• Login
HIRE WRITER NOW

Truth and Foucault 

Pages:5

In this paper, I will argue regarding Foucault’s position on Truth and support his arguments using a real-life example from one of the murderers in the Rwandan killing mentioned in the renowned book Machete Season by Jean Hatzfeld.

The search for Truth has been carried out by many prestigious critics, philosophers and historians and many theories have been found as a result. For the French philosopher and historian the concept of Truth is closely linked with power and knowledge. The very first mention of the concept can be found in his book “Discipline and Punish”whereby a concept termed as the “regime of truth” was coined by Foucault. This is where the philosopher put forward that Truth emerges of our power to form a “regime of truth.” In one of his lectures, “Society Must Be Defended,” Foucault further added new dimensions to the concept to explain that “regime” entails the distinction between error and Truth. He later told in the interview, “The political Function of the Intellectual”, “truth isn’t outside power, or deprived of power”: but instead, truth “is produced by virtue of multiple constraints [a]nd it induces regulated effects of power.” Hence the connection between Truth and power is cemented by statement and the philosopher expanded the concept and put it into context that “each society has its regime of truth.” This presents the argument that Truth is created by power and is different for each society. Foucault extends that Truth is “a system of ordered procedures for the production, regulation, distribution, circulation and functioning of statements” and is connected “by a circular relation to systems of power which produce it and sustain it, and to effects of power which it induces and which redirect it” and present a politicized truth. Hence, this entails that Truth has become political but the process of this happening is so subtle that it cannot be detected by the masses. However, Foucault does not believe in power being a solely negative weapon that indulges in coercion and repression but postulates that power is an essential, positive and efficient push in the society. It serves as a force of order, decorum and conforms individuals in the society. Foucault emphasized on “disciplinary power” including major institutions such as schools, hospitals and prisons, and studies such units that were present in the past hundred years in Europe and discovered that no inspection or surveillance was required any longer as many had disciplined their selves.  However, his perception of Truth gained a novel angle of subjectivity in his works later years as he mentioned the sensitivity of the matter by stating, “Why in this great economy of

Power relations has a regime of Truth developed indexed to subjectivity?” But Foucault’s main argument remains that Truth is that what is Truth. Truth is strong enough on its own and does not need or involve a relative power as comparison or a force as support. As Foucault mentioned, “if it is true, then I will submit; it is true, therefore I submit”. He also said and strengthened his claim that “Truth itself determines its regime, makes the law, and obliges me. It is true, and I submit to it”.Foucault also presented the famous “truth games” that consist of a collection of regulations and for him power is the ultimate factor that decides the game of Truth that is to be played. This is very similar to his previous ideas and hence his works show consistency yet they change in some ways as well. What I have deduced from his argument of Truth is that Truth is largely dependent on power. However, it is different for every society as each society has different power dynamics. Unlike many, he also stresses upon the positives of power by stating its necessity for the functionality of a society. But Foucault stresses that Truth is Truth in itself and anything that is believed might be considered Truth.

 

Foucault’s arguments regarding Truth can be demonstrated using the testimony from one of Machete Season’s men named Adalbert as he states, “Basically, Hutus and Tutsis had been playing dirty tricks on one another since 1959. That was the word from our elders. In the evenings, Primus in hand, they called the Tutsis weaklings, too high and mighty. So Hutu children grew up asking no questions, listening hard to all this nastiness about Tutsis. After 1959 the oldsters jabbered in the cabarets about eliminating all the Tutsis and their herds of trampling cows. That came up often around the bottle: it was a familiar concern to them, like the crops or other business matters. We young people made fun of their old-folks grumbling, but we didn’t mind it. All through his youth, a Hutu could certainly choose a Tutsi friend, hang out and drink with him, but he could never trust him. For a Hutu, a Tutsi might always be a deceiver. He would act nice and seem obliging, but underneath he was constantly scheming. He had to be a natural target of suspicion.” (pp. 176)

This testimony can be looked at with the lens of Foucault’s arguments of Truth, especially in relation to the power dynamics demonstrated. Firstly, Foucault’s argument that Truth comes from power is very fitting here as Adalbert’s testimony reflects that the Hutu children took up their values from their “oldsters” and participated in the killings of Tutsis. Hence, this provides evidence to the view that the power group of adults manufactured the Truth of killing the Tutsis for the Hutu children. Secondly, there is a hint of this extract propagating Foucault’s argument that Truth is different for every society and here if the “oldsters” and the Hutu children be considered members of a partially different society because of different age groups, there is a little difference in their truths as the young Hutu’s made fun of the “old-folks grumbling” about the Tutsis, that shows the difference in truths and values that the Hutu children and their elders had in their respective age societies. Thirdly, Foucault’s statement that Truth is Truth in itself can also be displayed in this testimony as the narrator says that “He (a Tutsi) had to be a natural target of suspicion” that is indicative of the Hutu belief of how they thought every Tutsi to be wrongful and hence Truth is Truth as a distorted belief is shown.

Truth is an important aspect of life and its relation to power is an important one. In times of making the right decision, I should take into account if the basis of my knowledge is truthful and know that it is coming from power so that I am not deluded after the impacts are seen.

All in all, Truth as perceived by Foucault, is extremely important in understanding the world we live in today, particularly with its relation to power and values. However, further research ought to be done in the concept to understand the meaning of Truth in different societies and how they have changed to see if there is a certain pattern.

Jealousy in Othello

Pages:3

how or why is jealousy a destructive force in act4

Othello is one of Shakespeare’s greatest pieces of art that describes the human emotions and how they can completely disrupt everything. Othello’s is the lead character who is depicted as someone who’s jealous. This essay addresses the element of Jealousy is one of the most destructive force as it brings hate, anger, and all negative energy in the human body. Jealousy is what effects everything,the personality gets destroyed during the time a person is Jealous.This revengeful angry attitude of his ended up making the whole predicament extremely difficult for him.

It was like a wind of Rampage as he became brutal in his actions. He spilled out all his negative sentiments in the acts of depicting his rage openly. He became shameless in this regard and created destruction all through the process.He became emotional, and there is a predicament in the play where he became a phase of trance filled with anger and rage. Even at a point in His wife also tells him, “I understand a fury in your words.” An example that directly points out of him being this much jealous in his understanding of the situation is all the schemes that were very destructive in nature. . (Rai)

In Act 4, soon as Iago told him that Cassio having an affair with Desdemona, his wife, Othello, became exceedingly angry, and he was so angry just be hearing about this rumor that he had made up his mind to cut her in pieces. He seems to have completely lost all his senses only after hearing a story that could have been wrong. He was so jealous in himself that his ager would take over everything he thinks, and he would go out in rage to take revenge on the predicament he was in. Lago, who is a very conniving and cynical friend of his & knows about his anger and resentment, tries to manipulate him further. . (Rai)

This is all due to the destructive nature of anger that he had no control over, and that would instead take control over him. He would become furious and make rash decisions.  His jealously would take control of all his anger and make him a monster. He had lost his mind so much that soon as his corrupt friend would suggest him anything negative, he would become utterly senseless in his doings. The jealously and anger could even be felt in his voice as he would rage out, and he would be very angry with his wife. . (Rai)

Every word he spoke. Othello had transformed into a jealous and psychologically unstable person. He’s angry and extremely unstable mindset was making him an animal.  He would lose his mind, and he would lose any control over himself.  This jealousy of his has made him Lose his thinking process. He is not logical in his thinking by any means and the situation. This jealously has made him so vulnerable, and he loses his mind completely at every step of the way. The temper that he loses in a second takes over his thought process so much. . (Rai)

The fact that he doesn’t have that much tolerance in him makes him transforms him entirely, and he becomes very vulnerable. He does not wait at any level, and his rage takes over him. His anger and all sorts of outbursts come to notice instantly. Othello’s lack of temper, he fits the description of a negative individual. He perfectly fits the description of a negative and tragic hero in the play. His jealousy that is so destructive that takes over him time and again makes him, unlike any other individual who is meaninglessly angry.

 

Works Cited

Rai, Ram Prasad. “SHAKESPEARE’S, JEALOUSY AND DESTRUCTION IN WILLIAM.” International Journal of Interdisciplinary Studies (2016): 53-59.

 

 

Freedom and personal space in Sartre’s ethical theory

Pages:2

 

Sartre wrote for existentialism in a philosophical way. His main slogan was “existentialism precedes essence.” Freedom and personal space are some of the essential themes in his theory. For Sartre, freedom is that man has his own choices to work or to do something. To be free does not mean sitting useless. Because this causes distress feelings in a person’s mind, and the individual thinks that he is nothing. In his mind, the sense of nothingness arouses, which leads to the inauthentic life of a person. (Fieser, 2002)

According to Sartre, freedom is to make a purpose of life and then work freely by one’s own choice for that purpose. As an atheist, Sartre does not believe in “human nature “kind of thing, which he called “essence.” He believed that man is not created for a purpose, or God created the world. For him, a person is what he is, and he is full of himself. In his view, a person can become what he is not and not become what he is, as in his words, “being what it is not and not being what it is.” Man is free to make his character and image in this world. (Fieser, 2002)

He believes that freedom is limitless. His concept of freedom is” freedom entails something like responsibility, for myself, and my actions.” Freedom is that man is free for making decisions, making and fulfill wishes, and getting knowledge. He is free to make choices of work but also responsible for consequences. (Fieser, 2002)

Plato’s understanding of the relationship between God and morality

According to DIVINE COMMAND THEORY, good and bad happenings in the universe are to be done by God. Plato was against this theory. For Plato, God us perfectionist, supernatural and ideal one who runs the universe in an unapproachable way. His orders and motives to run the world are pure of imperfections. (Evans, 2018)

According to him, God is not responsible for evil happenings. He has not written everything occurring in the universe. We can say that God is the author of punishments of moral wrongdoings as the punishments are beneficial for wrong things. For Plato, God is a source of mortality. Otherwise, whatever is good or bad is of itself. God must be a source first time, but after there would generate countless causes of good or bad things. Plato seems not a true monotheist, but he believes that there is a divine and powerful soul behind the planetary motion. He called these gods, The divine theory rejects the idea of religion. Platonism says that morality is not possible without faith. If there is no religion, then how is it possible to decide whether someone is doing good or evil deeds? (Evans, 2018)

References

Evans, S. (2018). Moral Arguments for the Existence of God. Retrieved from https://plato.stanford.edu: https://plato.stanford.edu/entries/moral-arguments-god/

Fieser, J. (2002). Jean Paul Sartre: Existentialism. Retrieved from https://www.iep.utm.edu: https://www.iep.utm.edu/sartre-ex/

 

Mosaic-View of Organizational Theory

Pages:9

Introduction

Popov and Michael described the organizational environment in this article and highlighted that there is a need to focus on the mosaic view of organizational theory. This paper aimed to identify a critical approach that predicts the size of government and its structure that can help in the corporate environment (Michael, B., & Popov, M. 2014). The environment in any organization is linked to complexity and uncertainty. Authors in this paper have reviewed the organizational theory and bring forward some concepts related to the organizational environment. For instance, the role of macroeconomic fundamentals in the economy, these fundamentals are gross domestic products etc.

