How anomalous was the War on Terror in the context of US foreign Essay

How anomalous was the War on Terror in the context of US foreign policy since 1900 - Essay Example In counter attacking terror, most of the innocent human beings get affected in a country where terror groups are suspected to be residing. For a country to act in this manner, a statute modification is established by the legislature. The government in charge mostly proposes the adjustments. The country then looks for the support from the international community especially from the countries that could be experiencing the same nature of threats. The support ensures that the country does not get accused by the United Nations for infringing the rights of people from countries where terror groups are suspected to have a resident. One of the countries that have been on the limelight in formulating an ambiguous law in the fight against terrorism is the United States of America. The United States of America became a major attack target of international terror groups. Before landing in the country, terrorists actively invaded the USA diplomatic centres in many parts of the globe. The embassies in Kenya and Tanzania were attacked in 1998, and dozens of people were killed (Smith, 2008). In the month of September 11th, 2001, the United States of America was fell in the hands of terrorism. The attack of the World Trade Centre became the most historical terrorist activity in the country. The aftermath of the invasion led to hundred of fatalities of the country’s residents. The terrorist activity that is famously recalled as the September 11 occurred during the era of George W. Bush. After the harmful event, Bush administration strategized on the means to revenge the activity. The creation of the National Security Strategy was one of the developments in the constitution amendment that was steered by the president. The strategies that are famously abbreviated as the NSS challenges the foreign policies of the world’s powerful nation (Bush, 2002). Since 1900, the United States foreign policy is based on equality and democracy, as well

