Martin Luther King :: essays research papers

April 12, 2005   Ã‚  Ã‚  Ã‚  Ã‚  According to Lewis, Martin Luther King, JR’s goals and tactics can be divided into two periods, before Selma and after. The first period is distinguished by a decade of pioneering protest tactics in use to accomplish conventional citizenship rights for Afro-Americans. The second, less than three tumultuous years, was a time of nontraditional tactics in search of progressively more fundamental goals for the larger society. The first was moderately triumphant, but its accomplishment highlighted what yet lingered to be done before the poor, the powerless, and the racially disadvantaged could begin to attain equality of opportunity in America (Lewis, 245).   Ã‚  Ã‚  Ã‚  Ã‚  The second period was distinct by comparative disappointment, and its heritage was the foresight of political power and economic welfare upon the poor, the powerless, and the racially disadvantaged. In the first period, King and his allies brought about the beginning of the violated community. In the second, the distant prospect of their adored society disappeared at Memphis. The magnitude of the decade ending with Selma was in the extensive repercussion of the protest (Lewis, 245).   Ã‚  Ã‚  Ã‚  Ã‚  Martin Luther King, JR was chosen as leader for the Montgomery Improvement Association (MIA) over many other civil rights activists. Not only was he probably the best person to lead their boycott, but he was the person â€Å"best suited to become the leader of the larger struggle for racial rights† (Lewis, 246) . For the Montgomery’s Afro-Americans, in order to resist successfully, it must be nonviolent and passive.   Ã‚  Ã‚  Ã‚  Ã‚  In 1956, King, along with several allies, entered a public bus in front of his house. It was the start of community harmony. Inspired by King’s personal courage, despite â€Å"jeopardized jobs, intimidation by the Ku Klux Klan, and harassment by the police and bombsâ€Å" (Lewis, 246). A city regulation was called upon to ban organized taxi transport of bus boycotters. With money raised in the vicinity and from gradually increasing donations from national labor, libertarian, and religious organizations, the MIA bought many vehicles. The city wanted and got an accusation of King and more than eight other MIA members for planning to intervene with standard business activity. Sentencing by the Montgomery court and appeal to the federal courts followed. Just as MIA leaders awaited the expected unfavorable decision from the municipal court on November 13, â€Å"the U.S. Supreme Court decreed Alabama’s state and local laws enforcing segregation on buses unconstitutional† (Lewis, 246) .

Career Counselling and Development

In the New Careering Model, Miller-Tiedeman uses case studies and discussion points throughout the text journey to help both professionals and students learn practical application. In the book by Miller – Tiedeman, historical events, models, and comparison charts are punctuated all throughout lending a global perspective to the New Careering model. The visual Pythagorean wheel blueprinting the spectrum of living harmonies activates different dimensions of awareness and possibilities for life. This model is ideal for use in the classrooms (Mahoney, 2007). The book includes end-of-chapter questions, in-class exercises, and potential homework projects. The book appropriate for beginning counsellor education courses, entrepreneurial classes in business administration, career classes in other disciplines, church groups, pastoral counselling classes, and support/study groups. While many career counselling models have focused almost entirely on practical methods aimed at occupation with little attention to the process nature of life, Miller – Tiedeman outlines a creative approach that advocates a theory of life, not job, as career. Focus is centred on a three-fold approach of thinking, feeling, and willing of the career theory of the individual, by addressing logical, emotional, and spiritual aspects as cited in the book. In a global and human perspective, Miller – Tiedeman illustrates, through detail of theory, a broader view of career places in which individuals can connect with their deeper spiritual selves. This book by Miller – Tiedeman unfolds into three major components such as Learning the New Careering: The â€Å"What† Question; Practicing the New Careering: The â€Å"How† Question; and the Living the New Careering: The â€Å"Why† Question. Through this journey of introspection and a myriad of careering principles, the reader is able to ask about his/her own life direction. Miller – Tiedeman helps guide the question, â€Å"Does one’s life compass mostly toward job and things, or is it toward the journey as a whole?† Every chapter ends with discussion questions that evoke powerful inquiries into one’s complete approach to life and career. The book by Miller – Tiedeman is highly detailed and theory focused. One theory, in particular, The Pythagorean model — a spectrum of living harmonies — illustrates different dimensions of awareness and possibilities for life, and demonstrates how the nine power streams of focused energy through different parts of ourselves: i.e., the body, emotions, mind, will, intuitive thoughts and feelings, make up our complete life and career backdrop. Nine primary energies suggest nine basic power streams that are universal and available in every person’s life. The nine power streams outlined include the power stream of close relationship, initiative, artistic creativity, freedom, achievement, sociability, life experience, inner wisdom, humanitarian service will to power. Miller – Tiedeman met every objective in outlining in detail many of the aspects of New Careering and how it relates to the human elements of life. I highly recommend this book for anyone and everyone connecting with people for career, life, and inner growth as well as for career direction from a holistic or whole-life approach. Bearing of the Quantum Theory on Career Counselling The New Careering method, based on the principle of flow, much like nature, uses as its foundation ideas from a broad range of theories including Quantum physics. It is said that change need not occur linearly, but rather can be discontinuous – a â€Å"quantum leap.