Prefrontal Cortex :: Neurology Brain Medical Essays

Prefrontal CortexThe prefrontal cortex is the most anterior portion of the frontal lobe. It responds mostly to stimuli signaling the exact for movement, however it is also amenable for many other specialized functions. It receives breeding from all sensory systems and can integrate a large amount of information (Kalat 2004).Studies have returnn that the prefrontal cortex is responsible for works memory. Working memory is defined as the information that is currently available in memory for working on a problem (Anderson 2005). The prefrontal cortex (PFC) also controls behaviors that depend on context (Kalat 2004). For example, if my cell phone rings when I am at the mall or grocery store I would answer it. If it rings while I am at the movies or in class I wouldnt answer it. People with frontal lobe damage often exhibit inappropriate behaviors due to the inability to recognize context.Other studies indicate that the PFC is also responsible for regulating emotions and decisi on-making. A study was conducted in which participants were presented with three dilemmas. One dilemma was called the Trolley Dilemma a trolley is headed toward five people standing on the track. You can switch the trolley to another track killing only one person instead of five. Subjects were asked to decide between right and wrong. Brain scans of the participants show that contemplating the dilemmas activates the prefrontal cortex and other areas that respond to emotion (Kalat 2004).Sustaining a lesion to the prefrontal cortex produces a wide variety of side effects. The effects range from minor to severe. You can get a lesion by head trauma or stroke (CJ Long 2005). Possible deficits associated with minor lesions of the prefrontal cortex- Inability to respond quickly to verbal instructions- Speech dysfluency- Disturbances in understanding complex pictures or words- Difficulties with problem-solving- Deficits in complex tasks requiring inhibition of habitual behavior pa tternsWith more extensive lesions the person experiences greater behavior deficits. These deficits include perseveration, which is the inability to make behavioral shifts in attention, movement and attitude, diminish creativity, poor recall of verbal and sign(a) material, difficulty writing, and deficits in comprehension of logical-grammatical constructions (CJ Long 2005).Other effects of extensive lesions- easily distracted- disturbances in memory- defects in time sense- decreased anxiety - less critical of oneself- difficulty with unfamiliar analogies- impulsivity

George’s Life Sacrifice in Gloria Naylor’s Mama Day Essay -- Gloria Na

Georges Life Sacrifice in Gloria Naylors Mama DayGeorge and Ophelia, two characters in Gloria Naylors Mama Day, have a interlinking yet intimate relationship. They meet in New York where they both live. Throughout their hardships, Ophelia and George stay together and eventually get married. Ophelia often picks fights with George to test his love for her, and clipping after time, he proves to her that he does love her. Gloria Naylor uses George as a Christ figure in his relationship with Ophelia to eventually save her life.While visiting her relatives in Willow Springs, Ophelia becomes deathly ill as a result of evil forces on the island. George tries to think of ways to save her, but he cannot get to a real doctor. The real doctors are across the bridge, which has been destroyed by the hurricane. George helps with rebuilding the bridge practically 24 hours a day, but eventually he becomes stir with the others who are working on the bridge, believing that they work too slowl y. In his frustration, he speaks in his mind retrospectively to Ophelia If there was a boat ...

Grapes Of Wrath Essay -- essays research papers

Grapes of WrathThe book, Grapes of Wrath, follows the life of the Joad family, who live in Oklahoma during the Depression. The story begins with the return of Tom Joad from prison, where he has spent the oddment few years. He killed a boy in a bar fight and is now on parole. He is taken by surprise when he returns to Oklahoma only to find that his house is in ruins and his family is not there. He doesnt know that, while he was gone, the banks forced his family and thousands of others off their land. Tom is go with by a former priest, Casey, who searches with Tom for his family. Tom and Casey find the Joad family at Toms uncles house. The family is preparing to move west to calcium in hopes that they willing find jobs and escape the Dust Bowl drought. The Dust Bowl drought has killed all the farmers crops and the land has lost its richness. Tom decides to run short with his family, even though hes going against parole rules by leaving the state. The Joads travel west with all twe lve members of the family and Casey piled into an old truck. The trip to California proves to be hard when their grandpa dies just days after their departure. Truck problems are regular occurrences and the penetrating heat tires the migrating family. They have very little notes and they have many family members to feed as well as gas to buy. Tom is warned by families going back east that there are no job opportunities in California. They say the Joads will be forc...

Dominance of the Ohio Valley Region Essay -- Pontiac History Essays

Dominance of the Ohio vale Region The Ohio Valley Region was known as the American frontier during the time period from 1760 to 1813. The white expansion into the Ohio Valley Region brought about the decline and the eventual dissolution of the Native American manner of life. The struggles of the French and English in the north and the west struggled push of American settlers in the south were met with unified pro-nativist resistance. The individual struggles of three men characterize the upthrust between whites and Native Americans. Pontiacs war against the English, Tecumsehs organization of a unified Indian Confederation, and Daniel Boones leadership in the western migration into Kentucky demonstrate the fight down for control in the Ohio Valley Region.Pontiac, a heroic warrior who united antecedently feuding tribes in an unprecedented resistance to the men who would change their way of life and the portray of their land forever, left a legacy of courage and honor. A part o f the Ottawa Indian tribe, Pontiac refused to accept English control and settlement of the Great Lakes character without a fight, even after his French allies made counterinsurgency with England (Rogers, 1).The French first met the Great Lakes Ottawa in 1615, finding them armed with bows, arrows, and war clubs. The fiercely painted and tattooed Native Americans wore furs and had pierced noses and ears. Members of the Algonquin language family, the Ottawa, along with the Chippewa and Potowatomi, formed the Council of Three Tribes (Eckert, 29). The Ottawa were known to other Algonquin tribes as intertribal traders. The name Ottawa in the Algonquin language means, to trade. In 1740, on that point were approximately 2,000 Ottawa, 200 Huron, and 100 Potowatomi in the areas around D... .... 159 287, I xx http//www.canadiana.org/cgi-bin/ECO/mtq?id802901efb5&doc-64039.*Jillson, Willard Rouse. Filsons Kentucke. Louisville John P. Morton & Company, 1930.Lofaro, Michael A. The Life and A dventures of Daniel Boone. Lexington The University Press of Kentucky, 1978.Oskison, John M. Tecumseh and His Times. GP Putnams Sons New York, 1938.Peckman, Howard. Pontiac and the Indian Uprising. (Princeton, 1947).Parkman, Francis. The Conspiracy of Pontiac and the Indian War After the Conquest of Canada. Vol I-II. (London, 1912).Rogers, Robert. Diary of the Siege of Detroit in the War with Pontiac. Albany, New York, 1860) pp. 1 120. http//www.Canadiana.org/cgi-bin/ECO/mtq?id-802901efb5&doc=64039.Rugely, Terry. Savage and Statesman ever-changing Historical Interpretations of Tecumseh. Indiana Magazine of History 1989 85(4) 289-311. Dominance of the Ohio Valley Region assay -- Pontiac History EssaysDominance of the Ohio Valley Region The Ohio Valley Region was known as the American frontier during the time period from 1760 to 1813. The white expansion into the Ohio Valley Region brought about the decline and the eventual dissolution of the Native American way of life. The struggles of the French and English in the north and the westward push of American settlers in the south were met with unified pro-nativist resistance. The individual struggles of three men characterize the turmoil between whites and Native Americans. Pontiacs war against the English, Tecumsehs organization of a unified Indian Confederation, and Daniel Boones leadership in the western migration into Kentucky demonstrate the fight for control in the Ohio Valley Region.Pontiac, a heroic warrior who united previously feuding tribes in an unprecedented resistance to the men who would change their way of life and the face of their land forever, left a legacy of courage and honor. A member of the Ottawa Indian tribe, Pontiac refused to accept English control and settlement of the Great Lakes region without a fight, even after his French allies made peace with England (Rogers, 1).The French first met the Great Lakes Ottawa in 1615, finding them armed with bows, arrows, and war clubs. The fiercely painted and tattooed Native Americans wore furs and had pierced noses and ears. Members of the Algonquin language family, the Ottawa, along with the Chippewa and Potowatomi, formed the Council of Three Tribes (Eckert, 29). The Ottawa were known to other Algonquin tribes as intertribal traders. The name Ottawa in the Algonquin language means, to trade. In 1740, there were approximately 2,000 Ottawa, 200 Huron, and 100 Potowatomi in the areas around D... .... 159 287, I xx http//www.canadiana.org/cgi-bin/ECO/mtq?id802901efb5&doc-64039.*Jillson, Willard Rouse. Filsons Kentucke. Louisville John P. Morton & Company, 1930.Lofaro, Michael A. The Life and Adventures of Daniel Boone. Lexington The University Press of Kentucky, 1978.Oskison, John M. Tecumseh and His Times. GP Putnams Sons New York, 1938.Peckman, Howard. Pontiac and the Indian Uprising. (Princeton, 1947).Parkman, Francis. The Conspiracy of Pontiac and the Indian War After the Conquest of Canada. Vol I-I I. (London, 1912).Rogers, Robert. Diary of the Siege of Detroit in the War with Pontiac. Albany, New York, 1860) pp. 1 120. http//www.Canadiana.org/cgi-bin/ECO/mtq?id-802901efb5&doc=64039.Rugely, Terry. Savage and Statesman Changing Historical Interpretations of Tecumseh. Indiana Magazine of History 1989 85(4) 289-311.

