French Verb Conjugation Test

Essay about The Postclassical World Western Europe

In regard to the rest of the postclassical world, Western Europe was well behind politically, economically and technologically. It chose to adapt the advancements of other civilizations rather than creating its own. Yet because of their geographical position and lack of political unity, Western Europe was not required to be as advanced as the rest of the postclassical world. Instead, Western Europe was defined by a desire to emulate the Roman Empire, Christian authority, learning and philosophy and political and economical systems based on relations between different classes. Throughout the majority of the postclassical period in Western Europe, there was really only one major empire, under Charlemagne. At the height of this empire, he†¦show more content†¦Not only did the Christian Church hold importance but it also held authority. Document 11 describes the power of the Catholic Inquisition. In attempting to try a man for heresy, they killed him by means of torture. Not onl y did they have the judging authority, but they could kill men without consequence. The greatest minds of Western Europe were captivated by Christianity as well. Document 13 describes Thomas Aquinas, one of the best thinkers of the Christian postclassical world, in his use of science to try to determine the right and Christian relationship between men and women. In every aspect of Western Europe, Christianity was a defining characteristic. Because of the disinterest of the rest of the world, Western Europe engaged only in wars with each other. Even these wars, though, were not greatly punishing because a lack of technology. This meant that the political and economic system of Western Europe wasn’t required to be strong, and could be local. Document 7 shows that relied solely on the relationships and hierarchy created by feudalism and manorialism. Feudalism was the political system in which local lords offered protection and resources to knights in return for military service and loyalty. Manorialism was the economical system in which peasants, called serfs, worked on the land of rich lords and in return, they had to promise to stay and give part of theirShow MoreRelatedThe Image of Medieval Western Europe Essay769 Words   |  4 PagesThe image of medieval western Europe can be attributed to political, religious, economic, and cultural factors. The impulse of expansion, unity under Christianity, trade, and education were key developments within the factors. Ultimetly, these developments contributed to the advancement of medieval western Europe in the postclassical period. The medieval government in western Europe exercised feudalism which also established the structure of political powers. 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Essential food and useful tools such as salt were traded from the Sahara desert all the way to West Africa and salt was used as a food preserver. Some incenses essential to religious ceremonies were traded across the world because there was a huge demand for them. Trade diminished economic self-sufficiency by creating a reliance on traded

Nagorno-Karabakh Conflict Free Essays

Introduction From the beginning of the 1988 a conflict lasts between the South Caucasian nations of Azerbaijan and Armenia over the ownership area of Nagorno-Karabakh. The conflict has resulted in a considerable crisis especially in Azerbaijan, with the number of dislocated refugees close to approximately one million. As a result of the war over the NK region with Armenia, Azerbaijan has lost the entire NK region and 7 more surrounding districts of Lachin, Kelbajar, Agdam, Gabrail, Fizuli, Khubadly and Zangilan to Armenia. We will write a custom essay sample on Nagorno-Karabakh Conflict or any similar topic only for you Order Now So Azerbaijan’s territories are occupied and lost fourteen percent of the territory. The conflict is considered as an internal conflict by the major powers and international organizations. As known, from the beginning of 1988 the conflict over Nagorno-Karabakh had an intra-state dimension which means the struggle for independence of Nagorno-Karabakh where are populated Armenian population. But since the beginning of 1922 the conflict possesses an inter-state dimension between two sovereign states: Azerbaijan and Armenia. So the conflict has become one of the most intractable disputes in the international arena and it is also the conflict of the region which has the largest geopolitical significance. So Azerbaijan and Armenia, as the two former Soviet Republics fought over the NK region from 1987 to 1994 in the forms of first communal clashes. Despite the fact that both states agreed on a cease-fire on the conflict in May 1994, the outcomes of the war are political turmoil, territorial losses and mass displacements. Though two sides recognized and ceased-fire armed force, but nevertheless conflict or confrontations existing in the form of diplomatic relations and by other ties relations. Problem and Significance The problem of this conflict lies under the disagreement of belligerents: Armenia and Azerbaijan. Especially, on the side of Armenian