How to Write a Descriptive Essay Easily and Correctly

How to Write a Descriptive Essay Easily and Correctly Good Descriptive Essay Topics 30 January, 2019 The descriptive essay is a text of a small volume, which freely expresses individual impressions and thoughts about what is heard, read or viewed. The purpose of the work is to reveal the proposed topic by giving arguments. An essay may not contain many ideas. It reflects only one version of thinking and develops it. When writing a descriptive paper, try to answer the posed question and do not deviate from the topic. The essay is an individual task and does not tolerate co-authorship. How To Write A Descriptive Essay When choosing a question on any topic, before creating a plan for your answer, make sure that you read and understand it correctly because it can be interpreted differently; there are several approaches to highlighting the theme. Therefore, you need to choose the approach you will follow, as well as be able to justify your choice. The content of the issue may cover a wide range of problems that require the involvement of a large amount of literature. In this case, only certain aspects of this issue should be covered. Descriptive Essay Format The title of the essay may not be directly related to the topic. In addition to reflecting the content of the work, it may be the starting point in the thoughts of the author. Before you start writing your paper, analyze the information you have, and then make a thesis plan. Introduction It should include the summary of your understanding of the paper essence and justification of the chosen topic. It is useful to highlight what you intend to do in the work, and what is not included in your essay, as well as provide brief definitions of key terms. When doing it, try to minimize the number of definitions. The Body Of The Text This part assumes the development of your argumentation and analysis, as well as their substantiation, based on the available data, other arguments, and positions on this issue. The argumentation (or analysis) should be structured. Do not refer to the works that you have not read. Careless handling of data, including excessive generalization, reduces the result. Repeats should be avoided. It is necessary to write briefly and clearly. Conclusions This part of the paper should have such elements as: Justification of the author's findings. Indication of the future research direction of the topic. The essay expresses the individual impressions and considerations of the author on a particular occasion or subject and does not claim to be an exhaustive interpretation. This writing style is characterized by imagery, the mobility of associations, antithetical thinking, orientation to intimate openness and spoken intonation. A descriptive essay involves the expression of the writer's point of view; a personal subjective assessment of the subject of reasoning gives the opportunity of non-standard (creative) coverage of the material. The Essence Of The Descriptive Essay A descriptive essay is a subjective, individual, independent space, where positions are formed; thoughts, predictions and the corresponding individualized attitudes are demonstrated. Therefore, the main mission and the purpose of the paper is the presentation of an independent vision of the problem, issue, or theme based on the elaborated material and arguments, in accordance with the chosen approach, style, etc. The easiest way to present the main idea is to express it in the first sentence of the paragraph, and then submit the facts and examples that support this idea. Each point must be associated with the main sentence. Information that does not relate to the main idea is not worth mentioning. However, in the essay, there is no rigid regulation of the system of presentation and reasoned conclusions. Based on the thesis (idea), the student can freely use his or her personal impressions, thoughts, and associations. The essay cannot be built only on facts and judgments. It is an ext remely moving, alive, and original system of views of each particular author. Writing descriptive essays is ideal for improving critical thinking. The work on a paper does not require inventing of the plot and creation of characters. However, an essay gives the author the opportunity to use imagination; such a text may contain authorial reflections, lyrical indentations, descriptions (portraits, landscapes, etc.), a description of the background of the relationship of characters, etc. The process of writing an essay can be divided into several stages (thinking, planning, writing, editing). Planning This stage implies the definition of the purpose, basic ideas, sources of information, terms and presentation of work. The purpose is to determine the actions. Ideas can be concrete and general, more abstract. Thoughts, feelings, views, and representations can be expressed in the form of analogies, associations, assumptions, reasoning, judgments, arguments, etc. Sources The subject of the essay will tell you where to find the right material. Of course, you may use libraries, Internet resources, dictionaries, reference books. The quality of the text depends on four main components. They are clarity of thought, expressiveness, literacy, and correctness. You need to articulate the ideas, which you want to express, clearly. Otherwise, you will not be able to convey these thoughts and information to readers. The easiest way to achieve it is by using logically and consistently selected words, phrases and interrelated paragraphs that reveal the topic. Literacy reflects the rules of grammar and spelling. Here are some good descriptive essay topics for you! Human and nature What is freedom? The role of the Internet in modern life People and society The problems of loneliness Global problems of modernity and ways to overcome them My future profession Use these descriptive essay topics to write a good paper.