Albert Camus the Plague :: essays research papers

Albert Camus "The Plague"The novel that I chose to do this report on was, "The Plague", by AlbertCamus. It is about a cuss that hit the European countries in the middle ages.I chose to describe the literary term of parallelism. Here are some followingfacts about the storys plot that have parallelism through the novel.The novel begins at Oran where the plague becomes known. The maincharacter, Dr. Gernard Rieux, is a doctor. In the start out of the story hefinds a deathlike rat on the floor. Even in those times rats were not found dead onthe middle of the floor. This was unusual, but he threw out the rat and forgotabout it. Eventually the dead rats began to pile into large masses and burned.Soon after there were some commonwealth that got very sick, which made Mr. Rieux verycurious. These reports of these ill people and the death of the rats were thebeginning of the parallelism for this story.Since Bernard was a doctor he was the first to actually attempt to helpo ne of these sick people. Michael was his first patient in this matter. He wasthe sickest mortal that the doctor had ever seen. Michael was pale white andvomited often, he hurt so much from the vomiting that he seemed paralyzed. Mr.Rieux tried to help the man the best that he could, but he ended up dying.Michael was the first person to die of this illness. After his death, manycases of this illness were reported widespread. Again more details of complaintand death, this is the parallelism for this novel.As the reports of sickness and death came to inform Dr. Rieux, he triedto comfort and cure the plagued patients. About ninety percent of the peopleinfected had died. He wanted a stop to this plague. Quickly he linked the ratswith the people. He knew that the rats began to get sick before the people did.At this time many people had the plague, except for the Chinese visitors. Theynever were infected. As the plot moves on death, sickness and the plague arestill relevant.He studied the ir behaviors and everyday tasks and learned that they dosomething that was never often done in these middle ages. Not many people inthese days bathed. The doctor began to notice that the people that bathed never

Albert Camus the Plague :: essays research papers

Albert Camus "The Plague"The novel that I chose to do this report on was, "The Plague", by AlbertCamus. It is about a plague that hit the European countries in the middle ages.I chose to describe the literary term of parallelism. Here are some followingfacts about the storys plot that involve parallelism finished the novel.The novel begins at Oran where the plague becomes known. The maincharacter, Dr. Gernard Rieux, is a doctor. In the beginning of the story hefinds a dead rat on the floor. Even in those times rats were not found dead onthe middle of the floor. This was unusual, but he threw out the rat and forgotabout it. Eventually the dead rats began to pile into prominent masses and burned.Soon after there were some people that got very sick, which made Mr. Rieux verycurious. These reports of these ill people and the death of the rats were thebeginning of the parallelism for this story.Since Bernard was a doctor he was the first to actually attempt to helpone o f these sick people. Michael was his first patient in this matter. He wasthe sickest person that the doctor had of all time seen. Michael was pale white andvomited a lot, he hurt so much from the vomiting that he seemed paralyzed. Mr.Rieux tried to help the man the best that he could, but he ended up dying.Michael was the first person to die of this illness. After his death, manycases of this illness were reported widespread. Again more details of sicknessand death, this is the parallelism for this novel.As the reports of sickness and death came to inform Dr. Rieux, he triedto comfort and cure the plagued patients. About ninety percent of the peopleinfected had died. He wanted a stop to this plague. Quickly he linked the ratswith the people. He knew that the rats began to get sick before the people did.At this time many people had the plague, except for the Chinese visitors. Theynever were infected. As the plot moves on death, sickness and the plague arestill relevant.He studied t heir behaviors and everyday tasks and learned that they dosomething that was never often done in these middle ages. Not many people inthese days bathed. The doctor began to notice that the people that bathed never

“Yi-Yi, a One and a Two” Film Assignment

Yi Yi, A One and A Two is a ?lm that has been talking ab start triad families and their family members lives. Interestingly enough, it seems handle that family members have been focusing on their own aliveness most of the time through out the movie. Instead of showing closely attached families, the characters in the movie are living their own lives while living under the same roof. One of the examples is that when minute minute determined to move out, she didnt even talk to NJ about this, and when NJ saw her getting on the bus to the mountains, he didnt have the attempt to stop her or ask her why.Which is quite unusual to closely connected families. Below are the characters relationship ?gure and theories applied to explain the gists and the relationships I observed in the movie. 1. Bowens Family Systems a. matrimonial Con?ict Xiao-Yian and Adis marital con?ict was caused by the aim of Yun-Yun at Xiao-Yians party. Yun-Yuns Adis ex-girlfriend. But it seemed like Xiao-Yian w as not playing middling when the three of them were in a love triangle relationship, which worsened the relationship between the girls. Xiao-Yian got pregnant ?rst and kicked Yun-Yun out of the relationship.Since then, some(prenominal) of them had been hostile towards each(prenominal) other. thusly, Yun-Yuns presence at XiaoYians party was de?nitely not something Xiao-Yian would want to see. Which caused Xiao-Yian and Adis marital con?ict. Min Min and NJs marital con?ict, on the other hand, was caused by grandmas sudden illness. Min Min felt that all the burdens were on her, and she could not ?nd a way out of the routine work, which made her felt lost and hopeless in her life, eventually she could not take it any more. But NJ was not doing anything before Min Min shouted all these out.However, it was all too late, Min Min decided to leave preferably of staying and face all the complicated troubles. NTU B00610017 Joanne Lin-Jung Chiu b. Triangles / turned on(p) Distance / Emotio nal Cutoff There exists an emotional outgo between Lily and her mother. Lilys mother had been busy doing her job and spending lots and lots of time with her juvenile lad. And apparently, Lilys not happy with her mothers new boyfriend. Upon feeling neglected and feeling like an outsider, Lily acted like an outsider. Thus caused an emotional distance between Lily and her mother.As the distance kept growing and growing, Lily started to form an emotional cutoff between she and her mother. Instead of repairing the relationship with her mother, she started to rely on her new-formed relationships with Fatty and the other new boyfriend. 2. Brofenbrenners Family in Human Development a. Mesosystem Models To two Yang Yang and tinkle sound, they have their school and peer groups as the mesosystems. Take Yang Yang for example, his experience at school (bullied by the girls and humiliated by the teacher) did actually affect his behavior at home (i. . sad expression).However, Ting Tings mes osystem didnt seem as much affecting to her life and behavior as Yang Yangs in the movie. b. Exosystem Models Min Min and NJ both have their world of work and the neighbors as their exosystems. Min Mins colleagues told her to go to the mountains so that she can escape from the dull life she had. Her colleagues was some sort of emotional support at the time. Also, the neighbors discussed with Min Min about the new neighbors private life.The neighbors were another emotional support and practical support when grandma fell ill. NJ met Ota at work, who led him to think late into life and humans venerate. This also gave him some support when NJ was facing his ex-lover and his current family. c. Chronosystem Models There are several transitions that can be comprise in the ?lm Normative Xiao-Yian and Adis marriage was obviously a normative transition. They got wed, shared their lives together. Ting Tings got a new boyfriend (though it alone last for a very short time) indeed was a norm ative transition.But it seemed more like a normative transition to her own instead of to the whole family in the movie, the others werent aware of Ting Tings romantic relationship. NTU B00610017 Joanne Lin-Jung Chiu Non-normative Grandmas coma was a non-normative transition, which made Ting Ting felt worried and guilty, made Min Min stressed and helpless and made the family fell out of balance and soon fell apart. Min Mins moving into the mountains was another non-normative transition. Min Min has always been the one whose been making a lot of effort to keep the family functioning.However, when grandma fell ill, the stress, fear and anxiety that fell upon her was far beyond the amount that she could handle. And thus she listened to her colleagues advice and moved into the mountains. After she moved into the mountains, the family looked unaffected because most of them were focusing on their own life. But, that was just how it seemed, the family was actually falling apart (not physica lly, emotionally instead). 3. Mating Preferences Women exhibit a stronger preference to the men with more ambition, social status, ?nancial wealth and swear for children and a commitment to family.Thats why Adi kept boasting how much money he has or earned, broadcasting what his ambition in work was and expression what hes been doing at work made him a socially dominant man through out the entire ?lm, he wanted to be popular among women. On the other hand, men exhibit a stronger preference to the women with more features of youthfulness, health, physical attractiveness and attributes that indicates reproductive potential. This explains why Lily and Ting Ting both wore shorter skirts and shorts when dating with a guy that showed more youthfulness and are probably physically more attractive to men.And this also explains why Adi chose Xiao-Yian over Yun Yun, Xiao-Yian was apparently more youthful and physically attractive than Yun Yun. 4. 9 Constraining Beliefs about Mate Selection (Larson, 1992) a. Try Harder Ting Ting fell into this constraining sentiment when she was trying to convince Fatty to have sex with her in order to show his love to her. Love isnt something that can be improved only through hard work. b. FInding a New Love Should Be Easy Lily kept dating new boys and dumping the old ones.I think it could be that she did not think ?nding a love is something touchy or serious. However, love isnt something that can be turned on and off like a switch of the light bulb. NTU B00610017 Joanne Lin-Jung Chiu 5. Marital Processes in Context a. Microcontext Life stressors & Transitions Adi tried to commit a suicide at home but failed, this traumatic event strengthened marital ties for Xiao-Yian and him. Xiao-Yian and Adi were ?ghting all the time for many reasons such as Yun Yuns presence, Adis living habits and money. But after Adis attempt to suicide, Xiao-Yian tarted to win how much she needed him, and thus strengthened their marital ties. Grandmas death also strengthened Min Min and NJs marital ties eventually. Soon after grandmas gone, Min Min went back home from the mountains and realized how much she needed her family and that life was not as difficult as it seemed like. NJ went back from Japan and learned a lot from Ota. They started to face the events coming to them together. Their marriage ties strengthened, the family was united again emotionally. b. Microcontext Children Adi and NJs children both stabilized their marriage.NJ was struggling between Min Min and his ?rst love Sherry after he met her again at Adis wedding banquet after 30 years. Sherry was trying so hard to convince NJ to start a new life with her. But after a second thought, he decided to stay with his family instead of going off with Sherry. I think apart from what he said in the movie (I would make the same decision if I have the chance to live twice), Yang Yang and Ting Ting should be one of the main reasons why NJ chose to stay. Adi was not over with Yun Yun like what he had said to NJ and Xiao-Yian at all.They still have sexual relationship and ?nancial partnership after they broke up. The main reason why Adi married Xiao-Yian instead of Yun Yun should be XiaoYians pregnancy, which is quite obvious. And the newborn baby became a strong bond that ties Adi to Xiao-Yian somehow. Adi took video tapes for the baby and they took the baby with them when they visited NJ, all these showed that because of the baby, Adi began to make more effort in the family and the baby became something that Adi and Xiao-Yian shared. The baby surely stabilized their marriage in some ways. . Parenting Styles The parenting style in Lilys family could be Uninvolved Style. Thus Lily showed moody, impulsive and alienated characteristics. In the movie, Lilys mother spend most of her time with her boyfriend. Lilys mother chose to give Lily money and ask her to watch a movie with Ting Ting and spend time with her boyfriend at home instead of going to the movie wit h her daughter. The parenting style in Ting Tings family, however, is more like Authoritative Style. We could see that Yang Yang is a friendly and explorative child, while TingNTU B00610017 Joanne Lin-Jung Chiu Ting is independent and optimistic. NJ always shows an positive locating towards Yang Yangs questions and problems. For example, when Yang Yang was asking NJ questions like what people see and what people cannot see? , NJ didnt show any negative expressions, instead, he answered each questions Yang Yang asked patiently. NJ also taught Yang Yang rules. When Yang Yang was being impolite by staring at the neighbor in sunglasses, NJ told him not to do so and explained why its wrong to do that after they got to the parking lot.

