Social problems represent the tension between individual freedom and collective interests. It is hard to encourage people to act against abortion when no one knows how large the problem is. A social problem is created when private troubles, such as an individual’s behavior, become public concerns. In the past abortion was a private concern. But feminists and other interest groups began to view abortion as an issue involving women’s rights, prompting them to campaign for its legalization. In turn, this led to a growing controversy over abortion laws which eventually turned into a public concern where it remains today. American citizens face many social problems; abortion has clearly become one of them. Although, the decision to have an abortion is a private matter, the collective interest of the public brings the morality of an individual choice into question.
Whether abortion is a right or wrong is a very delicate moral question that draws different responses. The most important legal decision on abortion is the Supreme Court case of Roe vs. Wade, which legalized abortions in the United States. Even after the legalization of abortion by the Supreme Court, however, the matter continued to remain a private issue. As more people spoke out against abortion, tension was created and a woman’s right to choose to have an abortion became another hotly debated public issue. The public began to scrutinize the Supreme Court’s decision and another example of the law’s inability to satisfy a population with a wide spectrum of ideas surfaced. The growing tensions in society spread to organizations and establishments such as the Roman Catholic Church. Here women felt they were considered criminals because they aborted their pregnancies. The church began to relate unwanted pregnancies with irresponsible and “sex hungry” women, and public opinion formed a negative image of women who had chosen abortion. This negative image soon created a social problem because women not only had to deal with the reality of their unwanted pregnancies but they also had to face vehement pro-life adversaries. Along with the personal humiliation involved in an abortion, women were branded as murders or killers by anti-abortion groups. Cicero once said, “To convince others, we have to be familiar not only with our views but with theirs.” The rhetorician makes us realize the perspectives of women on the issue of abortion but also challenges the debate’s key to consider the personal and public motivation of their adversaries.
Public policies on abortion cause the private aspect of the problem to be dealt with in a public forum. Soon more problems stemmed from the debate as other important policies, such as those concerning the environment and economy, were neglected and set aside to cater to the formation of an abortion policy that would be widely accepted. For example, money funded by the government was used to facilitate abortion research and other contraceptives superceded the attention intended for the health care and social security. The public concern grew for Americans who would rather have funding for medical insurance and welfare for themselves instead of funding research to help calm the abortion storm. The government was indeed willing to dispense tax money for abortion research and disregard other important issues. The morality of the issue was beginning to being questioned as the government decides whether to continue funding abortion research or to provide the Medicare for its senior citizens. The personal consequences of these actions and their implications for one’s quality of life are main reasons for a divided society and the development of a social problem. A new CNN/USA Today/Gallup survey found 38 percent of Americans believe abortion should be legal in most or all circumstances, 42 percent believe it should be available in a few circumstances, such as to save the mother's life and 18 percent say abortion should never be legal. This is almost unchanged in the past 15 years. These percentages reflect the different opinions of society and we can see the fragmentation caused by one issue. The issue of abortion is also related to stark differences of opinion about privacy, a growing public concern in an age of surveillance and widespread, international dispersal of information. Even in a modern world, though, it is still difficult to differentiate what is moral and amoral and what is permissible in society.
The legal implications of abortion are more tangible than their moral counterparts, and they rise to the foreground of the controversy of abortion practices in the United States. Politics still play a major role in shaping the debate over abortion, but much of that debate has become predictable.
David Garrow, an Emory University law professor claims,
“Much of the controversy about abortion is really stimulated by the interest groups on both sides of the political question, rather than by ordinary Americans, The American people and many political leaders have already made up their minds about legal abortion.”
The last decade has highlighted the conflict of interest inherent to the issue of abortion. The tension can be linked to different agendas of the numerous political parties. The present anti-abortion administration sets a new mind set for its people to follow. Another possible issue that can be raised here is that of ethics, simply as to who is right and wrong. And if society forces women to have children against their will, then should society have the obligation to care for food, provide clothing, and educate these innocent children and make them normal but not necessarily productive members of society. The Democratic government of the previous administration supported the pro-choice advocates of the abortion: “Clinton supports The Freedom of Choice Act, guaranteeing abortion rights to women, regardless of the Supreme Court's possible reconsideration of Roe vs. Wade, and overriding existing state regulations and provisions.” But the present administrations stance on pro-life leaves the citizens of America confused due to the constant see saw battle for women’s rights amongst the different administrations in the last ten years.
The prior confusion does not, however; reflect the ethical issue of abortion. The ethical issue of abortion reflects the thoughts of a free society where the people, not the government, make private choices. A main reason behind the tension created is attributed to the fact that advocates of the anti abortion movement cannot argue with the Supreme Court decision of legalizing abortion. An anti abortionist view of legalization is explained by Genevieve Wood of the Family Research Council who claims, "There are a lot of measures that stand a very good chance of passage and the American public would be supportive of many of them." This view is shared by anti-abortionists who are still trying to reverse the Supreme Court decision of 30 years ago. The American people still do not want the matter to rest and be settled with. They are adamant about their individual views. These conflicting views create social problems. If the decision to abort a child is a personal one, why should there be public consent for this decision? Such an action will only affect the lives of a few individuals, who are willing to take the risks involved in the abortion. If somebody wants to do something rational to their thought process, why should the public have an opinion on this matter? In a phone call broadcast to anti-abortion protesters gathered on the National Mall, President Bush vowed "to protect the lives of innocent children waiting to be born" and would promote "compassionate alternatives" to abortion. The message relayed by the present administration is not based upon on the ethics of the issue but upon the responsibilities of the government and public in making a decision on behalf of its female constituents However, the present administration uses their political authority to influence private citizens to adapt to a new anti-abortion paradigm present in today’s society. But abortion’s opponents seem willing to pass the massive tax increases and social programs to deal with raising the child who would otherwise have been aborted.
One potential alternative of pro-life advocates is adoption. Many people would like to adopt a child but have to face the adversity of the child not being genetically theirs. Here ethical issues arise about the societal responsibilities of raising a child given up for adoption, if a woman decides to let the child live but eventually gives it up for adoption the burden of the child will once again fall on society. The foster and abortion homes now have an additional burden on them; to bear the mistakes of women. In my opinion the gift of life and parenthood is given to us by the Lord; we shouldn’t just give that gift and responsibility away because we are not capable of handling the pressure Abortion generates the concept of individual freedom versus group responsibility to a group, so tension develops between the individual responsibilities of conception and the public responsibilities of supporting a new child.