The Complex Life of Charles Maurice De Talleyrand

The Complex Life of Charles Maurice De Talleyrand Charles Maurice de Talleyrand (born February 2, 1754, in Paris, France- died May 17, 1838, in Paris),  was a defrocked French Bishop, diplomat, foreign minister, and politician. Alternately renowned and reviled for his tactical skills of political survival, Talleyrand served at the highest levels of the French government for nearly half a century during the reign of King Louis XVI, the French Revolution, Napoleon Bonaparte, and the reigns of Kings Louis XVIII, and Louis-Philippe. Admired and distrusted in equal measure by those he served, Talleyrand has proven difficult for historians to evaluate. While some tout him as one of the most skilled and proficient diplomats in French history, others paint him as a self-serving traitor, who betrayed the ideals of Napoleon and the French Revolution- liberty, equality, and fraternity. Today, the term â€Å"Talleyrand† is used to refer to the practice of skillfully deceitful diplomacy. Fast Facts: Charles Maurice de Talleyrand Known for: Diplomat, politician, member of the Catholic clergyBorn: February 2, 1754 in Paris, FranceParents: Count Daniel de Talleyrand-Pà ©rigord and Alexandrine de Damas dAntignyDied: May 17, 1838 in Paris, FranceEducation: University of ParisKey Accomplishments and Awards: Foreign minister under four Kings of France, during the French Revolution, and under Emperor Napoleon Bonaparte; played a key role in the restoration of the Bourbon monarchySpouses Name: Catherine Worlà ©eKnown Children: (disputed) Charles Joseph, comte de Flahaut; Adelaide Filleul; Marquise de Souza-Botelho; â€Å"Mysterious Charlotte† Early Life, Education, and Career in the Catholic Clergy Talleyrand was born on February 2, 1754, in Paris, France, to his 20-year-old father, Count Daniel de Talleyrand-Pà ©rigord and his mother, Alexandrine de Damas dAntigny. Though both parents held positions in the court of King Louis XVI, neither earned a steady income. Having walked with a limp since childhood, Talleyrand was excluded from his anticipated career in the military. As an alternative, Talleyrand sought a career in the Catholic clergy, bent on replacing his uncle, Alexandre Angà ©lique de Talleyrand-Pà ©rigord, as the Archbishop of Reims, one of the wealthiest dioceses in France. After studying theology at the Seminary of Saint-Sulpice and the University of Paris until age 21, Talleyrand went on to become an ordained priest in 1779. A year later, he was appointed Agent-General of the Clergy to the French Crown. In 1789, despite being disliked by the King, he was appointed Bishop of Autun. During the French Revolution, Talleyrand largely abandoned the Catholic religion and resigned as a Bishop after being excommunicated by Pope Pius VI in 1791. From France to England to America and Back As the French Revolution progressed the French government took note of Talleyrand’s skills as a negotiator. In 1791, the French foreign minister sent him to London to persuade the British government to remain neutral, rather than joining Austria and several other European monarchies in the looming war against France. After failing twice, he returned to Paris. When the September Massacres broke out in 1792, Talleyrand, now an endangered aristocrat, fled Paris for England without defecting. In December 1792, the French government issued a warrant for his arrest. Finding himself no more popular in England than in France, he was expelled from the country in March 1794 by British Prime Minister William Pitt. Until returning to France in 1796, Talleyrand lived in the war-neutral United States as a house guest of influential American politician Aaron Burr. During his stay in the United States, Talleyrand lobbied the French government to allow him to return. Always the crafty negotiator, he succeeded and returned to France in September 1796. By 1797, Talleyrand, recently persona non grata in France, had been appointed the country’s foreign minister. Immediately after being appointed foreign minister, Talleyrand added to his infamous reputation of placing personal greed above duty by demanding the payment of bribes by American diplomats involved in the XYZ Affair, which escalated into the limited, undeclared Quasi-War with the United States from 1798 to 1799.   Talleyrand and Napoleon: An Opera of Deceit Partly out of gratitude for his assistance in the 1799 coup d’à ©tat that saw him crowned Emperor in 1804, Napoleon made Talleyrand his minister of foreign affairs. In addition, the Pope overturned his excommunication from the Catholic Church. Working to solidify France’s gains in the wars, he brokered peace with Austria in 1801 and with Britain in 1802. When Napoleon moved to continue France’s wars against Austria, Prussia, and Russia in 1805, Talleyrand opposed the decision. Now losing his confidence in the future of Napoleon’s reign, Talleyrand resigned as foreign minister in 1807 but was retained by Napoleon as vice-grand elector of the Empire. Despite his resignation, Talleyrand did not lose Napoleon’s trust. However, the Emperor’s trust was misplaced as Talleyrand went behind his back, secretly negotiating personally profitable peace agreements with Russia and Austria. Having resigned as Napoleon’s foreign minister, Talleyrand abandoned traditional diplomacy and sought peace by accepting bribes from the leaders of Austria and Russia in return for Napoleon’s secret military plans. At the same time, Talleyrand had started plotting with other French politicians on how to best protect their own wealth and status during the struggle for power they knew would erupt after Napoleon’s death. When Napoleon learned of these plots, he declared them treasonous. Though he still refused to discharge Talleyrand, Napoleon famously chastised him, saying he would â€Å"break him like a glass, but it’s not worth the trouble.† As France’s vice-grand elector, Talleyrand continued to be at odds with Napoleon, first opposing the Emperor’s harsh treatment of the Austrian people after the end of the War of the Fifth Coalition in 1809, and criticizing the French invasion of Russia in 1812. Though he was invited to return to his old office as foreign minister in 1813, Talleyrand refused, sensing that Napoleon was quickly losing the support of the people and the rest of the government. Despite what had become his utter hatred for Napoleon, Talleyrand remained dedicated to a peaceful transition of power. On April 1, 1814 Talleyrand convinced the French Senate to create a provisional government in Paris, with him as president. The next day, he led the French Senate in official deposing Napoleon as Emperor and forcing him into exile the island of Elba. On April 11, 1814, the French Senate, in approving the Treaty of Fontainebleau adopted a new constitution that returned power to the Bourbon monarchy. Talleyrand and the Bourbon Restoration Talleyrand played a key role in the restoration of the Bourbon monarchy. After King Louis XVIII of the House of Bourbon succeeded Napoleon. He served as chief French negotiator at the 1814 Congress of Vienna, securing advantageous peace settlements for France in what was then the most-comprehensive treaty in European history. Later the same year, he represented France in negotiating the Treaty of Paris ending the Napoleonic Wars between France and Great Britain, Austria, Prussia, and Russia.   Representing the aggressor nation, Talleyrand faced a daunting task in negotiating the Treaty of Paris. However, his diplomatic skills were credited for securing terms that were extremely lenient to France. When the peace talks began, only Austria, the United Kingdom, Prussia, and Russia were to be allowed to have decision-making power. France and the smaller European countries were to be allowed only to attend the meetings. However, Talleyrand succeeded in convincing the four powers to allow France and Spain to attend the backroom decision-making meetings. Now a hero to the smaller countries, Talleyrand proceeded to secure agreements under which France was allowed to maintain its pre-war 1792 boundaries without paying further reparations. Not only did he succeed in ensuring that France would not be partitioned by the victorious countries, he greatly enhanced his own image and standing in the French monarchy. Napoleon escaped from exile on Elba and returned to France in March 1815 bent on forcibly retaking power. Though Napoleon was ultimately defeated in the Hundred Days, dying in the Battle of Waterloo on June 18, 1815, Talleyrand’s diplomatic reputation had suffered in the process. Bowing to the wishes of his quickly expanding group of political enemies, he resigned in September 1815. For the next 15 years, Talleyrand publicly portrayed himself as an â€Å"elder statesman,† while continuing to criticize and scheme against King Charles X from the shadows. Upon learning of Napoleon’s death at Waterloo, Talleyrand cynically commented, â€Å"It is not an event, it is a piece of news.† When King Louis-Philippe I, a cousin of King Louis XVI, came to power after the July Revolution of 1830, Talleyrand returned to government service as ambassador to the United Kingdom until 1834. Family Life Well known for using relationships with influential aristocratic women to advance his political position, Talleyrand had several affairs during his life, including a longtime intimate relationship with a married woman who would eventually become his only wife, Catherine Worlà ©e Grand. In 1802, French Emperor Napoleon, concerned that the French people viewed his foreign minister as a notorious womanizer, ordered Talleyrand to marry the now divorced Catherine Worlà ©e. The couple remained together until Catherine’s death in 1834, after which the now 80-year-old Talleyrand lived with the Duchess of Dino, Dorothea von Biron, the divorced wife of his nephew.   The number and names of the children Talleyrand fathered during his life is not clearly established. Though he may have fathered at least four children, none were known to have been legitimate. The four children most widely agreed on by historians include Charles Joseph, Comte de Flahaut; Adelaide Filleul; Marquise de Souza-Botelho; and a girl known only as â€Å"Mysterious Charlotte.† Later Life and Death After permanently retiring from his political career in 1834, Talleyrand, accompanied by the Duchess of Dino, moved to his estate at Valenà §ay. He would spend his final years adding to his voluminous personal library and writing his memoirs. As he neared the end of his life, Talleyrand realized that as an apostate bishop, he would have to rectify his old disputes with the Catholic Church in order to be given an honorable church burial. With the help of his niece, Dorothà ©e, he arranged with the Archbishop de Quà ©len and abbot Dupanloup to sign an official letter in which he would acknowledge his past transgressions and beg for divine forgiveness. Talleyrand would spend the last two months of his life writing and re-writing this letter in which he eloquently disavowed â€Å"the great errors which [in his opinion] had troubled and afflicted the Catholic, Apostolic and Roman Church, and in which he himself had had the misfortune to fall.† On May 17, 1838, abbot Dupanloup, having accepted Talleyrand’s letter, came to see the dying man. After hearing his last confession, the priest anointed the back of Talleyrand’s hands, a rite reserved only for ordained bishops. Talleyrand passed away at 3:35 in the afternoon of the same day. State and religious funeral services were held on May 22, and on September 5, Talleyrand was buried in the Notre-Dame Chapel, near his chà ¢teau in Valenà §ay. Did You Know? Today, the term â€Å"Talleyrand† is used to refer to the practice of skillfully deceitful diplomacy. Legacy Talleyrand may be the epitome of a walking contradiction. Clearly morally corrupt, he commonly used deceit as a tactic, demanded bribes from persons with whom he was negotiating, and openly lived with mistresses and courtesans for decades. Politically, many regard him as a traitor because of his support for multiple regimes and leaders, some of which were hostile toward each other. On the other hand, as philosopher Simone Weil contends, some criticism of Talleyrand’s loyalty may be overstated, as while he not only served every regime that ruled France, he also served the â€Å"France behind every regime.† Famous Quotes Traitor, patriot, or both, Talleyrand was an artist with a pallet of words he used skillfully to the benefit of both himself and those he served. Some of his more memorable quotes include: â€Å"Whoever did not live in the years neighboring 1789 does not know what the pleasure of living means.†Ã¢â‚¬Å"It is not an event, it is a piece of news.† (upon learning of Napoleon’s death)â€Å"I am more afraid of an army of one hundred sheep led by a lion than an army of one hundred lions led by a sheep.†And perhaps most self-revealing: â€Å"Man was given speech to disguise his thoughts.† Sources Tully, Mark. Remembering Talleyrand Restorus, May 17, 2016Haine, Scott. â€Å"The History of France (1st ed.).† Greenwood Press. p. 93. ISBN 0-313-30328-2.Palmer, Robert Roswell; Joel Colton (1995). â€Å"A History of the Modern World (8 ed.).† New York: Knopf Doubleday Publishing. ISBN 978-0-67943-253-1. . Charles Maurice de Talleyrand-Pà ©rigordNapoleon and EmpireScott, Samuel F. and Rothaus Barry, eds., Historical Dictionary of the French Revolution 1789–1799 (vol. 2 1985)Weil, Simone (2002). â€Å"The Need for Roots: Prelude to a Declaration of Duties Towards Mankind.† Routledge Classics. ISBN 0-415-27102-9.