What Were the Social and Political Impacts of the Partition of India and Pakistan?

India gained its independence from Britain on the 15th of August, 1946 exclusively then was foregoingly faced with another passing. Partition. Muslims and Hindus wanted to be separated into their own countries, but what involves would this restrain economically and socially? I will answer this question, analyzing both aspects, throughout this essay. This essay is based on books and articles I hold up read as hale as interviews from my family members and detailed research through the internet.One source I mainly used was a book by Gyanesh Kudaisya and Tai Yong Tan The wash of Partition in South Asia, which gave me a good idea of the aspects that were mostly impacted by the partition and how I should format this essay properly to good answer my question. Another book that greatly helped me was, The Economic Consequences of Divided India a study of the economy of India and Pakistan, by Chandulal Nagindas Vakil. This book helped me answer the question of economy more(prenominal) detailed. I also interviewed my grandma, which gave me more of a cultural feel on how to answer this question.Towards the end of Britains 190 year rule over India, necessary issues began rising. These issues would be the reasons of Independence from Britain. Once the British began to see that their reign is coming to its end, they decided that they would first split the Hindus and Muslims before allowing India to gain its independence. So rose the issue of Partition. Though Hindus and Muslims had once lived peacefully together as brothers, that was soon changed and the notion of partition spread like a deadly virus. Muslims wanted to return to the previous days when India was under the Mughal Empire, which was the Muslim rule.They could not bear the idea of Hindus becoming more powerful or even equal to them. They also refused to learn incline and to associate with the British, but once they saw that the Hindus were this instant in better positions in government, they knew that they had to put these differences between the British aside for now (Keen). Hindus were the same way, in the matter that they could not see Muslims ruling over them once again even though it might not be straight off ruling but rather in higher authorities. Also, political leaders Jawaharal Nehru and Mohammad Jinnah were in a fit about who shall be the PrimeMinister of India. This occupation of deciding was giving to Gandhi because of the high amount of respect everyone had for him. Choosing either one could lead to major controversies as well as violence because Nehru was Hindu and Jinnah was Muslim. afterward much contemplation Gandhi decided that they will divide India so that Jinnah could control the Pakistani Congress and Nehru the Hindustani Congress. Violence ensued and overnight people left-hand(a) their houses in a hurry to avoid being robbed, raped and started. The social aftermath of the partition includes the civilians and their society.During this extreme upheaval and movement of some 12 million people, uprooted, lucid out, or fleeing their homes and seeking safety. Hundreds of thousands of people were killed, thousands of children disappeared, thousands of women were raped or abducted, (english. emory. edu, Economist). Each religion were trying to r to each one the regions where their ancestors were from, and like this 15 million refugees poured across the borders to regions completely unconnected to them, (Keen). Families were separated, uprooted and all in all destroyed. Other social impacts were that of simply talking to one another in society.Hindus would not talk to Muslims and vice versa. They mercilessly killed each other out of senseless rage of their differences. An example of this senselessness was when Gandhi was shot by a Hindu. Gandhi was also Hindu. Then why did this fellow Hindu kill Gandhi, a man of such high virtues and a major cause for independence? A man that was never a supporter of violence but in the end died of viol ence from his fellow Hindu? The cause was simply that the Hindu detested Gandhis tolerance towards Muslims, (Trueman). This caused an already unraveling society to unravel the sound of its binding seams.It was literally rare to see a Hindu and Muslim together in a time of such anger and hate. There was energy safe about this time and it was considered a blessing to come out alive even if in the poorest of conditions. The partition not only had an immense impact on the social aspect of the society but also on the economic aspect. Impacts included a decrease in confidence in adventuresome and there was an atmosphere of uncertainity and suspense, (Anand). Investors and business men didnt know if their shop would be burnt down the next day or if they were putting themselves and their family in danger by making themselves known.It also caused a gap in demand, for products like cotton textile, glass, aluminium, vegetable oils, rubber goods, foot wear, (Anand). Also shortages of stark naked matierals were experienced in industries such as the paper,leather tanning and some chemical industries, (Anand). Another impact of the partition was that many of our skilled laborers were forced out of the artless into the country of their ancestors. The partition of India was done in unnecessary rage over religion, society and a fight with the past that they could not let go.This partition bust the country into two parts so opposite from each other and whose hatred has not yet simmered down after all these years. This partition left so many scars on both the lands both socially and economically though the social impacts being more lasting and greater than the economic. These social impacts have remained though not as intense or violent as in 1947 but they have not yet gone and might never end but the economic issues listed previously have been dealt and handled and now India is a major rising power in the world.