Emotional Intelligence Essay Example for Free

Emotional Intelligence Essay Emotional Intelligence is a very powerful tool. Emotions can enhance your thoughts, transform relationships and behavior. I realize now that I by using this tool it will allow me to understand myself better. Overcome my work-related challenges, and build healthy relationships. In the context of the role that I play in the financial organization which I work for. The settings are always very professional due to the necessity of rapid change. There is a constant need to find ways of becoming self-motivating. In discovering these tools of awareness I was able to explain to my colleagues to embrace this innovation, they can capitalize upon their special talents and skills. I work in a diverse workforce so I can understand how their emotions will change. At first I could see that the Skills assessment that I handed out to them, made them feel uneasy and a bit afraid. However, I discussed my personal score and in a way they felt more at ease. By the end of the week, all of them had handed them in. We had a question and answer session to discuss our findings. We recognized that this exercise is extremely useful in reducing the interpersonal conflicts, tensions, and even crises that are internal to all human organizations and groups. We realized that we were all capable of applying these tools to improve our everyday lives. I know that we will constantly improve profitability, productivity in the workplace. A Colleague Mike has been a good colleague of mine for about a year now. He was hired as a Private Wealth Investor catering to upscale clients interested in investing there enormous amounts of wealth within our bank. This is a highly competitive business in which a relatively small number of financial institutions compete for what can best be characterized as a niche  market of affluent clients that require excellence in terms of both product and service. Consequently these few financial institutions create a valuable competition to obtain the services of the right kind of educated, skilled, and professional Banker. These salespeople enjoy a great deal of autonomy, often bring their own customer base with them to a store or gallery, and are highly regarded via a commission scale for their efforts. Consequently, a person responsible for managing a sales force consisting of this type of professional must do a good amount of mentoring, nurturing, supporting, rewarding, and otherwise r esponding to the sales force. Members of such a sales force are themselves competitive with one another and this can and does lead to frequent conflict. In my situation, two very valued and successful sales agents working for the company were actively engaged in trying to convince one of their own customers to purchase a particularly valuable and rare painting that the owner of the business had taken in on consignment. Both of the salespeople felt that they were entitled to make the deal. My job was first, to ensure that this valuable painting was sold for the best possible price. My second task was to prevent any conflict from erupting between the two salespeople. Unfortunately, at the time, I was somewhat politically unaware of their longstanding competition at this and other companies. Marilyn Gowing (89) notes that one element of emotional competence and EI is political awareness or the ability to read a groups emotional currents and power relationships. Similarly, among the social skills needed to exercise EI effectively are conflict management, leadership, the ability to build bonds, and the ability to create group synergy in p ursuing collective goals. My own abilities in these areas were somewhat limited. I was unaware of the fact that each of the two salespeople considered me to be playing favorites, or assisting one in closing a deal to the detriment of the other. As it turned out, one sales agent brought a final and quite acceptable offer to me on behalf of his customer before the second salesperson was able to obtain agreement from his customer with respect to purchasing the artwork. My immediate response was one of great pleasure: the company had successfully sold a major work of art for an excellent profit, satisfying my employers needs and the needs of our firms original client who placed the work for sale with the expectation that the work would succeed. My subordinate sales agent was equally pleased because  he would acquire a substantial commission. Finally, I too was pleased because I would receive a commission as well. What I did not take into consideration was the anger and frustration felt by the rival salesperson. After the work of art had been sold and delivered, I h eld a small impromptu social gathering for my staff. During this gathering, I was extremely complimentary about the successful salespersons bargaining skills and salesmanship. I was completely unaware that the rival sales agent was becoming more and hostile hostile to the point where he stormed out of the gathering and resigned from the company on the very next day, citing my poor responsiveness to him as a primary reason for quitting. Analysis of the Situation Looking back on this situation, I realize that my most significant failure in terms of EI was a failure in what Goleman (40) called e-leadership. Goleman (40) said that emotionally intelligent leadership is key to creating a working climate that nurtures employees and encourages them to give their best. It is the climate created by the leader that motivates employees to success and helps employees recognize that they are valued within the organization. What I failed to recognize in managing this situation was that I had two deeply committed, talented, and valued sales agents who looked to me for support as they went about attempting to sell products. Each had a right to expect that I would provide this kind of support and certainly, both had a right to expect that I would reward them and respect their feelings. In the case of the successful seller, I more than lived up to these obligations. In the case of the frustrated sales agent who did not close the deal, I became the immediate target of his frustration over a lost sale. Looking back, I realized that I did not in any way offer this employee my sympathies for a lost sale or indicate that I understood his frustration over the lost sale. Instead, I focused all of my energy on congratulating the victor in this rivalry and I ignored the needs of an equally valuable employee. I lacked the EI to recognize that the unsuccessful salesperson felt that the small social event held immediately after the sale was closed was a further slap in the face. I also lacked an understanding of what I should have done after the situation occurred. I did not attempt, when this salesperson rather dramatically left the social gathering, to find out what was wrong and why he was angry. I assumed that my primary responsibility was to continue hosting the party and to make my  successful sales agent aware of how pleased the company was with his success. I did not, as Cherniss (19) commented, exhibit much in the way of emotional intelligence because I was completely insensitive to the very real and powerful feelings of a staff member. Even when the disgruntled sales agent returned the following day to hand in his resignation, I did not respond appropriately. I failed to recognize the very real anger that this individual felt or that much of this anger was now directed at me. I assumed that this individual   who I knew to be extremely competitive and occasionally somewhat overly dramatic   was not truly serious about leaving what had, after all, been a very profitable relationship with the company. I am afraid that I was somewhat cavalier in my response, simply suggesting that he might want to think it over before making a final decision and rather dismissively stating something to the effect there will be other sales just as good. On my behalf, I think it is important to point out that I was relatively new in a managerial position and had never received any formal training in either EI or human relations management. As Kram and Cherniss (255257) have so significantly noted, EI is something that may be inherent in most people, but it can also be expanded by means of appropriate education, development and training programs. The successful leader who uses EI effectively is not necessarily born; he is she is far more likely to be made via training and the opportunity to out new concepts and skills into practice. In my own mismanagement of the disgruntled employee, I failed to recognize that my job was to use sufficient EI to convey my own empathy for the sales agents loss and frustration, my belief in his competency to make equally important sales in the future, and my own acceptance of his sense of injured pride an achievement. I did not seek to discover what was really frustrating this individual or to learn from him what I could, as a manager, have done differently to provide him with the support and assistance he felt he lacked. While it is possible that there was nothing I could have done to change the outcome of this competition   and no evidence that had it gone differently, I would not have had an equally frustrated person to deal with   the fact of the matter is that in my enthusiasm for one staff members victory, I failed to appreciate that another staff member felt defeated. Knowing more about EI would have led me, for example, to recognize before the event occurred that a potentially dangerous rivalry had been created or  allowed to emerge within my staff that did not bode well for the company or for these individuals. Kram and Cherniss (258-259) noted that ensuring that work groups exist in relative harmony is one of the key responsibilities of the emotionally intelligent manager   somet hing that my management or mismanagement of this situation suggests I was not at the time. EI competencies are therefore important attributes of the individual who must lead a group or manage the activities of individuals who may perceive themselves to be in some type of competition with one another. In a sales organization such as that I have briefly described herein, a few very aggressive individuals may see themselves as competing for customers and commissions; they often enjoy a friendly rivalry, but in this instance my lack of EI made it impossible for me to recognize that the rivalry between the two salespeople had been building for some time to a climax. My apparent preference for one over the other was the final Straw that led the one to quit   and my inability to properly respond to that decision was further proof that I lacked EI. Had the situation taken place more recently as I was participating n this course, I would have recognized the tensions that were emerging as the two salespeople competed to be the one who would fund a buyer for a valuable work of art. I would have worked with them both to make it clear that there would be no winner or loser and I would have not rushed to publicly reward one at what could be interpreted as the expense of the other. I would have exhibited what Goleman (8) calls greater empathy for the frustration of the one and the pride and satisfaction of the other. As significantly, I believe that a manager with greater EI than I clearly possessed would have done more to eliminate the competition that had already   polarized the sales people. While there was little that could be done to change the fact that these workers were paid largely on commission and their ability to sell luxury items at high ticket prices to an admittedly small market segment   I could have created opportunities for developing team synergy that might have diminished these rivalries if not eliminating them entirely. Cherniss (111) does not that many executives and managers who are lacking in EI tend to think mainly in terms of short-term results rather than long-term outcomes and advances. In the situation described above, my focus was not on what my staff needed or their frustrations, but on selling an important item to increase th e profitability of the business. By failing  to understand that one staff member was reaching the boiling point and that I needed to demonstrate my concern an empathy, I lost a valuable employee. Summary and Conclusions This essay has examined the concept of EI and applied elements of the concept to a real-work professional situation n which this writer was an actor. The point of the discussion is to illustrate how ordinary situations in the professional environment can and should be approached with respect to their emotional undertones and content. A leader or a manager with high EI is less likely to allow such conflicts as I have described to escalate to the point of losing a valuable employee. In addition, the leader or manager who is high in EI displays empathy and inculcates in staff members a sense that they are valued for all of their contributions to the organization. Had I been able to reach out to the disgruntled salesperson and make him aware of the fact that this was merely a temporary setback and had I demonstrated successfully that he was valuable to the organization, it is quite likely that the outcome would have been substantially different. While not all conflicts involving employees can be resolved this easily, EI does much to prevent such problems. References Goleman, D. 1995. Emotional intelligence_._ New York: Bantam books. Goleman, D. 1998. Working with emotional intelligence_._ New York: Bantam Books.