At present the abortion rate is at its lowest since 1974, yet pro-abortion groups still lobby for the reversal of Roe vs. Wade. Not only are the abortion rates decreasing but also there has been an 11% decline of abortion providers since 1996. The tension caused despite the steady decline of abortion rates leaves the future of this problem extremely unpredictable and seemingly endless, largely due to its moral implications. The question now arises as to why the pro-abortion groups still want the court decision to be overturned. The only possible reason that can be formulated is that they want to achieve a moral victory and do not want to face the adversity of being defeated again. However, this moral defeat can once again lead to tension, because abortion is an extremely disputed issue that has evolved from a private matter into a public concern. These concerns reflect the collective interests of the public who deal with abortion as one of the many social problems eminent in America today.
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Friday, June 26, 2009
Management Dissertation
One of the most important parts of the business world is management. We all hope to obtain upper managerial position when we get older, but first we need to learn the skills and principles to become a manager. Managers in today’s world walk a very fine line in everything they do, because the trust of the company lies in their hands. The jobs of a manager are not very easy. A major issue, which will be discussed later on, is that managers should also become good leaders. It is one thing to manage a company, but another to lead the company into bigger and better things.
Directors have an obligation to shareholders and the CEO to evaluate the performance of the chief executive officer. The CEO is the employee of the board and has a clear picture of expectations and goals that he must achieve. Ideally, the CEO’s performance in both management and financial matters should be evaluated each year, and should be discussed with the CEO by the board or a spokesperson who is a director. In evaluating the CEO, directors are reminded to be as objective as possible. Avoid focusing on personality or style issues and look instead to substantive matters. The board of directors should evaluate the CEO by making sure he is completing all of his tasks and keeping the company moving forward. The CEO should be in complete control of the company and make sure everything is in perfect condition and running by procedure. The board should make sure this is taking place within the company. (Runkle)(Freibert)
Men and women who serve on the board of directors should all have the certification needed to be that high up in the company. Those people should be very well educated with a very high degree. They should have all the necessary training, so they would know exactly what was taking place in the company. They should be someone that has been with the company that knows all the goals and objectives the organization is trying to reach. To be a part of the board of directors is a very honorable position in a company. Other than the CEO, the board of directors are the most important part of the company, and will lead the company in achieving the necessary tasks and moving the company forward. The board also decides if they feel the CEO is doing his job properly and to his or her best standards. They will replace the CEO if he or she is not helping the company. This makes it very important that the board members take their job very seriously. Only those who are very well educated and have the necessary training be a part of the board of directors because the company lies in their hands. (Board of Directors)
The members of the board of directors should be very aware of the day to day activities. They all should know what tasks need to be achieved each day. I interviewed one of my managers Chad Sawyer, who is the assistant store manager of Hannaford’s. He said, “Every board of directors should meet on a regular basis discussing the issues taking place in the company, which will allow everyone in the company to be on the same page of what problems need to be addressed in the company.” I felt that this was a very significant point. The more the board members speak to each other, the more they will realize what is going on around them throughout the company. The board should be united, so they are all together in operating the company under the CEO. They must help the company move forward with the CEO and take care of all the problems they encounter. (Pointer)
The board of directors take many steps in deciding whether they are going to replace a CEO or not. Some of the reasons why they would replace a CEO would be if he or she was not completing his task and objectives, was not pushing the company forward, and not achieving the success that the company wants too. The board of directors want a CEO that will help the company reach success and better the organization. They want their stocks to rise and for shareholders to love the company. The company is in the hands of the CEO, and it is a lot of hard work to stay a CEO for a long time. Many CEO’s do not last very long because it is very hard to keep a company always on top and making a huge profit. The board will replace CEO’s whenever he or she is not producing up to the standards of the company. (Do Boards ever fire executive directors)
A Manager must look at the big picture and see the company as a whole, because their decisions make the company strong and running properly. “Management is the act, manner, or practice of managing through handling, supervision, or control” (Dictionary.com). There are four main elements of the strategic management process. These areas are used to help accomplish organizational goals, through planning, organizing, leading, and controlling people and other organizational resources. Planning focuses on anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives. A major issue in planning is to please the customers. Managers should always want a very high satisfaction for customers because you want them to come back.
Through planning, he or she should set organizational goals and try to achieve them as best as possible. They should come up with tactics and a line of attack to reach those goals. Also, you should determine the resources necessary and set standards. Planning is the most important element of the strategic management process because without a good plan you will not be able to do anything. The better prepared the person is the more successful your company will be. The Second element you should focus on is organizing. Organizing includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives. Again, you want to organize and design your company around the customer. You want your employees to please the customers at a profit. Through organizing you want to accomplish your goals by assigning tasks and establishing procedures to reach your objectives. There should also be an organization chart showing the lines of authority throughout the company.