Critical Reflection

The current research paper is explanatory in terms of presenting a contingency-based view and resource-based implications that provide a rational approach. In the organizational framework, the mosaic view of the theory is related to the mix of concepts that can help to understand the public sector and its size—most of the public sector business help in acquiring visibility and acquisition of better organizational environment. The view of rational choice theory works for the scholars’ perspective that works in the administration of the organization to tackle challenges. For many organizations, different theories work such as classical and rational; they argue about the different school of thoughts, and post-modern thoughts are aligned on organizational structures. In a coherent framework, the scope of cognitive understanding describes cultural practices as well as symbols that are employed for employees.

The author shows ways that help the government to predict the size and structure of the organization because, on its basis, a regulatory environment can be acquired. Contingency theory perspective is explained by the article that when it comes in relative disrepute under the necessary support of the government.

Fundamental framework helpful for any government based resource model is based on competencies that engage government platform to work on budgetary, know-how and staffing. According to resource-based theorists, public organizations are engaged in obtaining political and bureaucratic means. Authors, in their view, described the role of public sector organizational theory that works to prove welfare under the combination of different theories. This concept of the mosaic theory is based on organizational concepts that acquire different theories to implement it on the size and structure of government (Michael, B., & Popov, M. 2014). Different theories from literature present the scope of government when it works for the environmental perspectives according to variability and complexity of work. The article argues that if governments are required to adopt structure according to the macroeconomic perspective, it will be likely that organizational structure will be changed.

The link between macroeconomics and organizational theory is significant to assess the public sector framework. The view of this argument is taken from multiple academic works of literature to know about organizational environment and size across different countries. This article is helpful to spread information about government size and gross domestic products that how a country accelerate its work performance based on generalization. Michael, B., & Popov, M. (2014) viewed the different examples presented in this article like Hungary, Greece and Maldives are appeared as the large government with multiple resources to engage the workforce. The view of trade openness matters more when viewed in an argumentative manner.

The current organizational framework is linked to mosaic theory in terms of a broader understanding of key concepts. The role of this argument is based on literary arguments about the organizational environment. Variability of economic shocks allows the understanding of government participation in the economy. The authors of this article focused on the gross domestic products and the contributory factors that help promoting growth patterns. It is described that most volatile economies are based on multiple resources so acquire high GDP. On the country, less volatile economies are classified in fewer income groups due to the nature of non-volatility of resources, so it also suggests that income level is not an adequate predictor of volatility. Still, it is the measure to gauge the national economic uncertainty.

Mccarthy, J., & Murphy, C. (2016) discussed the complex economies have resources organized in a better way to reallocate and engage broader economic sectors. Because of this argument, the changes in government reforms are linked to the complex basis of the organizational environment. This is related to GDP that contributes to bringing macroeconomic development. Public sector growth rate is measured in terms of asymmetric macroeconomic shocks, which are oriented on organizational performance. The views discussed by authors in this article are significant when viewed in light of other literature; for instance, the authors described that government under its framework could easily adjust its size to bring contingent macroeconomic change. The role and scope of government resources matter when the environment is planned. The planning often considers uncertainty and complexity into account.

Most of the arguments made in this paper about output, volatility and GDP are related to an organizational environment that engages resources to work on many expenditures. Prideaux, S. (2018) focused that low-income economies in the view of author exhibit weak pattern data regarding high-income countries. The important consideration of article is the size of government regarding the environment of the organization. These changes significantly work for structural maintenance regarding specific sectors. The views of organizational change about government hold that source shrinking impacts on the uncertainty magnitude. The size of government in a domestic economy is not necessarily linked to the size of government, but the prevailed resources that can decide for the GDP. The current research study engaged various examples of low income and high-income countries that are linked to less volatile and more volatile economies.

It is truly expressed that rational expectations of government are linked to the speed of adjustment because, in the organizational field, the adaption is seen. In this framework, the government has to focus on the environment of the organization because it gives rise to the rational approach. The role of government size to monitor resources and engage different bodies can describe the implications of the mosaic theory. There are significant measurements associated with government role in public sector organizations, which evaluate resources and size.  Government expenditure is based on low or high-income countries and their circumstances as it can alter the size of the economy. The policymaking framework is inherent to bring government expenditure and outcome-based factors because of government size.

It is argued that some countries foresee the change in economies when government size changes; this change is linked to the complex and uncertain situation. The change in the size of government precedes the size of government that can shrink in response to the uncertainty. The government may change the resources for public sector organizations that can enhance the flexibility of resources. This article holds an opinion about the size of government in terms of macroeconomic stability that is attributable to the policyholders’ decision making. Kurosawa, T., &Wubs, B. (2018) viewed the economist’s approach of response to the external shock allow rational acts, so the scope of understanding this concept is extensive and take to analyze negativity of these shocks. Mosaic view of organizational change is true in the form of prediction that policymakers cannot predict what is linked with the past and how speedily this can alter the future. The data presented about the size of government clearly shows the complex environment of macroeconomic conditions and how uncertainty prevails in such an environment. The article presented data about the sizes of the government using time series analysis.

The examples given in the article are about Australia and Japan; these countries have organizational adaptation. These factors are attributable to the strategic responses taken by organizations.  Idowu, O. E. (2016) given the structural emphasis on the external environment, needs the implementation of a theoretical approach, in terms of better organizational approach. Through current functioning and relevant structural examples of companies, it has been argued that government expenditure decides about outcome and practices. The involvement of mosaic theory here allows discussion of government involvement in the public sector. The adaptive orientation is seen for organizations regarding contemporaneous and strategic factors. Besides, these aspects discuss how organizations implement resource-based models.

Authors provided key insights about adaptations related to the macroeconomic environment because industrial GDP is influenced by many environmental factors. For example, Finland, China and the US are facing changes in public organizations regarding sectoral distribution in output. Gready, P. (2013) presented that this approach is linked to the government size and prevailed practices of organizational factors. The implications of the theory under the organizational approach has acquired the assistance of data from various countries. The government expenditure is clearly seen from fiscal policy and resources in public organizations. This approach is criticized by many literary studies that resource-based approach is not an expanded version for the understanding of long term factor-based output(Idowu, O. E. 2016).

This research article engaged various opinions of scholars about organizational theories and resource-based activities. The debate on contingency theory and organizational theory is related to the political framework and prevailed public policy (Michael, B., & Popov, M. 2014). In some contexts, this public organizational concept meets failure since the structural framework is capable of changing the output level (Prideaux, S. 2018).The strategic significance of organizational model cannot be negated because organizational adaptation is linked to the internal and external resources. Elsmore, P. (2017) discussed that anti-cyclical spending gives rise to external shocks related to the size of the economy and government.

Globally, there is a little relation between organization theory and political science and not a lot of importance either. Certainly, organization theory is usually taught in schools related to business studies and not in the political science departments. The relationships between companies and individuals, also between companies themselves, can be essential to their path. There is an interaction between organizational conditions and individual factors that should be examined; as it is dealing of companies comprises of individual and the individuals that are related to companies. The inner attributes of an individual public company will affect how it recognizes issues and how it resolves them, which results from it accentuates and what assessment models it employees. Simultaneously, a public company’s method of activity will be affected by other conventional companies in the private and public sector, in local culture and abroad Elsmore, P. 2017).

As a consequence, institutional research has been condemned for being engaged with common theories about the companies and for ignoring the significant politically organized companies and the relationship between organizational structure and matter of public policy. The observational focus has, to a broader level, been on the United States and has just often been representative of other Western democratic countries. It has implied that thoughts from financial aspects contribute to the detriment of components from political theory. (Prideaux, S. 2018)

Another theory of organization is influenced by concentrating on output and efficiency that focus on practical significance at the cost of other organizational considerations and phenomena, essential study and common progress of knowledge. Further, we are watching an ascending direction towards the possibilities and problems of each company and institutional strategies, and a transfer of focus away from groups and population of companies and social strategies. There is also a durable emphasize on the technical conditions, with a focus on technological, economic and market-based situations than on the organizational environment with its norms, values, doctrines and ideologies(Gready, P. 2013).

Conclusion

The article provides a coherent view of arguments about organizational framework. By matter of the fact that organizational studies progressively are established in business colleges, the consideration and focal point of the theory of organization has gotten misrepresented, prompting overstated attention on the private sector and decreased focus to the government sector. The public organizations include federal banks, state-owned enterprises, courts, regional and local government organization, military institutions, government health-care companies, public universities, public nursing facilities, museums and public charity organizations Elsmore, P. 2017). These companies are different from each other in many aspects. Still, they share attributes as official companies, they are founded in accordance to work for combined benefits and special ventures, and these companies have comparatively stable outlines of attitudes, rewards and resources related to their activities. A major expectation is that institutional structures will influence the material of public policy. Theory of organization presents a middle way between the legal norms that emphasizes on legal types and the public firm of laws to understand the systems of operations of any organization and the methods of operations that can reflect the external pressure and demand.

References

Elsmore, P. (2017). Organisational Culture: Organisational Change? doi: 10.4324/9781315186917

Gready, P. (2013). Organisational Theories of Change in the Era of Organisational Cosmopolitanism: lessons from ActionAid’s human rights-based approach. Third World Quarterly, 34(8), 1339–1360. doi: 10.1080/01436597.2013.831535

Idowu, O. E. (2016). Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin? Journal of Management Research, 8(4), 12. doi: 10.5296/jmr.v9i1.10261

Kurosawa, T., &Wubs, B. (2018). Swiss and (Anglo)-Dutch Multinationals and Organisational Change in the Era of Total War. Multinational Enterprise, Political Risk and Organisational Change, 23–54. doi: 10.4324/9781315170572-2

Mccarthy, J., & Murphy, C. (2016). Understanding organisational culture. OrganisationalBehaviour, 284–308. doi: 10.1057/978-1-137-42945-2_12

Michael, B., & Popov, M. (2014). The Failure of Theory to Predict the Way Public Sector Organisation Responds to its Organisational Environment and the Need for a Mosaic-View of Organisational Theory. Public Organization Review, 16(1), 55–75. doi: 10.1007/s11115-014-0296-5

Prideaux, S. (2018). From organisational theory to the Third Way. The Third Way and Beyond. doi: 10.7765/9781526137883.00014

Bipath, K. (2014). The Strength of Organisational Culture: Organisational Performance in South African Schools. Mediterranean Journal Of Social Sciences. doi: 10.5901/mjss.2014.v5n23p2405

Ormrod, S. (2003). Organisational culture in health service policy and research: ‘third-way’ political fad or policy development?. Policy & Politics, 31(2), 227-237. doi: 10.1332/030557303765371717

Pavitt, C. (1999). The Third Way: Scientific Realism and Communication Theory. Communication Theory, 9(2), 162-188. doi: 10.1111/j.1468-2885.1999.tb00356.x

Pollack, J. (2015). Understanding the divide between the theory and practice of organisational change. Organisational Project Management, 2(1), 35. doi: 10.5130/opm.v2i1.4401

 

Essentials to Motivation in Leadership

Pages:9

Introduction:

Motivation is a significant key to running a successful business or organization. A leader is someone who can motivate the members of the team to give their best performance and achieve the desired results and set goals. Gone are the days when leaders were thought to be born with leadership qualities and as “great men.”The goal is to discuss some of the most critical and well-established theories and models of motivation so that all of us can learn some of the characteristics of leaders and strategies they adopt to motivate their teams and always get the best performance.

