration described and classified administrative management roles and processes then became recognised and referenced by others in the growing discourse about management. He is frequently seen as a key, early contributor to a classical or administrative management school of thought (even though he himself would never have recognised such a school). Henri Fayol theorising about administration was built on personal observation and experience of what worked well in terms of organisation. His aspiration for an administrative science sought a consistent set of principles that all organizations must apply in order to run properly. F. W. Taylor published The Principles of Scientific Management in the USA in 1911, and Fayol in 1916 examined the nature of management and administration on the basis of his French mining organisation experiences.. With two exceptions, Henri Fayols theories of administration are going directly into the bureaucratic superstructure described by Weber. Henri Fayol focuses on the personal duties of management at a much more granular level than Weber did. While Weber laid out principles for an ideal bureaucratic organization Fayols work is more directed at the management layer Fayol was the famous theorist who proposed that there are five primary functions of manager. He believed that management had five principle roles which he saw as (1) Planning: To forecast and plan the future by drawing up plans of actions and how they will be implemented by identifying the strategies (2) Organizing: To build up the structure, material and who give the delegated authority to carry out the specific tasks (3) Commanding: Maintaining activity among the personnel and giving orders in the specific period of time telling the employees what exactly to do and how. (4) Co-ordinating: Binding together the whole of the team so that they can harmonize their activities and efforts to one unified goal or achievement. (5) Controlling: To see that everything occurs in conformity with policy and practise. Controlling is described in the sense that a manager must receive feedback on a process that is being carried out in an organization so that he can make the relevant adjustments if necessary. Most of these activities are very task oriented, rather than people oriented, very similar to Taylor and Scientific Management. While both have a task focus, their approaches are quite different. Fayol was particularly interested in authority and its implementation while Taylor concentrated on work organisation (e.g. efficiency). In many ways their views illustrating some of the differences between the USA and Europe. The views and attitudes towards organisations and management are not always led by American theorists. He advocated a consistent set of principles that all organisations need to run properly. Although many of todays management text including Daft (2005) have reduced the five functions to four, co-ordinating was congregated into the rest of the main functions. However all modern day management texts are based and organized around Fayols four functions. Henri Fayol also fused the 14 principles for organizational design and effective administration. The 14 principles of management were discussed in detail in his book published in 1917 Administration industrielle et gà ©nà ©rale. He compared the conclusions made by Peter, Kanter and Handy. Fayol developed fourteen principles of administration to go along with managements five primary roles. He laid down the following principles of organization which he later called the principles of management: Specialization of labour: A principle of work allocation and specialisation in order to concentrate activities to enable specialisation of skills and understandings, more work focus and efficiency. Specializing encourages continuous improvement in skills and the development of improvements in methods. Authority: The right to give orders and the power to exact obedience. If responsibilities are allocated, then the post holder needs the requisite authority to carry these out including the right to require others in the area of responsibility to undertake duties. Authority stems from: that ascribed from the delegation process (the job holder is assigned to act as the agent of the high authority to whom they report hierarchy) Allocation and permission to use the necessary resources needed (budgets, assets, and staff) to carry out the responsibilities. selection the person has the expertise to carry out the responsibilities and the personal qualities to win the support and confidence of others. Discipline: No slacking, bending of rules. The generalisation about discipline is that discipline is essential for the smooth running of a business and without it standards, consistency of action, adherence to rules and values no enterprise could prosper. in an essence obedience, application, energy, behavior and outward marks of respect observed in accordance with standing agreements between firms and its employees 1916 Unity of command: A concept that suggests there should be only one supervisor for each person in an organization. Each employee has one and only one boss. The idea is that an employee should receive instructions from just a single superior . This generalisation still holds even where we are involved with team and matrix structures which involve reporting to more than one boss or being accountable to several clients. The basic concern is that tensions and dilemmas arise where we report to two or more bosses. One boss may want X, the other Y and the subordinate is caught between the devil and the deep blue sea. Unity of direction: A single mind generates a single plan and all play their part in that plan. The unity of command idea of having one head (chief executive, cabinet consensus) with agree purposes and objectives and one plan for a group of activities) is clear. Subordination of individual interest to the general interest : When at work, only work things should be pursued or thought about. Fayols line was that one employees interests or those of one group should not prevail over the organisation as a whole. This would spark a lively debate about who decides that the interests of the organisation as a whole are. Ethical dilemmas and matters of corporate risk and the behaviour of individual chancers are involved here. Fayols work assumes a shared set of values by people in the organisation a unitarism where the reasons for organisational activities and decisions are in some way neutral and reasonable. 