† In counselling, clients should be prepared for â€Å"quantum† shifts at times from the impact of even minor influences–like those at time produced from values clarification exercises. The quantum theory was asserting that the character of nature was essentially mental. The quantum theory was merely a tool for making predictions about experiences. The same line of thinking has led a serious attempt by to bring human conscious experience into the quantum mechanical description of nature (Bozarth, 1985). Decision-making Process Decision-making process is usually approach as an outcome of a long, continuous cognitive processes that may result to the selection of a course(s) of action among several alternatives. This process leads to a final choice, action or an opinion, among the alternatives (Reason, 1990). The decision-making process is integrated in the interaction with the environment (Kahneman, 2000). It is a problem solving process that is halted upon arrival to a sound solution to the problem. It can be rational or irrational. It can be based on explicit or tacit assumptions. My own style of decision-making could greatly influence the way I counsel. This is because my style of arriving at a decision and my way of resolving issues will be carried on how a client and I will arrive at a course of action(s) for the client’s case at hand. I might help a client who comes to me for help with making career-related decisions by drawing out various alternatives then at the end of it, allowing the client to choose the best option that the client thinks best fit. Issues Explored on the Client in the Vignette and the Envisioned Counselling Process 1. Identify the need for counselling In this vignette, it is evident that there is a need for focused, two-way communication with the client. There are several issues explored from the vignette on the client named Bridget, a thirty (30) years old senior college student who is raised from dairy farm in a small town in the New York State. According to Bridget, none of her siblings attended college. That is, after high school Bridget was eager to become financially independent and worked for a few years as a cashier at K-Mart near her hometown. Bridget eventually decided to major in biology in a college in Kansas. In that school, she got a 3.0 average. It was at this period when Bridget felt anxious about graduating and leaving her comfortable niche in school. That time, Bridget was not sure about what to do with her life. She also thought that the job market in both Kansas and nearby towns is rather limited. That time, Bridget’s former supervisor at K-Mart would be willing to give her a job as manager. However, Bridget felt that despite the pay check, getting that managerial job would be like she had never gone to college at all. 2.Prepare for counselling To prepare for counselling, select a suitable place. Schedule counselling in an environment that minimizes interruptions. This environment has to be free from distracting sights and sounds. Schedule the time. When possible, counsel a subordinate during the duty day. Counselling after duty hours may be rushed or perceived as unfavourable. The length of time required for counselling depends on the complexity of the issue. Generally a counselling session should last less than an hour. If you need more time, schedule a second session. Additionally, select a time free from competition with other activities and consider what has been planned after the counselling session. Important events can distract a subordinate from concentrating on the counselling. Notify the client well about the scheduled counselling in advance. For a counselling session to be a subordinate-centred, two-person effort, the subordinate must have time to prepare for it. The subordinate should know why, where, and when the counselling will take place. Counselling following a specific event should happen as close to the event as possible. However, for performance or professional development counselling, subordinates may need a week or more to prepare or review specific products, such as support forms or counselling records Organize information. Solid preparation is essential to effective counselling. Review all pertinent information. This includes the purpose of the counselling, facts and observations about the subordinate, identification of possible problems, main points of discussion, and the development of a plan of action. Focus on specific and objective behaviors that the subordinate must maintain or improve as well as a plan of action with clear, obtainable goals. Outline the counselling session components. Using the information obtained, determine what to discuss during the counselling session. Note what prompted the counselling, what you aim to achieve, and what your role as a counsellor is. Identify possible comments or questions to help you keep the counselling session subordinate-centred and help the subordinate progress