Maslow’s Perspective of Hierarchy of Needs:

 

Abraham Maslow (1943)’s Hierarchy of Needs Perspective is one of the oldest and most acclaimed understandings of what motivates people. According to McLeod, Maslow“was interested in human potential, and how we fulfill that potential” (2007, p. 4). He believed that rewards and desires do not motivate people. Instead, they have a hierarchy of five motivational needs. These are: psychological, safety, belonging, self-esteem, and self-actualization (see figure 1). Only when the basic needs, ones towards the bottom of the pyramid are satisfied, is when a person can achieve self-actualization, what he defines as “the person’s desire for self-fulfilment, namely, to the tendency for him to become actualized in what he is potentially” (Maslow, 1943) A true leader would not only work towards seeking self-fulfilment but also encourage others, see their potential and make them realize what they can achieve. Maslow (1970) enlists some qualities of people who go on to achieve self-actualization. These include that they accept themselves and others as they are without changing anything being quick and efficient in thinking and acting, do not have an autocratic attitude and stick to having strong morals. So, this is what a leader must thrive to attain and motivate others to do as well.

Herzberg’sTwo-factor Theory of Motivation:

 

Frederick Herzberg’s two-factors perspective (1959) is another well-established theory about motivation. This two-dimensional paradigm suggests two factors increase or decrease motivation for work. First, he says are the hygiene factors, which include their organization’s working policy, colleagues’ relation with each other, work environment, among others. He says that these cannot provide long-term motivation. That can only be done by what he lists as the five determiners or satisfiers. These are accomplishments, being recognized for your hard work and effort, the work, level of charge one has, and career prospects. The hygiene factors, which Hersberg also calls the dissatisfiers, can only produce a short-term boost in motivation and job performance. If long-term, sustained productivity and motivation is required, that can only be caused by upgrading the quality of satisfiers. Therefore, even though the work environment should be pleasant, a leader must make sure that members’ relationship with the work they do is of exceptional and maintains to be that way. Moreover, he should make sure that the tasks given provide value to workers, provide them with a sense of responsibility, and always appreciate them for their work instead of taking it for granted.

McGregor’s X and Y Theories:

 

Douglas McGregor beliefs, as stated in The Human Side of Enterprise (1960) about leadership, motivation and management styles hold considerable significance and can be of great use. His theory X and theory Y propose that the managers’ beliefs significantly shape the way organizations run. Theory X suggests a management style where it is assumed that human beings inherently do not like to work and must therefore be pushed into it and remain under supervision. Added to that, according to this view, the average human being does not like responsibility, is not ambitious and simply prefers security above all. Leaders who hold this view employ autocratic measures and strict direction. However, this view presents a leader’s only aim is to be persuading the people working under him to be submissive, and therefore is not the best approach. Therefore, McGregor proposed the alternate view, theory Y. Theory Y suggests that a leader believes that human beings like responsibility, are inherently ambitious, and committed to work hard towards what they commit, and have learnt to do otherwise only through experience. So, they are not motivated by the threat of punishment but work towards meeting the self-actualization needs. Keeping this view, a leader would see his team members as wanting to work and achieve.

Interestingly, McGregor acknowledged that Theory Y managerial style will not beappropriate in all situations (McGregor, 1967). Leadership is not solely about individualistic characteristics. Instead, it involves several variables such as attitudes and needs ofthe followers, the organisation’s system, and its social, economic and political environment.Therefore, instead of trying to implement Theory Y as it is, a leader should manoeuvre the forces at play and try to create the right environment and conditions for his workers to be motivated and perform their best.

McClelland’s Need Achievement Theory:

 

David McClelland, in his book The Achieving Society (1961), puts forward his perspective about what he thinks motivate people. McClelland says that individuals learn early on to repeat behaviour that is rewarded. This is how they learn three needs i.e., achievement, affiliation, and power. His wisdom lies in suggesting that every human, regardless of his/her gender, culture, age, has these three motivating factors, one of which works as a dominant motivator. The leader is required to assess what the dominant motivating factor for his team members is. For instance, if a member has a strong need to accomplish challenges, would even take risks to achieve those challenges and goals, likes to receive constructive feedback on his work, are some of the signs that the person is need is achievement. For someone who displays a desire to belong to agroup, wants to please people, likes to collaborate and cooperate with peers, imply that the person’s need is affiliation.Someone who take measures to control and coerce others, does not like to lose an argument,enjoys recognition, etc. show that the person needs power. A smart leader would identify the dominant motivators in his team, and asRybnicek,Bergner, andGutschelhofer(2019) suggest, would assign tasks and set goals according to these needs. People motivated by achievement should be given challenging projects and often allowed the margin to work alone. They should be given honest feedback as they are keen to work on what they lack. Those motivated by affiliation are easy to work with and should be integrated into teams. Those who are driven by the need to attain power like to stand out and have competition. Therefore, it is best to assign goal-oriented projects to them, so they remain motivated. Playing to their strengths, they are usually the best choice for making negotiations. Conclusively, a good leader would keep McClelland’s needs’ achievement theory, assess the dominant motivators in his team members, and assign tasks accordingly. This will ensure that everybody remains motivated and engaged with the work.

Adams’ Equity Theory:

 

John Stacey Adams proposed the equity theory in 1965to explain job motivation. According to Huseman, Richard, Hatfield, and Miles, equity theory states that “individuals who perceive themselves as either under-rewarded or over-rewarded will experience distress, and this distress leads to an effort to restore equity” (1987). The most crucial factor of this theory is the focus on the interchange i.e. humans give something and have an expectation to receive something in return. What they provide, i.e. the input, which includes their education, skills, experience, hard work, etc. should be equal to the benefit they perceive they have received i.e. the output, which include the salary, intrinsic rewards, benefits, etc. Adams says that “inequity exists for the person whenever he perceives that theratio of his outcomes to inputs and the ratio of others’ outcomes to others’ inputs are unequal”(1965).He also emphasises that “the greater the inequity,the more distress individuals feel, and the harder they will try to restore equity.” They do this by what he calls the “means of inequity reduction.” These include altering the quality of their work, altering inputs and outputs, leave the job or force others to leave. Some may get too disturbed that they would leave the field (Al-zawahreh and Madi, 2012).

So, in order for that to not happen, leaders should make sure that they are just and fair in the treatment of employees. Also, they should be accessible so workers can communicate any grievances they have. If workers feel that they are being mistreated and their work is not valued fairly, they will harbour objections in their heart, which will hamper their performance or may even lead them to quit. Al-zawahreh and Madi’s study show the importance of equitable pay on employees’ job satisfaction and motivation. Hence, a good leader should make sure that the workers’ do not feel their dedication and time are being underpaid, or that they feel they do not receive the same treatment, recognition, and appreciation as others.

Vroom’s Expectancy Theory:

 

Victor Vroom’s expectancy theory (1964) about job motivation is said to be one of the most realistic ones, as it combines individuals’ aims and organization’s objectives (Harold and Heinz,1988). His theory is built upon three key aspects: expectancy, instrumentality, and valence. Expectancy is the relationship between individuals’ efforts and performance. If he believes that an increase in efforts would lead to a better, exceptional performance, he would be more motivated to put in the effort so that the personal goal of better performance is achieved. Instrumentality is the employees’ belief that better performance will lead to rewards like an increase in pay, added bonuses, etc. This expectation will push the worker to give his best performance. Valence measures the rewards or outcomes for the workers. These may be salary, recognition, prospects of promotions, etc. but they can also be negative such as tiredness and fatigue. However, for the workers to remain motivated, the sum of valence should remain positive. According to Vroom, these are three factors that come into play and motivate the employees to bring their A-game forward. Hence, a leader realises that for the workers to remain motivated, their intrinsic and external motivations should be met. Apart from monetary incentives, a leader gives the margin to perform and excel to his team so that the feeling of achievement they would get can surpass their fatigue and tiredness.

Porter-Lawler Model of Motivation:

 

Porter-Lawler Model of motivation (1968) expand upon Victor Vroom’s Expectancy Theory. Instead of assessing motivation based only on expectancy, instrumentality and valence, they add more variables to present an even more nuanced and critical explanation of motivation. They state that employees’ recognition of their effort, ability and personal traits play a great role. To assess this,the model introduces effort, motivation, satisfaction and performance as added variables. This model incorporates the nuance that a worker would display increased motivation and better performance when they expect a reward. Hence, it is up to the leader’s wisdom to realize that a monetary incentive is not always the best one to offer. Rather, “performance should be measured systematically and accurately so that rewards are distributed fairly, an important variable in maintaining high motivation” (Iancuand Badea, 2015). Moreover, this model also suggests that individuals may think that they deserve a higher award than they receive.

Figure 2 shows their basic model; the dashed line arrows demonstrate theconnection between employees’ perceived performance and the rewards they think they deserve. So, intrinsic, extrinsic, as well asa perceived reward all contribute to members’ satisfaction and in turn, fuel motivation. A leader should be mindful of all three.

Conclusion:

All the theories discussed are well-established and have been empirically tested in workplaces. All of them present a somewhat different approach to what a leader must do. Maslow suggests that a leader should work to attain self-actualization and encourage his team members to the same and that would fuel their motivation; Herzberg states that a real leader ensures that his team members’ relationship between with their work is great and the would be the most crucial motivator; McGregor suggests that a leader should believe that his team members are responsible and committed and try to create a healthy workenvironment for his workers to be motivated; McClelland holds the view a good leader will assess what the dominant motivators of his team members are, and assign tasks accordingly; according to Vroom, members’ expectation for greater reward in return of great performance is what becomes the motivational factor; for Porter and Lawler, a leader should be aware of intrinsic, extrinsic, as well as perceived rewards that the members’ expect and fulfil those. Conclusively, there is no set formula that makes one a great leader. However, he must be accessible, provide detailed feedback, appreciate, be optimistic and supportive. All the qualities he will adopt will be mirrored in his team members and their work.

 

References:

 

Adams, J. Stacy. “Inequity in social exchange.” In Advances in experimental social psychology,    vol. 2, pp. 267-299. Academic Press, 1965.

Al-Zawahreh, Abdelghafour, and Faisal Al-Madi. “The utility of equity theory in enhancing         organizational effectiveness.” European journal of economics, finance and             administrative sciences 46, no. 3 (2012): 159-169..

Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work (2nd ed.). New   York: John Wiley & Sons.

Huseman, Richard C., John D. Hatfield, and Edward W. Miles. “A new perspective on equity      theory: The equity sensitivity construct.” Academy of management Review 12, no. 2     (1987): 222-234.

Iancu, Dumitru, and Dorel Badea. “Perspectives on Using Theory Porter-Lawler Student Motivation Military.” In International conference KNOWLEDGE-BASED             ORGANIZATION, vol. 21, no. 1, p. 213. 2015.