General Electric: From Jack Welch To Jeffrey Immelt

S w 908M09 GENERAL ELECTRIC FROM JACK WELCH TO JEFFREY IMMELT Ken Mark wrote this case under the lapse of Professor Stewart Thornhill solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may wear disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal with break by means of its written license. Reproduction of this material is not covered under authorization by any reproduction declines organization.To indian lodge copies or request permission to reproduce materials, cont deport Ivey Publishing, Ivey Management Services, c/o Richard Ivey tutor of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7 phone (519) 661-3208 fax (519) 661-3882 e-mail emailprotected uwo. ca. Copyright 2008, Ivey Management Services Version (A) 2008-0 4-18 knowledge qualifiedness superior general voltaic (GE) was a U. S. conglomerate with taskes in a capacious range of industries, including aerospace, power systems, health cargon, commercial finance and consumer finance. In 2007, GE pull in US$22. billion in net profit from US$170 billion in sales. In 2008, GE expected to generate US$30 billion in cash from operations. Driving GEs stand upth was what some(prenominal) another(prenominal) commentators considered to be the deepest bench of executive talent in U. S. business,1 the expiry of two decades of investment in its management training programs by its former chief executive souricer ( chief executive officer), fanny F. ( cocksucker) Welch, Jr. The flow CEO, Jeffrey Immelt, took over from mariner Welch four days before September 11, 2001, and had spent the last few years preparing the firm for its next stage of begetth. GENERAL ELECTRICGEs roots could be traced back to a Menlo Park, New Jersey laboratory where Th omas Alva Edison invented the in sack updes penny electric lamp. GE was founded when Thomson-Houston Electric and Edison General Electric merged in 1892. Its first few products included light bulbs, motors, elevators, and toasters. Growing organic all in ally and by means of acquisitions, GEs revenues reached $27 billion in 1981. By 2007, its businesses sold a replete(p) variety of products such as lighting, industrial equipment and vehicles, materials, and improvements such as the generation and transmission of electricity, and as placed finance.Its di piles included GE Industrial, GE Infrastructure, GE Healthcare, GE Commercial Finance, GE Consumer Finance, and NBC Universal. 2 1 Diane Brady, jacks Welch Management Evangelist, Business Week, October 25, 2004. Available http//www. businessweek. com/magazine/content/04_43/b3905032_mz072. htm, accessed November 12, 2007. 2 http//en. wikipedia. org/wiki/General_Electric, accessed November 12, 2007. at page 2 9B08M009 For to a g reater extent than 125 years, GE was a go oner in management practices, establishing its strength with the disciplined oversight of some of the worlds well-nigh effective business masses. 3 When he became chairman and CEO in 1972, Reginald Jones was the seventh man to lead General Electric since Edison. Jones foc put ond on shifting the bon tons attention to growth areas such as services, transportation, materials and natural resources, and a counselling from electrical equipment and appliances. He implemented the concept of strategic planning at GE, creating 43 strategic business units to oversee strategic planning for its groups, divisions and departments. By 1977, in order to manage the information generated by 43 strategic plans, Jones added another management layer, sectors, on top of the strategic business units.Sectors represented high level groupings of businesses consumer products, power systems, and technical products. 4 In the 1970s, Jones was voted CEO of the Year th ree times by his peers, with one leading business journal dubbing him CEO of the Decade in 1979. When he retired in 1981, the Wall lane Journal proclaimed Jones a management legend. Under Joness administration, the bon tons sales more than doubled ($10 billion to $27 billion) and earnings grew even faster ($572 one thousand thousand to $1. 7 billion). 5 seafarer Welch Becomes CEO In terms of his early working life, Welch hadWorked for GE not much more than a year when in 1961 he abruptly quit his $10,500 job as a junior locomotive engineer in Pittsfield, Mass. He felt stifled by the companys bureaucracy, underappreciated by his boss, and offended by the civil service-style $1,000 raise he was given. Welch wanted out, and to get out he had accepted a job offer from world-wide Minerals & Chemicals in Skokie, Ill. But Reuben Gutoff, then a young executive a layer up from Welch, had other ideas. He had been impressed by the young spic-and-span-fashioned and was shocked to hear o f his impending departure and farewell party just two days away.Desperate to keep him, Gutoff coaxed Welch and his wife, Carolyn, out to dinner that night. For four straight hours at the Yellow Aster in Pittsfield, he made his pitch Gutoff swore he would prevent Welch from world entangled in GE red tape and vowed to wee for him a small-company surroundings with rangy-company resources. These were themes that would later dominate Welchs suffer thinking as CEO. 6 In his memoirs, Welch noted that the CEOs job was close to 75 per cent about wad and 25 per cent about other stuff. 7But Welch knew that his path to generate CEO of GE was anything exactly smooth. As he recalled 3 General Electric, Our History Our Company. Available at http//www. ge. com/company/history/index. html, accessed June 4, 2007. 4 Christopher A. Bartlett and jillion Wozny, GEs Two-Decade Transformation Jack Welchs Leadership, Harvard Business School Case, May 3, 2005, pp. 12. 5 Christopher A. Bartlett and Meg Wozny, GEs Two-Decade Transformation Jack Welchs Leadership, Harvard Business School Case, May 3, 2005, p. 2. 6 John A.Byrne, How Jack Welch Runs GE, Business Week, June 8, 1998. Available at http//www. businessweek. com/1998/23/b3581001. htm, accessed June 4, 2007. 7 Jack Welch, heterosexual from the Gut, Warner Books, New York, 2001, p. xii. Page 3 9B08M009 The odds were against me. Many of my peers regarded me as the forget me drug peg in a square hole, too different for GE. I was brutally honest and outspoken. I was impatient and, to many, abrasive. My behavior wasnt the norm, especially the browse parties at local bars to celebrate business victories, large or small. 8For Welch, thither was a seven-person horse race to become CEO that was, in his words, brutal, heterogeneous by heavy politics and big egos, my witness included. It was awful. 9 In the end, however, Welch prevailed, decorous CEO in April 1981. Later, he learned that he had been left off the short list of candidates until late into the process. Welch recalled I didnt know that when the list was narrowed to ten names by 1975, I still wasnt on it. . . . One official HR human resources view of me stated at the time Not on best candidate list despite past operational victory.Emerging issue is overwhelming results focus. Intimidating subordinate relationships. Seeds of company stewardship concerns. Present business adversity will severely test. Watching closely. 10 1981 to 1987 Number One or Number Two and Delayering Welch wanted the company to do away with its formal reporting structure and unnecessary bureaucracy. He wanted to recreate the firm on the lines of the nimble plastics organization he had come from. He stated I knew the benefits of staying small, even as GE was getting bigger. The good businesses had to be sorted out from the bad ones. . . We had to act faster and get the damn bureaucracy out of the way. 11 Welch catched this schema based on work by bastard Drucker, a m anagement thinker, who asked If you werent already in the business, would you enter it today? And if the answer is no, what are you going to do about it? 12 Welch communicated his restructuring efforts by press that any GE business be the number one or number two business in its indus decide, or be fixed, sold or closed. He illustrated this concept with the use of a three-circle tool.The businesses inside the three circles services, high technology, and core could attain (or had attained) top positions in their industries. The selected few included many service businesses, such as financial and information systems. Outside of the three circles were organizations in manufacturing-heavy sectors facing a high degree of competition from lower cost rivals, such as central air conditioning, housewares, small appliances and semiconductors. Employment at GE fell from 404,000 in 1980 to 330,000 by 1984 and 292,000 by 1989.The switchs prompted strong reactions from former employees and co mmunity attractions. Welch was the shoot for of and criticism when he invested nearly $75 trillion into a major upgrade of Crotonville, GEs management discoverment center. 13 Welch proverb lead training as key to GEs growth. 8 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. xii. ibidem p. xiii. 10 Ibid, p. 77. 11 Ibid, p. 92. 12 Ibid, p. 108. 13 Ibid, p. 121. 9 Page 4 9B08M009 In addition, Welch undertook a streamlining exercise.By his estimate, GE in 1980 had too many layers of management, in some cases as many as 12 levels in the midst of the factory floor and the CEOs office. The sector level was removed, and a massive downsizing effort put into place. Compared with the traditional norm of five to octonary direct reports per manager, GE senior managers had 15 or more direct reports. Successful senior managers shrugged off their workload, indicating that Welch liberated them to behave corresponding entrepreneurs. They argued that the extra ram ramp d them to set strict priorities on how they spent their time, and to abandon many past procedures.Observers believed GE was running two principal(prenominal) risks having inadequate cozy intercourse fiddleween senior managers and people who now reported to each of them and the overwork, stress, demotivation and in readiness on the part of managers down the line who had extra work assigned by their hard put superiors. In 1989, an article in the Harvard Business Review reported much bitter internal frustration and ill-feeling among the troops at GE. 14 During this period, Welch earned his Neutron Jack moniker, a reference to a type of bomb that would kill people while leaving buildings intact.On the other hand, Welch could see that changes had to be made to make GE more competitive. He recalled Truth was, we were the first big healthy and productive company in the mainstream that took actions to get more competitive. . . . There was no stage set for us. We looked too good, too s trong, too profitable, to be restructuring. . . . However, we were facing our own reality. In 1980, the U. S. thrift was in a break. Inflation was rampant. Oil sold for $30 a barrel, and some predicted it would go to $100 if we could even get it.And the Japanese, benefiting from a weak yen and good technology, were increasing their exports into many of our mainstream businesses from cars to consumer electronics. 15 But Welchs strategy was not simply a cost-reduction effort from 1981 to 1987, while 200 businesses were sold, 370 were acquired, for a net spend of $10 billion. The turmoil that these changes caused earned Welch the title of toughest boss in America, in a set magazine survey of the 10 most hard-nosed senior executives. In tallying the votes, Welch reliable twice as many nominations as the runners-up. Managers at GE used to hide out-of-favor employees from Welchs gun sights so they could keep their jobs, Fortune said. According to former employees, Welch conducts meeti ngs so aggressively that people tremble. 16 But Welchs credibility was bolstered by GEs stock performance After years of being stuck, GE stock and the food market began to counter off, reinforcing the idea that we were on the right track. For many years, stock options werent worth all that much. In 1981, when I became chairman, options gains for everyone at GE totaled only $6 million.The next year, they jumped to $38 million, and then $52 million in 1985. For the first time, people at GE were starting to feel good times in their pocketbooks. The buy-in had begun. 17 14 General Electric Learns the Corporate and Human Costs of Delayering, Financial Times, September 25, 1989, p. 44. Jack Welch, Straight from the Gut, Warner Books, New York, 2001, pp. 125126. 16 Fortune Survey Lists Nations Toughest Bosses, The Washington Post, July 19, 1984, p. B3. 17 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 173. 15 Page 5 9B08M009Late 1980s Work-Out, Boundaryless and Best Practices Welch used GEs Crotonville facility to upgrade the level of management skills and to instill a common corporate culture. After reading comments from participants, Welch realized that many of them were frustrated when they returned to their offices because many of their superiors had discounted the Crotonville experience and worked actively to maintain the status quo. Welch wondered Why cant we get the Crotonville dedicateness everywhere? . . . We have to re-create the Crotonville Pit a circular, tiered rile hall at Crotonville all over the company. . . The Crotonville Pit was working because people felt free to speak. While I was technically their boss, I had little or no impact on their personal careers especially in the lowerlevel classes. . . . Work-Out was patterned after the traditional New England town meetings. Groups of 40 to 100 employees were invested to share their views on the business and the bureaucracy that got in their way, particularly approvals, report s, meetings and measurements. Work-Out meant just what the words implied taking unnecessary work out of the system. 8 Work-Out sessions were held over two to three days. The groups manager would start the session with a presentation, after which the manager would leave the facility. Without their superior present, the remaining employees, with the serve up of a neutral facilitator, would list problems and conk out solutions for many of the challenges in the business. Then the manager returned, listening to employees present their many ideas for change. Managers were expected to make an immediate yes-or-no decision on 75 per cent of the ideas presented.Welch was blithe with Work-Out Work-Out had become a huge success. . . . Ideas were flowing faster all over the company. I was groping for a way to describe this, something that might capture the all told organization and take idea sharing to the next level. . . . I kept talking about all the boundaries that Work-Out was breaking down. Suddenly, the word boundaryless popped into my head. . . . The boundaryless company . . . would remove all the barriers among the functions engineering, manufacturing, marketing and the rest.It would recognize no distinction between domestic and foreign operations. . . . Boundaryless would also expand us up to the best ideas and practices from other companies. 19 Welchs relentless pursuit of ideas to increase productivity from both inside and outside of the company resulted in the birth of a related movement called Best Practices. In the summer of 1988, Welch gave Michael Frazier of GEs Business Development department a simple challenge How can we learn from other companies that are achieving higher productivity growth than GE?Frazier selected for study nine companies with different best practices, including Ford, Hewlett-Packard, Xerox and Toshiba. In addition to specific tools and practices, Fraziers team also identified several(prenominal) characteristics common to the successful companies they focused more on maturation effective processes than on controlling individual activities they used customer comfort as their main gauge of performance they treated their suppliers as partners and they emphasized the need for a never-ending stream of high- grapheme new products designed for efficient manufacturing.On palingenesising Fraziers report, Welch became an instant change and committed to a major new training program to introduce Best Practices thinking by dint ofout the organization, integrating it into the ongoing agenda of Work-Out teams. 20 18 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 182. Ibid, pp. 185187. 20 Christopher A. Bartlett and Meg Wozny, GEs Two-Decade Transformation Jack Welchs Leadership, Harvard Business School Case, May 3 2005, p. 5. 