through its stages. Although you never know what a subordinate will say or do during counselling, a written outline helps organize the session and enhances the chance of positive results. Plan the counselling strategy. The right atmosphere promotes two-way communication between a leader and subordinate. To establish a relaxed atmosphere, you may offer the subordinate a seat or a cup of coffee. You may want to sit in a chair facing the subordinate since a desk can act as a barrier. Some situations make an informal atmosphere inappropriate. For example, during counselling to correct substandard performance, you may direct the subordinate to remain standing while you remain seated behind a desk. This formal atmosphere, normally used to give specific guidance, reinforces the leader’s rank, position in the chain of command, and authority. Establish the right atmosphere. The right atmosphere promotes two-way communication between a leader and subordinate. To establish a relaxed atmosphere, you may offer the subordinate a seat or a cup of coffee. You may want to sit in a chair facing the subordinate since a desk can act as a barrier. Some situations make an informal atmosphere inappropriate. For example, during counselling to correct substandard performance, you may direct the subordinate to remain standing while you remain seated behind a desk. This formal atmosphere, normally used to give specific guidance, reinforces the leader’s rank, position in the chain of command, and authority. 3. Conduct counselling During the conduct of counselling, opening the session should be in a manner that would make the client at ease with the activity. Her stories should be carefully listened to, giving particular attention to the details of her case. There is a need to observe Bridget’s behaviour and performance. The issues will be discussed one by one. Then Bridget’s case will be compared to the standard. Then develop the plan of action. After careful analysis, feedback(s) will be provided to Bridget in the form of counselling. Recording and closing the session should be done in order to deliver an efficient counselling work that entails exploration of Bridget’s case, understanding and resolving the issues. 4.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Follow up After the implementation of the plan of action, the results have to be evaluated. During the evaluation, the plan of action has to be reviewed with the client to determine if the desired results were achieved. This evaluation session gives relevant data and information for future follow-up counselling activities. References Bozarth, J. D. (1985). Quantum theory and the person-centered approach. Journal of Counseling and Development. Special issue, 64(3),179-182. Kahneman, Daniel and Tversky, Amos. 2000. Choice, Values, Frames. The Cambridge University Press. Mahoney, Moira. 2007. Review: Learning, Practicing, and Living in the New Careering. Career Planning and Adult Development Network. Unite Media Group, Inc.   http://www.careertrainer.com/Request.jsp?nView=PrintArticle&Article=OID%3A52982. Miller – Tiedeman, Anna. Learning, Practicing, and Living the New Careering. Reason, James. 1990. Human Error. Ashgate..

Essay about Hofstede’s Culture Dimensions - 2978 Words

Business report Introduction Due to different countries have different cultures. When the company wants to co-operate with international companies, one important point is, the company must understand the characteristics of the cultural differences. Cultural issues are key factors of company success and failure. Culture differences can have important effects on companies operating in another country. (Deresky, 2006) from this report will choice China, U.S. and Britain. Hofstede’s culture dimensions are basic framework to analyse the culture differences between China and U.S. and Britain. It the most popular theories and used by many national culture. Hofstede (1980) developed five cultural dimensions: (1) power distance; (2)†¦show more content†¦One is high power distance; within high power distance organizations have more levels of hierarchy, autocratic leadership, and the expectation of inequality and power differences. High power distance emphasis trust and conformity leaders, personal Status i s an important issue in a high power-distance culture. Such as, ‘Boss is boss’ it represent the status. Employees at the lower levels often tend to rely on their superior leaders. They admit their subordinate status and respect formal hierarchical authority. (Chang, 2003) In this case, managers often adopt centralized to make any decision; managers make decisions at first, and then low employees need accept and implement. Conversely, in low power distance, employees in low power distance be likely relatively equal. In low hierarchy societies, managers are more willing to share their authority to subordinates when their making decisions (Chang, 2003). U.S. and Britain rank on the low, which is a low power distance. American has low score (40), while Britain score lower than U.S. (35). The power distance refers to the dependence relationship in a country. (Hofetede, 1991) Low power distance explains low dependence among subordinates and the leaders. The low power distances tend to be egalitarian, they believe that no power differences between individuals and classes of people. For example, the United States is relatively low power distance country, people, who works in the U.S. companies. They do not tend toShow MoreRelatedHofstedes Dimensions of Culture944 Words   |  4 PagesHofstede’s Dimensions of Culture – Canada vs Kuwait 1. Power