6 Smart Tips to See Your House the Way It Used to Look

6 Smart Tips to See Your House the Way It Used to Look Before old house restoration even begins, save time and money with a little investigation. Ever wonder what your home used to look like before modern improvements? Was there always a wall there? How could your Victorian home have such a modern kitchen? What is that exterior siding covering where the windows used to be?   Over the years, your home may have seen many remodelings. The larger and older your home is, the more opportunities the previous owners had for making substantial changes. Most homeowners like to leave their mark on property in the name of comfort and upgrades - everyone wants improvements. For whatever reasons, every next owner usually has different priorities. Like home ownership itself, remodeling is part of the American Dream for many people  and the opportunities for re-muddling increase as the age and square footage of the house increase. Many people want to restore a home to its original beauty, but how do you do that? Learning about the earliest design of your home can take many months. If you have no blueprints, youll need time to do some serious detective work. These handy tips will help you discover the origins of your old house, inside and outside. Tips to Discover Your Real Home 1. Begin with age. Homeowners think they are buying their own homes as personal property, but any property owner is really buying into a neighborhood of history. How old is your house? How old is the neighborhood? With a deed, the answer may be straightforward. Beginning with this information gives context to your house. 2. Your house is probably not unique. All architecture, including the common home, tells the story of time and place. Building and design are lessons in the history of populations. Put your house in context with how your country was populated. Where do people live in the United States? Consider this basic question: Why was your house built at all? What was the need for shelter at this time and at this place? What architectural style dominated the region at the time? If your home is in a line of houses, stand back across the street and look up - does your house look a little bit like the house next door? Builders very often built two or three houses in a row, efficiently using the same handed-down plans. 3. Learn about the history of your community. Ask your local historian or  ask a reference librarian where to look in your local public library. Does your town or city have a historic district with a historic commission? Anyone interested in houses, including real estate agents, often know a great deal about local builders and housing styles. Visit your neighbors and different neighborhoods. Their homes may mirror yours. Make maps of where houses were built in relation to local businesses, including farms. Was your house part of a farm whose land was split up? What major industries were nearby that may have affected rapid population growth? 4. Find floor plans for your old house. Remember that your old house may never have had blueprints. In the early 1900s and before, builders rarely drew up detailed specifications. The entire process of building was handed down from generation to generation. In the U.S., architecture didnt become a profession until the 19th century and building codes and regulations were rare until the 20th century. Still, research before restoration could ultimately save a lot of time. 5. Look under the rug. Remember the concept of hiding something under the rug or sweeping secrets under the carpet? Its good to remember that much of your homes history is right there in front of you with very little effort - if you know where to look. Unless remodeling was done by a master craftsman, evidence is left behind. Pull up some baseboard or molding to see the finished (or unfinished) flooring edges or wall heights. Measure the thickness of the walls and try to determine if they were built upon each other. Go into the basement and look at the under-flooring to see if its been patched when a new central heating system was installed. Where is the plumbing - is it all in one area, in an addition when a bathroom and kitchen were added? Many complex older homes started off as simple structures and were added to over the years. The architecture of a house can evolve over time. 6. Define your project. What are your project goals? Knowing what you want in the end will help you find a path to get there. Note that many of the words we use to describe the actions we take on a structure begin with the prefix re- which means again.  So, here we go again. Which Method Is Right for You? Remodeling: This often-used word describes a process of making changes to a house with little regard to the history of the home and its environs. The model chosen is at the whim of the current homeowner. Before you remodel your home, establish a checklist for your remodeling dreams. Renovation: Novus means new, so when we renovate we want to make our home like new. This term is generally used to fix a home in disrepair. Rehabilitation: Often abbreviated as rehab, rehabilitation is to restore or fix-up a property while keeping its architectural value. According to U.S. Secretary of the Interior standards and guidelines, you can do this through repair, alterations, and additions while preserving those portions or features which convey its historical, cultural, or architectural values. Restoration: Coming from the Latin word  restauratio, restoration brings the architecture back to a certain time period. The Secretary of the Interiors working definition includes words like accurately depicting the form, features, and character of a property as it appeared at a particular period of time. Methods include the removal of features from other periods in its history and reconstruction of missing features from the restoration period. Does this mean you rip out the kitchen sink and build a new outhouse? No. Even the federal government says its okay to keep code-required work. Source Preservation Terminology, Secretary of the Interiors Standards and Guidelines As Amended and Annotated, https://www.nps.gov/history/local-law/arch_stnds_10.htm