Employees should be recruited and hired and then trained and developed so they understand the rules and regulations of the company. Managers want to have the best employees possible so your company will meet those objectives. Employees need to be place where they best fit into the company and where they will be most effective. The third element is leading. Leading means creating a vision for the business and guiding, training, coaching, and motivating others to work effectively to achieve the organization’s goals and objectives. You do not want to control your employees; you want them to be self motivated and get the work they are supposed to done on their own. This will lead to them becoming more independent and achieve for goals. To lead his or her employees one must give them assignments, clarify policies, explain routines, and also tell them how they are doing in their performance. Lastly, controlling involves determining whether or not an organization is progressing towards its goals and objectives, and taking the necessary actions to do so. You should monitor employees work and award them for outstanding work on achieving their goals. This is the strategic management process and this is where the center and main part of an organization is made up of. (Nickels)
There are many requirements you need to have to be a manager in the 21st century. The most important competencies that are needed to be an effective manager are leadership, relating with employees, listening skills, time management, ethical issues, and rewarding employees. All of these competencies are in the beginning stages of evolving into new management skills. Managers certainly need to start preparing for the 21st century; leadership for managers will create a more demanding role than it has in the past. A manger is no longer expected to oversee his or her staff. He or she is expected to handle a multitude of tasks at any given moment. Managers will not be considered as bosses anymore. Managers will guide, train, support, motivate, and coach employees rather than to tell them what to do. Managers in the future are more likely to be working in teams, to be evaluated by those below them as well as the people above them. Mangers will demand a new kind of person, being a skilled communicator, team player, a planner, coordinator, organizer, and supervisor. You will need to be more a leader within your company and complete the many tasks and objectives that your company has. It will be very difficult to be a successful leader without manager-employee interaction, so therefore you should have very good social skills. Many of the changes in the 21st century will be rewarding and beneficial to corporations. (Stock)
When there is an organizational change among a company there is always some stress and conflict among employees. This shift in a company should be followed by an establishment of an organizational culture that will smooth the process of the change. An Organizational culture is widely spread values within an organization that provide coherence and cooperation to achieve common goals. The very best organizations have cultures that stress customer service to others. You want your business to have friendly, concerned and caring employees that will provide a very good product at a reasonable price. These elements make up a high performing culture. Managers and CEO’s should all have the same goal of customer satisfaction. By providing these high performing cultures, it leads the way to self-managed teams so more objectives will be achieved. You want customers to enjoy shopping at your business and receiving the service they need. This builds character upon your organization where people know they are getting something worth buying. (Nickels)
There are many different things you see as a first-line supervisor compared to a middle manager. When managers have planned out their course of action, they must organize the company to accomplish their goals and objectives. To do to this manager’s use an organization chart. An organization chart is a visual device which shows the relationship and divides the organization’s work, which shows who is accountable for the completion of specific work and who reports to whom. (Nickels)
There are three levels of management. First are the top management, then middle management, and lastly supervisory management. Top management consists of the president and other key company executives who develop strategic plans. Middle management includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling. Supervisory management includes those who are directly responsible for supervising workers and evaluating their daily performance. Middle managers are better educated and trained compared to a first-line supervisor. They are also higher in hierarchy compared to the first-line supervisors, so they have more responsibility within the company and how to succeed in the business. (Nickels)
There are some problems in both a centralized structure and in a decentralized structure. “Centralized authority is an organization structure in which decision making authority is maintained at the top level of management at the company’s headquarters” (Nickels). “Decentralized authority is an organization structure in which decision making authority is delegated to lower level managers more familiar with local conditions than headquarters management could be” (Nickels). The degree to which an organization allows managers at lower levels to make decisions determines the degree of decentralization. Today’s markets tend to favor more of a decentralized structure. In a decentralized structure companies will buy the products that more appeal to their customers compared to a centralized structure where the products are the same all over the world. There are problems because people in the United States would eat different food and wear different clothing compared to the people living in Europe. Companies need to decentralize to fit the customers’ needs, so they buy and sell different products geared towards different customer bases. (Nickels)
There are many different ways to structure an organization. The four main models are line organizations, line-and-staff organizations, matrix style organizations, and cross-functional self-managed teams. In a line-and-staff organization, a line personnel “performs functions that contribute directly to the primary goals of the organization”, while the staff personnel “perform functions that advise and assist line personnel in performing their goals” (Nickels). A line-staff structure is very helpful when dealing with safety, quality control, computer technology, human resource management, and investing. A staff personnel is very supportive toward the line personnel. It is a way to get objective and goals reached by cooperating with one another. (Nickels)
A matrix style organizational structure is similar to a line-staff structure, but different in a couple of ways. A matrix style structure “is an organization in which specialists from different parts of the organization are brought together to work on specific projects but still remain part of a line-and-staff structure” (Nickels). In a matrix style structure managers are allowed to use employees in different departments to design and market new products. (Nickels)
There are some advantages and disadvantages of this matrix style structure. Some of the advantages are that it gives flexibility to managers in assigning people to projects. It encourages inter-organizational cooperation and teamwork. It can result in creative solutions to problems such as those associated with new-product development. Lastly, it provides for more effective use of organizational resources. Some disadvantages are that it is costly and effective. It can cause confusion among employees as to where their loyalty belongs. It requires good interpersonal skills and cooperative employees and managers. It can be only a temporary solution to a long-term problem. A matrix style organization structure works very well in some businesses, but very bad in others. (Nickels)
If your goal is a superior, high performance, workforce that is focused on continuous improvement, you need to manage people within a performance management and development framework. When you implement each of these components, you’ll ensure the development of the superior workforce you seek. There were seven success opportunity areas that you should focus your time and attention too; These areas will give your organization the performance of a superior workforce, and that is the performance that will enable your organization to achieve its goals. First, create a documented, systematic hiring process to ensure you hire the best possible staff. Develop a job description that clearly describes the performance responsibilities of the person you hire. Set up as many interviews as possible, asking them questions of what they would do in certain situations. Perform a background check of each person, so you hire the best possible people, with the education necessary for the job. Second, provide the direction and management needed to align employee interest with your organization’s goals and desired outcomes. Provide effective supervisors who give clear direction and expectations to staff success. Provide the companies vision, mission, values, and goals to show what the company hopes for. Third, have quarterly performance meetings to establish aligned direction, measurement, and goals. Performance and productivity goals and measurements that support your organization’s goals are developed and written. Track the goals of the company to see which ones are being achieved. Fourth, provide regular feedback. Effective supervisory feedback means that people know how they are doing on a daily basis. Develop a reward and recognition system that tells people clearly what you want from them. It must also help people feel appreciated and recognized for their efforts. Develop a disciplinary system to help people improve areas in which they are not performing as expected. Fifth, provide a recognition system that rewards and recognizes people for real contributions. Develop a bonus system that recognizes employee’s accomplishments and contributions. Design ways to say “thank you” and other employee recognition processes. Try to provide a continual improving benefits package. Sixth, provide training, education and development to build a superior workforce. Employee retention and education begin with a positive employee orientation. The orientation should give the employee a complete understanding of the flow of the business, the nature of the work, benefits and the fit of his or her job within the organization. Each employee should receive enough training so they can do their job to the best of their ability. You should receive around 40 hours of training before they begin to work on their own. Finally the seventh is end the employment relationship if the staff person is not working out. View every termination as an opportunity for your organization to analyze its hiring, training, support, and coaching practices and policies. This will give you a better understanding of who you want to hire and who will best fit the position need. (Allaire)