Koontz Harold and Weihrich Heinz, Management, Ninth Edition, McGraw Hill International       Editions, New York, 1988, p. 419.

Lawler, Edward E. “A correlational-causal analysis of the relationship between expectancy           attitudes and job performance.” Journal of Applied Psychology 52, no. 6p1 (1968): 462.

Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, 50(4), 370- 96.

Maslow, A. H. (1970a). Motivation and Personality. New York: Harper & Row.

McClelland, David C. Achieving society. No. 15. Simon and Schuster, 1961.

McGregor, Douglas M. (1967). “The professional manager.”

McGregor, Douglas, and Joel Cutcher-Gershenfeld. (1960). The human side of enterprise. Vol.     21. New York: McGraw-Hill.

McLeod, Saul. (2007):  “Maslow’s hierarchy of needs.” Simply psychology 1:4.

Rybnicek, Robert, Sabine Bergner, and Alfred Gutschelhofer. “How individual needs influence   motivation effects: a neuroscientific study on McClelland’s need theory.” Review of     Managerial Science 13, no. 2 (2019): 443-482.

Vroom, Victor. “Expectancy theory.” Work and motivation (1964).

 

Introduction to Entrepreneurship

Pages:12

Introduction

Developing an entrepreneurial mindset is related to the capability of the mind. It describes a way of thinking that helps individuals accept challenges and be decisive. Overcoming issues and accepting responsibilities is the basic need for improvement. It allows people to learn from mistakes and improve skills (Baron, R.A. and Hmieleski, K.M., 2018). Entrepreneurship is an important factor in modern, economic, and social life. The entrepreneur and owner-manager both are running a short term small business. The business manager can find some role model to make decisions whereas the entrepreneur is a person who is managing a new business without having any approach (Carbery, R., 2015). Thus the nature of business must be profitable and easily sustainable for the customers.

Entrepreneurship as a concept. It grasps the promise of growth and helpful factor in earning profit and enjoyable for long term success. New ventures conducted some mistakes at the start but after some seeking steps, it may give a lot of profit in the form of popularity.

Rules and decisions also have their own values. If the rules are strong to implementation that will give a reward in the form of profit as a return. Training and educational facilities are rare for new entrepreneurs. There is no source that provides the entrepreneur with practice and skills to move on business. Lack of market experience is also a hurdle behind establishing entrepreneurship (Peters, M., 2005).An entrepreneurial mindset can develop, if individuals willingly work and strive for excellence. Working on business startup and identification of path towards entrepreneurial mindset is oriented on three building blocks. These are identification of the opportunity, creation of value and capturing that value. The identification of the opportunity needs solution of problem.

Undervalue creation; need is evaluated to examine the issue. The entrepreneurial skills can be developed when there are some external ways to showcase skills (Blundel, R., Lockett, N. and Wang, C.L., 2018). This critical assignment is significant to understand individual characteristics related to entrepreneurial mindset. The paper will identify social forces that help contribute entrepreneurial success and failure. Current research related to entrepreneurship will be discussed in this paper, in addition some approaches to entrepreneurship will also be elaborated.

Entrepreneurial Traits

Entrepreneurs work to enhance economic development and create opportunities. A successful entrepreneur expands its thinking and vision to implement unique ideas. Implementing innovation is central for entrepreneurs because they accept challenges. To me, an entrepreneur is not only a creative person but capable to communicate effectively because it is a highly motivated element to open new horizons of success. My entrepreneurial traits are strong working ethics, creativity, and passion and open mindedness.

These traits are linked to more traits and skills that enable me work hard and get discipline in my life. I believe some other traits like creativity, self-confidence, preserving, leadership, team spirit, adaptability, self-motivation, agree to take risk, and ability to format a network also exist in my personality. Social forces are directly implemented in an entrepreneur’s business because an individual is a person who analyzes the social problems critically and makes some creative, sustainable and innovative ideas to solve this problem through his vision. Individual characteristics and social forces associated with an entrepreneur’s business.

Everything has two aspects: success and failure. A person canonly know the value of success who has faced failure. Here some characters are mentioned that are contributing to the success and failure of the entrepreneur business.

Features behinds success of Entrepreneur

Some characters behind the successful entrepreneur business are discussed as:

Seriously step forward, the best entrepreneur takes every step of his business very carefully because he knows he is responsible for every kind of deed in the form of profit and loss.

Satisfactory dealing with customers: A customer is a person to whom the business existed. Numerous implementations are adopted to satisfy the customers and to get many consumers to maximize the profit.

Cautious in decision making: Every decision directly affected the business reputation, thus the entrepreneur must be watchful in making the decisions.

 Harness of technology: The best entrepreneur should have awareness about the use of technology. It will help to increase the production and quality of goods would be appreciative.

Personal involvement: Personal attention and investment of personal thoughts bring the business to the top. Because you may not make others better unless you make yourself better in front of others.

Not afraid of risks: The entrepreneur can make business better only when he is willing to face any kind of risk.

Causes of Failure

Some reasons behind the failure of entrepreneur can be:

 Employee excuses: Employee excuses are extremely involved in business failure because if they are not responsible for their duties the compensation has to the businessman in the form of loss or business failure has to face.

 Pause due to business failure condition: If the business-facing continuous loss and the owner take a pause not taking steps for the improvement. This situation also may cause the entrepreneur to fail (Blundel, R., Lockett, N. and Wang, C.L., 2018).

Outside forces involving in business: When a business-facing unusual condition like an uncertain economy, political issues, or the price fluctuation in the market may cause business failure.

Dishonest staff: Dishonest staff is a major reason for the business failing because they do not have a fair feeling for the business.

Unable to handle confrontation: If the owner fails to solve employee issues and confrontations, this reason also affects the business badly.

GET2 Test Score

My critical evaluation is incomplete without including test score. Overall GET2 test score of first attempt is 74% that means I am occasionally enterprising. As an entrepreneur, I am able to work on limited projects and this situation reveals that working as intrapreneur is possible in leisure time by doing voluntary work. I have amedium score in achievement that means I have orientation for future, effective management of time, I rely on my abilities, and I am determined to ensure my objectives through realistic goals. This medium score meansI am good at balancing my life and work.

Gibbs reflective cycle allows understanding of description, feeling, evaluation, analysis, and conclusion and action plan. The description of experience, feeling about it and evaluation that this experience is good or badenhance learning and planning. Whatever is learned, is presented in conclusion. My action plan on the basis of this test will elaborate how much strengths I possessand how could I deal with such situation in my life.

The values of result show that I am capable to build up business knowledge and skills and I can further learn from business, technology platforms.A medium score on achievement means need for achievement is high that can exhibit different qualities such as being optimistic, managing time effectively, result orientation approach, and willingness to do work in long term. My determination to do business is based on high energy levels and persistence is a pursuit in my aims. I can adequately take responsibilities with strong drive. Thesequalities will help me be careful about maintaining work life balance and take care of relationships in my life.

I have medium score in autonomy and creativity, that means I am independent, determined and individualistand can be a valuable member for my organizational team. If I start a business, it would be easy to work with employees. My radical disruptive innovative ideas can be game changer for me. My creativity allow me brainstorming and mind-mapping that allow iterative process of thinking. I have attained highscore for risk taking and medium score for locus of control.High score on risk taking can be helpful for me to seize opportunities and be analytical. Locus of control can be effective for me to be self-confident, proactive and display enterprising skills. This will develop necessary business skills for enterprise. My management of control is based on opportunism, self-confidenceand taking control over my destiny. Opportunism is a key advantage that allow me think positive and navigate problems to get success in all ways of life. Internally strong feeling allow hard work and exert controlover life. I tend to express strong will that is linked to self-belief because it is a point where results are equated with the efforts done. My creative skills develop innovative approach for my thinking.

GET2 test score for attempt two is 80% which shows a high achievement towards enterprising. Remaining scores of creativity, risk taking, determination and locus of control are same as first attempt.

Evaluation of Leadership Potential

Evaluating own leadership potential is linked to the quality of perception and thinking capabilities. My leadership potential as an entrepreneur is positive associated with skills. The perception and attitude to work allows open mindedness and planning.  Capital and finance is the backbone of every kind of business unless you cannot come in true your own business. After the process of investment, you may further step forward in entrepreneurship. The owner of the entrepreneurship must be decision making and adopt visionary methods. The owner of the business ready to respond every time against the market disorder, in case of partnership and at the time of loss.An entrepreneur must know how long his business will exist? How much does he gain profit? Which product will be introduced? How much workforce is required to complete the task? These factors must a businessman have in mind to establish a prolonged business.  Entrepreneurship focused on such business plans which were not introduced before, this loneliness is also issued around entrepreneurship. There is no role model available to follow. The businessman has to make his own strategies to run the business.

The leadership potential can be evaluated while working in an organization and measuring the outcomes. I believe that leadership activities in business can develop positive results if there is motivation for employees. The strategic plan for growth is the major task for leaders and it helps entrepreneurs to take corrective actions. For example, in my view, my leadership potential is linked to opportunities, when I get a streamlined direction, I can effectively respond to customer needs.

Being an entrepreneur, I believe opening up new markets for existing products is the best way to respond to the customer needs. I work for the motivation of employees so that market development procedures can be improved. This process is also beneficial for the modernization of distribution channels. With the implementation of new methods, better skills and management of expertise is possible. This process is also helpful in securing the old finance sources and introduce better and new methods. With this mechanism, flow of work can be organized, and any insecurity in financial system can be eliminated.

I believe on my leadership potential because it can be clearly seen from decision making power. If my implemented system for employee’s recruitment and hiring works better and gives productive results, I would be assured that my leadership potential as an entrepreneur is adequate (Zahra, S.A., 2015). Communication strategies and information within organization is strongly recommended because it serve quality. In the organizational culture, an entrepreneur is responsible to bring innovation and conceptualize channels of communication. In addition, employment, development and empowerment of employees is useful indicator to see if the employees are satisfied. Therefore, leadership tasks are extensive and include reward and appraisal system for employees. It is also a major issue involving entrepreneurship. The honest and liable team makes the business to its superior ways, thus team binding and designations according to abilities also matter to the business growth directly.

Entrepreneurship is an example of fire that looks attractive but when anyone goes it’s nearer it burns the hand who wants to catch it. Entrepreneurship is the same thing only such a person uses this strategy that can bear the loss, face failure, take risks, and have decision making power. These passionate persons are called entrepreneurs and adopt different approaches for entrepreneurship.The personalities and traits approach is to judge the personalities because different personalities conducted different approaches. Researchers believe that there is a correlation between personality type and a successful entrepreneur.

Sociological approaches drive with the social and cultural factors which are directly involved in the growth of the business. It also provides a guideline on how social and cultural structure reacts to business development.

Although, everybody knows that the entrepreneur person is not common. He is a creative-minded, multi-talented, decision-maker, and has a visionary and intellectual spirit. Far away from the fear of loss or failure. He must be competent in any kind of situation and can develop motivational power to achieve the goal. This approach shows a strong and motivational approach of the entrepreneur toward his business (Burns, P., 2016).