which occupied over the enclave land and doesn’t want recognize any resolution are contested and suggested by organizations. Here, one of the problems is influence of external powers which can support its side and made financial and military aid. Also here another problem is the refugees’ problem from both sides to the conflict and their integration into society. To this day, discussion of the problem of refugees has focused exclusively on Azeris from Karabakh or Armenia, with no serious mention of Armenian refugees from Azerbaijan. A comprehensive and fair solution to the refugee problem, consistent with the most basic international human rights standards, will treat all individuals that qualify as refugees independent of their national identity or current location of residence. But in case of significance, the main issue is the security issue which is so fragile. Because Caucasus states are located nearby Europe, Central Asia, Russia and Islamic states in which there are sufficient problems. It is so fragile because the conflict can effect to the neighbor states. This long-lasting problem must be provided by international organizations which peace-making process is going now and for future keeping safeness or security to the neighbors and for their sovereignty status. And this status must be resolve or guaranteed. Literature Review. The Armenia-Azerbaijan conflict over the Nagorno-Karabakh (NK) region of Azerbaijan, which in its modern form has continued for 20 years, is a complicated case study of multi-vector and multi-layered claims, mostly from the Soviet times, ranging from history, economy, and legal status, used to justify the military occupation (along with seven adjacent regions). The article illustrates that some of the weaker claims were dropped altogether, whilst others were continually mixed with additional charges to make them â€Å"stick†. Despite solid legal, historic and moral grounds, Azerbaijan has been lagging in clarifying and explaining the fictitious charges of NK’s supposed transfer to Azerbaijan’s suzerainty in 1920s, the legal status of NK itself, its economic and financial well-being, and the impossibility to apply the 3 April 1990 Soviet Law on Succession to the NK case whether for the purposes of justifying its independence or attachment to Armenia. Despite all the challenges and blame shared by all sides, NK and adjacent currently occupied territories are recognized as part of Azerbaijan, with the latter retaining all rights, including military, to return it under its full sovereignty. So, there are many scholars that wrote articles about Nagorno-Karabakh conflict. I want to mention some famous scholars’ articles. Philip Gamaghelyan wrote article about â€Å"Intractability of the Nagorno-Karabakh conflict: A myth or a reality? He provides a stakeholder analysis and examines political, economic, security and socio-cultural dynamics of the conflict. Distinguishing between the positions and the interests of the main actors, the paper evaluates the peace process, reveals the factors accounting for its continuing failure and develops recommendations on how the conflict can be resolved. This article is intended to call in question the myth of the intractability of the Nagorno-Karabakh conflict. Philip Gamaghelyan: â€Å"The ‘intractability’ of the Nagorno-Karabakh conflict is not attributable to the lack of vitality of a particular solution†. He also argues that any agreement that establishes a definite solution would require some concessions would dissatisfy one or both parties and would produce powerful ‘spoilers’ that could sabotage the peace process. Therefore it is necessary not to look for a fast solution, but to develop a long-term strategy of addressing underlying issues of the conflict such as mutual perceptions, security issues and democracy. In our opinion, the ‘intractability’ of the conflict in this article largely originates from the desire of parties to have a sense of the final status of the region, before addressing the underlying problems. I suggest that if this approach is reversed, all other issues are resolved, and an acceptable level of stability and cooperation in the region is achieved, the final status of Nagorno-Karabakh will become less significant, which will make it easier for parties to come to a compromise. Next article â€Å"Democratization as the key to Nagorno-Karabakh conflict resolution† was written by Tigran Mkrtchyan. Tigran Mkrtchyan: â€Å"Theoretically the risks of war or re-emergence of war are reduced by democratization and exacerbated by reversals in the democratization process, but rapid democratization which was the case after the collapse of the Soviet Union may bring weak regimes unable to establish effective control and political order† He mention these questions in his article â€Å"What can democratization give? Can it reach the peace? †. And also he mention â€Å"Political change or democratization can take many different forms and need not proceed in a unidirectional or linear fashion. The significance is that there be steady movement towards democracy in a given state. Changes toward autocracy and reversals of democratization are accompanied by increased risks