GRE General Quantitative Reasoning Scores

GRE General Quantitative Reasoning Scores   A Concordance Table Between the GRE General and the Prior GRE Scores Many graduate schools out there accept old GRE scores in the 200 - 800 scale as well as the current GRE General scores,  and they use the following concordance table to compare GRE Quantitative scores to get an accurate picture of applicants. If you have received your GRE General Quantitative Reasoning score and want to know how it would compare to the prior GRE Quantitative Reasoning score or work in a graduate program and want to compare students scores from the prior version of the exam, then check out this concordance table below. How Long Are GRE Scores Valid? The GRE policy has changed a little bit since July 2016. For GRE tests taken on or after July 1, 2016, scores are considered part of test-takers reportable history for five years after the test date.  For GRE scores taken before July 1, 2016  the scores are  part of test-takers reportable history for five years after the testing year in which they tested (July 1 - June 30). The GRE enacted the five-year policy to ensure that scores remained valid as older scores may not reflect an applicants  current  quantitative, verbal and analytical ability. Think, for example, how much different you might test if you were in the middle of an advanced math class five years ago when you took the GRE, but havent taken or practiced any advanced math skills since the class ended. Your mathematics and computation knowledge and ability can change quite a bit in a five year span. Or, perhaps, five years ago, you hadnt done too much Verbal reasoning prep, but now you work in an environment that requires you to use reading comprehension skills all day long. Your ability may have shot up over the last five years. ETS wants to ensure that college admissions officers have the best information about testers so they can make the best admissions decisions possible.   GRE Scores and Admissions For those of you using this information for admissions decisions, ETS would like to remind you to keep this in mind: although the current scores allow for greater differentiation between higher ability test takers, if a student received an 800 on the prior GRE, then he or she received the highest possible score available at the time. This must be taken into consideration for all admissions decisions! More GRE Score Information Whats a good GRE General score?GRE General Scores vs. Prior GRE ScoresGRE General Scores for the Top Schools in the CountrySee the Verbal Reasoning Concordance Table The percentile rank listed below is based on students who tested between July 1, 2012 and June 30, 2015, according to ETS. GRE General Quantitative Reasoning Concordance Table Prior GRE Score GRE General Score Percentile Rank 800 166 91 790 164 87 780 163 85 770 161 79 760 160 76 750 159 73 740 158 70 730 157 67 720 156 63 710 155 59 700 155 59 690 154 55 680 153 51 670 152 47 660 152 47 650 151 43 640 151 43 630 150 39 620 149 35 610 149 35 600 148 31 590 148 31 580 147 27 570 147 27 560 146 24 550 146 24 540 145 20 530 145 20 520 144 17 510 144 17 500 144 17 490 143 14 480 143 14 470 142 12 460 142 12 450 141 10 440 141 10 430 141 10 420 140 8 410 140 8 400 140 8 390 139 6 380 139 6 370 138 4 360 138 4 350 138 4 340 137 3 330 137 3 320 136 2 310 136 2 300 136 2 290 135 1 280 135 1 270 134 1 260 134 1 250 133 1 240 133 1 230 132 1 220 132 1 210 131 1 200 131 1

Are People Better Informed in the Information Society Essay

Are People Better Informed in the Information Society - Essay Example The deliberate and non-deliberate participation in the interpretation and spread of information is one attribute that makes our society an informed society. People have not just the liberty to access all types of information, but also to spread it once acquired. Being in an information society, therefore, gives one an opportunity to access information. According to Nardi et al. (1999), the quest for information, which is tightly associated with human curiosity, is the basis and foundation of informational security. When a piece of information is concealed, it raises interest, and the search for it intensifies. This is in comparison to open information that often appears unworthy and less enticing. In an era when the society has all the tools necessary to access valuable and interesting information, people get more informed. Regarding this issue, I would also assume the position taken by Linda Jackson. The accessibility to sources of information has improved not only the peoples confident in sharing information but also increases the learners’ ability to synthesize and interpret information. For instance, a classroom setting may not have all the necessary material and illustrations to drive home a point in for all the students. However, when much more of the illustrations are available on the Internet, the informational gap is bridged. It is agreeable that with increased rational use of the internet, people become relatively better informed. In addition, the more the people get informed, the more they enrich themselves as sources of information to others. A real example, in this case, is a teacher who reads widely on his topic before sharing with the students. The teacher has access to the information from the wider network, enrich their ‘stores’ of information and become a source for the students. One significant attributed benefit of technology is increasing the access to information.  