Psychology and Health Problems Essay Example | Topics and Well Written Essays - 1000 words

Psychology and Health Problems - Essay Example This often leads to a self-fulfilling prophecy because the family members would assume that there is nothing they can do about the disease and allow it to happen. On the other hand, the Multifactorial model shows a different way at examining how a disease develops. According to the Multifactorial model, the following factors must be taken into account when analyzing how a disease develops: biological, psychological, environmental, and socio-cultural and stressors. Likewise, the model asserts that no single factor is responsible for the development of a disease according to Hoover. In most diseases, biological factors such as heredity, age and gender can increase the probability of contracting heart diseases. There are certain groups of people prone to heart disease but this doesn’t mean that individuals in this group cannot avert the situation. The model presents other possible elements such as diet, stressors, or even access to health care that can prevent or increase the lik elihood of the disease. The aforementioned elements may belong to any of the other factors which are not biological at all. Using the Multifactorial Model, a person that has a family history of diabetes can prevent developing the disease by making modifications in one’s lifestyle. The person can become health conscious being aware of such fact and resort to exercise and limited dietary intake. Thus, the person does not develop the disease as compared to his parents or grandparents. Biological factors include family history, age, gender, pain and discomfort, congenital disabilities definitely influence the likelihood of a disease but that does not equate to hopelessness since prevention is still possible using other factors. Socio-cultural is another important factor that can worsen or prevent the development of a disease. If a person has quality access to health care, works in a company that promotes health and belongs to an average sized family, then it can said that sociocu ltutal factors can help the person develop diseases. Even religious beliefs related to health such as not smoking and no drinking can be very helpful. Even if heart diseases are common in the family, the person can probably live longer. The Multifactorial model also considers psychological factors such as anxiety, depression, personality traits, self-efficacy, optimism or pessimism, attributional style, behavior, and other intrinsic factors within the individual. Lately, the field of medicine has accepted the fact as proven by various studies that psychological factors like stress definitely worsen biological factors. Even people with no history of heart disease within the family can possibly die from a heart attack if the person is constantly subjected to stress, had a sedentary lifestyle and possess a Type A personality. Even simple conditions such as ulcers and constipation can be caused by stress. Environmental factors such as pollution, natural disasters, radiation, global warm ing, ozone depletion, water quality and many more adversely affect a person’s health. Even healthy individuals with jobs exposed to harsh environmental conditions can develop illnesses such as respiratory disease complications especially if they don’t have good access to healthcare. Primarily, this is the reason why government Agencies set occupational health standards and safety practices so workers would not get sick. In conclusion, the Multifactorial Model is a new health model that shows how illnesses can develop

U.S. Sugar Policy Research Paper Example | Topics and Well Written Essays - 3000 words