7. Remuneration of staff: Employees receive fair payment for services, not what the company can get away with. â€Å"The price of services rendered.† 1916 The general principle is that levels of compensation should be fair and as far as possible afford satisfaction both to the staff and the firm (in terms of its cost structures and desire for profitability/surplus). 8. Centralisation: Consolidation of management functions. Decisions are made from the top. Centralisation for HF is essential to the organisation and a natural consequence of organising. This issue does not go away even where flatter, devolved organisations occur. Decentralisation is frequently centralisaed-decentralisation !!! The modes of control over the actions and results of devolved organisations are still matters requiring considerable attention. 9. Scalar chain/line of authority: Formal chain of command running from top to bottom of the organization, like military. The scalar chain of command of reporting relationships from top executive to the ordinary shop operative or driver needs to be sensible, clear and understood. 10. Order: All materials and personnel have a prescribed place, and they must remain there. The level of generalisation becomes difficult with this principle. Basically an organisation should provide an orderly place for each individual member who needs to see how their role fits into the organisation and be confident, able to predict the organisations behaviour towards them. Thus policies, rules, instructions and actions should be understandable and understood. Orderliness implies steady evolutionary movement rather than wild, anxiety provoking, unpredictable movement. 11. Equity: Equality of treatment (but not necessarily identical treatment) . Equity, fairness and a sense of justice shouldpervade the organisation in principle and practice. 12. Stability of tenure or Personnel Tenure: Limited turnover of personnel. Lifetime employment for good workers. Time is needed for the employee to adapt to his/her work and perform it effectively. Stability of tenure promotes loyalty to the organisation, its purposes and values. 13. Initiative: Thinking out a plan and do what it takes to make it happen. At all levels of the organisational structure, zeal, enthusiasm and energy are enabled by people having the scope for personal initiative, in respect with Tom Peters. 14. Esprit de corps: Harmony, cohesion among personnel. Here Fayol emphasises the need for building and maintaining of harmony among the work force, team work and sound interpersonal relationships. Its a great source of strength in the organisation. Fayol stated that for promoting esprit de corps, the principle of unity of command should be observed and the dangers of divide and rule and the abuse of written communication should be avoided The final two principles, initiative and esprit de corps, show a difference between Fayols concept of an ideal organization and Webers. Weber predicted a completely impersonal organization with little human level interaction between its members. Fayol clearly believed personal effort and team dynamics were part of a ideal organization Out of the 14, the most important elements are specialization, unity of command, scalar chain, and, coordination by managers (an amalgam of authority and unity of direction). Advantages of Fayols theories and contributions Fayol was the first person to actually give a definition of management which is generally familiar today namely ‘forecast and plan, to organise, to command, to co-ordinate and to control. Fayol also gave much of the basic terminology and concepts, which would be elaborated upon by future researchers, such as division of labour, scalar chain, unity of command and centralization. Disadvantages Fayol was describing the structure of formal organizations. Absence of attention to issues such as individual versus general interest, remuneration and equity suggest that Fayol saw the employer as paternalistic and by definition working in the employees interest. Fayol does mention the issues relating to the sensitivity of a patients needs, such as initiative and ‘esprit de corps, he saw them as issues in the context of rational organisational structure and not in terms of adapting structures and changing peoples behaviour to achieve the best fit between the organisation and its customers. Many of these principles have been absorbed into modern day organisations, but they were not designed to cope with conditions of rapid change and issues of employee participation in the decision making process of organisations, such as are current today in the early 21st century. Successes Fayols five principle roles of management are still actively practiced today. The author has found Plan, Organize, Command, Co-ordinate and Control written on one than one managers whiteboard during his career. The concept of giving appropriate authority with responsibility is also widely commented on (if not well practiced.) Unfortunately his principles of unity of command and unity of direction are consistently violated in matrix management the structure of choice for many of todays companies. Conclusion Henri Fayol was important for two reasons: first, because he placed management centre stage; second, because he pondered the question of how best a company could be organised. He was also one of the earliest people to write and lecture on management issues, and indeed is sometimes referred to as the first management thinker. It is clear that modern organizations are strongly influenced by the theories of Taylor, Mayo, Weber and Fayol. Their precepts have become such a strong part of modern management that it is difficult to believe that these concepts were original and new at some point in history. The modern idea that these concepts are common sense is strong