The process approach is focused on running the entrepreneurship; personalities do not matter in this approach. The academic institutions follow this approach during the teaching session of entrepreneurship. This approach is also taught as different courses like business management courses.Babson College is the top leading institute for entrepreneur education which introduces the new approach for entrepreneurship. The method approach emphasizes on learning and practicing. This kind of approach calculates the skills and relevant techniques.

Dr. Heidi Neck who is a well-known entrepreneur’s educational expert from Babson College offers key steps to practice to develop entrepreneurship. The practice of play is conducted to open the student’s mind for new and innovative ideas. For example mind mapping, and brainstorming. Empathy practice is conducted to understand the feelings of customers, to meet their expectations.The creation practice pushes the students towards new creations, to improve production and to meet the needs of the followers (Osterwalder, A. and Pigneur, Y., 2010).Experimentation practice leaves the students freely, to gather personal experience and experiments to make some innovative ideas to develop the business in a new shape.: The practice of reflection helps the students to take a back step on action practices and find out new directions for entrepreneurship.

To be successful as an entrepreneur, it is necessary to have a mental attitude that can provide a positive outlook. With this mindset, any company can influence the corporate culture. In such an operating framework, there is no room for negative thoughts because they undermine company’s progress and forward development. It is management to motivate employees and lead them in a positive development (Daniel Xh, R., 2019). For all the entrepreneurs, the necessary skills are linked to positivity of attitude because a positive attitude influences all the employees so it enhances efficiency and productivity. A productive environment is associated with high business profits as well as better retention rates for staff.

 

References

Baron, R.A. and Hmieleski, K.M., 2018. Essentials of entrepreneurship: changing the world, one idea at a time. Cheltenham (UK): Edward Elgar.

Blundel, R., Lockett, N. and Wang, C.L., 2018. Exploring entrepreneurship. Los Angeles: Sage.

Burns, P., 2016. Entrepreneurship and small business: start-up, growth and maturity. New York: Palgrave Macmillan.

Carbery, R., 2015. Managing the HRD Function. Human Resource Development, pp.47–62.

Daniel Xh, R., 2019. The Complete Management and Leadership Resource Guide (CMLRG). Management and Leadership Skills that Affect Small Business Survival, pp.105–162.

Osterwalder, A. and Pigneur, Y., 2010. Business model generation: a handbook for visionaries, game changers, and challengers. Hoboken, NJ: Wiley.

Peters, M., 2005. Entrepreneurial skills in leadership and human resource management evaluated by apprentices in small tourism businesses. Education Training, 47(8/9), pp.575–591.

Zahra, S.A., 2015. Corporate entrepreneurship as knowledge creation and conversion: the role of entrepreneurial hubs. Small Business Economics, 44(4), pp.727–735.

Edinburgh, U., 1970. Gibbs’ reflective cycle. [online] The University of Edinburgh. Available at: <https://www.ed.ac.uk/reflection/reflectors-toolkit/reflecting-on-experience/gibbs-reflective-cycle> [Accessed 28 Apr. 2020].

Grugulis, I., 2007. Management and leadership development. Skills, Training and Human Resource Development, pp.133–155.

Hoch, J.E. and Dulebohn, J.H., 2013. Shared leadership in enterprise resource planning and human resource management system implementation. Human Resource Management Review, 23(1), pp.114–125.

Hoch, J.E. and Dulebohn, J.H., 2017. Team personality composition, emergent leadership and shared leadership in virtual teams: A theoretical framework. Human Resource Management Review, 27(4), pp.678–693.

Anon, 2020. Human Resource Development, Diversity, Skills And Training. Case Studies in Work, Employment and Human Resource Management, pp.111–111.

Malebana, M.J., 2014. Entrepreneurial Intentions and Entrepreneurial Motivation of South African Rural University Students. Journal of Economics and Behavioral Studies, 6(9), pp.709–726.

Millikin, J.P., Hom, P.W. and Manz, C.C., 2010. Self-management competencies in self-managing teams: Their impact on multi-team system productivity. The Leadership Quarterly, 21(5), pp.687–702.

Shepherd, D.A. and Patzelt, H., 2018. Motivation and Entrepreneurial Cognition. Entrepreneurial Cognition, pp.51–103.

Shirokova, G., Laskovaia, A. and Beliaeva, T., 2017. Entrepreneurial learning and entrepreneurial intentions: a cross-cultural study of university students. European J. of International Management, 11(5), p.606.

Strubler, D.C. and Redekop, B.W., 2010. Entrepreneurial human resource leadership: A conversation with Dwight Carlson. Human Resource Management, 49(4), pp.793–804.

Turhan, N.S., 2020. Analysis on Entrepreneurial Intentions and Motivation and Learning Strategies of University Students. International Journal of Educational Research Review, pp.159–164.

Ziek, P. and Smulowitz, S., 2014. The impact of emergent virtual leadership competencies on team effectiveness. Leadership & Organization Development Journal, 35(2), pp.106–120.

 

The Birth of Swaps – Raphael Hodgson

Pages:4

A Critique

Summary

During the 1970s, the dim periods of administrative abundance, globalization was obstructed by intense limitations forced by governments on outpourings from their capital markets. The United StatesandUnited Kingdomorganisationstackled a portion of these limitations by contriving equal credit understandings.Whereby United Statesorganisationssubsidisedshares of United Kingdomorganisations in the United States and United Kingdom organizations subsidized backups of United States organizations in the United Kingdom, subsequently avoiding cross-fringe movements. Be that as it may, these courses of action were perplexing and dependent upon legal wheeling and dealing. The swap turned out to be a rather simple solution to the issue.

Organisations in the two nations were getting progressively globalised and required financing for their worldwide ventures. Thus, a back-scratching plan emerged whereby a United States organisation with activities in the United Kingdom would give dollars to a United Kingdomorganisation’s auxiliary in the United States. Simultaneously, the United Kingdom parent organisation would provide funds for theUnited Statesorganisation’s backup in the United Kingdom.

Rather than loaning monetary standards back and forth,the newly conceived swap acquired the ideal outcome by a direct trade of proportionate measures of two financial standards and a reverse trade of equal measures of similar monetary standards in the 10 years, balanced when the estimation of money. The first swap was finished a couple of months after the fact, in August 1976.

Contribution

The article has incorporated a practical element into an otherwise theoretical topic. Apart from discussing the concepts of both ‘Swaps’ and ‘Parallel Loans’ it provides a detailed insight into the application of both the ideas in the practical financial world by elaborating on a real-life example. Another exciting thing that I believe this article has brought forward is a different way of looking at the existing financial instruments. By laying particular emphasis on how the concept of Swaps was derived by crucially analysing, it has established that there are no limitations to financial instruments by moulding the current financial instruments.There is a universe of different ways of producing new and useful instruments. It establishes that the financial world has unlimited possibilities.

Strengths and Weaknesses

The article, in my opinion, is particularly strong while discussing the background and the context that led resulted in a need for a new instrument to be created. It further provides excellent arguments on the technical fronts of parallel loans and swaps. Weighing down the technicalities of swaps against parallel loans, it has successfully demonstrated how the swaps are much less risky and convenient than parallel loans. However, I believe it has a few shortcomings too. Although it has established how swaps are a better alternative to parallel loans, it fails to analyse the downsides of swaps. It has argued that during the 1980s, swaps and other derivative instruments rose to prominence. Still, unlike for how it provided a practical example leading to the creation of swaps, it fails to back this claim with any actual example of successful and foolproof use of swaps.

The informational role of open interest in the futures market

Summary

This article inspects the long term relationship between open interestandfutures markets. It turns out that the open interest rates of the futures markets for products that can be stored havebeen samefor futures prices for a long time, yet we cannot say the samefor the non-storable futures markets. Besides, the futures prices will, in general,be a factor for open interest for storable products over time, butmay not work oppositely.

Open interest is a significant marker of trading movement exceptional to futures and alternative markets and has as of late got much consideration in writing. The examination of the long termaffiliation in inspired by the volatility of future values and also open interestin the writing. Notably, future prices are nonstationary. Correspondingly, earlier examinations have additionally given proof to nonstationary properties of open interest for some futures markets. The article explores the conceivable prolongedrelations among futures values along with open interest, giving extra proof to the effect of open interest on the stable portion of future prices. Next, if there is a long term correlation between open interest and future prices, it is additionally researched iffuture rates move open interest for the long term or the short term. The long term connection test between open interest and futures price gives immediate proof on the long-lastingconnection amongst open interest for futures markets. The discoveries of this examination ought to have significant ramifications for futuresto advertise efficiency.

The outcomes recommend that the open interest date cannot be a sufficient measure to anticipate futures prices over the long term, an outcome encouraging the thought of futuresshowcase methodological and smart planning. The discovery holds for both storable and non-storable futures as showcased in the analysis. The discovery shares the same data between futures prices and open interest streaming after the previous to the last-mentioned for storable futures markets. For the non-storable futures markets, additionally keeping this assumption up, as open interest for these agreements might include relevant long-run data onfutures prices. The significant ramifications are that showcased members will most likely be unable to utilisespecialised investigation using open interest to foresee future conduct of futures costs reliably.

Contribution

The article has proved to be of immense use to financial professionals. It has provided a thorough statistical investigation which helps in drawing the relationship between long term and short term futures prices, which might be helpful in future for reference purposes. Apart from merely providing statistical evidence to establish an association between futures prices and open interest rates, it has demonstrated how the role played by open interest rates is crucial and essential for the futures market and the futures pricing.

Strengths and Weaknesses

The article has no particular weaknesses; it is as thorough and analytical as is it can get. In portraying the relationship between long and short term futures prices and open interest rates, it doesn’t just use theoretical knowledge. Instead, it backs its hypothesis by a detailed statistical analysis spanning over 10 years consisting of not just stocks, but essential commodities too. It provides an extensive discussion regarding the data and methodologies used. I believe the article is genuinely magnificent.

Glass Ceiling Effect at the workplace for African American Women

Pages:15

A significant increase in female employment in the corporate sector has been noticed around the world. As a consequence, women have made substantial progress in achieving the middle-level managerial position in formal businesses, but encounter challenges while their way towards leadership posts (Sabharwal, 2013; Ricucci, 2009; Bowling et al., 2006).Various metaphors such as “sticky floors”, “a glass ceiling”, “a glass wall”, “a glass escalator” have been cited to describe prevalent difficulties.“The Glass ceiling” phenomenon describes those hurdles and blockades that females face within their journey towards leadership positions (Kabir, 2020; Baxter and Wright, 2000); whereas, the “Glass walls” points to those hurdles which let the females work in specific agencies conventionally recognized to be more feminine (Ng and Sears, 2017; Kabir, 2020; Baxter and Wright, 2000). “Glass escalators” points at the professional separation based on gender (Kabir, 2020). Similar to this, ‘Sticky floors’ try to hold the women at jobs of lower-level and prevents females to advance into higher hierarchy posts (Kabir, 2020).  The glass ceiling phenomenon has often been linked with employed, and studies have traced that in contrast to males, women have 18% less chance of promotion into the top-level managerial posts (Parker, 2018).