There is a major difference between leading a company and managing a company. A person can be a good manager and not be a good leader. Both a leader and a manger have very different qualities. Leaders are the heart of a business. The essence of leadership means inspiring a group to come together for a common goal. Leaders motivate, console and work with people to keep them bonded and eager to move forward. Managers are the brains of the business. They establish systems, create rules, and operating procedures, and put into place incentive programs. Most business executives have a mix of both management and leadership skills. Both skill sets are necessary to run a successful business. Leadership skills provide the direction, while management skills provide the systems that let a company grow with success. Leaders set direction with a vision, mission, and operating principles that embody the company’s direction and values. Managers cope with complexity, while leaders cope with change. Managing is a present tense activity and leading is a future-tense activity. Leaders create expectations, while managers perform them. Management is doing things right where as leading is doing the right thing. Managers emphasize rational and control, and are also problem solvers. Leaders are perceived as brilliant and achieve control of themselves before they try to control others. They visualize a purpose and generate value in work. Managers and leaders have many different attitudes towards goals. Managers adopt impersonal, almost passive attitudes towards goals and decide upon goals based on necessity instead of desire and are therefore deeply tied to their organization’s culture. Leaders tend to be active since they envision and promote their ideas instead of reacting to current situations. They shape their ideas instead of responding to them and have a personal orientation toward goals. (Nickels)
Both managers and leaders have different conceptions of work. Managers view work as an enabling process. They establish strategies and make decisions by combining people and ideas. They are good at reaching compromises and mediating conflicts between opposing values and perspectives. Leaders develop new approaches to long-standing problems and open issues to new options. They first use their vision to excite people and only then develop choices which give those images substance. They focus people on shared ideals and raise their expectations. (Cropp)
Managers and leaders also have very different relationship with others. Managers prefer working with others. They maintain a low level of emotional involvement in relationships. They attempt to reconcile differences, seek compromises, and establish a balance of power. Managers relate to people according to the role they play in a sequence of events or in a decision-making process. Leaders maintain inner perceptiveness that they can use in their relationships with others. They relate to people in an intuitive way. They focus on what events and decisions mean to participants. They attract strong feelings of identity and difference or of love or hate. There are many differences between managers and leaders. For a company to have a lot of success you would definitely need to have both of them. (Cropp)
Management skills are transferable from one industry to the next. When you are studying management and leadership it prepares you to work in any organization at any level of management. A manager must have three major skills. These skills are technical skills, human relationship skills, and conceptual skills. Technical skills involve the ability to perform tasks in a specific discipline or department. Human relationship skills involve communication and motivation which enable managers to work through and with people. Conceptual skills involve the ability to picture the organization as a whole and the relationship among its various parts. There are many different types of management positions, and even many more different companies to choose from. You will have to find a management position that best fits you. You will have all the skills needed to be any type of manager. (Nickels)
There are many important elements in using organizing principles within an organization. In our textbook, it discusses how Max Weber and Henri Fayol were the first two men to discuss organization theory. Both Foyal and Weber’s theory were similar, but each of them had different theories. Foyal’s principles of organization consisted of 10 elements. The ten principles were unity of command, hierarchy of authority, division of labor, subordination of individual interests to the general interests, authority, degree of centralization, clear communication channels, order, equity, and spirit de corps. These principles were used for years and these were the basis of what organizations were built upon. Max Weber stressed a couple of other elements in his theory. Weber highlights job descriptions, written rules, decision guidelines, and detailed records. He also emphasizes staffing and promotions based on qualifications, consistent procedures, regulations, and policies. Weber believed that larger organizations needed rules, regulations and guidelines to follow to be successful. (Nickels)
An inverted structure design is suitable for all organizations today if and only if it is done right. An inverted organization has contact people at the top and the chief executive officer at the bottom of the organization chart. It is the complete opposite of a traditional chart. The front-line employees have to be very well educated because there is more stress and reliance on them to better the company. They also must better train the front-line. It takes a lot of trust from the managers to execute an inverted structure design. If a company performs correctly, it will definitely help the company. It completely helps out customer satisfaction and also profits as well. This structure gives everyone power and not just the managers. It helps the company so everyone can become a leader and make the company the best it can be. (Nickels)
Unions are good for business. Workers who belong to unions earn high wages, work fewer hours, receive more training and also have longer job tenure. People join unions because it improves their standard of living and adds to their quality of life. There are many advantages people have when the come together in solidarity. Workers can receive better pay and working conditions, improved access to benefits like pension and dental insurance, and opportunities to become better workers and better citizens. Unions provide many good jobs for people with many benefits. I believe that unions are very good for business and it is a way for many people to work together to get a lot of goals and objectives finished. (Nickels)
There are many Union tactics which are used against management. A labor union is defined in the dictionary as, “an organization of wage earners formed for the purpose of serving the members' interests with respect to wages and working conditions” (Dictionary.com). Today there are about 16 million workers in the U.S. that belong to a labor union. Labor unions have been around for a long time. The way unions negotiate for an employment contract is by collective bargaining. “Collective bargaining is negotiation between the representatives of organized workers and their employer or employers to determine wages, hours, rules, and working conditions” (Dictionary.com). When in collective bargaining, the unions represent its members in negotiations rather than have each worker negotiate individually with an employer. In order for the collective bargaining process can start a union shop must be organized. Although many union contracts are worked out through collective bargaining, there are times when this process fails to bring agreement between the union and management. (Nickels)