Distance (PDI) †¢ Kuwait has a high power distance index of 90, which suggests that citizens in this country adopt the hierarchical system and the division between the five groups is determined by wealth. At the very top of the hierarchy is the royal family, followed by businessmen and merchandisers. After that, it’s nomads that have settled in the country for decades. Next are the Arabs that live in the neighboring peninsula. LastlyRead MoreHofstedes Dimensions Of The Organizational Culture702 Words   |  3 PagesOrganisational culture Organizational culture has been identified as a mediating variable in this study. There are many terms used by different researchers to denote organizational culture. Similarly, there are many definitions of organizational culture. Organizational culture has been characterized by many authors as something to do with people and the unique quality and style of the organization (Kilman et al; 1985), and the way things are done in the organizations (Deal Kennedy, 1982). SometimesRead MoreHofstedes Culture Dimensions Theory1112 Words   |  5 Pagesif I told you culture has a bigger role in your life than you think? Well according to Gerard Hendrik Hofstede, a Dutch social psychologist, culture is an enormous factor when it comes to analyzing a society’s values and behavior. Hofstede traveled all over the globe and interviewed several employees on their values and with that he developed an immense database that analyzed the ways cultures differ from one another. Hofstede’s culture dimensions theory consists of six dimensions: power distanceRead MoreGeert Hofstedes Dimensions of Culture1303 Words   |  6 PagesGeert Hofstede s Dimensions of Culture an d Edward T. Hall s Time Orientations Hofstede s dimensions of culture were derived mainly from his extensive organizational anthropology research in the late 1970s and early 1980s – the scores are general comparisons of values in the countries and regions he studied and can vary greatly within each country. Although Hofstede s work is somewhat dated and has rightly been criticized on a number of grounds the dimens ions are useful in unders tandingRead MoreGeert Hofstedes Five Dimensions of National Culture - Australia1176 Words   |  5 PagesAustralian culture has become the product of a distinct blend of established traditions and new influences. The Aboriginal and Torres Strait Islander peoples, the country’s original inhabitants, created the foundation for the land’s cultural traditions over 40,000 years ago. In addition, the rest of Australia’s people are migrants or descendants of migrants from various other countries who transported their own customs, beliefs, and value systems to the land. As a result, Australia’s culture has significantlyRead MoreInfluence of National Cultures on Personality in the Light of Hofstedes Theory of Cultural Dimensions and Implications in Business Settings1041 Words   |  5 PagesOskar and Jack Yufe, born in 1934 in Trinidad and parted at six months old, were raised in different countries and cultures by their separa ted parents. Their father was Jewish, their mother German Catholic. Jack, a white Jew, was brought up by his father among blacks in Trinidad and later became an officer in the Israeli Navy. Oskar was raised Catholic by his mother and grandmother in Switzerland, heavily influenced by the Nazi regime. Meeting for the first time at twenty-one, they found each other’sRead MoreHofstede Case Study908 Words   |  4 PagesHofstede culture dimensions were created by a social psychologist from Dutch to help improve cross-culture communication. These principals describe the various affects culture has in interactions or businesses with other countries. The 6 principles include power distance index, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance index, pragmatic versus normative, and indulgence versus restraint. Overall, these 6 principles help people better understand culture andRead MoreCross Cultural Management Between China And Australia149 8 Words   |  6 Pagessignificant for international businesses to have a thorough understanding of different cultures. Hofstede (1980, pp. 21-23) defines culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from another’. This essay examines Hofstede’s cultural framework and suggests that Hofstede’s cultural framework is an outstanding and authoritative tool to analyze culture differences. In this essay, cultural frameworks will be discussed firstly, followingRead MoreLeadership And Hofstede s Five Dimensions1540 Words   |  7 Pages Leadership and Hofstede’s Five Dimensions Jordan Luke ORG300 – Applying Leadership Principles Colorado State University – Global Campus Sheila Landfairmueller December 7, 2014 â€Æ' Leadership and Hofstede’s Five Dimensions In my experience, working in a team environment not only means working together collaboratively, but also means being sensitive to cultural differences and outlooks within the team. Dr. Geert Hofstede, a Dutch social phycologist, devised a way to recognize these cultural differencesRead MoreDefinition Of Dimensions Of Culture998 Words   |  4 Pages Dimensions of culture is an idea that expands over many professional and academic categories. Personally, this topic urges my curiosities cause of the career path I have chosen. I am on the path to becoming an Air Force Officer. This career possesses many different challenges and dealing with various dimensions of culture is a prominent aspect. Communication with various allied countries, respecting religious traditions, maintaining ethical values, recognizing religious and social customs are just