This essay highlights the experiences of employed African-American females while advancing towards top management ranks. Many studies have been done on female leaders andmanagers to recognize the main reasons for success and failures (Morrison, White & Van Velsor, 1982).  Many studies on women have been completed in small organizations (Davis and Maldonado 2015). According to Bell (1992), research on women and particularly on women of colour are ignored by the researchers. On the other hand, Waring (2003) points out that if there is any research or scholarship on women and management, it represents the standpoint of one group only while ignoring the impact of gender and race on African-American females.

This essay has been divided into four parts. The first part discusses ‘the glass ceiling effect’ in detail followed by the factors encouraging women to advance at the higher-level management positions. The next part highlights leading factors contributing to ‘the glass ceiling’ at the workplace in American Context in general with the help of theories notably Feminism and the Critical Race theory and relevant literature on the focal topic. The penultimate part discusses the evidence of ‘concrete ceiling’, particularly in the context of African Americans[1]followed by the factors causing them to face these effects. The final section provides the conclusion of the essay.

Accurate history of the ‘glass ceiling’ concept has not been found; however, its evidence can be traced back to the United States in the late 1970s (Wirth, 2001; Eagly and Carli, 2007). ‘Glass ceiling’ has a negative connotation and it refers to those hurdles and barriers which a woman confronts in her attempt to advance at top leadership positions (Kabir, 2020; Baxter and Wright, 2000; Saleem et al., 2017). It happens by restricting the eligible women by creating invisible hurdles to prevent them from being promoted  (Sabharwal, 2013; Kiaye and Singh, 2013),and to be chosen for analytical roles because of the typical workplace belief of encouraging men at top posts (Acker, 2009; Kiaye and Singh, 2013; Schein, 2007).

Although the participation of women in the corporate workforce reached to 57% in 2016 as compared to 34% in 1950 in the United States (Weinstein, 2018), they are still facing invisible hurdles that are restricting the women to process at the top-level positions. This can be echoed in the scholarship publishing on the focal topic. The scholarships have pointed out the existence of ‘occupational discrimination’ in the United States, and it is generally believed that women are more suitable to work in industries particularly teaching, nursing, and other social work (Weinstein, 2018) while men are suitable for law enforcement bodies and others professions. This occupational separation between men and women resulted in a difference in their wages. It has been noticed that women-dominant profession was less paid as compared to the male-dominant professions. The wage gap reduced following the1980s, but the concept is evident still (Graf et al., 2018). Research reveals that in the United States men’s annual earnings ($50,442), on average, are almost twice as compared to women’s earning ($28,683) (Pierre, 2019). These gender pay differences and occupational segregation reflect the perception of the society about the role of females and their value to the companies.

The women underrepresentation has been noticed in large corporations also. Catalyst (2019) shows that men lead most of the Standard & Poor’s 500 companies, while women lead only 24% of companies. Thus, extremely less females end up in high-level positions informal businesses. Women, who reach this level often, appear to complain of being isolated at the organization. This structured alienation proves to be harmful to female wellbeing and limits them to utilize their full potential to progress in the top managerial posts, and it has been noticed that in the United States a small percentage of women (5%) appear to occupy top management (Catalyst, 2020). This reflects the clear division in leadership positions based on gender in top-level roles in companies. This, further, reflects thatin the United States women will be less likely to be hired at higher hierarchy management posts due to employers’ perception that men are good in performing certain tasks that women generally do. In addition to the above, it has been noticed in the literature that in the beginning of the career,as compared to women, men are getting rapid (30% higher) promotion; the likelihood of women to spend about five years in the stagnancy of Job to be promoted to next cadre is more than men (Fierre, 2019).

In the 1980s and 1990s, researchers tried to find out the lost links between the oppressed groups with the construction of, race, gender, nationalism, and social class (Collins, 2003). “Social class” is defined “as a descriptive, static system of individual classification” (Collins, 2003; Eagly, 2005), and these boundaries give the men more opportunities to have easy availability of top posts with increased power.  In this essay, the glass ceiling effect on African-American females is demonstrated by the help of two theories, i.e. the Critical Race Theory and Feminism. The critical race theory and feminism both have a common point of view regarding the marginalized commodities of society.

Racism is a dynamic and organized concept whereby certain influential racial groups  have privilege and benefits, on the other hand, it also dis-empowers and removes resources from the inferior group (Gee, G.C., Hing, A., Mohammed, S., Tabor, D.C. and Williams, D.R., 2019).For example, in the United States, the whites are an influential racial people. This concept works in multifaceted ways such as bad treatment by social institutions, prejudices, stereotypes, and discriminatory behaviors towards inferior group. The Critical Race Theory (CRT) was emerged in 1970s with the study of race, racism and power by many activists and scholars (Crenshaw 1988). The main focus of the CRT is the liberation of social groups, economic empowerment, and justice (McCoy and Rodricks 2015). The CRT tries to encounter theWhite dominancy, White power, and makes statements of just appointment of pupils in the light of “color blindness”  (Matsuda et al. 1993). On the other hand, Feminism is a movement for the rights of women and the person that talks about the women’s rights is referred as a Feminist.Gloria Bowles, Mary Belenky, Sandra Harding, and Liz Stanley (Wadsworth, 2001) are some key researcherson feminist discourse that emphasizes on women rights. Theories of feminism have highlighted the women oppression and gender inequality (hooks, 1984; Eisenstein, 2004). Feminists have different point of view regarding social groups/class. According to Hook (1984), this belief helps females in the US to unite against social discriminations and sexist oppression that paves a path to calibrate a united sense of women’s social status (Davis, D.R. and Maldonado, C., 2015). “Feminist theory addresses among other things, theconditions for the actuality of men and women – historical,political, economic, and ontological along with the virtualforces this actuality contains and through which it can betransformed” (hooks, 1984, p. 101). The main researchfocus were the White females and some women of colour (Collins, 1990; hooks, 1994;Parker, 2005). According to Collins (2003), Feminists scholarship challenged the concept of centrality of gender. Its main focus was on gender equality but it neglected the effect of race on oppression of women. Conversely, theories of Black Feminism gave novel angles and frameworks for analyses on leaders amongst African-American women (Davis, D.R. and Maldonado, C., 2015). As per Hooks 1994, Black females’ interest in Feminism is double i.e. women and Black “which continually perpetuate the belief that the self is formed in opposition to another” (p. 34).

 

The theory of Black feminism opens the door of experiences of Black females to other men and women. Black feminist theory covered the area of marginalization, where Black women are different not only from men but also from the other marginalized and white women (Collins, 2000). These women have distinct growth, developmentand power experiences. The underrepresentation of females at top management position in the United States is clearly visible. It can be argued that societal behavior and cultural factors at the United States are causing ‘glass ceiling’ effect for women at the workplace. This is not the case that such kinds of barriers have similar effect for the women of different races in the United States. The scholarships have echoed substantial disparity in the USin workplace experiences of African-America women and white women. Thus African American females are heavily affected by the hurdles of  the“glass ceiling” because of the preexisting feelings against the race African American. For instance, there is strong evidence of the phenomenon in the Defense Logistics Agency (DLA) office as the statistics reveal that only 3.8% of 4662 employees consist of African-American females.

 

The next term is called the ‘Concrete ceiling’ (Clay, 1998). Concrete ceiling is also called ‘Black Ceiling’ (Sepand, 2015). Discrimination on the basis of racism and sexism remain consistent in formal businessesand the like thereof (Gaetane, Williams &Shermaine, 2009). Vaughn & Miller (1997) emphasized, “the twin guise of racism and sexism still imposes great restraints on the utilization of the competence and talents of African American women” (p. 179).The Socio-cultural perspective includessocial class, race, and gender in the analysis of the nauances of power where it can be used as an oppressive tool (Merriam &Caffarella, 1999 as cited in Byrd, 2009). The oppressed African-American women are knitted in the system of race and gender which disempowered them in organizations exhibiting White supremacy (Stanley, 2009). According to Stanley (2009), “the lived experiences of African American women are not located within separate spheres of race, gender and social class. Rather, these spheres intersect and shape social realities that are not captured within traditional feminist discourse” (p. 552).

 

The presence of African-American females is scarce in the top-level posts of the businesses dominant with Black people. About merely six out of the “Black Enterprise Magazine’s top 100 businesses” have African American Women as CEOs (Williams, 1995, p. 65). This underrepresentation can be attributed to various individual and organizational factors that create hurdles for a woman to advance at higher management level positions. At individual level, factors such as: gender socialization role (Schweitzer et al., 2011), reducedself-esteem, and self-efficacy of women  (Matthews et al., 2010), life and work issues (Coronel et al., 2010), and the deficient social familial encouragement (Aycan, 2004), deficient mentors (Sealy and Singh, 2010) and deficient environment factors (such as, career sponsors and mentors) imperative for growth and advancement (Hersby et al., 2009; Metz, 2009) hamper female progress towards achieving professional goals. In the organizational level, aspects including, organizational surroundings (such as, unfavorable attitude and lack of objectivity towards females; Aycan, 2004; Broadbridge and Weyer, 2007), a deficiency of systematicand structured encouragement (Aycan, 2004), gender stereotyping attitude towards management posts (Schein, 2007), and non-supportive Human Resourcelaws and policies with regards to females (Hamel, 2009) are contributing towards women’s progress into management.

The black women have experienced substantially different kind of experience than white women in terms of the wage gap, high-level involvement in formal businesses, and access to opportunities (Fierre, 2019). Further, the studies have reported that black women, as compared to the white females, repeatedly endure barriers and stagnancy in the mobility of their careers and are also differentiated due to their race as well as their gender (Fierre, 2019). The studies have reported that black females occupy less senior, upper level management jobs in companiesas compared to their white female colleagues (Fierre, 2019). Further, there exist substantial incomedifferences between black and white women (Lockhart, 2018; National Women’s Law Centre, 2018). It has been reported that black women appear to earn $23,653 less than a white woman on annual basis (Lockhart, 2018; National Women’s Law Centre, 2018). The literature has reported that none of the black women occupy leading position in the Standard & Poor’s 500 companies (McGregor, 2018). In addition to the above, it has been noticed that black women have underrepresentation on the corporate board and, further, they are experiencing lack of mentorship for acquiring top leadership position in the corporation (Beeson and Valerio, 2015).

There are numerous factors which are contributing to concrete ceiling in the United States. A major reason that black females are experiencingthis isthat the black females who reach higher-level position in the organization are alone and have litter or no mentoring support (Clay, 1998).  Research on the twenty African-American females on top posts showed that guidance is the most important part in their lives. Further, they do not have familiar faces around them who encourage or motivate them to acquire top level positions in the organizations (Clay, 1998).

Along with substantial contribution of women to the corporate sector, working women appear to experience negative consequences. Firstly, working women appear to have little time for child birth and care (Wirth, 2001), thus, resulting in falling fertility rates in the country. Secondly, women working in the corporate sector appear to face the issue of burn out due to the increasing demand from the workplace and family (Jacobs & Schain, 2009). Finally, active participation of women also cause imbalance among family and work.