The Anatomy and Physiology of Lipids Essay -- Anatomy Physiology Lipid

The Anatomy and Physiology of Lipids Abstract When you get up each morning and look outside your window looking out at the beautiful plants and adorable little animals, have you ever wondered what makes all living things? Lipids are what help create all the living things we see everyday. Lipids are found in all membranes, mainly plasma membranes, meaning animals and plants contain lipids. In this paper I will display and explain the formation of micelles and bi-layers from lipid amphiphilicity. A variety of books were used to study different types of lipids; the three major components, glycerophospholipids, sphingolipids, and sterols, and their affects in the cellular and multicultural systems. 3 Lipids are structural components found in living cells that are either soluble in organic solvents or insoluble in water.1 These lipid membranes are demonstrated in Singer and Nicolson’s 1972 fluid mosaic model. Lipids are commonly recognized as fats, oils, wax, etc. There are three major different types of lipids that exist: glycerophospholipids, sphingolipids, and sterols.2 Within each type there are a variety of subtypes. Glycerophospholipids are commonly referred to as plain phospholipids. Within itself it contains three components. First it is constructed with a phosphorylated head group, then a three carbon glycerol backbone, and finally a two hydrocarbon fatty acid chains. The phosphorylated head group is attached to one of the glycerol hydroxyls with addition to the two hydrocarbon fatty acid chains bonded to the other two glycerol hydroxyls.3 The purpose for glycerophospholipids is to construct and or maintain the cell membrane. In a microscopic view of the cell membrane we can observe that the glyceropho... ... Guardiola, Francesc, ed. Cholesterol and Phytosterol Oxidation Products : Analysis, Occurrence, and Biological Effects. New York: AOCS P, 2002. Hooper, Nigel, and David Hames. Instant Notes in Biochemistry. New York: Taylor & Francis Group, 2005. Kreuzer, F. and J.F.G. Slegers. Biomembranes Vol. 3 : Passive Permeability of Cell Membranes. New York; Plenum Press, 1972. "Lipid bilayer." Wikipedia. 24 July 2008 . "Micelle." Wikipedia. 26 July 2008 . Mukherjee, Kumar D. CRC Handbook of Chromotography Vol. 3 : Analysis of Lipidsseries. New York: CRC P, 1993. Perkins, Edward G. Analyses if Fats, Oils and Lipoproteins. Illinois: American Oil Chemists’ Society, 1991. Vance, Deenis E, and Jean E. Vance. Biochemistry of Lipids, Lipoproteins and Membranes. Amesterdam: Elsevier, 1991.