In looking to achieve the union’s goals, labor unions may use a variety of tactics. Some of these tactics include striking, picketing, boycotting, slowdown, and in some cases illegal methods. A strike is the most effective union tactic against management. A strike “is when workers stop working for the purpose of gaining concessions from management” (Nickels). The purpose of this is to further workers’ objectives after an impasse in collective bargaining. Strike is labor’s most powerful weapon because of the financial loss imposed upon the employer. The downfall to a strike is that it also costs participating workers a loss in income. There are three main tactics. The first one is secondary boycott, which has been discussed previously. The second is strong-arm methods where unions hire thugs to force management into accepting the union demands. The third method is called jurisdictional strike is one caused by dispute between two unions over which one can represent certain workers. Management sometime will put pressure on unions when there is a breakdown in labor-management negotiations. Some important management tactics are lockouts, injunctions, and strikebreakers. Lockout happens when management shuts down a workplace in hope of bringing the workers to the companies’ terms. Sometimes a court will issue an injunction to halt a strike. Injunctions are very uncommon. Strikebreakers occur when management hire new people to replace the people that are on strike. Strike breaking, in my opinion is the best way to handle a strike. If people don’t want to work they shouldn’t. There are peaceful ways decisions can be solved without strikes or lockouts. (Gerson)
Companies should drug test every employee that they hire. They should do a background search of all their new hires to see their training, education, and if they have committed a crime. Every employee, even ones that have been there for a very long time should continue to be drug tested. This will make for a safety and healthier work environment. Workers should be drug tested for AIDS and other diseases, but in no way should they not be hired. AIDS and other diseases will not make employees work less poorly. They will complete their goals and objectives just as well as a person with no disease would. I feel that they are just discriminated against because they have AIDS, but people have to realize they are just as capable as anyone else. You can’t catch AIDS by working with someone in a factory or a company, so there is no need not to hire these people if they are certified and educated in completing the work that needs to be done. (Nickels)
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Directors have an obligation to shareholders and the CEO to evaluate the performance of the chief executive officer. The CEO is the employee of the board and has a clear picture of expectations and goals that he must achieve. Ideally, the CEO’s performance in both management and financial matters should be evaluated each year, and should be discussed with the CEO by the board or a spokesperson who is a director. In evaluating the CEO, directors are reminded to be as objective as possible. Avoid focusing on personality or style issues and look instead to substantive matters. The board of directors should evaluate the CEO by making sure he is completing all of his tasks and keeping the company moving forward. The CEO should be in complete control of the company and make sure everything is in perfect condition and running by procedure. The board should make sure this is taking place within the company. (Runkle)(Freibert)
Men and women who serve on the board of directors should all have the certification needed to be that high up in the company. Those people should be very well educated with a very high degree. They should have all the necessary training, so they would know exactly what was taking place in the company. They should be someone that has been with the company that knows all the goals and objectives the organization is trying to reach. To be a part of the board of directors is a very honorable position in a company. Other than the CEO, the board of directors are the most important part of the company, and will lead the company in achieving the necessary tasks and moving the company forward. The board also decides if they feel the CEO is doing his job properly and to his or her best standards. They will replace the CEO if he or she is not helping the company. This makes it very important that the board members take their job very seriously. Only those who are very well educated and have the necessary training be a part of the board of directors because the company lies in their hands. (Board of Directors)
The members of the board of directors should be very aware of the day to day activities. They all should know what tasks need to be achieved each day. I interviewed one of my managers Chad Sawyer, who is the assistant store manager of Hannaford’s. He said, “Every board of directors should meet on a regular basis discussing the issues taking place in the company, which will allow everyone in the company to be on the same page of what problems need to be addressed in the company.” I felt that this was a very significant point. The more the board members speak to each other, the more they will realize what is going on around them throughout the company. The board should be united, so they are all together in operating the company under the CEO. They must help the company move forward with the CEO and take care of all the problems they encounter. (Pointer)
The board of directors take many steps in deciding whether they are going to replace a CEO or not. Some of the reasons why they would replace a CEO would be if he or she was not completing his task and objectives, was not pushing the company forward, and not achieving the success that the company wants too. The board of directors want a CEO that will help the company reach success and better the organization. They want their stocks to rise and for shareholders to love the company. The company is in the hands of the CEO, and it is a lot of hard work to stay a CEO for a long time. Many CEO’s do not last very long because it is very hard to keep a company always on top and making a huge profit. The board will replace CEO’s whenever he or she is not producing up to the standards of the company. (Do Boards ever fire executive directors)
A Manager must look at the big picture and see the company as a whole, because their decisions make the company strong and running properly. “Management is the act, manner, or practice of managing through handling, supervision, or control” (Dictionary.com). There are four main elements of the strategic management process. These areas are used to help accomplish organizational goals, through planning, organizing, leading, and controlling people and other organizational resources. Planning focuses on anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives. A major issue in planning is to please the customers. Managers should always want a very high satisfaction for customers because you want them to come back.
Through planning, he or she should set organizational goals and try to achieve them as best as possible. They should come up with tactics and a line of attack to reach those goals. Also, you should determine the resources necessary and set standards. Planning is the most important element of the strategic management process because without a good plan you will not be able to do anything. The better prepared the person is the more successful your company will be. The Second element you should focus on is organizing. Organizing includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives. Again, you want to organize and design your company around the customer. You want your employees to please the customers at a profit. Through organizing you want to accomplish your goals by assigning tasks and establishing procedures to reach your objectives. There should also be an organization chart showing the lines of authority throughout the company.
Employees should be recruited and hired and then trained and developed so they understand the rules and regulations of the company. Managers want to have the best employees possible so your company will meet those objectives. Employees need to be place where they best fit into the company and where they will be most effective. The third element is leading. Leading means creating a vision for the business and guiding, training, coaching, and motivating others to work effectively to achieve the organization’s goals and objectives. You do not want to control your employees; you want them to be self motivated and get the work they are supposed to done on their own. This will lead to them becoming more independent and achieve for goals. To lead his or her employees one must give them assignments, clarify policies, explain routines, and also tell them how they are doing in their performance. Lastly, controlling involves determining whether or not an organization is progressing towards its goals and objectives, and taking the necessary actions to do so. You should monitor employees work and award them for outstanding work on achieving their goals. This is the strategic management process and this is where the center and main part of an organization is made up of. (Nickels)
There are many requirements you need to have to be a manager in the 21st century. The most important competencies that are needed to be an effective manager are leadership, relating with employees, listening skills, time management, ethical issues, and rewarding employees. All of these competencies are in the beginning stages of evolving into new management skills. Managers certainly need to start preparing for the 21st century; leadership for managers will create a more demanding role than it has in the past. A manger is no longer expected to oversee his or her staff. He or she is expected to handle a multitude of tasks at any given moment. Managers will not be considered as bosses anymore. Managers will guide, train, support, motivate, and coach employees rather than to tell them what to do. Managers in the future are more likely to be working in teams, to be evaluated by those below them as well as the people above them. Mangers will demand a new kind of person, being a skilled communicator, team player, a planner, coordinator, organizer, and supervisor. You will need to be more a leader within your company and complete the many tasks and objectives that your company has. It will be very difficult to be a successful leader without manager-employee interaction, so therefore you should have very good social skills. Many of the changes in the 21st century will be rewarding and beneficial to corporations. (Stock)