Based on the aforementioned facts, it can be concluded that, based on culture biases and societal behaviors, African American women still continue to experience barriers to acquire leading positions (glass ceiling) in the companies not only stemming from their gender but race as well (concrete ceiling). These systematic intuitions have impacted the values for all genders in the society and will continue to impact their role in the society. Therefore, black women are required to put extra efforts to prove others regarding their ability to prove and hold top hierarchal positions (Eagly and Carli, 2007). Further, the government needs to ensure black women representation, through legislation, in top level managerial posts in the organization to go beyond the issues of “glass ceiling” in general and “concrete ceiling” in particular.

 

 

Bibliography

Acker, J. (2009)From glass ceiling to inequality regimes. Sociologie du travail, 51(2), pp.199-217.

Aycan, Z. (2004)Key success factors for women in management in Turkey. Applied Psychology, 53(3), pp.453-477.

Baxter, J. and Wright, E.O. (2000)The glass ceiling hypothesis: A comparative study of the United States, Sweden, and Australia.Gender & society, 14(2), pp.275-294.

Beeson, J. and Valerio, A.M. (2012)The executive leadership imperative: A new perspective on how companies and executives can accelerate the development of women leaders.Business Horizons, 55(5), pp.417-425.

Bowling, C.J., Kelleher, C.A., Jones, J. and Wright, D.S. (2006)Cracked ceilings, firmer floors, and weakening walls: Trends and patterns in gender representation among executives leading American state agencies, 1970–2000. Public Administration Review, 66(6), pp.823-836.

Broadbridge, A. and Weyer, B. (2007)Twenty years later: explaining the persistence of the glass ceiling for women leaders. Women in management Review.

Catalyst (2020)Pyramid: Women in S&P 500 companies. (January 15, 2020). Available at: <https://www.catalyst.org/research/women-in-sp-500-companies/>

Clay, V. L. (1998). African-American Females and the Glass Ceiling in Defense Logistic Agency. Kalamazoo, Michigan : Western Michigan Univeristy . Available at: Western Michigan University: <https://scholarworks.wmich.edu/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=2555&context=dissertations> (Accessed 21 April 2020)

Collins, P. H. (1990) Black feminist thought: Knowledge, consciousness and the politics of empowerment. New York, NY: Routledge.

Collins, P.H. (1998)Intersections of race, class, gender, and nation: Some implications for Black family studies.Journal of Comparative Family Studies, 29(1), pp.27-36.

Collins, P.H. (2002)Black feminist thought: Knowledge, consciousness, and the politics of empowerment.Routledge.

Coronel, J.M., Moreno, E. and Carrasco, M.J. (2010)Work–family conflicts and the organizational work culture as barriers to women educational managers.Gender, Work & Organization, 17(2), pp.219-239.

Crenshaw, K.W. (1988)Race, reform, and retrenchment: Transformation and legitimation in antidiscrimination law. Harvard Law Review, pp.1331-1387.

Davis, D.R. and Maldonado, C. (2015)Shattering the glass ceiling: The leadership development of African American women in higher education.Advancing Women in Leadership, 35.

Eagly, A.H. (2005)Achieving relational authenticity in leadership: Does gender matter?.The Leadership Quarterly, 16(3), pp.459-474.

Eisenstein, Z. (2004) Against Empire: Feminism, Racism, and the West. New York, NY: Zed Books.

Gee, G.C., Hing, A., Mohammed, S., Tabor, D.C. and Williams, D.R. (2019)Racism and the life course: taking time seriously.American Journal of Public Health, 109(S1), pp.S43-S47.

Graf, N., Brown, A. and Patten, E. (2018)The narrowing, but persistent, gender gap in pay. Pew Research Center.

Hamel, S.A. (2009)Exit, voice, and sensemaking following psychological contract violations: Women’s responses to career advancement barriers.The Journal of Business Communication (1973), 46(2), pp.234-261.

Hersby, M.D., Ryan, M.K. and Jetten, J. (2009)Getting together to get ahead: the impact of social structure on women’s networking. British Journal of Management, 20(4), pp.415-430.

Hooks, B. (1984) Feminist theory: From margin to center. Boston, MA: South End Press.

Jacobs, P. and Schain, L. (2009)Professional women: The continuing struggle for acceptance and equality.Journal of Academic and Business Ethics.

Kabir, S.L. (2020) Through the Glass Ceiling, over the Glass Cliff? Women Leaders in Bangladeshi Public Administration.Gender Mainstreaming in Politics, Administration and Development in South Asia (pp.87-109). Palgrave Macmillan, Cham.

Kiaye, R.E. and Singh, A.M. (2013)The glass ceiling: a perspective of women working in Durban. Gender in Management: An international journal.

Vox (2020) Tuesday Is Black Women’S Equal Pay Day. Here’S What You Should Know About The Gap. Available at: <https://www.vox.com/identities/2018/8/7/17657416/black-womens-equal-pay-day-gender-racial-pay-gap> [Accessed 21 April 2020].

Matsuda, C., C. Lawrence, R. Delgado.and K. Crenshaw. (1993)Words that Wound: Critical Race Theory, Assaultive Speech, and the First Amendment. Boulder, CO: Westview.

Matthews, C., Monk-Turner, E. and Sumter, M., (2010)Promotional opportunities: How women in corrections perceive their chances for advancement at work. Gender Issues, 27(1-2), pp.53-66.

McCoy, D. L. and D. J. Rodricks. (2015) Critical Race Theory in Higher Education: 20 Years of  Theoretical and Research Innovations.ASHE Higher Education Report 41(3): pp.1–117.

The Washington Post (2018) Even among Harvard MBAs, few black women ever reach corporate America’s top rungs. Available at:<https://www.washingtonpost.com/news/onleadership/wp/2018/02/20/even-among-harvard-mbas-few-black-women-everreach-corporate-americas-top-rungs/?utm_term=.990534a57f21>(Accessed 21 April 2020).

Metz, I. (2009)Organizational factors, social factors, and women’s advancement. Applied Psychology: An International Review, 58(2), pp.193-213.

Morris, A.,White, R. & Van Velsor, E. (1982)Breaking the glass ceiling. Reading, MA: Addison-Wesley Publishing Co.

National Women’s Law Center. (2018). The Wage Gap: The Who, How, Why, and What To Do.

Ng, E.S. and Sears, G.J. (2017)The glass ceiling in context: the influence of CEO gender, recruitment practices and firm internationalization on the representation of women in management.Human Resource Management Journal, 27(1), pp.133-151.

Parker, K. (2018)Women in majority-male workplaces report higher rates of gender discrimination.Pew Research Center.

Parker, P.S. (2005).Race, gender and leadership: Reenvisioning organizational leadership from the perspectives of African American women executives. Mahwah, NJ: Lawrence Erlbaum.

Pierre, F. (2019)Breaking The Concrete Wall: The Challenges Facing African-American Women In The Workplace.

Riccucci, N.M. (2009)The pursuit of social equity in the federal government: A road less travelled?.Public Administration Review, 69(3), pp.373-382.

Sabharwal, M. (2015)From glass ceiling to glass cliff: Women in senior executive service.Journal of Public Administration Research and Theory, 25(2), pp.399-426.

Saleem, S., Rafiq, A. and Yusaf, S. (2017)Investigating the glass ceiling phenomenon.South Asian Journal of Business Studies.

Schein, V.E. (2007)Women in management: reflections and projections. Women in management review, 22(1), pp.6-18.

Schweitzer, L., Ng, E., Lyons, S., and Kuron, L. (2011)Exploring the career pipeline: Gender differences in pre-career expectations.Relations Industrielles/Industrial Relations, 66(3), pp.422-444.

Sealy, R.H., and Singh, V. (2010)The importance of role models and demographic context for senior women’s work identity development. International Journal of Management Reviews, 12(3), pp.284-300.

Sepand, V.C. (2015) The black ceiling: Barriers to career advancement for African American women in the US.

Wadsworth, Y. (2001)What is feminist research? [online] Available at:<http://ggsc.wnmu.edu/gap/wadsworth.htm> (Accessed 21 April 2020).

Weinstein, A. (2020) When More Women Join The Workforce, Wages Rise — Including For Men. Harvard Business Review. Available at: <https://hbr.org/2018/01/when-more-women-join-the-workforce-wages-rise-including-for-men> (Accessed 21 April 2020).

Wirth, L.(2001) Breaking through the Glass Ceiling: Women in ManagementGeneva: InternationalLabour Office.

Clay, V.(1998) African-American Females and the Glass Ceiling in the Defense Logistics Agency.Western Michigan University.

[1]This termrefers to the US-born African origin women (Goddard, Haggins, Nobles, Rhett-Mariscal, & Williams-Flournoy, 2014).

 

To What Extent Was Migrant Culture Weaponized In The Process Of Early Settlement?

Pages:

Throughout the years, people have ended up migrating from one place to another for various reasons, whether it be social, political, or economic. There has also been an increased migration of labor because of higher rates and labour smuggled for slavery. This paper attempts to explore the extent of hostility the migrant workers faced, and we will also be analyzing the response of the migrants, the way they opposed and negotiated changes, and the various ways through which they build up their separate network.

This essay will be arguing that migrant culture was excessively exploited and brought in to generate economic objectives. The Asians and Blacks had to live in subsidized shared apartments and often had to face many hurdles while looking for apartments themselves. The economic recession did not do any favors to the migrant community either as it only ended up worsening conditions and also making the community subject to racial discrimination and abuse, which remained mostly undocumented. The early migrant also had to face police force bias and very little support from the government.

The essay is divided into three sections; the first section will talk about the general sociopolitical conditions, the second section will talk about the immediate goals of the migrant workers, the third section will talk about the obstacles the migrants faced and will describe the way they tried to resolve most of the issues. The final section will explore the impact of the multicultural carnival and the ways through which it tied in the migrant community together; the final section will also explore the changes and the improvements that happened because of the political movements.

A Basic Understanding Of Pre-Migration Culture

 

Black activists have entrenched continuously in a scuffle over the meaning of their black identity. The struggle has played a significant role in defending their communities against racial attacks, as highlighted by Gillborn, who claims that black people’s issues have often been omitted from the academy because of investigation and financingsignificances. The first wave of immigration started in the 1940s and consisted primarily of early adults and very few children, what we understand from this is that there was a predominant culture of immigrant parents leaving their children behind with their grandparents until their pay and housing were set out. (McKenley, 2001)

There was inherent white domination in major social institutions where whites frequently tried to define and position the blacks behind stereotypical white defined realities. To counter this, black British activists formedand alsomonitored black bookstores as a means to counteract the physical attack and onslaught on their people. For schooling systems, there was an absence of directions from the state, and there was a natural inclination towards blaming the victims in case immigrant pupils, school teachers could barely be criticizedfor seeing the influx of migrant children unaware and unaccustomed to the land as problematic. (Beckles, 1998)

From the early 1950s to the end of the 1970s, the British country faced an acute shortage of labour and previous sources through which additional workers were drawn in proved to be insufficient. Therefore migrant workers from the Asian subcontinent and the Caribbean were incentivized to come in. South Asians, however, still add up to be a tiny percentage of the British population on the whole, and the members are still profoundlyfocused in the metropolises and towns that have a severelabour shortage.