Social and governmental environmental of business Essay

Social and governmental environmental of business - Essay Example Tess can file suit against, JP Morgan Chase Manhattan bank, for sex discrimination. Employees claim this common discrimination, about companies’ ways of dressing of respective gender. That is particularly so, when employers have dressing rules, for each gender and are perceived by employees of a gender, as singling them out. The courts usually do not let employers get away with setting up or implementing dress codes in ways that deliberately discriminate, based on sex. Tess may file a discrimination charge with a State Equivalent. (Bender-Baird 75) However, sex discrimination is illegal thus; the courts normally defend employers’ rights to set up gender-differentiated dress codes, because men and women have normally dressed differently. The bank can defend itself for terminating Tess’s employment because she refused follow orders and directions of the work place. Employers are always under their employers’ supervision. They must do what their supervisors or employers ask them to do provided it is legal, ethical or immoral. Since Tess was aware of the company’s dress rules, and the company had warned her, the chances are that JP Morgan could win the case. Tess deliberately could not follow the company rules. The production of the nude photos of Tess by the company gave enough evidence of how Tess ignored the company rules. This would make Tess to lose the case even if she was to

STAT Statistics Project Example | Topics and Well Written Essays - 1250 words

STAT - Statistics Project Example From these results we reject the null hypothesis that the average hotel price in Philadelphia is $129.50 since we have proven that the average hotel room at Philadelphia is significantly different from $125 hence its not $ 129.50. Sample size = 250 and they believed that the average is 75%. It means that the confidence interval is at ÃŽ ± = 0.25. We calculate the sample mean as xbar= 250/168 = 1.488 and that the claimed average =0.75 thus t = 1.48-0.75)/ Since the resultant Z statistic test is less than the obtained value of (168/250) = 0.672, we reject the null hypothesis that there proportion of drivers under influence of alcohol are significantly less than 75%. We conclude that the proportion of drivers under the influence of alcohol is not less than 75%. Z = {Sample mean- ÃŽ ¼0}/ ÃŽ ´/√n = {9-6} Ã · 2.47/√100 = 12.146. The critical value of Z is obtained from the tables as Z ÃŽ ± /2 = Z 0.05 /2 = Z 0.025 = 1.96. but since the assumed is greater than the test statistic, we reject the null hypothesis that the mean waiting time will be 6 minutes or that its not true that the average waiting time will be reduced from the current 9- 10 minute. Let us find out the critical value of chi-squared (χ2) = (n-1) s2 Ã · ÃŽ ´2 = (25-1)0.4 /0.3 = 32. This is the obtained chi-square and from the chi-square tables, we deduce the value of the critical region as 36.42 (Bowman par 3). Since it’s a left- tailed test, our rejection region is less than 36.42 i.e. (χ2

Critical Management Studies (CMS) Debate on Power

Critical Management Studies (CMS) Debate on Power The rate of change within contemporary business environment has intensified over the last few decades, which in turn have resulted in significant strategic implications for organisations of all types. According to Ford et al (2010), critical management studies (CMS) has been an important radically different development to mainstream management theory that offers alternative thinking to the management of contemporary organisations. Drawing upon Wickert Schaefer (2015), it is noted that CMS is based on critically appraising and sceptically analysing the contemporary management practices that are based on profit maximisation rather than social and ecological sustainability. The proponents of CMS have argued that although there has been improvement within management literature away from the explicit organisational characteristics towards implicit factors, however the underlying factor that dictates allocation of resources within organisation remains creation of value for the firm (King Learmonth, 2014). It is argued that due to this underlying managerial power in shaping the organisational behaviour therefore the contemporary management studies should be critically appraised for their links with social injustice and environmental degradation (Bergstrom et al, 2009). The review of CMS as an alternative to the mainstream management theories and practices has pointed out the importance of power and its distribution across the different actors related with the organisations (Alvesson, 2010). According to Ford et al (2010), CMS highlights the prevailing power structures that dominate contemporary organisations and their management, which in turn results in systemic decline in moral obligations concerning people and ecology that should be justified from the lens of profitability. The aim of this report is to critically explore the critical management studies (CMS) debate concerning power. In order to achieve this aim, the report has used multiple schools of thoughts from proponents and critics of CMS to provide a balanced review of literature. The report has used inverted funnel approach in critically appraising the literature concerning role of power within CMS. Power has been defined in a number of ways within the management literature due to the degree of influence from its origins in a number of other disciplines. According to Ailon (2006), due to the diversity of definitions, it can be suggested that power suffers from tautological issue within management literature. However, the review