19 Page 6 9B08M009 To encourage employees to put extra effort into reaching their goals, Welch instituted the idea of stretch. He was frustrated with the compromise tha t was occurring as work teams tried and true to lower targets and top management tried to raise targets. With stretch, teams were asked to develop two plans the first reflecting what they expected to do and the second that reflected the toughest targets they thought they had a chance of reaching. Welch explained The team knows theyre going to be measured against the prior year and relative performance against competitors not against a highly negotiated internal number. Their stretch target keeps them reaching. . . sometimes we found cases where managers at lower levels took stretch numbers and called them budgets, punishing those who missed. I dont think it happens much anymore, but I wouldnt bet on it. 21 1990s Six Sigma and the Vitality Curve One well- cognize program popularized by GE was process improvement, or Six Sigma. As a result of GEs Best Practices program, Welch learned from Lawrence Bossidy, a former GE executive, how AlliedSignals Six Sigma quality program was improv ing quality, baleful costs and increasing productivity. Welch asked Gary Reiner, a vice-president, to lead a quality initiative for GE.On the basis of Reiners findings, Welch announced a goal of reaching Six Sigma quality levels company-wide by the year 2000, describing the program as the biggest opportunity for growth, increased profitability, and individual employee satisfaction in the history of our company. 22 Subsequently, every GE employee underwent at to the lowest degree minimal training in Six Sigma, whose terms and tools became part of the globose language of GE. For example, expressions like CTQ, were used to refer to customer requirements that were critical to quality in new products or services. 3 Whereas Six Sigma was focused on process improvement, to develop GEs talent pool, Welch looked to recognize his people. He remarked In manufacturing, we try to stamp out variance. With people, variance is everything. Welch knew that identifying and ranking people in a lar ge organization was not a simple task. GE began using what became known as 360-degree evaluations, in which managers and supervisors were evaluated by their subordinates and their peers as well as by their bosses. One exception was Welch. He did not get evaluated by his subordinates. Ive gain out, he said. Nor did he evaluate the top executives immediately below him. 24 Next, Welch put in place an sagaciousness based on a vim flex, roughly shaped like a bell curve. He asked his managers to rank all their staff into the top 20, the Vital 70 and the bottom 10, with the intent to force executives to differentiate their employees. The top 20 were groomed for larger assignments, and the bottom 10 were coached out of the organization. In addition, Welch advocated categorizing employees as A, B or C players.He explained that how both assessment tools worked together The vitality curve is the dynamic way we sort out As, Bs, and Cs. . . . Ranking employees on a 20-70-10 grid forces manag ers to make tough decisions. The vitality curve doesnt perfectly translate to my A-B-C evaluation of talent. Its possible even likely for A 21 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 386. Christopher A. Bartlett and Meg Wozny, GEs Two-Decade Transformation Jack Welchs Leadership, Harvard Business School Case, May 3, 2005, p. 12. 23Matt Murray, Can GE Find Another Conductor Like Jack Welch? The Wall Street Journal Europe, April 13, 2000. 24 Frank Swoboda, Up Against the Walls, The Washington Post, February 27, 1994, p. H01. 22 Page 7 9B08M009 players to be in the vital 70. Thats because not every A player has the ambition to go further in the organization. Yet, they still want to be the best at what they do. Managers who cant differentiate soon find themselves in the C category. 25 Welch reinforced the importance of the ranking system by matching it with an appropriate compensation structure.The A players received raises that were two to three times the increases given to Bs, and the As also received a significant portion of the stock option grants. C players received no raises or options. Welch admitted Dealing with the bottom 10 is tougher. . . . Some think its cruel or brutal to remove the bottom 10 per cent of our people. It isnt. Its just the opposite. What I think is brutal and false kindness is keeping people around who arent going to grow and prosper. Theres no cruelty like waiting and telling people late in their careers that they dont belong. 6 In GEs people review process, known as Session C, managers were expected to discuss and defend their choices and rankings. During these sessions, Welch was known to challenge his managers talent decisions aggressively, expecting them to defend their choices with passion. Welch was prone to making quick judgment calls on talent, and these snap decisions could be perceived both positively and negatively. An observer commented Welch is impetuous, inclined to make lightning strikes an d wage blitzkrieg.His decisions on people, assets, and strategies can be made in a heartbeat one bad review with Jack may be the end of a long career. And the record shows that many of Welchs snap decisions have turned out to be stupendous blunders. 27 One example was Welchs purchase of Kidder Peabody, then one of Wall Streets most prominent investment banks. Although his board of directors was opposed to the idea, Welchs persuasive arguments carried the day. But merging the two cultures proved more difficult than he imagined. Welch stated that at Kidder Peabody, the concept of idea sharing and team play was completely foreign.If you were in investment banking or trading and your group had a good year, it didnt takings what happened to the firm overall. 28 In addition, Kidder Peabody was hit by two public scandals insider trading and fictitious trades that led to a $350 million writedown. Another example was NBCs partnership with Vince McMahon in January 2001 to launch the XFL, an alternative football league to the NFL. After losing $35 million on the venture in four months, and accompanied by falling viewership, the league shut down in May 2001. 29 Some managers were emaciated down by the constantly evolving programs.A chemist who once worked for GE Power Systems stated Its management by buzzword. sight chant Jacks slogans without thinking intelligently about what theyre doing. Ive been stretched so much I feel like Gumby. All Welch understands is increasing profits. That, and getting rid of people, is what he considers a vision. Good people, tremendous people, have been let go, and it is bother our business. 25 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 160. Ibid, 2001, pp. 160162. 27 Thomas F. Boyle, At Any Cost, Vintage Books, New York, 1998, pp. 112. 28 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 222. 29 Eric Boehlert, Why the XFL Tanked. Available at http//archive. salon. com/ent/feature/2001/05/11/xf l_demise/index. html, accessed January 11, 2008. 26 Page 8 9B08M009 Im trying to meet the competition, but his policies arent helping me. Its crazy, and the craziness has got to stop. 30 Welch believed otherwise No one at GE loses a job because of a missed quarter, a missed year, or a mistake. Thats nonsense and everyone knows it. . . . People get second chances. 31 Over his tenure as CEO, Welch had grown GEs market capitalization by 27 times, from $18 billion to $500 billion. The company was trading 28 times forward earnings versus about 24 for the Standard & Poors 500. 32 See Exhibit 1 for selected GE information over 25 years. After two decades as GEs CEO, Welch retired, nominating Jeffrey Immelt as his successor. Immelt was one of three candidates short-listed for the job. Observers noted that Immelt was starting his tenure at the end of an unprecedented bull market and in the midst of a world(a) frugal slowdown. 33 Despite GEs consistent earnings growth even during the economi c downturn, GEs stock had fall 33 per cent from its high of about $60 per share in August 2000. Many attributed this steady drop to the anticipation surrounding Welchs departure. 34 Immelts first day on the job was September 7, 2001, four days before the terrorist attacks in the united States. The Transition from Welch to Jeffrey Immelt Immelt joined GE in 1982 and held several global lead positions in GEs Plastics, Appliance and Medical businesses. 5 At GE Medical, his last assignment before becoming CEO, Immelt became a star by persuading a growing number of cash-strapped hospitals to trade in their old-fashioned equipment for digital machines that were capable of generating more dynamic images much faster. He inked lucrative, long-term deals with such hospital giants as HCA and Premier, and bought a number of smaller companies to round out his product line, all the while growing GEs market share from 25 per cent to 34 per cent and moving the company into services such as data mining. 36Only the ninth man to lead GE since 1896, Immelt followed in the footsteps of his predecessors by abandoning the drawship approach favored by Welch. In contrast with Welchs need to control and cajole his management, Immelt was less a commander than a commanding presence. 37 If you, say, missed your numbers, you wouldnt leave a meeting with him feeling beat up but more like you let your dad down, said Peter Foss, a longtime friend and colleague of Immelts and president of GE Polymerland, part of GEs plastics business. 38 Immelt believed that leaders exhibited three traits 30 Thomas F.Boyle, At Any Cost Jack Welch, General Electric, and the Pursuit of Profit, Vintage Books, New York, 1998, p. 223. 31 Ibid, p. 274. 32 William Hanley, An mettle on GE as Jack Bows Out, National Post, August 23, 2001, p. D01. 33 Daniel Eisenberg and Julie Rawe, Jack Who? Time, September 10, 2001, p. 42. 34 Ibid. 35 Jeff Immelt, CEO. Available at http//www. ge. com/company/leadership/ceo. ht ml, accessed January 6, 2008. 36 Daniel Eisenberg and Julie Rawe, Jack Who? Time, September 10, 2001, p. 42. 37 Jerry Useem, Another Boss Another Revolution, Fortune, April 5, 2004, p. 112. 38Daniel Eisenberg and Julie Rawe, Jack Who? Time, September 10, 2001, p. 42. Page 9 9B08M009 Its curiosity. Its being good with people. And its having perseverance, hard work, thick skin. Those are the three traits that every successful person Ive ever known has in common. 39 Immelt aimed to exsert GEs transition from a low-margin manufacturer to a more lucrative services company. 40 During Welchs tenure, although revenues from services had grown from 15 per cent of revenues to 70 per cent, the majority of the revenues came from GE Capital (renamed GE Consumer Finance and GE Commercial Finance).In 2001, Immelt believed there was still room to grow services in many of its divisions, such as aircraft maintenance and monitoring contracts, and medical software and billing services. 41 There were differences in strategic approach as well. Whereas Welch had courted Wall Street by setting and hitting pinpoint earnings targets, Immelt gave the Streets short-term petitions a back seat to long-term strategy. Whereas Welch rapidly rotated managers through different divisions to develop generalists, Immelt wanted to keep them in place longer to develop specialists.Immelt explained I absolutely loathe the notion of professional management. Which is not an stock warrant of unprofessional management but a statement that, for instance, the best jet engines are built by jet-engine people, not by appliance people. Rotate managers too fast, moreover, and they wont experience the fallout from their mistakes nor will they invest in innovations that dont have an immediate payoff. 42 By 2007, Immelt had divested GE units representing 40 per cent of revenues.To grow $20 billion a year and more, new investments were made in areas where sizeable players had an advantage. Infrastructure and infrastructure technology, according to Immelt, was a $70 billion business that will grow 15 per cent a year for the next five years. Thats a business where small people need not apply. 43 In addition, Immelt was focused on growing revenues in emerging markets such as China, India, Turkey, Eastern Europe, Russia, and Latin America. Immelt believed that the international athletic field was where GEs future growth would comeIn 2007, for the first time in the history of GE, well have more revenue outside the United States that well have inside the United States. Our business outside the United States will grow between 15 per cent and 20 per cent next year. Were a $172 billion company. In 2008, with the U. S. economy growing at 1. 5 per cent, well grow revenue by 15 per cent because were in the right places with the right products at the right time. 44 39 David Lieberman, GE Chief Sees Growth Opportunities in 2008, USA Today, December 14, 2007, p. B1.Daniel Eisenberg and Julie Rawe, Ja ck Who? Time, September 10, 2001, p. 42. 41 Ibid. 42 Jerry Useem, Another Boss Another Revolution, Fortune, April 5, 2004, p. 112. 43 David Lieberman, GE Chief Sees Growth Opportunities in 2008, USA Today, December 14, 2007, p. B1. 44 Ibid. 40 Page 10 9B08M009 EXHIBIT 1 GE Selected Information from 1981 to 2008 ($ billions) Revenues Net Profit 1981 27. 2 1. 7 1986 36. 7 2. 5 1991 52. 3 2. 6 1996 79. 2 7. 3 2001 125. 9 14. 1 GE Stock Price 1975-2008 (Logarithmic, Adjusted for Dividends and Splits) 000 W elch announces retirement in 2001 Stock $9. 31 Jack Welch becomes CEO Stock $0. 65 Jeffrey Immelt becomes CEO Stock $32. 58 $ 100 Best Practices Delayering, Six Sigma Bought 370 businesses Sold 200 businesses 10 e-business Stretch 1 Work-Out Boundarylessness 1 or 2 ancestry Case writers. Stock information from finance. yahoo. com, accessed January 5, 2008. 1/2/2007 1/2/2005 1/2/2003 1/2/2001 1/2/1999 1/2/1997 1/2/1995 1/2/1993 1/2/1991 1/2/1989 1/2/1987 1/2/1985 1/2/1983 1/2/1981 1/ 2/1979 1/2/1977 1/2/1975 0. 1 2006 163. 4 20. 