U.S. Sugar Policy - Research Paper Example This is due to subsidies, quotas, tariffs, and regulations. Through these measures, the U.S has been able to satisfy the demand of sugar for its domestic market, but the cost of this luxury is significant. The price of sugar has been always higher for American consumers, and due to the subsidies provided to American farmers, most if its sugar is yielded by inefficient methods of producing sugar. Human beings have cultivated and consumed sugar cane for more than a millennium, which means it has developed a crucial role in the economies of countries all over the world. Especially with increases in globalization, the role of sugar as an import and an export is growing. As such, sugarcane economics is necessary for a detailed analysis of the world economy that is becoming indispensable to sophisticated understandings of globalization. This paper will accomplish two goals: first, to define the players in the global sugarcane trade and their relationship to one another in the 21st century economic environment, and second, to discuss the alignment of United States sugar policy with its ideological and normative commitments to capitalism and free trade. In order to accomplish these two goals, one must conduct first a descriptive, or positive, economic analysis of what is actually occurring in the world at the current time, in addition to a normative, or values-based, analysis of th at descriptive data. In doing so, one can make confident predictions and firm recommendations for policy changes with respect to the major contributors in the sugarcane trade. A discussion of a worldwide market in the 21st century necessarily must approach the topic of globalization, which refers to the tendency of ideologies, businesses, and technologies to spread throughout the world. This produces what is termed as â€Å"globality†, or the completely interconnected marketplace that transcends the