of the popular definitions have noted that there is a high degree of overlap within them and therefore understanding the underlying basics can result in better development of the topic (Bachrach Baratz, 1962). The very basic definition of power has been developed by Dahl in 1957, which encapsulates that A has power on B to the extent that he can get B to do something that B would not otherwise do. Although it is a very basic definition that focuses on the negativity of power, however it provides the basis understanding of the concept. This is the reason that Brown et al (2010) has pointed out that this definition has become the basis of more elaborated c onceptualisation of the topic of power within the context of management studies. The review of the literature has pointed out that traditionally power was seen to be arising from explicit organisational factors within managerial theories, however proponents of CMS have pointed out that there are implicit organisational factors that can be the source of such power. According to Ailon (2006), power is seen as the influence of any set of individuals inside or outside of the organisation that can have implications on the people within the organisation. Therefore, it is argued that individuals within organisations have a number of actionable options when faced with any particular decision, however due to the explicit and implicit power structures within the organisation, they tend to conform to undertaking certain actions in comparison with others. Drawing upon Brown Lewis (2011), power is the concept that would influence the actions of individuals that they would not have undertaken in the absence of such power. Power has remained explicitly or implicitly at the heart of a number of management theories and practices that have been developed and reported within the popular management literature. According to Ford et al (2010), management literature has evolved over the decades in the light of the changing macro and micro business environment, where the focus has remained on the development and sustainability of the competitive advantage of the businesses. It is suggested that as management has emerged as a value within contemporary businesses, there has been significant private and public power attached to it that has attracted attention from CMS (Ahonen et al, 2014). It is suggested that as management has been elevated to a powerful position, the overall criticism and scepticism with the current system has become concentrated on the topic. The research has pointed out that traditional management literature has focused on the creation of value for the shareholders of the businesses. According to King Learmonth (2014), this highlights the fact that shareholders have the explicit power to shape the overall long term organisational strategy and organisational behaviour within any given situation. However, it is suggested that such a view of the business has received sharp criticism from a number of areas, where conserving human rights and ecological destruction took centre stage. Drawing upon Erkama (2010), in order to overcome these criticisms, the management literature evolved into arguing that organisations should focus on the value creation for the stakeholders of the firm. Although, stakeholder focus apparently highlights that the demands for a variety of actors that have interest or are influenced by the business are included within managerial decision making (Tadajewski et al, 2011). However, it is noted that there is a high degree of diversity and multiplicity of demands from the stakeholders of the business and therefore their prioritisation is undertaken. The prioritisation of the stakeholders and their demands are undertaken within the context of their ability to achieve profitability for the business. The proponents of CMS have argued that even with the evolution within management literature, the overall managerial decisions are the function of power of shareholders and profitability of the firms. CMS have pointed out that although there is an emergence within management literature regarding importance of human resources, environmental management and corporate citizenship; however all of these aspects are driven out of their links with the profitability and shareholder wealth creation (Mccabe, 2000). It is argued that although there is the perception of increased independence of decision making of the individual human resources, however the power of shareholders dictate the overall acceptable set of decisions while eliminating decisions that would be undertaken by managers in the absence of such an influencing power. Similarly, it is suggested that corporate social responsibility has gained importance in contemporary management literature, however only the areas that can be linked with profitability and creation of positive perception of the business are focused (King Learmonth, 2014). According to Contu Willmott (2003), the companies would self-report the positive community and environmental behaviour to gain a positive perception from the customers and other influencing stakeholders. Despite the fact that large multinational corporations have developed detailed corporate social responsibility plans, there remains disjointed implementation of these plans across the national boundaries based on their impact on the profitability of the businesses (Wickert Schaefer, 2015). Therefore, the countries with stricter legislation and higher understanding of the issues by the customers have a better implementation of CSR policies by the firm in comparison with developed economies. This is the reason, it can be argued that both explicit and implicit power within contemporary organisations