tribute to these founders. References Accessed on: 30 December 2007 www.healthknowledge.org.uk Accessed on: 30 December 2007 www.wikipeida.com Accessed on: 01 January 2007 www.onepine.com Accessed on: 02 January 2007 www.analytictech.com Accessed on: 02 January 2007 www.bola.biz Accessed on: 05 January 2007 www.learningmatters.com Accessed on: 06 January 2007 www.12manage.com Accessed on: 07 January 2007 www.answers.com Accessed on: 07 January 2007 www.intute.ac.uk The History of Management Thought by Daniel A. Wren Business: The Ultimate Resource by Daniel P. Goleman Project Management by David L. Cleland Fifty Key Figures in Management (Routledge Key Guides) by Morgen Witzel Daft, R. (2005). Management, (7th ed.). Mason, OH: Thomson South-Western. Fayol, H. (1949). General and industrial management. London. Pitman Publishing company. Fayol Fayol, H. (1987). General and industrial management: Henri Fayols classic revised by Irwin Gray. Belmont, CA: David S. Lake Publishers.

Andrew Carnegie :: essays research papers

Andrew Carnegie was not only an outstanding industrialist, but also a great philanthropist. In the excerpt from page 105, Carnegie is stating that an end to Individualism would result in a revolution not an evolution because it is changing human nature itself, and there would be no way to know if it would even be a change for the better. This excerpt was one trying to convey a communist utopia; a policy of working for the better of each other, not just for the individual alone.   Ã‚  Ã‚  Ã‚  Ã‚  This concept of ending Individualism and beginning one class of people, is one that arises with each leader (especially communist) trying to change a society during this period of history. I don’t believe, however, that Andrew Carnegie was trying to become a leader or begin a revolution. He was strictly stating his opinions on wealth and in turn giving that wealth away. Carnegie was a man of many contradictions. He was the wealthiest human being of all time, and he was convinced of the value of poverty in developing character.   Ã‚  Ã‚  Ã‚  Ã‚  In Carnegie’s later life, I believe he had realized his selfishness with his wealth and felt the need to give it away. In the excerpt, I feel he was assessing his own situation of wealth and was trying to encourage the rest of mankind to not live the type of life he had experienced. He stated, â€Å"it is a nobler ideal that man should labor, not for himself alone, but in and for a brotherhood of his fellows, and share with them all in common†¦Ã¢â‚¬  I sense that the reason he made this statement was to encourage mankind to give away their wealth and not hold it for their own possession. Carnegie felt that society should work together instead of individually.   Ã‚  Ã‚  Ã‚  Ã‚  In many ways I agree with his statement, but I don’t feel that this is a feasible concept. Individualism is something I wouldn’t want taken away from me because I wouldn’t be able to have that constant desire to better myself.

Unme Jeans

Which, if any, of the three social media plans should Foley pursue? Why? oI would suggest that Foley pursue advertising on all three social media outlets proposed. They are all good places to reach their target demographic and the cost isn’t that high to leverage those outlets. Their buyers are social media users and they should try to reach them there. I would suggest running all three for a year and see which are return best and then she could re-evaluate from there. What benefits would Foley gain from each of the three social media plans? What risks does each entail? How can Foley better reap the benefits and mitigate the risks of each of the programs? oThe benefit of being in the social media plan is that UnME would have a presence where their target market goes to socialize and communicate with each other. It would give them the opportunity to interact with their customers in their world and raise the level of involvement with their customers and potential customers.The r isk is that they will not be able to engage their customers in a personal and meaningful manner, which seems to be critical for successful online marketing. I would advise her to seek out several marketing plans for online engagement and really look for a firm with a proven track record with online and will focus on more than just the interface. †¢How should Foley integrate social media into her traditional media plans? Should Foley take money out of traditional media (television, magazine, radio, Internet banner and search ads) to fund her social media programs?Why or why not? oI would recommend that Foley work with a firm to run a campaign that leverages the advantages of different traditional media in conjunction with online social media. There is still a solid (if shrinking) market in print and television so I would choose to be strategic with those dollars. But I would definitely run a marketing campaign that went hand in hand with the online media. †¢How should Foley measure the results of her social media plans? Which media metrics are best and least suited for a Web 2. world? oIt is definitely harder to quantify the return from online marketing against. They should work with a qualified web expert to establish good metrics for measuring the campaign. †¢Is UnME Jeans the right or wrong type of brand and/or product for Web 2. 0? Why? What advantages does the brand have in this new cultural world? What disadvantages does it have? oI think that UnME is the right type of brand and product for Web 2. 0. Their audience is younger, tech savvy, they are active online and UnMe has a unique product.They are about the experience of denim, not just the product and that is a good fit for social media. †¢How well do the social media plans address the emerging challenges of the rapidly changing media environment outlined in the case? What can you change in the social media plans to make them more effective for UnME’s target consumers? oI am not convinced that the proposed plans are the best use of social media. I like the widgets and the idea of voting for the next design, but they really need to concentrate on user experience. That is always key for online success.