Core Areas of a Successful Business Essay Example for Free

Core Areas of a Successful Business Essay I.Ethics Leadership and ethics are more than closely related. They are one in the same. A famous quote by James MacGregor Burns sums up the correlation well, â€Å"Divorced from ethics, leadership is reduced to management and politics to mere technique.† (James Macgregor Burns) The quote touches on two very distinct differences. One aspect is leadership, and the other management. One who is a leader has the ability to inspire. He or she can inspire others to work harder, take on tasks thought to be impossible, and the leader could also inspire ideas. The ideas could come directly from a leader, or from those around him or her. A leader has complete clarity and vision. They also have a knack for overcoming obstacles and having others see and share their viewpoint. Another attribute that great leaders possess is the ability to show balance when handling various issues. They are able to balance ethic justice with ethic core. Ethic justice is defined by law and logic, as ethic core is defined by how it influences people on an emotional level. There have been various examples of ethical violations or moral ambiguity in business involving companies such as ENRON and TYCO. These companies were all about the perception of success. However, if someone were to investigate into the numbers, he would see there were serious problems. Hiding debt in dummy companies and offering excessive bonuses to executives are just a few examples of these violations. Where was the oversight? Well, the people who were in charge hand their hands out like everyone else. These individuals seemed oblivious to the consequences of their actions or those who would be hurt in the process due to their greed. Key decisions weren’t made at lower management level. Rather, they were being made at the executive level! Isn’t it the role of effective managers to prevent occurrences like this from happening? What is management’s position in these particular circumstances? Is there a specific procedure they should always follow? II.Processes of Management How do management and leadership differ from one another? It is best simplified by this quote from Peter Drucker, â€Å"Management is doing things right; leadership is doing the right things.† The terms manager and leadership are commonly used to mean the same idea, although they serve different purposes. Mr. Drucker gives a glimpse of the differences within his quote. Management is defined as a process that is used within an organization to help accomplish goals. The overall process of management includes planning, organizing, leading, and utilizing individuals and resources available within the organization. Planning is all about strategy and positioning. Having a clear understanding of the company’s objectives will streamline the planning portion of the process. Being able to identify trends are critical in meeting the demands of a business. A well-developed plan will help diminish the chances of failure of an organization. The plan requires structure and a team to deliver the plan. It is important that the structure be in place, and everyone has a clear understanding of their role. The concepts of organizational structures have in practiced for nearly one hundred years. In 1919, a French economic theoretician Henri Fayol published a book titled Administration Industrielle. It was one of the first publications that outlined the various aspects of a functioning business structure. He spoke about how to best to divide the function of business: creating a unity of command, hierarchy of authority, division of labor, and putting in place clear channels of communication. (Nickels McHugh, 2010, p. 207) Another theory was developed by Max Weber. Max Weber wrote a book titled The Theory of Social and Economic Organizations. He shared many of the same theories as Henri Fayol. However, Max Weber was of the belief that less educated workers carried out tasks better if they were guided closely and given strict rules by middle management to be performed. (Nickels McHugh, 2010, p. 208) Today many of those theories are still practiced. Businesses have to develop strategies allowing them to be nimble. If a business is slow to react to the market demands, they could be left behind. This is a costly proposition for companies looking to expand. Organizations seem to be moving toward a decentralized authority. This empowers the managers and employees to make decisions based upon their market needs quickly. A faster response time translates into improved customer relations and builds brand loyalty. This type of strategy is found in retail department store chains. On the other hand many fast food chains believe in the concept of centralized authority. All decisions on purchasing and promotion come from those in upper management. This allows companies such as McDonalds to keep their product consistent. (Nickels McHugh, 2010, p. 210) It is unlikely that a drastic philosophical change within retail or fast food will take place anytime soon. There have been innovative changes within other market segments concerning team structuring and how to best respond to the demands of the consumer. For example, if a company wants to introduce a new product and bring it to market quickly they have the ability to pool their internal human resources. Simply put as bringing the best minds from all facets of the business and have them work on a specified project. This team is commonly known as a cross functional team. What is so unique about this team is that they are self-managed. They may also share different managers during the task. The engineer may work closely with the team on the design of the product. However, when it is time to distribute and brand the product the marketing manager may take over. They also work together on a long term basis fostering new opportunities. (Nickels McHugh, 2010, p. 218) Working in teams can be great at moving an organization forward and carrying out task delivered by management. Teams can also seize opportunity by having the ability to quickly respond to a changing market such as technology. The biggest advantage of working in a team would have to be communication. Working as a team has far more advantages compared to its disadvantages. Some of the drawbacks would be the team having or developing a disconnection from the corporation’s core values or a feeling that they are their own entity. This occurs when areas are departmentalized from other functions of the business. Sometimes, if a common goal is not reinforced, it can cause some employees to become disengaged. If you have ever been part of a team where one of the members is negative and disengaged it can become infectious. At a minimum it becomes a distraction and disruptive to the team and its progress. (Nickels McHugh, 2010, p. 212) At what point does leadership step in to take charge? What role, if any, does leadership play in business? III.Leadership Leadership is universal as the principles that define effective leadership are equitable worldwide. This is because leadership is mainly founded on principles that revolve around human relations. It usually requires one to be selfless. Individuals in leadership should always prioritize the needs of all the people who are under his command before his personal needs or interests. There are several styles that have resulted in effective leadership. These styles depend on the demands and requirements of the individuals involved and the tasks facing the institution. However, these styles have also been forced to evolve with the changes brought along by the 21st century. This section tackles the evolution of leadership taking into account various styles and use of varied examples in a bid to highlight and make the issue most comprehensible. Leadership styles revolve around three key points. The first includes the manner in which a leader gives guidelines or directions to his subordinates. Secondly, it is also determined by the method through which the leader implements his plans. Lastly, leadership style is also largely influenced by whether or not the leader motivates people to produce the desired results. Leadership styles are usually categorized into three different and unique styles when referring to individual leaders. One of the leadership styles that have been around for ages is the authoritarian or autocratic type of leadership. In this case, the leader gives the employees orders on what they want to be executed and the execution manner. An authoritarian leader usually is strict on the regulations and policies governing the employees of the company. An example of an authoritarian leader is a traffic police officer giving directions to motorists (Glanz, 2002). According to Glanz, a true leader is best characterized if he or she serves as a role model to others by promoting corporation between them. Moreover, one should also empower other individuals by giving praise where necessary or including them in the process of decision making. Lastly, a leader should communicate effectively to his employees on both his values and those that govern the organization. Another form of leadership style is democratic or participative type of leadership. In this case, the individual in the leadership position includes other people in decision making. Despite this, the leader is the one to make the final decision on the matters at hand. There is also a leadership style where the leader delegates the role of decision making to the employees while giving minimal or no guidance. This style is referred to as free-rein or delegative type of leadership. This style works well where the employees are competent, and the leader has confidence in them. Having any characteristics of these three leadership styles doesn’t mean you can’t enhance your role as a leader/manager with vision, value, and ethics. How does following these important guidelines improve your role as a leader? Leaders that impact businesses and employees on a daily basis know what they value. They also recognize the importance of utilizing their ethical behavior. The best leaders exhibit their values and ethics in their leadership style and actions. Defining your leadership ethics and values should be visible because you are living them in your actions every single day. A lack of trust can become a serious problem in many workplaces throughout the business world. If leaders never identified their values in these workplaces, the mistrust becomes understandable. If leaders have identified and shared their core values then living those values daily will create trust with everyone. Workplace ethics take the same route when the organizations leadership has a code of conduct and ethical expectation; they become an organization joke if the leaders fail to live up to their published code of ethics. Leaders that exhibit ethical behavior powerfully influence the actions of others including the employees that will eventually make that leader successful. As a leader, choose the values and the ethics that are most important to you, the values and ethics you believe in and that define your character. Then live them visibly every day in the workplace. Living your values is one of the most powerful tools available to you to help you lead and influence others. Just as in the business text of class; leaders must communicate a vision, establish their values, promote their corporate ethics, and embrace change, and stress accountability and responsibility among employees to become an effective leader in management. How could you improve your role as a leader/manager to become more effective? Managers are often seen as administrators and not leaders, depending on how we define leadership. The meaning of leadership is defined as promoting new direction either in people or organizations. It has nothing to do with being in a position of authority over others. What do we define as management? This is having responsibility for people and other resources with the goal of getting work done as efficiently and effectively as possible. The goal of the manager is to execute the directions promoted by the leader. Managers do not differ from leaders based on their personalities or styles as leaders are not just more lively, charismatic or larger than life managers. Any manager can lead by promoting new directions. Managers can be as inspiring as leaders even when they are wearing their managerial hat; hence, aiming to get work done efficiently, they try to inspire employees to improve performance rather than move them to change direction as leaders do. Both leaders and managers can influence quietly or by example without being charismatic. Any person can step into management, but the real question is how that individual is going to lead his people or team. Managers become successful only by understanding what it takes to be an effective leader to promote change with accountability. An individual can manage, but the true success of a powerful leader is the reflection of performance among its subordinates. An imposing leader knows how to manage as well as how to promote change effectively and positively from leading by example. Becoming an effective leader will eventually give an individual the success to reach his/her employees through positive influence and by achieving the high expectations handed down by the company objective. It is up to the individual leader on how he wants to manage his people in order to receive the best end-results. Taking all of these aspects into consideration, does someone in a leadership position have an obligation to motivate his or her employees, or is it up to the employee to realize his or her motivation? IV.Employee Motivation Many corporations today explore various strategies on how to improve production and motivate their staff to give one hundred percent toward the company’s goals. The most successful companies and organizations always seem to have extraordinarily strong leadership. There are many ways in which strong leadership can motivate the employees in an organization. Strong leadership can be used to energize a team in the workplace. A formidable leader should create a positive correlation between the workers and their employer. Moreover, the leader should be able to pool energy from each worker so as to improve performance and productivity as a team. Strong leaders have enormous reserves of spiritual, emotional and physical energy. The leader should be able to create a time for reflection of performance and also interpersonal evaluation of the strengths and weaknesses of every employee. This is because the investment in employees helps to improve performance and also improve motivation (Adair, 1998). Powerful leadership in the workplace can help to motivate the employees through effective communication. Communication helps to influence employees to improve their performance. In addition, delegation of duties within an organization is carried through communication, and it is essential for employees to communicate their concerns in the workplace to avoid inconvenience. An influential leader is a person who listens to the grievances of the subordinates and provides possible solutions to improve the level of performance. Moreover, a prominent leader should also be empowered to solve problems and to suggest solutions for the problems affecting the employees in the workplace. This means the information from every employee should be handled with the respect it deserves, including a concentrated effort placed on improving interpersonal relations with their employees. This reduces conflicts and creates a platform for employees to act as a team (Advameg, 2012). One valuable method to motivate employees in the workplace is to mentor them and encourage them to grow and work as a team. This improves their partnerships and helps the organization to benefit in the long run. The fundamentals of motivation should be based on influencing the employees and helping them to achieve success. In essence, the leader should limit the regulations and set rules. Any change of an objective or rule should be communicated effectively to avoid frustrations which may be created by the confusion. It should also be understood that employees work effectively in an environment where there are reduced rules and regulations. The rules should be developed in such a manner that they enhance integration and cohesion within the workplace (Emmerich, 2009). Awarding the employees who have performed well in an organization is one of the ways which motivates them and improves their capability. The top leadership should ensure that there is the creation of incentive programs in which the best performing employees are awarded according to their performance in the workplace. The main purpose for creation of incentive programs is to show the employees that the organization values and cares about them. In addition, through the rewarding of performance employees are encouraged to continue to seek improvement in their job. The production of employees is prone to increase after they have been motivated using incentive programs Messmer, 1995). Incentive programs motivate performance through maximization of results. Outstanding performance over a period of time should be rewarded through promotion or through the provision of incentives. The incentives should be based on hard work and should vary from one employee to the other. This helps to improve competition and also to help motivate the weaker employees to increase their performance within the organization. The leadership has the obligation to create a program in which the top performers are rewarded according to their performance in the work place. Alternatively, the salaries and remuneration of the top performing employees should be increased to encourage them to work towards achievement of personal goals and objectives (Emmerich, 2009). Performance based on consistent meeting of the objectives should also be rewarded. Some form of compensation helps to encourage employees to invest their personal best into an organization. Employers who reward their subordinates on performance based on consistency have increased rates in meeting of personal goals and objectives. Rewarding the employees shows them that they are important, and increases their level of motivation, consequently leading to excellent performance. This also shows employees that they are highly valued and are significant assets to management. Furthermore, rewarding employees helps to retain them and increase their morale in the workplace. Employees should also receive unexpected rewards to express appreciation for all of their diligence on the job. This unanticipated compensation explicitly illustrates their importance in the organization (Messmer, 1995). One of the proven ways of motivating employees is the reduction of turnover in the workplace. Reducing turnover creates cohesion and trust among the employees. Reduction of turnover also helps to maximize potential through reduction of the costs of retaining valuable employees. When the numbers of employees are at an optimum level, the rate of performance increases. This means that hardworking and promising employees within an organization should be retained while the unproductive employees should be dismissed. Arguably, it is evident that employees who leave their employment have the reason of being unmotivated and unsatisfied. Good leadership would solve these problems while helping to improve performance in the long run. However, the individual who displays a sense of pride complimented with self-motivation is the most valued employee and a key contributor to the success of any organization. (Advameg, 2012). Operating a successful business is by no means any easy task. For lack of a better analogy, it’s like a well-oiled machine. All the pieces have to be working together and each piece doing its fair share of the work. If one were to go down, then the others have to pick up the slack for the malfunctioning section. In business, each position has to be working together to achieve successful financial as well as intangibly. If not, then a company could very well be on the path to failure.