dictate the organisational behaviour. There is a great deal of management literature that has focused on the use of organisational structure to achieve the strategic goals of the organisation. According to Alvesson Willmott (2012), traditional management literature has pointed out the use of hierarchal structures, where the power of strategic decision making is concentrated at the top, which is then distributed and diffused through the rest of the organisational structure. The proponents of CMS have argued that such use of structure essentially focuses on the use of autocratic leadership to keep the employees aligned towards achieving the long term goals of the firm. It is suggested that the overall long term goal is divided into isolated goals for different value adding functions of the business, which are then further divided for each individual. As the individual employees are allocated their particular tasks within the hierarchal structure, therefore they are unable to exercise power that can influence the overall o utcome of the organisation. The managerial literature has however evolved over the decades towards the recommendation of flatter and team based organisational structures. According to Ford et al (2010), with the increased competition and industries moving into the mature stages of their lifecycles, it is important for businesses to rely on the human resources for the differentiation of their products and services. The use of team based structures is expected to bring higher level of innovation and creativity within the products and services of the business. The proponents of CMS have argued that even though there is a degree of freedom allowed to the employees in a team based organisational structure, however there is implicit power influencing their decisions so that the outcome can maximise the value creation for the organisation (King Learmonth, 2014). It is suggested that business use this type of power to control the outcome from the organisational teams. The process and culture or monitoring and motivati ng the employees is geared towards limiting overall options available to the employees of the organisation. The concept of personal identity and organisational culture in influencing the behaviour of individuals, groups and organisations has been discussed within CMS. According to Erkama (2010), identity is a set of reflexive narratives that are derived from participation in competing discourses and related experiences. The concept of work identity has been highlighted as the individual or group representation towards being productive for the organisation. According to Tadajewski et al (2011), it can be argued that the overall identity of individuals at work can be determined from their ability and motivation to achieve the organisational objectives. The contemporary management literature has played a pivotal role in developing the work identity as achieving the overall long term goals of the business, which are in turn dictated by profitability. This has been exemplified by the analysis of identity of lawyers. According to Mccabe (2000), lawyers have self-identification of guardians of societal ethics and as trustees of the ethical profession, where they would defend the rights of individuals and other legal institutions. However, at the same time, their work dictates them to develop the identity to be distinctive in offering solutions to their customers that would minimise their liability and minimising the rights of others to achieve competitive positioning for their businesses. Drawing upon Contu Willmott (2003), at individual level lawyers have the identity crisis to offer competitive solutions that would solely benefit their customers while ignoring the implications of their advises on other economic actors. At firm level, lawyers are operating as competitive businesses that are intrinsically motivated through profitability and growth in business. Therefore, these aspects suggest that the contemporary management litera ture promotes the development of identities within professionals that would inhibit their natural decision making towards profitability and creation of value for shareholders. Similarly, it is noted that organisational culture has been promoted as an important managerial tool available for effective and efficient management outcomes. Organisational culture is defined as shared values, beliefs and assumptions that are shared across the organisation that have implications on the combined behaviour of the individuals (King Learmonth, 2014). The proponents of CMS have argued that management literature uses organisational culture to ensure that all the employees of the business would behave in a very similar manner. The organisations with a strong organisational culture would ensure that the employees would undertake their decisions that would result in the short and long term profitability of the business. The focus on organisational culture would also suggest that human resources become dispensable as the new recruits are likely to continue making decisions required to achieve corporate success. The review of CMS literature has noted that the contemporary organisations use routine activities to use disciplinary power to achieve high degree of conformance from their employees. According to Wickert Schaefer (2015), disciplinary power uses processes of comparison and standardisation of individual performance, which determines their compensation and other motivational factors. The individuals that create higher value for the shareholders of the businesses are likely to receive a higher overall cooperative compensation and other motivational factors than their peers. On the other hand, the actions