Hu Jintao

Hu Jintao Since the beginning of civilization dictators have taken over and ruled there people. While some dictators are cruel and ruthless, others desire happiness of their people. Some acquire their power by force, while others go through the process fairly. Once in power it is important to keep ones people in control through laws and policies. In George Orwell's Animal Farm, one can compare the rise to fame, rules and policies, and cruelties and atrocities of Napoleon to that of the dictator Hu Jintao.One thing that sets Jintao apart from Napoleon is that somewhat low key way he ose to power. Hu Jintao began his political career at the bottom of the ladder and eventually climbed his way to the top (galegroup. com 2003). In 1982 Jintao was named party secretary of Guizhou Province by Hu Yaobank, a communist party officer. Once receiving this position he worked his way up to the title of president of china in 2003. Opposite of Jintao, Napoleon rose to power by force and cruel act (O rwell). Napoleon immediately named himself the leader of Animal Farm after old major died.When feeling threatened by his co-leader Snowball, he has him chased ff the farm by his guard dogs. Similar to the contrast of the rises to power, their actions as dictators also contrast greatly. While Napoleon is a leader of force and absolute control, Jintao is more about prosperity of China. Jintao had â€Å"shown that he can work effectively with others both those above and below his rank and with those of different governments† (galegroup. com 2004). Hu Jintao has tried successfully to rule china and its people to a state of prosperity.He has transformed the policies of China to upport this goal, while closely sheltering his people from the outside world. As Hu Jintao continued to lead China to prosperity napoleon inadvertently led the animals to destruction (Orwell). As leader, Napoleon made the animals inferior by creating laws that gave the pigs more rights. He changed many of t he commandments to support his desire of absolute power. As dictators create these many policies, the republic naturally begins to resent them and in some cases they rebel.As the nation's people began to question the actions of the government, many ictators resort violence as a way to control masses. Although not as major cruelties as Napoleon, Jintao has also committed some crimes as president. (history. com). while attempting to shelter the nation, Jintao has quietly been accused of crimes against the people of China. As a member of the communist party, Jintao was accused of human rights atrocities. While Jintao crimes are hidden and minor, Napoleon crimes are major and unimaginable (Orwell).Napoleon forced many of the animals to confess their unlawfulness and then shot and killed each one. He also sent boxer to be slaughtered at a glue factory once he was injured. As a dictator, Jintao and Napoleon committed unforgettable crimes. In George Orwell's Animal Farm, one can compare th e rise to fame, rules and policies, and cruelties and atrocities of Napoleon to that of the dictator Hu Jintao. He had a normal rising to power while Napoleon forced himself to be a ruler. Hu tried to destruction. Hu did not do any major atrocities, only being accused of minor crimes while Napoleon killed many.