The Nazi Party Takeover of The German State †Political Science Essay

The Nazi Party Takeover of The German State – Political Science Essay Free Online Research Papers The Nazi Party Takeover of The German State Political Science Essay In his book, The Hitler State, author Martin Broszat discusses the phenomenon of the Nazi party takeover of the German state. Broszat attributes the Nazi rise to power to two key components: Hitler’s polycratic governmental system run by Nazi leaders; and Hitler’s charismatic, yet, detached governing style as leader of both the Party and state. This paper will examine how these two factors resulted in the Nazi Party takeover of the German state. The Nazi polycracy, lead by Hitler’s personal appointees, was initiated as a means of spreading Nazi influence throughout Germany’s state run organizations. Lacking in sound internal structure, Hitler’s polycracy was comprised of a horizontal network of Nazi Party institutions that appeared to mirror the organizations of the German state. The institution of these parallel state and party organizations blurred the lines of clear jurisdiction and authority. The lack of clarity surrounding the roles of these parallel organizations led quickly to conflict and intense competition between Nazi party leaders and the leaders of the German state. In his role as Fà ¼hrer, Hitler was noticeably absent from these escalating conflicts. With no sovereign intervention, the competition amongst the leaders and organizations in the â€Å"organizational jungle† of the Nazi Party escalated in intensity and violence. Darwinist realities took hold as only the strongest organizations, and, in the Nazi case, more radical, were able to overcome the wills of their competitors. Author Ian Kershaw suggests that it was Hitler’s intention to let the â€Å"weak† factions be destroyed so that the most resilient and perhaps most powerful would prevail. In explaining Hitler’s absence from these conflicts, Kershaw notes that Hitler’s â€Å"instinctive Darwinism made him unwilling and unable to take sides in a dispute til the winner emerged.† Considering the inner turmoil that existed amongst Nazi Party leaders, it is hard to imagine how this party was able to avoid complete internal breakdown. Much to the contrary, despite the escalation of internal Party conflicts, the Nazi’s succeeded at rapidly and forcefully rising to power. Many historians, including Martin Broszat, have been perplexed by the fact that the seemingly disorganized Nazi Party was able to launch such an all-encompassing takeover of the state. Broszat admittedly saw a serious â€Å"contradiction between the regime’s shapelessness and the extraordinary development of its power – all this defies any simple explanation.† The Nazi polycracy was notoriously unbureaucratic and without structure, however, it seems that the constant competition that was brought about by the blurred lines of hierarchy actually fueled the dynamic of aggression, radicalism and violence that would historically become synonymous with the Nazi Party. Amidst the chaotic internal fighting one constant remained amongst Hitler’s appointed Nazi leaders: the desire for power and for praise from the Fà ¼hrer. As Hitler continued to travel the country and make speeches in which he broadly announced the goals and objectives of the Nazi Party, leaders interpreted these speeches as a call to action. Kershaw refers to Hitler’s role in this sense as â€Å"activator† whose â€Å"vision served as a stimulant to action in the different agencies of the Nazi movement itself, where pent up energies and unfulfilled social expectations could be met by activism carried out in Hitler’s name.† As Nazi leaders scrambled to win Hitler’s favor, internal competition escalated to a dangerous level of intensity. The competitive dynamic created by this in-fighting led to increasingly radical and extreme acts of violence. It is here that one can truly witness the destructive phenomenon of the success of the Nazi polycracy. Kershaw suggests that the lack of structure within the Nazi Party contributed to the radicalization of violence and was actually a critical component of the â€Å"symbiotic relationship† that existed between the Nazi leaders and the successful pursuit of Hitler’s objectives. While this paper has examined the role of the Nazi polycracy, it has yet to fully address the