The History of Country Music :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Country music was brought over by the first European settlers. In medieval times, storytelling was a tradition that allowed history to be recorded when few were able to read and write. When the first British settlers came to America, they brought this tradition with them, along with songs that they had learned in Europe. The people who settled the Appalachian Mountains and the West did not have an easy life and their music gave them an outlet to express their hardships.   Ã‚  Ã‚  Ã‚  Ã‚  When country music bean in America, there were no professional musicians. The typical musician sang only to entertain himself, his family, or at local events. At first, most country music was sung unaided or played on a lone fiddle or banjo. At the turn of the century, Sears, Roebuck & Co. began advertising affordable guitars in its nationally available catalogs, as well as sheet music and songbooks. The mandolin also became available and soon string bands were being formed with different combinations of instruments.   Ã‚  Ã‚  Ã‚  Ã‚   As vaudeville grew in the early 1900’s, it was mainly composed of northern performers. However, their example showed southern performers that one could make music playing in public. This realization spawned the first generation of â€Å"hillbilly† performers. The term â€Å"hillbilly† was popularized in the 1920’s after a musician by the name of Al Hopkins. He told his producer to name his band whatever he liked because they were just a bunch of hillbilly’s from North Carolina and Virginia.   Ã‚  Ã‚  Ã‚  Ã‚  As the popularity of the phonograph grew, people across the countrybegan to buy their through the mail. Originally, the music consisted mainly of classical singers and orchestral agreements of sentimental songs. One day in 1922 two Texan fiddlers named Alexander Campbell â€Å"Eck† Robertson and Henry Gilliland traveled from Atlanta to New York City to get their music recorded.

A History of God : The 4,000-Year Quest of Judaism, Christianity and Islam by Armstrong, Karen

The writing of Karen Armstrong actually notes the human views of the existence of God in three major designs of religious belief in the society today, namely that of the Judaism, Christianity and Islam.One reason is that the roots of the Jewish religion go back some 4,000 years in history and other major religions are indebted to its Scriptures to a greater or lesser degree. Christianity, founded by Jesus (Hebrew, Ye†§shu†²a‛), a first-century Jew, has its roots in the Hebrew Scriptures. And as any reading of the Qur’Ä n will show, IslÄ m also owes much to those scriptures. (Qur’Ä n, surah 2:49-57; 32:23,  24) Thus, when we examine the Jewish religion, it could be noted that the roots of other religions are well examined just the same.Simply put, Judaism is the religion of a people. Therefore, a convert becomes part of the Jewish people as well as the Jewish religion. It is a monotheistic religion in the strictest sense and holds that God interv enes in human history, especially in relation to the Jews. Jewish worship involves several annual festivals and various customs. (See box, pages 230-1.) Although there are no creeds or dogmas accepted by all Jews, the confession of the oneness of God as expressed in the Shema, a prayer based on Deuteronomy 6:4 (JP), forms a central part of synagogue worship: â€Å"HEAR, O ISRAEL: THE LORD OUR GOD, THE LORD IS ONE.†This belief in one God was passed on to Christianity and IslÄ m. According to Armstrong: â€Å"This sublime pronouncement of absolute monotheism was a declaration of war against all polytheism .  .  . In the same way, the Shema excludes the trinity of the Christian creed as a violation of the Unity of God.† The three major monotheistic religions of the world are Judaism, Christianity, and IslÄ m.But by the time Muá ¸ ¥ammad appeared toward the beginning of the seventh century  C.E., the first two religions, as far as he was concerned, had wandered from the path of truth. In fact, according to some IslÄ mic commentators, the Qur’Ä n implies rejection of Jews and of Christians in stating: â€Å"Not (the path) of those who earn Thine anger nor of those who go astray.† (Surah 1:7, MMP) Why is that?A Qur’Ä nic commentary states: â€Å"The People of the Book went wrong: The Jews in breaking their Covenant, and slandering Mary and Jesus .  .  . and the Christians in raising Jesus the Apostle to equality with God† by means of the Trinity doctrine.—Surah 4:153-176, AYA. The principal teaching of IslÄ m, for utter simplicity, is what is known as the shahÄ dah, or confession of faith, which every Muslim knows by heart: â€Å"La ilÄ h illa AllÄ h; Muá ¸ ¥ammad rasÃ… «l AllÄ h† (No god but Allah; Muá ¸ ¥ammad is the messenger of Allah). This agrees with the Qur’Ä nic expression, â€Å"Your God is One God; there is no God save Him, the Beneficent, the Merciful.†(Surah 2:163, MMP) This thought was stated 2,000 years earlier with the ancient call to Israel: â€Å"Listen, O Israel: Jehovah our God is one Jehovah.† (Deuteronomy 6:4) Jesus repeated this  foremost  command, which is recorded at Mark 12:29, about 600  years before Muá ¸ ¥ammad, and nowhere did Jesus claim to be God or to be equal to Him.—Mark 13:32; John 14:28; 1  Corinthians 15:28. Regarding God’s uniqueness, the Qur’Ä n states: â€Å"So believe in God and His apostles. Say not ‘Trinity’: desist: it will be better for you: for God is One God.†(Surah 4:171, AYA)However, we should note that true Christianity does not teach a Trinity. That is a doctrine of pagan origin introduced by apostates of Christendom after the death of Christ and the apostles.