When there is an organizational change among a company there is always some stress and conflict among employees. This shift in a company should be followed by an establishment of an organizational culture that will smooth the process of the change. An Organizational culture is widely spread values within an organization that provide coherence and cooperation to achieve common goals. The very best organizations have cultures that stress customer service to others. You want your business to have friendly, concerned and caring employees that will provide a very good product at a reasonable price. These elements make up a high performing culture. Managers and CEO’s should all have the same goal of customer satisfaction. By providing these high performing cultures, it leads the way to self-managed teams so more objectives will be achieved. You want customers to enjoy shopping at your business and receiving the service they need. This builds character upon your organization where people know they are getting something worth buying. (Nickels)
There are many different things you see as a first-line supervisor compared to a middle manager. When managers have planned out their course of action, they must organize the company to accomplish their goals and objectives. To do to this manager’s use an organization chart. An organization chart is a visual device which shows the relationship and divides the organization’s work, which shows who is accountable for the completion of specific work and who reports to whom. (Nickels)
There are three levels of management. First are the top management, then middle management, and lastly supervisory management. Top management consists of the president and other key company executives who develop strategic plans. Middle management includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling. Supervisory management includes those who are directly responsible for supervising workers and evaluating their daily performance. Middle managers are better educated and trained compared to a first-line supervisor. They are also higher in hierarchy compared to the first-line supervisors, so they have more responsibility within the company and how to succeed in the business. (Nickels)
There are some problems in both a centralized structure and in a decentralized structure. “Centralized authority is an organization structure in which decision making authority is maintained at the top level of management at the company’s headquarters” (Nickels). “Decentralized authority is an organization structure in which decision making authority is delegated to lower level managers more familiar with local conditions than headquarters management could be” (Nickels). The degree to which an organization allows managers at lower levels to make decisions determines the degree of decentralization. Today’s markets tend to favor more of a decentralized structure. In a decentralized structure companies will buy the products that more appeal to their customers compared to a centralized structure where the products are the same all over the world. There are problems because people in the United States would eat different food and wear different clothing compared to the people living in Europe. Companies need to decentralize to fit the customers’ needs, so they buy and sell different products geared towards different customer bases. (Nickels)
There are many different ways to structure an organization. The four main models are line organizations, line-and-staff organizations, matrix style organizations, and cross-functional self-managed teams. In a line-and-staff organization, a line personnel “performs functions that contribute directly to the primary goals of the organization”, while the staff personnel “perform functions that advise and assist line personnel in performing their goals” (Nickels). A line-staff structure is very helpful when dealing with safety, quality control, computer technology, human resource management, and investing. A staff personnel is very supportive toward the line personnel. It is a way to get objective and goals reached by cooperating with one another. (Nickels)
A matrix style organizational structure is similar to a line-staff structure, but different in a couple of ways. A matrix style structure “is an organization in which specialists from different parts of the organization are brought together to work on specific projects but still remain part of a line-and-staff structure” (Nickels). In a matrix style structure managers are allowed to use employees in different departments to design and market new products. (Nickels)
There are some advantages and disadvantages of this matrix style structure. Some of the advantages are that it gives flexibility to managers in assigning people to projects. It encourages inter-organizational cooperation and teamwork. It can result in creative solutions to problems such as those associated with new-product development. Lastly, it provides for more effective use of organizational resources. Some disadvantages are that it is costly and effective. It can cause confusion among employees as to where their loyalty belongs. It requires good interpersonal skills and cooperative employees and managers. It can be only a temporary solution to a long-term problem. A matrix style organization structure works very well in some businesses, but very bad in others. (Nickels)
If your goal is a superior, high performance, workforce that is focused on continuous improvement, you need to manage people within a performance management and development framework. When you implement each of these components, you’ll ensure the development of the superior workforce you seek. There were seven success opportunity areas that you should focus your time and attention too; These areas will give your organization the performance of a superior workforce, and that is the performance that will enable your organization to achieve its goals. First, create a documented, systematic hiring process to ensure you hire the best possible staff. Develop a job description that clearly describes the performance responsibilities of the person you hire. Set up as many interviews as possible, asking them questions of what they would do in certain situations. Perform a background check of each person, so you hire the best possible people, with the education necessary for the job. Second, provide the direction and management needed to align employee interest with your organization’s goals and desired outcomes. Provide effective supervisors who give clear direction and expectations to staff success. Provide the companies vision, mission, values, and goals to show what the company hopes for. Third, have quarterly performance meetings to establish aligned direction, measurement, and goals. Performance and productivity goals and measurements that support your organization’s goals are developed and written. Track the goals of the company to see which ones are being achieved. Fourth, provide regular feedback. Effective supervisory feedback means that people know how they are doing on a daily basis. Develop a reward and recognition system that tells people clearly what you want from them. It must also help people feel appreciated and recognized for their efforts. Develop a disciplinary system to help people improve areas in which they are not performing as expected. Fifth, provide a recognition system that rewards and recognizes people for real contributions. Develop a bonus system that recognizes employee’s accomplishments and contributions. Design ways to say “thank you” and other employee recognition processes. Try to provide a continual improving benefits package. Sixth, provide training, education and development to build a superior workforce. Employee retention and education begin with a positive employee orientation. The orientation should give the employee a complete understanding of the flow of the business, the nature of the work, benefits and the fit of his or her job within the organization. Each employee should receive enough training so they can do their job to the best of their ability. You should receive around 40 hours of training before they begin to work on their own. Finally the seventh is end the employment relationship if the staff person is not working out. View every termination as an opportunity for your organization to analyze its hiring, training, support, and coaching practices and policies. This will give you a better understanding of who you want to hire and who will best fit the position need. (Allaire)
There is a major difference between leading a company and managing a company. A person can be a good manager and not be a good leader. Both a leader and a manger have very different qualities. Leaders are the heart of a business. The essence of leadership means inspiring a group to come together for a common goal. Leaders motivate, console and work with people to keep them bonded and eager to move forward. Managers are the brains of the business. They establish systems, create rules, and operating procedures, and put into place incentive programs. Most business executives have a mix of both management and leadership skills. Both skill sets are necessary to run a successful business. Leadership skills provide the direction, while management skills provide the systems that let a company grow with success. Leaders set direction with a vision, mission, and operating principles that embody the company’s direction and values. Managers cope with complexity, while leaders cope with change. Managing is a present tense activity and leading is a future-tense activity. Leaders create expectations, while managers perform them. Management is doing things right where as leading is doing the right thing. Managers emphasize rational and control, and are also problem solvers. Leaders are perceived as brilliant and achieve control of themselves before they try to control others. They visualize a purpose and generate value in work. Managers and leaders have many different attitudes towards goals. Managers adopt impersonal, almost passive attitudes towards goals and decide upon goals based on necessity instead of desire and are therefore deeply tied to their organization’s culture. Leaders tend to be active since they envision and promote their ideas instead of reacting to current situations. They shape their ideas instead of responding to them and have a personal orientation toward goals. (Nickels)