role of Hitler as the seemingly untouchable leader. As previously stated, historians have long debated Hitler’s effectiveness as leader of the Nazi Party. Martin Broszat is an example of one of the many historians that would not give Hitler sole credit as the driving force behind the successful accumulation of power of the Nazi Party. Broszat argues that the achievements of the Nazi polycracy, and not the effective leadership of Hitler, were ultimately responsible for the seizure of the German state. Ian Kershaw also accepts a structuralist viewpoint, similar to Broszat, that the Nazi movement, with its polycratic structure, would have succeeded with or without Hitler. Kershaw frequently touches on Hitler’s lack of involvement with Nazi Party organization and he suggests that â€Å"a party leader and head of government less bureaucratically inclined, less a committee man or man of the machine, than Hitler is hard to imagine† . However, unlike Broszat, Kershaw is able to identify one important aspect of Hitler’s role as Fà ¼hrer that made him indispensable to the ultimate achievement of Nazi Party objectives: Hitler’s perception by the German public as the â€Å"classic charismatic leader.† Kershaw refers to Max Weber’s theories on â€Å"charismatic leaders† to devise his thesis on the importance of Hitler’s leadership role in the achievement of Nazi Party objectives. Kershaw suggests that Hitler embodied many of Weber’s â€Å"charismatic† qualifications, such as adhering to â€Å"perceptions of a heroic ‘mission’ and presumed greatness in the leader by his ‘following’† . While Hitler was not visible in the day-to-day functional methods of the Nazi Party, he was careful to frequently step in to the limelight to deliver Party propaganda to the German public. This form of visibility created the illusion, for the German people, that Hitler, as Fà ¼hrer, had complete control over the direction of the Nazi Party and the future of the German state. Kershaw attributes the mass appeal of Hitler’s charismatic leadership to his frequent and public promises of â€Å"national rebirth† . Hitler’s promises fell on the ears of those Germans still reeling from the losses sustained during WWI. The Fuhrer’s push to â€Å"unify† Germans instilled hope and became wildly popular. Hitler’s talent for conveying charisma and optimism for the future caused the German public to rally behind the Fà ¼hrer and his Nazi Party. While Hitler’s propaganda was able to win mass appeal for the Nazis and for their objectives, his abilities as the leader of a nation left much to be desired. While he promised â€Å"rebirth† Hitler was undoubtedly unsure as to how the Nazi’s would ultimately achieve this goal. With the charge to establish â€Å"national rebirth through racial purity and racial empire,† Nazi Party leaders set out to fulfill the request of their charismatic leader on their own terms. The vague nature of Hitler’s announcements resulted in the outbreak of increasingly radical acts of violence – acts that would become historically synonymous with the Nazi Party. The enthusiasm stimulated by Hitler’s public appearances had a similar effect on both Nazi Party leaders and the German public. The German public responded to Hitler’s â€Å"charisma† by attending his propaganda speeches, listening to radio broadcasts and living their day-to-day lives in conjunction with the ideals of the Nazi Party. To the Nazi leaders responsible for the function of the polycratic Nazi government, Hitler’s charisma served as the â€Å"enabling† force that acted as the â€Å"implicit backing and sanction to those whose actions, however inhumane, however radical, fell within the general and vague ideological remit of furthering the aims of the Fà ¼hrer.† The combination of the charisma of the Fà ¼hrer, with the conflicted, yet powerful Nazi polycracy, resulted in the Nazi’s violent and all encompassing takeover of the German state. Research Papers on The Nazi Party Takeover of The German State - Political Science EssayAppeasement Policy Towards the Outbreak of World War 2Assess the importance of Nationalism 1815-1850 EuropeQuebec and CanadaBringing Democracy to AfricaEffects of Television Violence on ChildrenOpen Architechture a white paperRelationship between Media Coverage and Social andCapital PunishmentPETSTEL analysis of IndiaMind Travel

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