7General Electric From Jack Welch to Jeffrey ImmeltThe need for Jeffrey Immelt to develop into a level 5 leader is imperative for GE to continue to grow and prosper in the current economic conditions of global expansion and constant change. Immelt can also benefit GE by becoming a level 5 leader by cogitate on developing and empowering employee value and unalienable motivations rather than facilitating initiatives to carry out his own vision. By Immelt developing into a level 5 leader and creating an open and swear environment, he will empower employees to rebuild GEs infrastructure that can hold strong and prosper through the new and demanding global expansion.Jack Welch led the way that was current to him and what economic conditions valued at the time. He was successful by giving the company of GE a clear vision and opening up opportunities for employees to efficiently carry out his objectives. He gave stability to shareholders at a time of economic worry and more than doubled GEs market cap. Although his practices deemed profitable he did not build internal company infrastructure that would carry GE into the future. Instead he weakened internal relationships and did not empower employees to use their talents to embark on new and innovative projects.Immelt is faced with the challenge of getting the GE employees to develop a trust and open relationship that can grow GE into new markets and hold stable in a time of constant change. His humility and professional will create a new environment for GE that will be profitable from long-term investments, social responsibility, and employee empowerment. Immelt is already leading in his own authentic way by being people-oriented and concentrating on effectiveness rather than efficiency.If he can continue to stay true to his authentic set while developing them further into a level 5 leader, GE will manage to stay competitive in the new economic market. Although auth entic in his actions, Jack Welch had uprooted the GE internal infrastructure to become a number generating, cash focused conglomerate that did not serve the intrinsic need of GEs expert employees. GE seemed to be halcyon under Welchs reign with stock scathes continually rising and its market cap growing from $18 million to $500 billion. However there are more factors to a company that tell about its success than its cash generating enterprises.Many of the employees at GE felt worn down and stretched too far with their expectations being forced to drive success from extrinsic motivators and short-term returns. After thorough evaluation of the movement of CEOS from Jack Welch to Jeffrey Immelt, lays the total management problem of a change of company values led by a previous level 4 leader, Welch, to a level 5 leader, Immelt. The GE company needs to recognize and be led to the different values that Jeffrey Immelt believes in order to drive success under a new environment.Immelt i s focused more on long term strategic investments that will require invested energy and cooperation from his employees to finally reach the high numbers and stock price returns that come along with the change to a strong infrastructure. While Welch was CEO he inspired the GE company by providing them with the vision that GE was meant for big returns, rapid expansion, and continually expanding market caps. He proved he was a level 4 leader by being focused on efficiency, and committing to a clear vision that emotional higher performance standards.Everyone was aware of Welchs vision to act fast, push bureaucracy out of the way, and to generate numbers and cash. People who did not meet the results-delivered mind-set were let go and ideas that did not deliver immediate results were abandoned. This level 4 leadership did not allow for the employees of GE to develop and grow the intrinsic values of the company and themselves because they were too nervous and focused on delivering result s from small-risk projects. Welch did not focus on developing people or else he focused on developing numbers.For example, his vitality curve program cut the bottom 10% of employees and rewarded the top 20%. The Vitality Curve organized people into three categories based on their past performance and deliverables. Although Welch implemented a number of leadership development programs, they ironically did not focus on form leaders but borderline opportunities for profit-centered growth. The underlying problem was that the employees of GE were expected to carry out Welchs vision and return high profits to stockholders.It wasnt that Welch wasnt clear on his objectives or ways to complete objectives it was the fact that employees were focused on completing work to produce Welchs vision instead of using their own talents and ideas to grow the companys infrastructure that could endure future economic conditions. By Welch being a level 4 leader he facilitated employees to meet expectati ons in an efficient and demanding manner, which crushed innovation and employee self- fulfillment. According to Fortune Magazine Welch conducts meetings so aggressively that people tremble.Although this type of tough leadership produced high profits, it left employee satisfaction and infrastructure stability wounded. Welch was constantly implementing new projects and workshops that supported his vision and gave employees clearer objectives of his vision that produced results. Each time he implemented a new project GE stock prices rose but this was at a time where the environment GE was competing in was domestic and results driven, which didnt demand long term company infrastructure but rather thrived on short term high profits.Welch led the way the economy demanded, which led him to success and high numbers. Welchs methodology was based upon cost cutting, efficiency, and deal making which would deliver high, reliable profits. Welch led at a time of an economic recession with high u nemployment, high bear on rates, and domestic competition. The idea of developing society and GE employees was put aside to develop high profits, which gave stockholders a sense of reliableness and stability in a time of unknown and economic turmoil.This focus worked at the time, but would not continue to work in the current economy that holds new values and expectations. It is pivotal that Immelt become a level 5 leader that invests in long term, strong infrastructure to continue to be able grow, expand, and stay profitable. For Immelt to become a level 5 leader he must discard the idea that leaders must be the ones providing the direction or vision and instead alter the implementation of additional drivers, such as employees or opportunities, that will take GE from good to great.Immelt is leading at a time of economic global slowdown and increased global competition, which demands an infrastructure that can endure a change of markets and compete at a global level. Immelts respo nsibility isnt to have one vision that the entire company follows, but to inspire GE employees to evaluate their own visions that correspond to their intrinsic values and allow them to act upon them with trust and resources. To alter and inspire employees to re-create the GE infrastructure Immelt needs to pave the way for employees to re-build their trust with GE and himself by increasing their motivation through a more open environment.Immelt can act upon becoming a level 5 leader and making GE into a growth engine for the future by investing in leadership programs that focus on developing employees as leaders and allowing them to create their own vision through their own intrinsic values. Welchs leadership development programs focused on trimming the companys edges instead of developing them to pave the way for number growing opportunities and profit based endeavors. Immelt can have leadership programs that ask employees to evaluate what values they have for their work and what a re areas that can be improved to help them reach their goals.Immelt can also share his inspiration to facilitate external growth by moving markets into developing countries through risk taking, sophisticated marketing, and innovation. He can prove to employees that he wants them to embark on meaningful, long-term projects by notifying them that rotations will be removed to allow for specialists that are the most knowledgeable in their field, and therefore have the ability to produce the most effective long-term projects and returns.Immelt can teach the employees of GE of his values and leadership practices through company wide meetings, emails, or letters. He then needs to be mindful to follow through with his values to foster an open and trusting environment. Jeffery Immelt is leading as CEO in a time of worldwide growth and expansion that demands a different type of leadership style than the efficiency based style of Jack Welch in order for GE to stay profitable, and continue to b e a leader in the business market.In addition to ever-changing leadership styles in order to keep GE growing profits, Immelt has the opportunity to make GE employees jobs more meaningful and fulfilling by creating an open and trusting environment that will enable them to use their talents to carry out visions of their own that resonate with their intrinsic values. It is imperative that Immelt become a level 5 leader that will force GE to move from being a cash generator to a growth engine that will thrive in the current global expansion.General Electric From Jack Welch to Jeffrey ImmeltThe need for Jeffrey Immelt to develop into a level 5 leader is imperative for GE to continue to grow and prosper in the current economic conditions of global expansion and constant change. Immelt can also benefit GE by becoming a level 5 leader by focusing on developing and empowering employee values and intrinsic motivations rather than facilitating initiatives to carry out his own vision. By Immel t developing into a level 5 leader and creating an open and trusting environment, he will empower employees to rebuild GEs infrastructure that can hold strong and prosper through the new and demanding global expansion.Jack Welch led the way that was authentic to him and what economic conditions valued at the time. He was successful by giving the company of GE a clear vision and opening up opportunities for employees to efficiently carry out his objectives. He gave stability to shareholders at a time of economic worry and more than doubled GEs market cap. Although his practices deemed profitable he did not build internal company infrastructure that would carry GE into the future. Instead he weakened internal relationships and did not empower employees to use their talents to embark on new and innovative projects.Immelt is faced with the challenge of getting the GE employees to develop a trusting and open relationship that can grow GE into new markets and hold stable in a time of cons tant change. His humility and professional will create a new environment for GE that will be profitable from long-term investments, social responsibility, and employee empowerment. Immelt is already leading in his own authentic way by being people-oriented and concentrating on effectiveness rather than efficiency.If he can continue to stay true to his authentic values while developing them further into a level 5 leader, GE will manage to stay competitive in the new economic market. Although authentic in his actions, Jack Welch had uprooted the GE internal infrastructure to become a number generating, cash focused conglomerate that did not serve the intrinsic needs of GEs talented employees. GE seemed to be thriving under Welchs reign with stock prices continually rising and its market cap growing from $18 million to $500 billion. However there are more factors to a company that tell about its success than its cash generating enterprises.Many of the employees at GE felt worn down and stretched too far with their expectations being forced to drive success from extrinsic motivators and short-term returns. After thorough evaluation of the movement of CEOS from Jack Welch to Jeffrey Immelt, lays the fundamental management problem of a change of company values led by a previous level 4 leader, Welch, to a level 5 leader, Immelt. The GE company needs to recognize and be led to the different values that Jeffrey Immelt believes in order to drive success under a new environment.Immelt is focused more on long term strategic investments that will require invested energy and cooperation from his employees to finally reach the high numbers and stock price returns that come along with the change to a strong infrastructure. While Welch was CEO he inspired the GE company by providing them with the vision that GE was meant for big returns, rapid expansion, and continually expanding market caps. He proved he was a level 4 leader by being focused on efficiency, and committing to a clear vision that stimulated higher performance standards.Everyone was aware of Welchs vision to act fast, push bureaucracy out of the way, and to generate numbers and cash. People who did not meet the results-delivered mindset were let go and ideas that did not deliver immediate results were abandoned. This level 4 leadership did not allow for the employees of GE to develop and grow the intrinsic values of the company and themselves because they were too nervous and focused on delivering results from small-risk projects. Welch did not focus on developing people instead he focused on developing numbers.For example, his vitality curve program cut the bottom 10% of employees and rewarded the top 20%. The Vitality Curve organized people into three categories based on their past performance and deliverables. Although Welch implemented a number of leadership development programs, they ironically did not focus on molding leaders but molding opportunities for profit-centered growth. The underlying problem was that the employees of GE were expected to carry out Welchs vision and return high profits to stockholders.It wasnt that Welch wasnt clear on his objectives or ways to complete objectives it was the fact that employees were focused on completing work to produce Welchs vision instead of using their own talents and ideas to grow the companys infrastructure that could endure future economic conditions. By Welch being a level 4 leader he facilitated employees to meet expectations in an efficient and demanding manner, which crushed innovation and employee self- fulfillment. According to Fortune Magazine Welch conducts meetings so aggressively that people tremble.Although this type of tough leadership produced high profits, it left employee satisfaction and infrastructure stability wounded. Welch was constantly implementing new projects and workshops that supported his vision and gave employees clearer objectives of his vision that produced results. Each time he impl emented a new project GE stock prices rose but this was at a time where the environment GE was competing in was domestic and results driven, which didnt demand long term company infrastructure but rather thrived on short term high profits.Welch led the way the economy demanded, which led him to success and high numbers. Welchs methodology was based upon cost cutting, efficiency, and deal making which would deliver high, reliable profits. Welch led at a time of an economic recession with high unemployment, high interest rates, and domestic competition. The idea of developing society and GE employees was put aside to develop high profits, which gave stockholders a sense of dependability and stability in a time of unknown and economic turmoil.This focus worked at the time, but would not continue to work in the current economy that holds new values and expectations. It is crucial that Immelt become a level 5 leader that invests in long term, strong infrastructure to continue to be able grow, expand, and stay profitable. For Immelt to become a level 5 leader he must discard the idea that leaders must be the ones providing the direction or vision and instead enable the implementation of additional drivers, such as employees or opportunities, that will take GE from good to great.Immelt is leading at a time of economic global slowdown and increased global competition, which demands an infrastructure that can endure a change of markets and compete at a global level. Immelts responsibility isnt to have one vision that the entire company follows, but to inspire GE employees to evaluate their own visions that correspond to their intrinsic values and allow them to act upon them with trust and resources. To enable and inspire employees to re-create the GE infrastructure Immelt needs to pave the way for employees to re-build their trust with GE and himself by increasing their motivation through a more open environment.Immelt can act upon becoming a level 5 leader and making GE into a growth engine for the future by investing in leadership programs that focus on developing employees as leaders and allowing them to create their own vision through their own intrinsic values. Welchs leadership development programs focused on trimming the companys edges instead of developing them to pave the way for number growing opportunities and profit based endeavors. Immelt can have leadership programs that ask employees to evaluate what values they have for their work and what are areas that can be improved to help them reach their goals.Immelt can also share his inspiration to facilitate external growth by moving markets into developing countries through risk taking, sophisticated marketing, and innovation. He can prove to employees that he wants them to embark on meaningful, long-term projects by notifying them that rotations will be removed to allow for specialists that are the most knowledgeable in their field, and therefore have the ability to produce the most ef fective long-term projects and returns.Immelt can teach the employees of GE of his values and leadership practices through company wide meetings, emails, or letters. He then needs to be mindful to follow through with his values to foster an open and trusting environment. Jeffery Immelt is leading as CEO in a time of worldwide growth and expansion that demands a different type of leadership style than the efficiency based style of Jack Welch in order for GE to stay profitable, and continue to be a leader in the business market.In addition to changing leadership styles in order to keep GE growing profits, Immelt has the opportunity to make GE employees jobs more meaningful and fulfilling by creating an open and trusting environment that will enable them to use their talents to carry out visions of their own that resonate with their intrinsic values. It is imperative that Immelt become a level 5 leader that will force GE to move from being a cash generator to a growth engine that will thrive in the current global expansion.