of war involvement. Reversals are riskier than progress†. At issue therefore is not the rapidity of change toward democracy but the linearity of the process. Also the elections are indeed the first test of democratization, but by fair and transparent elections only one does not build a democratic society. So the ‘dangerous democratization hypothesis’ has suggested that emergent democracies may be quite prone to international violence, largely because of â€Å"deformed† institutional forces. The conflict is an obstacle to democratization, the solution of the war in the long run also rests with democratization. Democratization or â€Å"mature democracies† do not wage wars against each other. The democratization tendencies in the Soviet Union made many ethnic-nationalist conflicts within its space because the democratization was incomplete and political institutions weak. So, he think in order to have complete democratization they need to consolidate their internal institutions and elect or choose a good leader. Last article that I want to mention is â€Å"Nagorno-Karabakh: basis and reality of Soviet-era legal and economic claims used to justify the Armenia-Azerbaijan war† written by Adil Baguirov. In his article he maintain that regarding the early claims that the economy of NK region was supposedly deliberately neglected by Soviet Azerbaijani authorities, to both â€Å"punish† and â€Å"root out† Armenians, and this, allegedly, left no choice than for Armenian separatism and military action. Ironically, this argument did not stand the test of time and has been disproved by the fact, that the economic situation of the remaining Armenians in the occupied territories today is hardly better than it was before the war. This is not only the consensus of foreign journalists visiting the occupied territories, but also of the OSCE fact-finding mission in February 2005 – he argues such like this in his article. Hypothesis. Russian’s support to Armenia led to occupation 20% of territories of Azerbaijan. Hence we understand that Russia totally support Armenian Governments and it is a one of the cause unresolved long – lasting conflict. Russia behind of this conflict as known obviously wants to keep influence to Caucasus states especially to Armenia, despite of other major powers in international arena. Subjects of study. In our work we are studying – Russian role in the conflict and its support for Armenia, consequences of the war, possible ways of resolving. To find out the ways of resolving and to determine the right side we also use UN Charter and International Law. Exactly we will look at the International Laws branches – sovereignty of the state, self-defense right and self-determination right. Measurement. As â€Å"Russian support† we mean military, economic and political support of Russia to Armenia and its pressure for the Azerbaijan government. Another term is â€Å"Self-determination right† – means right for determining of their future, political system, sovereignty and etc by groups, nations, and autonomies. â€Å"Self-defense right† – the right for declaring a war for the other state in situation when it attacked first or preparing to attack. References: †¢ Philip Gamaghelyan: â€Å"Intractability of the Nagorno-Karabakh Conflict: a myth or reality? † †¢ Shahen Avakian: â€Å"Nagono-Karabakh, Legal Aspects†. †¢ www. flashpoints. info Nagorno-Karabakh: Azebaijani and Armenian perspectives. †¢ Tigran Mkrtchyan: â€Å"Democratization as the key to Nagorno-Karabakh conflict resolution† †¢ www. wikipedia. org Nagorno-Karabakh Conflict †¢ Nora Dudwick, â€Å"Armenia: Paradise Regained or Lost? † in Ian Bremmer Ray Taras (Ed. ), New States, New Politics: Building the Post-Soviet Nations, (Cambridge: Cambridge University Press, 1997), p. 84; †¢ George Joffe, â€Å"Nationalities and Borders in Transcaucasia and the North Caucasus,† in John F. R. Wright, Suzanne Goldenberg and Richard Schofield (Ed. ), Transcaucasian Boundaries, (London: UCL Press, 1996), p. 25 †¢ Adil Baguirov: â€Å"Nagorno-Karabakh: basis and reality of Soviet-era legal and economic cla ims used to justify the Armenia-Azerbaijan war† †¢ Turkish Weekly Journal:† Nagorno-Karabakh Problem: Claims, Counter Claims and Impasse† by Guner Ozkan How to cite Nagorno-Karabakh Conflict, Papers

Psychological Empowerment and Traditionality †MyAssignmenthelp.com

Question: Discuss about the Psychological Empowerment and Traditionality. Answer: Introduction: The case study shows that Raphael uses a combination of legitimate political behaviour and reward power. Raphael got promoted as the boss of Barry and thought it legitimate to take credit for the performances of the later. He started taking credit for their performances because thought as a superior he could take credit of their efficiency. Northouse (2015), states that superiors in the workplaces use their power and influence to take credit for their followers performances. They misuse their power to suppress their legitimate ownership of performances, which actually belongs to their subordinates. As far as Raphael is concerned, he usurps the credit of his followers to gain appraisal and promotions in the eyes of the apex management. Johnson (2017) points