British Treatment For The Migrants

Many of Britain’s white inhabitantsat the time viewed the increase of the south Asian colonies with alarm;almost a fourth of school applicantsare currently of south Asian origin. ( Ballard, 1994) However, contrary to the local opinion that all the migrants were poor and destitute, that was hardly the case. Most migrants came from middle-class backgrounds that could afford the long travel and saw migration as a career advancement step.

The initial migrants did not have a plan to settle down permanently; most of them had plans to accumulate capital and live frugally. Most migrants had problems with the British way of life and considered their livelihood setup as unhygienic and also devoid of respect and “izzat.” (Ballard, 1994) As time went on and these workers were able to accumulate more wealth and build a community of their own through which they were able to rebuild their cultural and social traditions in the western world.(Werbner, 1990)

Gradually religious forces came into play and became a source of differentiation between the migrants. Even though most migrants started from the bottom of the ladder, some of them managed to achieve more mobility than others. Islam was regarded continuously as a restrictive religion, which prompted its followers to be more restricted in the prospects of career advancements than others. However, the route for migration was not easy for most settlers, and many were subject to racial discrimination and also racial profiling. London was reportedly the worst place to be in because the attacks were more frequent and went mostly undocumented.

The Initiation Of The Migrant Movement

 

In 1993, the migrants had had enough with the racial profiling and sparked an uproar after a racial mob attack on a small group of Bengali men. One of the men who was beaten near death and remained in a coma for several months. This incident attracted a lot of media uproar and subsequently led to an abnormal amount of protests and uprisings. Vigils were held, and the gatherings developed into serious clashes with the police. This incident also prompted the initiation of the Brick Lane Rampage. (Keith, 1995)

Another challenge migrants faced was during the period of liberal control where local politics was racialized, and neighbourhoods were broken down into zones, and there were efforts made to keeping certain regions predominantly white. These measures tended to disenfranchise second-generation migrants of their right to housing, and people preferred paying fines for not allocating homes to homeless (east Indians and predominantly Bengalis). Liberal Party Campaign literature leaflets were also circulated, which upon analysis find several specific instances that were quite clearly playing to racism. The fake leaflets were designed to manipulate racial bias and hostility among the white electors in prejudice to be able to gain their votes. (Keith, 1995)

From the period of 1976, young Asians worked around forging anti-discriminatory politics that werecentered around local AYMS to help them in tackling racial violence. The AYM politics strategized themselves to introduce politics that echoed and reverberated with Black powerand also with developing countries’freedom movements. For the AYM’s the word black denoted a common political allegiance between individuals of African and also individuals of Asian source, the AYMS functioned without refuting the precise cultural changes of each cluster of individuals and worked towards building unity in diversity with all those of diverse religious experiences.

Indians were ahead of the game and were predominantly present in Britain before the mass migration took place. They had also previously formed an Indians workers association. The IWA claimed to fight against discrimination and promote friendship, peace, and freedom. However, the IWA characteristically showed a lack of support for strikes by black workers. Soon the Pakistanis, Bangladeshis, and Kashmiris formed their workers’ associations to counter racism. South Africans also joined the movement to give out a united anti-racist front. (The politics of Britain’s Asian Youth Movements – Anandi Ramamurthy, 2020)

The Children

The children of immigrants also faced many problems. They had to deal with a discriminator schooling system, poor housing, and law enforcement harassment, to name a few problems. They also had to see their parents deal with the recession and scapegoating, which came hand in hand with a rising racist activity where most parents were underpaid and overtasked for doing the same work as their white counterparts. Children had to be accompanied to the bus stops by teachers to protect them from physical attacks.

Once the children started arriving, the first thing most immigrant parents did was send them to school, and by the 1950s and onwards, there was a disproportionate increase in immigrant children in schools all around the world. School teachers were dismayed at the influx of immigrant children in schools among which headteacher George Meredith, in a section titled “the changing response of a secondary modern school in Handsworth” claimed that in the first few years when their school converted into one with children from south Asian descent there was a principal emotion of dismay amongst school teachers. (McKinley,2001)

Teachers claimed that children were sent to school as soon as they left the ship without giving them adequate time to adjust to their new surroundings. This action translated its effect into learning difficulties and emotional disturbance. (McKinley, 2001) Large figures of migrant families established themselves in London, local inquiries were made into the schooling and instruction of black students, and it was surprising to learn that many teachers implicitly believed negroes to be of lower intelligence than whites though nobody dared to say it out loud. (McKinley,2001)

In the 1970s, the mass media also played a critical role in igniting racial discrimination with headlines showing rare incidents of black groups and families being supported by the social security structure. When racist activities reached their peak, the migrant community stood up in protest and demanded protection from the police against racism and murder, and the release of two Asians wrongly arrested was the first sign of victory, which led to the establishment of the all Asian youth movement. (The politics of Britain’s Asian Youth Movements – Anandi Ramamurthy, 2020)

Black began not only to be seen as a colour but also as a political stance. Embracing the black political self was a way for the marginalized communities to recognize that it was no more appropriate to fear or endure racist mindsets. The British racism knitted the migrants together exceptionally well, such that the second generation hardly considered the cultural and religious differences between the migrant groups as a difference or was ever aware of them.

In August 1996, Laslett brought her vision of a carnival to reality.  Rhaunee Laslett, a community worker, and ex-social employee had the vision to bring together all the culturally diverse groups in a pleasant sequence of experiences and street demonstrations. Laslett believed that the best thing for the immigrant population would be to combine within British society. The council supported the cause because they believed that an improvement of the image was beneficial and could only bring good. The council itself at that period was looking towards developing racial harmony and had done a commendable job in identifying the causes of racial conflict and working towards eradicating them. However, the mayor ended up withdrawing the carnival grant a week before the event without specifying the reasons for doing so. Laslett was furious and wrote letters to news channels and continued with the carnival, which turned on to be a huge success. The blacks and whites who worked together for organizing the carnival also worked together to fight for housing. (Cohen, 1982)

Housing remained a big problem for many people in the UK, and the influx of migrants exacerbated the problem. Many people blatantly avoided giving housing to people of colour, and the blacks and Asians been charged exorbitant rates, and they, as a result, had to share accommodation with several people at a time to be able to cut costs. Most blacks also did not feel safe residing in predominantly white areas. (Back and Les Back Goldsmiths’ College, 1996) The Notting hill festival lost big bucks but developed the society, the carnival grew on to become a significant intermingling of cultures and became a platform through which everyone could talk about their housing problems. The carnival ended up becoming politicized unintentionally. (Cohen, 1982)

The carnival grew on to become a source of majorly west Indian expression; this was majorly because west Indians were familiar with the carnival conceptions. Even when the carnival became essentially west Indian, it remained as a way to sharefunny stories targeted towards the rulers of the time, the joke could be humorous or sour, but it was at the end of the day still a joke.

The carnival grew to gain significant importance because, towards the end of the 1960s, the economic boom came to an end, and there was a considerably high rate of unemployment that hit the black community very hard. There was now an increased tension amongst whites and blacks for job roles leading whites to receive a biased preference for most job descriptions.

In this situation, the carnival became a symbol of nationhood and homogeneity for most west Indians, who contributed substantially to the cause. Carnival’s potential for political actions are well known, and efforts are made to exploit their potential throughout history actively. Carnivals may bring together heterogeneous groups, but at the same time, they carry the ability to help institutionalize social hierarchy. (Cohen, 1982)

In conclusion, we can see that the blacks were targeted simply because of their migrant culture and unfamiliarity with the local processes. The economic recession also had a considerable hand in fueling racism because the whites essentially began seeing the blacks as competition and also as an inferior race. The early period also had a large number of documented and undocumented racial attacks, where many people were severely assaulted or beaten to death. These events led to an uproar amongst the migrant working class, which further prompted them to start the brick lane rampage. The success of this led them to form unions that helped them press for rights and also state protection.

Migrants were initially brought in due to the shortage of unskilled labour and made to work long hours with low pay relative to their white counterparts. They also faced many hurdles in finding suitable housing and excellent schooling for there children, where most schools and institutions considered migrant children as mentally less capable. The children themselves were mostly under cultural shock and struggled with keeping up with two extremely polar cultures.

The process of early settlement was no doubt difficult for the initial migrants. However, the groups were smart enough to take matters into their own hands and fight for what they believed they deserved. In the initial years, migrants were excessively weaponized and used for economic gain without providing them with any form of security or state protection. Migration has contributed immensely to promote diversity and the richness of other cultures in developed countries, however the individuals that migrate often face multiple stresses, obstacles, and hurdles that can impact their mental well being significantly. The post-migration stage where communities have to actively work to absorb the migrants and make them feel at home was a stage that proved to be quite an obstacle for the British.

Bibliography

Libcom.org. 2020. The Politics Of Britain’s Asian Youth Movements – Anandi Ramamurthy. [online] Available at: <https://libcom.org/library/politics-britains-asian-youth-movements-anandi-ramamurthy> [Accessed 21 April 2020].

Abner Cohen (1982) A polyethnic London carnival as a contested cultural performance, Ethnic and Racial Studies, 5:1, 23-41, DOI: 10.1080/01419870.1982.9993358

an Mckenley (2001) The Way We Were: Conspiracies of silence in the wake of the Empire Windrush, Race Ethnicity and Education, 4:4, 309-328, DOI: 10.1080/13613320120096634

Michael Keith (1995) Making the street visible: Placing racial violence in context, Journal of Ethnic and Migration Studies, 21:4, 551-565, DOI: 10.1080/1369183X.1995.9976512

Back, L. and Les Back Goldsmiths’ College, U., 1996. New Ethnicities And Urban Culture. London: Taylor and Francis.

Ballard, R. (1994) DeshPardesh: the South Asian Presence in Britain. London: Hurst & Co.

Jan Mckenley (2001) The Way We Were: Conspiracies of silence in the wake of the Empire Windrush, Race Ethnicity and Education, 4:4, 309-328, DOI: 10.1080/13613320120096634

Werbner, P., 1990. The Migration Process. New York: Berg.

Beckles, C., 1998. “We Shall Not Be Terrorized Out of Existence.” Journal of Black Studies, 29(1), pp.51-72.

FEELING PANICKED ABOUT YOUR ASSIGNMENT?

GET PROFESSIONAL HELP IN NO TIME

GET YOUR PAPER NOW
Our free essay samples can be used to generate ideas and to get aid in doing your reports. This service is for those students who are either busy or find difficulty writing reports.

Menu Links

USEFULL LINKS

  • Free Citation Generator
  • Free Online Plagiarism Checker
  • About Us
  • Privacy Policy
  • Acceptable Use Policy

REACH US

  • +1 302 2022739
  • info@essaysupport.com
  • 23 Street, New York, NY 5500
Facebook Twitter Instagram Youtube

Copyright © Essay Support – All Rights Reserved 2020 — Designed by IT Daftar

Crazy Offer!

25% off

on your first order

ORDER NOW