Both managers and leaders have different conceptions of work. Managers view work as an enabling process. They establish strategies and make decisions by combining people and ideas. They are good at reaching compromises and mediating conflicts between opposing values and perspectives. Leaders develop new approaches to long-standing problems and open issues to new options. They first use their vision to excite people and only then develop choices which give those images substance. They focus people on shared ideals and raise their expectations. (Cropp)
Managers and leaders also have very different relationship with others. Managers prefer working with others. They maintain a low level of emotional involvement in relationships. They attempt to reconcile differences, seek compromises, and establish a balance of power. Managers relate to people according to the role they play in a sequence of events or in a decision-making process. Leaders maintain inner perceptiveness that they can use in their relationships with others. They relate to people in an intuitive way. They focus on what events and decisions mean to participants. They attract strong feelings of identity and difference or of love or hate. There are many differences between managers and leaders. For a company to have a lot of success you would definitely need to have both of them. (Cropp)
Management skills are transferable from one industry to the next. When you are studying management and leadership it prepares you to work in any organization at any level of management. A manager must have three major skills. These skills are technical skills, human relationship skills, and conceptual skills. Technical skills involve the ability to perform tasks in a specific discipline or department. Human relationship skills involve communication and motivation which enable managers to work through and with people. Conceptual skills involve the ability to picture the organization as a whole and the relationship among its various parts. There are many different types of management positions, and even many more different companies to choose from. You will have to find a management position that best fits you. You will have all the skills needed to be any type of manager. (Nickels)
There are many important elements in using organizing principles within an organization. In our textbook, it discusses how Max Weber and Henri Fayol were the first two men to discuss organization theory. Both Foyal and Weber’s theory were similar, but each of them had different theories. Foyal’s principles of organization consisted of 10 elements. The ten principles were unity of command, hierarchy of authority, division of labor, subordination of individual interests to the general interests, authority, degree of centralization, clear communication channels, order, equity, and spirit de corps. These principles were used for years and these were the basis of what organizations were built upon. Max Weber stressed a couple of other elements in his theory. Weber highlights job descriptions, written rules, decision guidelines, and detailed records. He also emphasizes staffing and promotions based on qualifications, consistent procedures, regulations, and policies. Weber believed that larger organizations needed rules, regulations and guidelines to follow to be successful. (Nickels)
An inverted structure design is suitable for all organizations today if and only if it is done right. An inverted organization has contact people at the top and the chief executive officer at the bottom of the organization chart. It is the complete opposite of a traditional chart. The front-line employees have to be very well educated because there is more stress and reliance on them to better the company. They also must better train the front-line. It takes a lot of trust from the managers to execute an inverted structure design. If a company performs correctly, it will definitely help the company. It completely helps out customer satisfaction and also profits as well. This structure gives everyone power and not just the managers. It helps the company so everyone can become a leader and make the company the best it can be. (Nickels)
Unions are good for business. Workers who belong to unions earn high wages, work fewer hours, receive more training and also have longer job tenure. People join unions because it improves their standard of living and adds to their quality of life. There are many advantages people have when the come together in solidarity. Workers can receive better pay and working conditions, improved access to benefits like pension and dental insurance, and opportunities to become better workers and better citizens. Unions provide many good jobs for people with many benefits. I believe that unions are very good for business and it is a way for many people to work together to get a lot of goals and objectives finished. (Nickels)
There are many Union tactics which are used against management. A labor union is defined in the dictionary as, “an organization of wage earners formed for the purpose of serving the members' interests with respect to wages and working conditions” (Dictionary.com). Today there are about 16 million workers in the U.S. that belong to a labor union. Labor unions have been around for a long time. The way unions negotiate for an employment contract is by collective bargaining. “Collective bargaining is negotiation between the representatives of organized workers and their employer or employers to determine wages, hours, rules, and working conditions” (Dictionary.com). When in collective bargaining, the unions represent its members in negotiations rather than have each worker negotiate individually with an employer. In order for the collective bargaining process can start a union shop must be organized. Although many union contracts are worked out through collective bargaining, there are times when this process fails to bring agreement between the union and management. (Nickels)
In looking to achieve the union’s goals, labor unions may use a variety of tactics. Some of these tactics include striking, picketing, boycotting, slowdown, and in some cases illegal methods. A strike is the most effective union tactic against management. A strike “is when workers stop working for the purpose of gaining concessions from management” (Nickels). The purpose of this is to further workers’ objectives after an impasse in collective bargaining. Strike is labor’s most powerful weapon because of the financial loss imposed upon the employer. The downfall to a strike is that it also costs participating workers a loss in income. There are three main tactics. The first one is secondary boycott, which has been discussed previously. The second is strong-arm methods where unions hire thugs to force management into accepting the union demands. The third method is called jurisdictional strike is one caused by dispute between two unions over which one can represent certain workers. Management sometime will put pressure on unions when there is a breakdown in labor-management negotiations. Some important management tactics are lockouts, injunctions, and strikebreakers. Lockout happens when management shuts down a workplace in hope of bringing the workers to the companies’ terms. Sometimes a court will issue an injunction to halt a strike. Injunctions are very uncommon. Strikebreakers occur when management hire new people to replace the people that are on strike. Strike breaking, in my opinion is the best way to handle a strike. If people don’t want to work they shouldn’t. There are peaceful ways decisions can be solved without strikes or lockouts. (Gerson)
Companies should drug test every employee that they hire. They should do a background search of all their new hires to see their training, education, and if they have committed a crime. Every employee, even ones that have been there for a very long time should continue to be drug tested. This will make for a safety and healthier work environment. Workers should be drug tested for AIDS and other diseases, but in no way should they not be hired. AIDS and other diseases will not make employees work less poorly. They will complete their goals and objectives just as well as a person with no disease would. I feel that they are just discriminated against because they have AIDS, but people have to realize they are just as capable as anyone else. You can’t catch AIDS by working with someone in a factory or a company, so there is no need not to hire these people if they are certified and educated in completing the work that needs to be done. (Nickels)
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Civil War Essay
America had been an agricultural society from the colonial days. Increasingly, industrialization in the North changed the focus in the Northern society. Northern states sought growth, change, the interchange of products, ideas, even peoples, all things abhorrent to the static, structured south. Indeed, in time, the South concluded that the national legislature merely reflected the moneyed interests of the North. Secession under these conditions seemed just.
The North, unlike the South had many advantages previous to the Civil War. The North had an expansive population, railroads, and a sense of the more modern world. On the other hand, the South had about one-third the North’s population and not even a quarter of the new industries and more modern way of living.