out that leaders should use their powers and influence to bring about career development of both their subordinates and themselves. One can point that the case study bears no evidence of Raphael taking initiatives to empower his su bordinates or providing them with training. However, he usurps their performances to gain his own promotions and career development. Thus, one can point that Raphael uses rewards power to gain higher organisational position (Gerber et al. 2016). This gaining of promotions would in turn give him power to usurp the performances of his subordinates and exploit them. Thus, it can be inferred that Raphael uses legitimate and rewards power while leading his subordinates. Barry should complain about the misuse of power by Raphael and usurping his performances to gain his own promotions. He should complain to his skill level manager and his senior bosses about this illegitimate use of power by Raphael so that he could highlight his own performances before the higher management. The top management would be aware of the performances of Barry which would earn him the due promotions and recognition for his performances. This would also reveal legitimate but unethical actions of Raphael, which would allow the higher authorities to take steps against him. Barry should complain to his skip level manager and to the higher authorities against the misuse of power and position by Raphael. He should approach the skip level manager and the senior managers confidentially and ensure that they confide with him so as not to reveal his identity to Raphael. Barry must substantiate his claim of high performance worth of recognition by facts and statistics proving his high level of performances. These figures and facts would help him to prove his efficiency more, strongly which would ensure him the due recognition for his performances. Barry could use politicking as a power tactic to highlight his own performances before the apex management and his skip level boss. There are five politicking strategies, which Barry can consider to prevent Raphael from usurping his due credits for performances. The first approach is developing amicable and friendly image, the second approach is to appear indispensible while the third approach consist of developing coalitions. The fourth approach is to assert his own claim to his performance and lastly, gain support from higher authorities. It appears that Barry had shared great understanding with Raphael in the past but could not approach him now due to his higher position of the latter. Thus, the tactic of building relationship with Raphael was not feasible. The second approach is to appear indispensible before the management. The case study shows that Barry was an efficient employee and hence he can use the high performance of his to appear indispensible before his employer. The t hird approach consists of making coalition with fellow employees, which may attract Raphaels attention. Hence, this approach is not feasible. The fourth approach, which Barry can use to highlight his own high performance before the management, is asserting his performances using statistics and performance related figures. It is clear that Barry can use this approach using his high performances. The fifth approach, which Barry can take, is to gain support of his skip level boss and senior managers. It can be pointed out that Barry can use this tactic since he is efficient. The above discussion shows that Barry can use three power tactics to highlight his own high performance before the management to gain promotions and appraisals. They are, proving himself indispensible, asserting his status of being an efficient employee and gaining support of higher authorities. Whining and complaining definitely leads to diminishing of power and influence within an organisation. Liden eta l. (2016) point out that efficient and senior employees use their influence and leadership qualities to deal with conflicting situations with their bosses. The given case study shows that Raphael used to usurp the performances of Barry and take its credit to gain recognition before the senior management. Here if Barry complains to the higher authority against Raphael, they may look at this action as a sign of insecurity and lack of authority. Barry can avoid being a whiner or a complainer by taking certain alternative steps. First, he can first speak to Raphael and point it out to him that it is unethical to take credit of others performances. He can also inform Raphael that the usurping action of his is affecting the motivation level negatively. If Raphael uses his power to influence him, the second approach Barry can take is inform the skip level manager about the unethical practices followed by Raphael. He can substantiate his claim against Raphael by using statistics and figures proving his high level of efficiency. This would allow the management to understand that is claims are legitimate and ethical. Thus reporting to the upper level management about the unethical actions of Raphael and supporting his claims using statistics would make the concern of Barry legitimate and he would not appear to be a whiner. Barry should start looking for