and behaviours of individuals that are not focused on creation of wealth for the shareholders receive lower overall compensation and motivation. This critical gap developed through the processes used within an organisation is therefore used to induce disciplinary power among the individuals. It is suggested that management literature apparently allows for the individuals to have high degree of independence in undertaking decisions that they seem fit for the situation, however due to the disciplinary power they are likely to make similar types of decisions. According to Ailon (2006), the use of organisational processes to shift the burden to decision making from the top management towards individual employees of the business are likely to be the source of disciplinary power. The discipline is enforced through the consistent use of monitoring and surveillance of the individual actions, behaviour and attitude, which are judged as their performance. The research within management literature has pointed out that power within contemporary organisations is embedded in the overall authoritative structure, culture and process of the organisation. According to the proponents of CMS, traditionally organisations had a hierarchal structure where the power was explicitly concentrated at the top (Brown et al, 2010). It is however noted that contemporary management literature has led to the development of team based matrix style structure, where different levels of management are jointly present in strategic and tactical decisions. However, drawing upon Ailon (2006), despite the apparent devaluation of power, there remains a strict guideline within tasks allocated to these teams regarding the overall long and short term objectives of the organisation. Therefore, although there is increased overall degree of decision making among the individuals within organisations, there remains overall pressure to conform among the managers to develop ide as that can become the source of sustainable competitive advantage. This is the reason that CMS literature has pointed out that organisations are structured based on processes and systems that are likely to use the power of shareholders to direct the decision making of the managers and the employees of the organisation. The use of explicit and implicit power within contemporary management literature has been accepted as the source of achieving the long term goals of the organisations. According to Brown et al (2010), the long term organisational goals can be perceived as adding value to the shareholders of the organisation, which can be seen as profitability for commercial organisation. It is suggested that the power in extrinsic or intrinsic forms should be present within the organisation so that it can direct the energies, motivations, skills and competencies of the employees and other resources of the firm to achieve the long term aim and objectives of the organisations. CMS has argued that mainstream management literature present a number of reasons for the use of power within the context of the organisations. There is a group of managerial theories that argue that in the absence of the power, the individuals of the organisation will do negative things. According to Ailon (2006), CMS has pointed out that mainstream literature has suggested that negative employee and individual behaviour can be seen from its normative or moral meanings. In the normative meaning, the individual would conduct actions that would negatively impact profitability of the business. On the other hand, moral meanings suggest that the individual would conduct actions that would be deemed immoral within the society, which in turn would also deteriorate organisational perception. Therefore, both of these cases justify the development of structures, processes and systems that would minimise such individual actions. There are two types of theories within contemporary management that have used this perspective, which include: (a) economically based management theories; and (b) psychological and social based management theo ries. The economically based management theories have argued that individuals are inherently focused on maximising their personal outcomes from any action. This is the reason, according to Theory X and Y, there is a group of individuals that are lazy and lack the motivation to work till their full potential (Bachrach Baratz, 1962). Taylorism has therefore suggested that businesses should develop profit maximisation routines and systems. It is further noted that Agency Theory and Transaction Cost Economics are important theories that have resulted in the use of power to direct employees of the organisations to achieve their desired outcomes (Alvesson, 2010). The psychological and social management theories have pointed out individuals are easily misguided and therefore can lead to immoral behaviour and actions if not directed by the management and organisation. According to Ford et al (2010), the theories that fall within this domain highlight that the organisational way is the only moral way for the individuals to conform. The review of the theories that fall within this domain, it is suggested that individuals can have diverse set of moral understanding of the issues and therefore if they are allowed to make judgements based on their understanding then the overall response of the organisation is likely to be very weak. This is the reason that it is argued that development of systematic organisational mechanism to inhibit personal judgement of morality has been undertaken within mainstream management literature. The organisational cultural theories were developed to develop and strengthen a group wide system of values, beliefs