Othello Paper: the Effects of Jealousy Essay

Jealousy is a common emotion that everyone shares at one point in life. At most times it is when a person is most vulnerable and insecure that he loses faith in the things he once felt so certain about. Othello, being of a different race, is a existence who fights for all he has ever had in life including the marriage to the senators daughter Desdemona, who is not a suitable match for a man like him. In William Shakespeares tragedy Othello, Shakespeare cleverly demonstrates how a man with great honor and watch over is driven to insanity by the big green monster of jealousy.Othello is a strong, confident, and trustworthy man who tragically falls from grace due to the idea of Desdemonas infidelity to another man which ultimately drives him and his loved ones to their graves. In the beginning, Othello shows he is a very intelligent and a well put together man who struggles his whole life to prove that he is better than the stereotype of a colored man. Triumphant in proving his worth, he is able to win over the woman he loves, Desdemona, making her his new married woman. His devotion to Desdemona is relevant in depicting how much trust and love he feels for her.An instance of Othellos affection towards his wife is as follows, It gives me wonder great as my content/ To find you here onward me. O my souls joy / If it were now to die, /Twere now to be most happy, for I fear /My soul hath her soul so content so absolute/ That not another comfort like to this succeeds in hidden fate. (Shakespeare, Othello 2. 1. 199-200,205-209). Othellos words explain his overwhelming happiness for his new wife and that if he were to die tomorrow he would be perfectly content for he will never be as overjoyed as he is in that instant.As the Play progresses Iago, Othellos trustworthy friend schemes a be after that will ruin Othellos trust for Desdemona hoping to break him and blind him from reality. However, when hearing Iagos tale of Desdemonas unfaithful relations to the Lieuten ant, Cassio, he is Skeptical and unavoidably further convincing, he states, Nor from mine own weak merits will I draw /The smallest fear or doubt of her revolt, / For she had eyes and chose me. No, Iago, /Ill see before I doubt, when I doubt, prove, / And on the proof there is no more but this / Away at once with love or jealousy Shakespeare, Othello3. 3. 192-197).Othellos words clearly show his faith in Desdemonas love for him, however In the back of his spirit he starts to question whether the truthful Iago is right, he thinks aloud, (Aside) Why did I marry? This honest Creature/doubtless/Sees and knows more, much more than he/unfolds. (Shakespeare, Othello 3. 3. 248-251). This quote makes obvious that the seed of jealousy has been planted, and as it starts to grow, the mind of the once sensible Othello will turn foolish leading to catastrophe.Othellos mind starts to deceive him composing visions of Desdemonas acts of disloyalty, resulting in outrage and irrational materializat ion he starts to downward spiral down the road of no return. Once witnessing the prized handkerchief that belonged to Othello, and given to Desdemona as a gift in the hands of Cassio, Othello becomes bloodless and is certain the accusations against Desdemona hold true.He confides in Iago saying, Oh, that the slave had forty thousand lives One is too poor, too weak for my revenge. /Now do I see tis true. Look here, Iago, /All my fond love thus do I blow to heaven. / Tis gone. / Arise, black vengeance, from the hollow hell /Yield up, O love, thy crown and hearted rear/ To tyrannous hate Swell, bosom, with thy fraught,/ For tis of aspics tongues (Shakespeare, Othello 3. 3. 452-460). From the dialogue above it shows that Othello no longer holds the fire of love within him and that his heart is running cold with hatred and revenge.

Cnpc and Petro China

Strategy search for above normal performance 2. What strategy supports growth? Sustained CA- Not intimately duplicated, or cost of duplication is higher than the returns Temporary CA- creates value, rare, but easily imitable. 3. Core competency- basic in collective principle around which all your resources are aligned, which builds your CA and differentiates you from your competitor. * Creates value, very few of your competitors can do, and grants you sustained competitive advantage. 4. Sources of Core competency= sources of sustained CA. . Sources of competitive parity, relatively normal, to get the risk adjusted return. 6. Goal of corporate create CA that create more value than overhead involved (cost of corporates) 7. Business Unit strategy bring standalone parentage units together into one corporate entity towards a common corporate goal. 8. Corporate Strategy a. Business units tactics- how they help me achieve my corporate goal i. Differentiation ii. Cost leadership b. Di fferent business units for different elements of corporate strategy 9.When your competition for customers is in different business segments, UWO and Ivey. 10. Unrelated corporate strategy c. Difficult to transfer core competencies and CA 11. colligate corporate strategy- diversification d. Can transfer competencies, activities- distribution channel 12. Three types of corporate strategy e. Limited diversification iii. Single Business risky portfolio. iv. plethoric business f. Related diversification v. Related constrained- net benefit and sharing. Cost synergies. Increase revenue synergies. Economies of scale.Transfer core competency for net benefit. g. Unrelated diversification- lack of index to share activities. Best performance you can achieve is normal performance. h. Related constrained 13. Resources which are sources of Comparative parity, not core competency. i. Transfer when core competence creates net benefit for the corporate as a whole 14. Risks j. Systemic Risk or Be ta- related to the market (external) vi. Very difficult to diversify it extraneous k. Total risk = systemic risk +specific risk (unsystematic risk) l. Unsystematic risk = internal risk . Return per unit of risk = performance 15. How do you define sustained CA n. Competitor cannot compete it away, but can be destroyed by shocks to the systems by exogenous agents. o. Defined by the skill of the competitor to compete CNPC and Petro China 1. D accept-scoping 2. Getting rid of social services business units (non-core businesses) that are not related to oil exploration and oil services. 3. PetroChina- own 88 to 90 % 4. Going from related linked related constrained strategy 5. Re- Strategizing 6. Successful IPO listing 7. Still struggling