The years leading up to the Civil War were not easy, yet they were a time of growth for the United States. In 1800, only eight million people lived in America. By 1860, the population was almost 4 times the size at an increasing thirty-one million people. The country had also added new territories to its borders, miles of railroad track, and leaders in foreign countries were beginning to pay close attention to this successful new country. (Davis, pg 86)
“Although growth brought the United States wealth and glory, it also created conflicts throughout the nation. As the country changed, two very different ways of life developed within its borders-one in the North and the other in the South. The more America prospered the more divided these two sections became.” (Delia Ray pg.17) William Howard Russell, a British newspaper reporter, traveled from England to America in 1861 to write about the changes in America. He went first to New York City and he automatically noticed the massive amounts of activity along the shores. He noticed the many ferryboats and freighters working busily in the bay. Russell could see the thick blackened smoke over the many factories where railroad parts and other pieces of machinery were made. As Russell got off the steamship, he heard the voices of the many different accents, some German, some Irish. Most of the people on the dock were newcomers to the United States (Hoeman, para. 12-14). In fact, during this time, millions of men and women from foreign countries poured into America in search of jobs in the mills and factories.
All across the North, cities followed the footsteps of New York. This period of America’s growth was known as the Industrial Age. Inventors developed new machines that made new products at speeds never imagined possible. With the rapid immigration, quiet towns seemed to become noisy in a matter of months. (Urwin, pg. 52)
William Russell then traveled to the southern states. On his journey he discovered quite a different scene. From his train window, he could see miles of farmland and rode for long stretches before he came to a city setting. Compared to the North, the South was quiet with almost no immigrants and little manufacturing. Life in the South was mainly concerned with huge estates, fields of cotton, and tobacco. During his journey through the United States, Russell learned that the two sections were as different as their cities and towns within months.
One of the most important ties with the North and the South was the trade. The South depended on the North to transport its goods to other countries such as England and also make trades of their own with the North. The people in the South watched the North grow more and more and they become jealous, but more fearful of the power the northerners had. Southerners feared that the North would take over and begin to pass laws that would hurt their state’s economies. John C. Calhoun, a southern senator who became vice president, was one of the first leaders in the country to try and make a helpful move on this situation. Calhoun spent most of the summer of 1828 devising a plan on a way to alleviate this fear. This was a bad move because it startled the North and angered President Andrew Jackson. It was because of the expression of the southerners fear for their estates that this all began.
There are many different views and opinions of the true cause of the Civil War. Many can be supported by evidence and facts and many can be proven true; yet, the effects of the economical society on the United States show much effect on the separation between the North and the South. The disunity of the sections brought much disunity to the states and much disruption to America itself.
The Civil War was a drama of history, it was a story filled with bloodshed, pain, and glory. The idea of brother against brother was one of amazement and yet it seemed quite out of the ordinary. To some it was a war that made them proud and others were ashamed to admit the disunity of their nation; yet, it was fought with courage and braveness until the end.
__________________
Warning!!! This is just a sample Civil War essay (Civil War essay example) which cannot be used as your own paper. You can contact our custom essay writing service which provides college and university students with high-quality custom written essays, term papers, research papers, thesis papers and dissertations on Civil War topics.
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The North, unlike the South had many advantages previous to the Civil War. The North had an expansive population, railroads, and a sense of the more modern world. On the other hand, the South had about one-third the North’s population and not even a quarter of the new industries and more modern way of living.
The years leading up to the Civil War were not easy, yet they were a time of growth for the United States. In 1800, only eight million people lived in America. By 1860, the population was almost 4 times the size at an increasing thirty-one million people. The country had also added new territories to its borders, miles of railroad track, and leaders in foreign countries were beginning to pay close attention to this successful new country. (Davis, pg 86)
“Although growth brought the United States wealth and glory, it also created conflicts throughout the nation. As the country changed, two very different ways of life developed within its borders-one in the North and the other in the South. The more America prospered the more divided these two sections became.” (Delia Ray pg.17) William Howard Russell, a British newspaper reporter, traveled from England to America in 1861 to write about the changes in America. He went first to New York City and he automatically noticed the massive amounts of activity along the shores. He noticed the many ferryboats and freighters working busily in the bay. Russell could see the thick blackened smoke over the many factories where railroad parts and other pieces of machinery were made. As Russell got off the steamship, he heard the voices of the many different accents, some German, some Irish. Most of the people on the dock were newcomers to the United States (Hoeman, para. 12-14). In fact, during this time, millions of men and women from foreign countries poured into America in search of jobs in the mills and factories.
All across the North, cities followed the footsteps of New York. This period of America’s growth was known as the Industrial Age. Inventors developed new machines that made new products at speeds never imagined possible. With the rapid immigration, quiet towns seemed to become noisy in a matter of months. (Urwin, pg. 52)
William Russell then traveled to the southern states. On his journey he discovered quite a different scene. From his train window, he could see miles of farmland and rode for long stretches before he came to a city setting. Compared to the North, the South was quiet with almost no immigrants and little manufacturing. Life in the South was mainly concerned with huge estates, fields of cotton, and tobacco. During his journey through the United States, Russell learned that the two sections were as different as their cities and towns within months.
One of the most important ties with the North and the South was the trade. The South depended on the North to transport its goods to other countries such as England and also make trades of their own with the North. The people in the South watched the North grow more and more and they become jealous, but more fearful of the power the northerners had. Southerners feared that the North would take over and begin to pass laws that would hurt their state’s economies. John C. Calhoun, a southern senator who became vice president, was one of the first leaders in the country to try and make a helpful move on this situation. Calhoun spent most of the summer of 1828 devising a plan on a way to alleviate this fear. This was a bad move because it startled the North and angered President Andrew Jackson. It was because of the expression of the southerners fear for their estates that this all began.
There are many different views and opinions of the true cause of the Civil War. Many can be supported by evidence and facts and many can be proven true; yet, the effects of the economical society on the United States show much effect on the separation between the North and the South. The disunity of the sections brought much disunity to the states and much disruption to America itself.
The Civil War was a drama of history, it was a story filled with bloodshed, pain, and glory. The idea of brother against brother was one of amazement and yet it seemed quite out of the ordinary. To some it was a war that made them proud and others were ashamed to admit the disunity of their nation; yet, it was fought with courage and braveness until the end.
__________________
Warning!!! This is just a sample Civil War essay (Civil War essay example) which cannot be used as your own paper. You can contact our custom essay writing service which provides college and university students with high-quality custom written essays, term papers, research papers, thesis papers and dissertations on Civil War topics.
Get professional Civil War essay writing help from our professional Ph.D. and Master's academic writers. A+ quality and 100% plagiarism are guaranteed! Feel free to ORDER A CUSTOM ESSAY ON CIVIL WAR RIGHT NOW and you won't be disappointed.
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