and assum ptions that can lead to conforming attitude from the individual employees (King Learmonth, 2014). There is another school of thought within the management literature that has suggested that if the power is absent to make employees conform to organisational values and goals, then it is likely that employees would make the business work for them. According to Bergstrom et al (2009), individuals are focused at maximising outcomes for themselves, therefore in the absence of any power, it is likely that the employees would misuse the organisational resources to maximise their personal outcomes. This has been exhibited through the examples of managerial greed that has resulted in the demise of large corporations like Enron. Therefore, it is argued that power in some form is likely to exist within organisations due to the resources that they have acquired or developed over time. Either the power can be from organisation acting on the employee or vice versa. CMS has pointed out that organisational power should not be perceived as something that would result in negative or selfish outcomes by the employees. According to Bergstrom et al (2009), power is everywhere within the organisation, however some actors have pervasive power and rest have subtle power. This is the reason that it is argued that power within organisations should be viewed from a critical standpoint, where all diverse areas of power and its origination should be analysed. It is suggested that the diverse stakeholders, actors and institutions surrounding the organisations have different types and levels of power, which should be balanced to achieve effective and efficient results for social and environmental sustainability along with profitability of the businesses. Drawing upon Tadajewski et al (2011), it is suggested that processes should be in place for the counter balance of power among the different groups of actors surrounding the contemporary organisation. In the light of above discussion of the debate regarding power within the context of critical management studies (CMS), it can be concluded that contemporary mainstream management literature is based on the use of explicit and implicit power structures to achieve long term strategic objectives of the organisations. The report has pointed out that traditionally management literature has shown a high degree of power concentration within shareholders of the business, however despite its apparent diffusion, there remain high degree of influence on individual behaviour due to implicit organisational power structures and cultures. The discussion has highlighted that power has been used within mainstream management literature through explicit and implicit means through organisational structure, identity, culture, discipline and conformance. It is suggested that the contemporary management literature fosters behaviour of the individuals that is shaped by the power of shareholders and profita bility. The review of the mainstream management literature has pointed out that the main reason that is highlighted for using organisational power is that without its presence, the individual employee would resort to negative actions both economically and morally.   It is noted within the report that CMS have argued the presence of power across the organisation and its diverse stakeholders, however has suggested that power should be balanced through the deployment of effective and efficient processes and systems. References   Alvesson, M. (Ed.). (2010). Classics in critical management studies. Edward Elgar. Alvesson, M., Willmott, H. (2012). Making sense of management: A critical introduction. Sage. AHONEN, P., TIENARI, J., MERILÄINEN, S. and PULLEN, A., (2014). Hidden contexts and invisible power relations: A Foucauldian reading of diversity research. Human Relations, 67(3), pp.263-286. AILON, G., (2006). What B Would Otherwise Do: A Critique of Conceptualizations of Power in Organizational Theory. Organization, 13(6), pp. 771-800. BROWN, A.D., KORNBERGER, M., CLEGG, S.R. and CARTER, C., (2010). Invisible walls and silent hierarchies: A case study of power relations in an architecture firm. Human Relations,63(4), pp. 525-549. BROWN, A.D. and LEWIS, M.A., 2011. Identities, Discipline and Routines. Organization Studies,32(7), pp. 871-895. BACHRACH, P. and BARATZ, M.S., (1962). The Two Faces of Power. American Political Science Review, 56, pp. 947-952. BERGSTRÃÆ'-M, O., HASSELBLADH, H. and KÄRREMAN, D., (2009). Organizing disciplinary power in a knowledge organization. Scandinavian Journal of Management, 25(2), pp. 178-190. CONTU, A. and WILLMOTT, H., (2003). Re-Embedding Situatedness: The Importance of Power Relations in Learning Theory. Organization Science, 14(3), pp. 283-296. ERKAMA, N., (2010). Power and resistance in a multinational organization: Discursive struggles over organizational restructuring. Scandinavian Journal of Management, 26(2), pp. 151-165. Ford, J., Harding, N., Learmonth, M. (2010). Who is it that would make business schools more critical? Critical reflections on critical management studies. British Journal of Management, 21(s1), s71-s81. King, D., Learmonth, M. (2014). Can critical management studies ever be practical? A case study in engaged scholarship. Human Relations MCCABE, D., (2000). Factory Innovations and Management Machinations: The Productive and Repressive Relations of Power. Journal of Management Studies, 37(7), pp. 931-953. Tadajewski, M., Maclaran, P., Parsons, E. (Eds.). (2011). Key concepts in critical management studies. Sage.# Wickert, C., Schaefer, S. M. (2015). Towards a progressive understanding of performativity in critical management studies. Human Relations, 68(1), 107-130.