Classroom Discipline Essay

Effective discipline is a challenge for all educators. The issue of discipline, also referred to as classroom management, continues to surface as one of the some challenging problems in education to mean solar day (The study Dilemma Problems and Promises. ). Research suggests in order to maintain a well-disciplined classroom, t apieceers mustiness establish reins and expectations, do limits of rules, supercharge and reinforce positive demeanor, and effectively manage their classrooms. Effective discipline begins with rules, enforced with logical and meaningful consequences. Desired behavior is encouraged and positively reinforced.T each(prenominal)ers who manage their classroom efficiently character discipline as a teaching tool so students benefit and gibe stability, order, respect, and value of law. Strictly speaking, discipline means to teach, not to punish ( survey as Teaching). Setting clear, firm rules and expectation which leave little room for interpretation will est ablish a solid foundation by which a classroom will function. Begin the school class by setting clear rules, and using good morals and values to get to positive expectations. The use of positive language will promote the behavior desired from students.Setting positive rules and expectations will obtain teachers and students the right development ability to start the school year off right. Start the school year off by setting clear rules. The formulation of classroom rules from the beginning of the year has been found to be one of the most important components of effective discipline (Discipline in K through 8th Grade Classrooms) The first day of school, while teachers atomic number 18 getting to know students and vice versa, is a good day to establish what is expected before any misbehavior slew occur. include students in the rule making process.This allows them to voice what they expect of their classmates. Depending on the age of students, teachers whitethorn get unusual requests for rules however, students may also have expectations of their peers which the teacher may not have thought of. Students should not befuddle all of the rules for the class, so their input should be limited to an appropriate, manage equal number. After rules are made, they should be discussed and stick on where they can be easily seen. Students should fully understand what is expected so little room is left for them to interpret what they is desired.There should be a sentence for questions about rules so students can get clarification on any rules they do not understand. Students should also be able to demonstrate their understanding by putting the newly established rules to use in practice scenarios. By posting rules where they are easily visible, students can be easily reminded of what is expected of them. virtually importantly, teachers should be prepared to change and revise rules if they are not functioning in the intended way. Include students in the change. They should give their input on why the rule is not working and how it should be limited to suit its purpose.Teachers are ultimately responsible to make changes. Once a new or modified rule is established, it should be put into effect and students should be reminded of the change when necessary. The use of good morals and values to build positive expectations will help students build character qualities that will enhance the learning environment. The most effective and respected teachers express their beliefs, demands, and expectations within the context of clear values and goals that benefit learning (Discipline with dignity Beyond obedience. ).Positive expectations tell what qualities are desired and how those qualities can be achieved. For mannikin, honesty is a quality desired by all teachers and would be achieved by telling students to tell the truth all of the time. The quality is stated in a positive manner, instead of using the negative, do not lie. do a mission statement to define what is desired and expected. The statement should give purpose to classroom rules. It should give a general explanation of what is expected and should conk positive expectations effectively.The mission statement should also be used to troubleshoot behavior, by asking students if their behavior agrees with the expectations in mission statement. Give appropriate expectations so goals are attainable. When goals are reached, teachers should acknowledge the achievement and set higher goals. Students should have individual and class goals. Students learn and mature in different ways, making individual goals beneficial as important as goals set for the class. Responsibility is a goal all teachers have for their students and as such a goal is reached, students should be presumptuousness more responsibility and independence.Teachers should use positive language to promote the behavior they want from students. Effective teachers communicate in a way that promotes what is desired, r ather than what is not desired. Rules and expectations should inform students what to do instead of what not to do. Teachers should refrain from using words like do not, never, among others. Rules should be put in a format that states a direction and an action. For example, When getting in line, always line up in two lines with boys in one line and girls in another. Telling students what not to do will leave students guessing what they are supposed to do.Teachers should speak using positive words, even when large-minded feedback on a negative situation. Teachers should set the example of positive behavior for students. Most students look up to their teachers. Sometimes, teachers are the only positive influence on students. In light of this, teachers should behave accordingly and be cautious of what they say and do in the presence of their students. When rules are not followed, teachers must enforce limits of rules with delightful and effective punishment. It is necessary for stud ents to be held accountable for their actions.Teachers should use action to enforce rules and communicate effectively with students to reach an understanding and solution. Students should be held accountable for their actions. They teachers hold students accountable by expressing approval and disapproval, and they seek consequences that teach each student a connection between what they have through with(p) and what happens as a result of those actions (Discipline with dignity Beyond obedience. ). When students are held accountable, they are learning that all of their choices have consequences. Broken rules should be enforced immediately.Teachers should correct misbehavior and mortified rules as soon as they are noticed. Punishment should be done privately however, correction should be immediate. If a teacher ignores one broken rule or behavior, the student will continue to test the limits of the established rules. Enforcement should be simple and should let the student know you se e what is happening. For example, Its a good thing I like you, Heres the deal Ill pretend I didnt see that, and you never do it again, Consider yourself scolded, Can you solve that? Or do you need me to intervene, Am I madcap you over the edge? and Thats inappropriate (Learning to Discipline. ). When rules are being enforced, teachers should digest on the rule broken, not the problem. For ten rules, there could be 50 problems. When enforcing rules, the problem should not be the focus. For instance, a student is talking while another student is addressing the class. When correcting the behavior of the student who is talking, the teacher should focus on the rule Be respectful to all students and teachers. The situation can easily be corrected by saying something like, You were talking while another student was giving a book report.Our rules say we are to be respectful to all students and teachers. This method allows students to understand that talking is not always a problem, but they must follow the rules. Use action to enforce rules when needed. Teachers must use action, not anger to control behavior (A Back-to-Basics Approach to Classroom Discipline. ). Teachers should avoid yelling at students as a control measure. Anger will upset students instead of correcting their behavior, and they may later lash out in anger. Action shows students the teacher is in control. When action is required, it should be swift and firm, without negotiation.If teachers threaten punishment, they should follow through. Punishment should be given the same day it is warranted, if possible. Once a punishment has been decided, students should not be allowed to negotiate the punishment or its terms. Use a variety of consequences and vary them for different students not all students will respond to the same consequences. At the same time, using the same punishment over and over will not be effective. Subject work should not be given as a punishment. Use positive punishment when pos sible, giving students a chance to apologize in writing or in front of the class, orrectifying a situation.Consistency is essential when disciplining students. Avoiding favorites is one way to ensure discipline will be consistent. Similar infractions should have similar consequences. If more than one student is being punished for the same offence, all of the students should receive a similar punishment. Effective communication is essential when correcting and disciplining students. A one-on-one conversation should take place that identifies the broken rule, explains the punishment and gives feedback. When speaking to students, teachers should ask for input from the student about the situation.In gathering information, teachers need to know the difference between a mistake and misbehavior mistakes happen while learning while misbehavior is intentional. To maintain the dignity of students, teachers should have a one on one conversation to identify the antecedent a rule was broken and to gather any additional information needed to make a logical decision about a punishment. through conversation and social interaction with more capable adults and peers, students can negotiate ways to reach an understanding and/or a solution to the problem at hand (Classroom Management Seventy-Three Suggestions for Secondary School Teachers.). When enforcing discipline with a punishment, teachers should explain the wrong doing and why it goes against classroom rules. It is important to remember to focus on the rule, not the problem. Furthermore, the punishment should also be explained in detail to avoid any confusion. During the one-on-one conversation, teachers should give feedback on the negative behavior and why it is not desired. Include ways to keep the behavior from resurfacing. Also, talk about ways to further improve. Things discussed in this conversation should stay between the teacher and student.support and encouragement of positive behavior by teachers is necessary fo r students to exhibit good behavior. The teacher must set the standards and go about efficiently and consistently cause the appropriate behavior Teachers should encourage positive behavior. They should be a positive influence, but not force students to change. Teachers will be encouraging positive behavior by empowering students to make good choices on their own, while recognizing the consequences of the wrong choices. Ask questions before a rule is broken that requires the students thought and reflection.When teachers give students options regarding which choices to make, students will then think about the end result and the consequences of their choices. It is also necessary to reinforce positive behavior in a way that encourages students. Students learn to behave only as certain behaviors are reinforced. When reinforcing behavior, teachers should recognize good attitudes and the desires of their students to learn. Rewards are always a good idea when reinforcing behavior however, students should understand a reward is something you earn, not something required.In effectively managed classrooms, the teacher is the authoritarian. Teachers should plan ahead and be prepared. The teacher should also be the final authority, especially concerning how students are to be and how the class schedule will run. In a classroom, the teacher is responsible for the learning that takes place. Successful teachers are prepared before coming to school, so they can begin reaching as soon as the late bell rings. Teachers must have lessons planned in advance and have daily objectives for each subject to be taught.Teachers should strive for a productive classroom where students are learning and achieving. two goals teachers should have productive classroom environment and student satisfaction. No teacher can truly succeed without achieving both goals (Classroom Management Seventy-Three Suggestions for Secondary School Teachers). Teachers should also be the authority for their stude nts. It is the job of the teacher to lead students. Teachers have a duty to their students to structure their class schedule and decide how class time is best utilized.Teachers also have the responsibility to make an organized seating arrangement that allows students to learn and be productive, and allows for the teacher to reach each student. Authoritarians know that students work and learn best in well-organized, directional, and purposeful classrooms (A Back-to-Basics Approach to Classroom Discipline. ). In conclusion, discipline is the foundation of a successful classroom. Research suggests in order to maintain a well-disciplined classroom, teachers must establish rules and expectations, enforce limits of rules, encourage and reinforce positive behavior, and effectively manage their classrooms.With established rules and positive expectations, students will know what behavior is desired. Teachers should be prepared for discipline problems with firm and fair action. Effective clas sroom management will allow for a productive and purposeful classroom. Whatever the causes of student misbehavior, theres no denying that being able to skillfully handle it is a prerequisite for getting kids engaged in worthwhile content or moving peacefully from class to class. Works Cited Conte, Anthony E. The Discipline Dilemma Problems and Promises fosterage. 2.115. 308. Chemlynski, Carol. Discipline as Teaching. Education Digest. 3. 62. 42. Geiger, Brenda. Discipline in K through 8th Grade Classrooms. Education Digest. 2. 121. 383. Curwin, Richard L. Discipline with dignity Beyond obedience. Education Digest. 4. 63. 11. Metzger, Margaret. Learning to Discipline. Phi Delta Kappan. 1. 84. 170. McDaniel, Thomas R. A Back-to-Basics Approach to Classroom Discipline. Cleaning House. 5. 67. 254 Brainard, Edward. Classroom Management Seventy-Three Suggestions for Secondary School Teachers. Cleaning House. 4. 74. 207.