McGerr

Progressive reformers attempted to reshape American society in the late Nineteenth into the Twentieth Centuries. Three distinct areas, the Temperance movement, the Food and Drug Laws and the Child Labor Laws are contrasting but characteristic examples of the struggles, successes and failures that Progressives faced during this period. As with all complex movements consisting of disparate groups with at times contrasting points of view, it is difficult to generalize regarding this attempt at reconstruction. But the Progressives, for better or worse, did have a profound effect upon American society that is still being felt today. McGerr mainly considers the actions of the middle class as no other group â€Å"advocated the full range of progressive positions as much as the middle class did† (McGerr, 2005). This was none more the case than within the Temperance movement. The temperance movement had quite a simple aim in mind. It sought to greatly reduce the amount of alcohol consumed, or, as was increasingly its aim, to ban alcohol entirely. The Movement started, at least during this period, with the Women’s Christian Temperance Union, which established the Department of Scientific Temperance Instruction in many schools and colleges throughout the country. There was a purely rational and calculating method behind this attempt to convince young people of the evils of alcohol. Mary Hunt (the National Superintendent)   stated that people â€Å"must first be convinced that alcohol and kindred narcotics are by nature outlaws, before they will outlaw them†. The temperance movement was linked to the overall progressive movement through the fact that many drunken husbands beat their wives and families. Domestic violence was an example of the abuse of women’s rights, and so it was sensible for the progressive movement to support the temperance movement, even if some of the more religious and purely moralistic reasoning behind some temperance advocates were alien to them. The temperance movement was, at least temporarily highly successful. It is linked closely to the eventual passage of the 18th Amendment to the US Constitution, which banned alcohol within America. The advocacy of â€Å"temperance† regarding alcohol had led to the â€Å"prohibition† of alcohol just as Hunt had forecast. The temperance movement is an excellent example of how idealism combined with a good degree of shrewd political pragmatism could bring about change. The fact that the 18th Amendment was short-lived and that alcohol consumption was merely drive underground rather than being stopped somewhat dampens any claim for long-lasting success for the movement however. Prohibition also led to the rise of organized crime in many cities, again not exactly on the Progressive agenda. Most of all, the United States consisted of people who mostly did not want to ban alcohol consumption, however they had been temporarily persuaded otherwise. In contrast to the temperance movement, one cause of the progressive movement, that of introducing stricter food and drug laws to the United States, has survived and even expanded into the modern day. As McGerr suggests, a single books such as Upton Sinclair’s exposure of the disgusting, unsanitary practices at Chicago meat-packing plants   led at least in part to the enactment of the â€Å"Pure Food and Drug Act† and the â€Å"meat Inspection Act† in 1906. These Acts were an example of how the progressive movement could call a purely capitalist system to task and show that at least some degree of government intervention, oversight and even control was needed. A similar situation was seen within the child labor laws, that were brought about after progressives exposed the terrible conditions that even very young children worked in. Exposing these conditions through written descriptions by excellent writers and, most powerfully, through telling photographs of children at work, galvanized public support for changes in the law.   Lewis Hines produced unforgettable pictures of children at work. They were unforgettable because they were so sad, and brought guilt to nearly all Americans who saw them. This element within the Progressive Movement unapologetically used emotion to achieve what McGerr states they were looking for, namely â€Å"to change other people; to end class conflict; to control big business†.   The Child Labor laws that were introduced were in part an attempt to alleviate the terrible conditions experienced by many children and also, in the long run, to give them a chance at gaining the education that would allow them to rise above their low origins. Child Labor laws were thus part of the attempt bridge social gaps between the rich and the poor through enabling the poor to rise and by punishing the rich for their more exploitative practices. Essentially, they may be seen as part of the progressive agenda to make everyone middle class. Yet once again there was a very practical element to the method that these groups used. The National Consumers’ League was formed in 1899 and the National Child Labor Committee in 1904, both stemming from the work of the Working Women’s Societies. As with many progressive causes, movement towards actual change was at first slow and met with many failures before it finally succeeded. Federal regulations were declared unconstitutional in 1916, failed to become law in 1924 and initially in 1937. Finally, in 1938 the federal regulation of child labor was gained through the Fair Labor Standards Act. This set a minimum age for employment and set maximum hours that children were to work within federal law. It took more than thirty years since the first societies were initially set up for the movement to succeed. However, child labor laws have been strengthened ever since this time and have now become an unchallenged part of the American landscape. In this sense the Progressive movement was ahead of its time, pushing American to live out its promises to its most vulnerable citizens: children. Once again, pragmatism mixed with idealism succeeded, and unlike the temperance movement, its results were permanent rather than temporary. To conclude, McGerr ends his book by saying that the â€Å"basic lesson† is that â€Å"reformers should not try too much†. Perhaps this can be adapted to say that reformers should pick their causes carefully and then try as much as possible. Having too broad a range of objectives may be self-defeating. But picking a cause, such as child labor, that most rational human beings would consider the progressives possess the correct ethical stance on, is a way of advancing the agenda successfully.   At times, as is evidenced by the First World War and the defeat for the idea of government regulation that came from it, the progressive movement (as are all political movements) is influenced by matters beyond its control. The best laid plans may well come awry because of unforeseen or unpredictable circumstances. Works Cited McGerr, Michael. A Fierce Discontent: The Rise and Fall of the Progressive Movement in America, 1870-1920. Oxford University Press, London: 2005.