of mice and men :: essays research papers

THEMES Major Theme The major theme of the book is the beauty of a dream, for it gives a person a purpose in life. George and Lennie dream of owning a farm that they can call their own and where Lennie can raise rabbits and stay out of trouble, free from the constraints of society. Both men constantly keep this dream in front of them. In fact, Lennie asks George to repeat the dream over and over. George, himself, refuses to frivolously spend any money, for he is saving every dime to buy the land. The dream keeps both of the working; it also keeps them close. Curley's wife and Crooks, two cynics, scoff at the dream of Lennie and George as being unrealistic, but Candy sees its possibility and its beauty. He offers to give his life savings to help make the dream a reality, for he wants to join George and Lennie on the farm, living out his last days in happiness. When the two men accept Candy, he suddenly has a new lease on life; the dream has given him hope for a better future. At the end of the novel, the dream dies. As soon as Candy sees the body of Curley's wife, he understands his own loss of a dream and curses her for it. George also knows the dream has died with Lennie's death, and the novel ends with his going off to spend his money on liquor. He no longer has a reason to save his pennies. Without a dream, his life is sad and meaningless.Minor Theme The pain of loneliness is another key theme of the novel. Early in the book, George sets the lonely mood by stating, 'Guys like us that work on ranches, are the loneliest guys in the world.' Candy becomes the picture of total loneliness caused by age. He is rejected by all for being old and handicapped. His only company, his faithful, old, blind dog, is taken from him and killed; Candy fears that he will be treated the same way in the future and wants to join Lennie and George on the ranch. Crooks is the picture of total loneliness caused by prejudice. Because he is the only black man on the ranch, he is forced to live alone in a shed of the barn, and no one will have any interaction with him. of mice and men :: essays research papers THEMES Major Theme The major theme of the book is the beauty of a dream, for it gives a person a purpose in life. George and Lennie dream of owning a farm that they can call their own and where Lennie can raise rabbits and stay out of trouble, free from the constraints of society. Both men constantly keep this dream in front of them. In fact, Lennie asks George to repeat the dream over and over. George, himself, refuses to frivolously spend any money, for he is saving every dime to buy the land. The dream keeps both of the working; it also keeps them close. Curley's wife and Crooks, two cynics, scoff at the dream of Lennie and George as being unrealistic, but Candy sees its possibility and its beauty. He offers to give his life savings to help make the dream a reality, for he wants to join George and Lennie on the farm, living out his last days in happiness. When the two men accept Candy, he suddenly has a new lease on life; the dream has given him hope for a better future. At the end of the novel, the dream dies. As soon as Candy sees the body of Curley's wife, he understands his own loss of a dream and curses her for it. George also knows the dream has died with Lennie's death, and the novel ends with his going off to spend his money on liquor. He no longer has a reason to save his pennies. Without a dream, his life is sad and meaningless.Minor Theme The pain of loneliness is another key theme of the novel. Early in the book, George sets the lonely mood by stating, 'Guys like us that work on ranches, are the loneliest guys in the world.' Candy becomes the picture of total loneliness caused by age. He is rejected by all for being old and handicapped. His only company, his faithful, old, blind dog, is taken from him and killed; Candy fears that he will be treated the same way in the future and wants to join Lennie and George on the ranch. Crooks is the picture of total loneliness caused by prejudice. Because he is the only black man on the ranch, he is forced to live alone in a shed of the barn, and no one will have any interaction with him.