Concept of Classical and Modern Management Essay

While classical and scientific management theories come from generally the same school of business thought, there are some distinct differences within the subgroups. First, there’s classical scientific management theory which concentrates on the efficiency of the individual worker. Secondly, you have classical administrative that focuses on the organization rather than the individual worker within. Each have their merits but are also over 100 years old and can have deficiencies in today’s technologically advanced workplace. However, that doesn’t mean that the theories are outdated by any means. You just need to use them as supplements and not a primary or sole management strategy. To understand and implement the classical and scientific management theory basics, you need to know the basis and the pros and cons of the theories. Once you have the basics down, it’ll reduce process procedure problems during implementation. Therefore, before you institute any o f the policies there are a few items to consider: 1. Know the origins of classical and scientific management theory. 2. Understand the pros and cons of scientific and classical management theory. 3. Study cases and examples of scientific and classical management theories. Examine the tenants of classical and scientific management theory Any theory, no matter what the application, won’t work if you don’t understand the basis on which it’s built. One of the basic differences between the two are classical focuses on management and scientific on methods to accomplish good business management. Try: Evaluate the essential aspects of Scientific Management theory. Then, examine the comparison of the two types of management in this article on the Classical Schools of Management. Be sure you know the pros and cons of classical theory in business There’s no single management theory that you’ll be able to apply to every situation and have it work. For instance, the classical school of management relies on the experience of management more than other theories. This is fine if your staff is mature. However, you’ll need to adjust the theory application for inexperienced staff members. Try: Study the benefits and limitations on the Scientific Management Theory at 12manage – The Executive Fast Track. Then, examine the weaknesses of Classical Management theory at ArticlesGratuits.com to compare and contrast the two. Use case studies and real world examples to understand scientific and classical school of management A proper knowledge base can’t be obtained without seeing how theories apply to situations that you’ll experience on the job. Case studies and critiques are a great way to accomplish this. Try: Register at the Business Network and evaluate the classical school of management case study. Utilize the classical management real world mistake by Steven C. McConnell. †¢Classical theory of management or any style of management is contingent on the employees to which you apply it. Be sure that the theory you choose will work correctly with your staff before making any changes.

Death as a Theme in Hamlet

Death as a Theme in Hamlet Death permeates Hamlet right from the opening scene of the play, where the ghost of Hamlet’s father introduces the idea of death and its consequences. The ghost represents a disruption to the accepted social order – a theme also reflected in the volatile socio-political state of Denmark and Hamlet’s own indecision. This disorder has been triggered by the unnatural death of Denmarks figurehead, soon followed by a raft of murder, suicide, revenge and accidental deaths. Hamlet is fascinated by death throughout the play. Deeply rooted in his character, this obsession with death is likely a product of his grief. Hamlets Preoccupation With Death Hamlet’s most direct consideration of death comes in Act 4, Scene 3. His almost morbid obsession with the idea is revealed when asked by Claudius where he has hidden Polonius’ body. HAMLETAt supper ... Not where he eats, but where a is eaten. A certain convocation of politic worms are e’en at him. Your worm is your only emperor for diet. We fat all creatures else to fat us, and we fat ourselves for maggots. Your fat king and your lean beggar is but variable service – two dishes, but to one table. That’s the end. Hamlet is describing the life-cycle of human existence. In other words: we eat in life; we are eaten in death.   Death and the Yorick Scene The frailty of human existence haunts Hamlet throughout the play and it’s a theme he returns to in Act 5, Scene 1: the iconic graveyard scene. Holding the skull of Yorick, the court jester who entertained him as a child, Hamlet ponders the brevity and futility of the human condition and the inevitability of death: HAMLETAlas, poor Yorick! I knew him, Horatio; a fellow of infinite jest, of most excellent fancy; he hath borne me on his back a thousand times; and now, how abhorred in my imagination it is! My gorge rises at it. Here hung those lips that I have kissed I know not how oft. Where be your gibes now? Your gambols? Your songs? Your flashes of merriment, that were wont to set the table on a roar? This sets the scene for Ophelia’s funeral where she too will be returned to the ground. Ophelias Death   Perhaps the most tragic death in Hamlet is one the audience doesnt witness. Ophelias death is reported by Gertrude: Hamlets would-be bride falls from a tree and drowns in a brook. Whether or not her death was a suicide is the subject of much debate among Shakespearean scholars. A sexton suggests as much at her gravesite, to the outrage of Laertes. He and Hamlet then quarrel over who loved Ophelia more, and Gertrude mentions her regret that Hamlet and Ophelia could have been married. Whats perhaps the saddest part of Ophelias death is that Hamlet appeared to drive her to it; had he taken action earlier to avenge his father, perhaps Polonius and she would not have died so tragically. Suicide in Hamlet The idea of suicide also emerges from Hamlet’s preoccupation with death. Although he seems to consider killing himself as an option, he does not act on this idea Similarly, he does not act when he has the opportunity to kill Claudius and avenge the murder of his father in Act 3, Scene 3. Ironically, it is this lack of action on Hamlet’s part that ultimately leads to his death at the end of the play.

The Definition and Examples of Salutations

The Definition and Examples of Salutations At the beginning of a conversation, letter, email, or another form of communication, a salutation is a polite greeting, an expression of goodwill, or other sign of recognition. Also called a greeting. As Joachim Grzega points out in the article Hal, Hail, Hello, Hi: Greetings in English Language History, Salutation terms are an important part of a conversationthey tell the other I feel friendly toward you, and they are maybe the start of a longer conversation (Speech Acts in the History of English, 2008). EtymologyFrom the Latin, health Examples and Observations Theres more to the story, Alex announced. Trust me.Katie hadnt heard him come up, and she stood.Oh, hey, she said, blushing against her will.How are you? Alex asked.Good. She nodded, feeling a bit flustered.(Nicholas Sparks, Safe Haven. Hachette Book Group, 2010) J.D.: Greetings and salutations. You a Heather?Veronica Sawyer: No, Im a Veronica.(Christian Slater and Winona Ryder in Heathers, 1988) Cowboy: Howdy.Adam Kesher: Howdy to you.Cowboy: Beautiful evening.Adam Kesher: Yeah.(Monty Montgomery and Justin Theroux in Mulholland Dr., 2001) How Are You (Ya)?I bumped into an acquaintance. Hi Sally, I said. How are you? She  paused and then stopped and said hello and how was I and how were the children and it was manifestly obvious she couldnt remember my name.(Philip Hesketh,  How to Persuade and Influence People. Wiley, 2010)The phone rang. ONeil speaking.Howdy, Pat. Its Mac.Mac,  how are ya? I was just thinkin about ya. Great to hear from ya.(Jay Feldman,  Suitcase Sefton and the American Dream. Triumph Books, 2006)Listen to how [people] say, How are you? They dont really say, How are you? They say, How are ya? . . . How are ya? means Just say good, and walk away. I dont really want to know. Register that I asked, then proceed not to tell me.(Paul Reiser, Couplehood, 1995) How Ya Doin?Everyone seems friendly at first, everyone stops and asks, Hi, how ya doin? But after a while you realize that thats it, nothing ever follows up that Hi, how ya doin? And to answer that with anything less exuberant than, Pretty good, is a social outrage. The creed is to be bright, brisk and busy.(Upamanyu Chatterjee, English, August: An Indian Story. Faber and Faber, 1988)When you meet somebody at a post office, he or she says, How are you, how are you doing? At Laguna, people will stand there and theyll tell you how they are doing. At Laguna, its a way of interacting.(Leslie Marmon Silko, Yellow Woman. Simon and Schuster, 1997) Hey!Hey . . . is basically a synonym for  hia friendly greeting. Until fairly recently, it was confined to the American South.  The Dictionary of American Regional English  (DARE) cites a 1944 survey as reporting that  hey  is the common term of familiar salutation of children and young people in most of the South;  hello  seems to them either semiformal or archaic. On many northern and western campuses the term is  hi. . . .But not anymore. . . .  My sense is that among people under about 40 from all regions,  hey  for some time has been at least as popular as  hi,  and probably more so, and now seems completely unremarkable.(Ben Yagoda, ‘Hey’ Now. The Chronicle of Higher Education, January 6, 2016) Brief EncountersWhen persons accidentally encounter one another, it appears, they may be at liberty to confine their remarks to an exchange of greetings (Goffman 1953:485 points out that length of salutation may depend on the period that had elapsed since the last salutation and the period that seemed likely before the next; but a minimal exchange is possible); when there is a planned or intended encounter, more than a minimal pair is done.(Gene H. Lerner, Conversation Analysis: Studies From the First Generation. John Benjamins, 2004) Register and DialectSalutations in business letters (Dear Ms. Portillo, Dear Sirs) differ from those in personal letters (Hey Ashley, Dear Devon). Every textevery piece of natural languagerepresents characteristics of both its situation and its speaker or writer; every text is simultaneously register and dialect.(Edward Finegan, American English and Its Distinctiveness. Language in the USA: Themes for the Twenty-First Century, ed. by Edward Finegan and John R. Rickford. Cambridge University Press, 2004) Email GreetingsE-mail has changed the rules of engagement. The language of business is evolving. Our old dears are withering away, replaced in the top perch by hello, hi and hey. . . .Im fed up with people writing Hi Jean when theyve never met me, says etiquette guru Jean Broke-Smith.If youre sending a business e-mail you should begin Dear . . .like a letter. You are presenting yourself. Politeness and etiquette are essential. . . .But why are so many of us culling Dear . . . from our e-mails, even in the workplace? The simplest answer for its detractors is that it no longer says what it means, it feels cold and distant.(James Morgan, Should E-mails Open With Dear, Hi, or Hey? BBC News Magazine, Jan. 21, 2011) The Lighter Side of SalutationsWhat ho! I said.What ho! said Motty.What ho! What ho!What ho! What ho! What ho!After that it seemed rather difficult to go on with the conversation.(P.G. Wodehouse, My Man Jeeves, 1919)

Realism and Hans Morgenthau in International Relations Essay

Realism and Hans Morgenthau in International Relations - Essay Example The former is most likely the case to occur when changes have occurred in the society structure as to require the reconstruction of the political constitution. Construction of solid political institutions requires the involvement of realism which must draw a clear line between wishful thinking and truth. Political realism2,3 is a study and practise of politics that contends that all nations are guided by their personal interests which are claimed to be their benefit and are disguised as moral concerns. A rational theory which clearly states what are these rational concerns that imprint a nation's need is necessary and requires thinking of the actual needs of a nation rather than what such a nation would like to see achieved. Such objectives of a nation follow a generic model that may apply for thousands of years and the same "moral" concerns that fall under the disguise of personal interest have found applicability since the ancient times. These fall under the territorial security of a nation primarily which once it has been secured the nation might contend the territory expansion for the establishment of a nation's security. Other than territorial expansion purpose of the personal interests a nation might pursue and disguise under morality is the accumulation of power. One however, should not see such claim... Even though international politics call for a clear distinction between personal concern and preservation of one's identity it may not always be the case that such distinction is probable. Morgenthau performs a system level analysis of political realism; he identifies the dependent and independent variables of the system, how these operate within the system and the effects they have on the system functionality. In this case the dependant variable is the foreign policy that states need to follow taking into consideration properties of the problem at hand, alternative solutions and the impact these may have on the involved parties. The independent variables are the drive of the initiative taking party that may be hidden under the disguise of state, or country, rights preservation or moral principles. The question here is what are the rights a country is entitled to as to take any kind of initiative on foreign policy as to proceed to battle and to what extend is one entitled to take any kind of initiative based on these rights or moral conflicts. The danger-action relation is perpetual circular; once danger is identified action is taken and such action breeds changes that keep the danger hint alive. The point here is the criteria to set as to separate rational from irrational behavior; who is to make such distinctions free of bias and finally what behaviour makes moral or amoral perception as to justify any kind of foreign policy initiative with the side-effects that might have. For danger to initiate action and the other way around the one does not necessary call for the other; just a hint is adequate basis for anyone to claim that certain clues call for immediate action. The author claims