a new job and simultaneously seek management support to prevent Raphael from taking credit for his performances. He should first confront Raphael and point it out to him that he is being unethical by taking credit of others performances. If Raphael continues exploiting him, she should raise it with the skip level managers and the apex management. He should substantiate his claims with statistics and figures highlighting his performances. He should also highlight that Raphaels unethically taking advantage of the performances of his subordinates is affecting their motivation to perform highly. If discussing with both Raphael and the top management fail, Barry should look for a new job. Barry should look out for a new job if the discussions with Raphael and the senior manager prove be unsuccessful. This is because Raphael took credit of Barrys efficiency and did not highlight it before the apex management. This unethical action of Raphael is liable to prevent Barry from availing promotions and recognitions for his performances. This in turn would lead to hampering his career growth. He should consider switching job and take up employment with another employer. However, if the discussions with Raphael and the top management prove to be successful, Barry should not change his job and continue working in the company (Robbins et al. 2017). Situational leadership theory: Barry should use situational leadership theory by Hersey and Blanchard, a type of contingency leadership theory to lead his new team of subordinates. The situational leadership theory recognises four categories of subordinates and points out leadership styles, which leaders can use to lead these four categories of subordinates. The first category consists of employees having lower level of skills and motivation. The leaders and the departmental heads using the telling style of leadership by giving them clear directions and supervising their performances on daily basis. The second category of team members comprises of members having high degree of motivation but low degree of knowledge. The leaders while supervising these individuals use selling style of leadership, which involves giving clear direction and measuring performances on regular basis. However, since the subordinates are motivated, the leaders allow them to participate more than the first group. This ensures that these wor kers acquire more knowledge and skill by participating in the team actions. The third group of subordinates consist of workers who have great knowledge, skill and experience but lack motivation. According to Li et al.(2015)., empowerment of employees boosts their motivation level. Thus, it can be pointed out in other words lack of empowerment results in lack of motivation to perform in spite of skills and years of experience. The leaders use participating leadership style to encourage the employees to participate in the team meetings. This category of employees is usually senior employees. These experienced employees usually contribute greatly to the team strategies using their years of knowledge, skills and experiences. The last group of employees consists of senior and the highly performing employees who have both high degree of knowledge and motivation. This group of employees are designated with important positions and vested with leadership responsibilities. The above discussion shows that there situational leadership theory is appropriate because recognises the four types of followers in a team and assigns four different leadership styles to lead these followers (North ouse 2015). Barry can use situational leadership style to lead his new team. A new team consists of team members of four categories and Barry can deal with them using four different leadership styles. For example, he can direct and use telling style for inexperienced team members lacking motivation. Again, he can delegate substantial powers upon senior employees in the new team who have motivation and years of skills and knowledge. This would enable him to lead the new team by catering to the leadership needs of every member (Thompson and Glas 2015). Barry can use situational leadership style to lead and manage his new team by catering to the needs of every member. He can use telling style to lead the inexperienced junior members lacking motivation. He should train them to increase their knowledge and motivation level. He should supervise the performances on regular basis and mentor them to improve the capabilities (Fong and Snape 2015). Barry should manage the second group of employees having minimum experience but high motivation using the selling leadership style. He should assign them work and clear directions. He should supervise their performances and provide them with training o imprive their skills. The third group of employees consists of employees having high degree of skills and knowledge but low motivation. Barry should manage them by allowing them to participate in the team meetings. This would enhance their self esteem and sense of responsibility. It will increase their motivation and they would willingly contribute towards achievement of the team targets. These senior employees can also help Barry by mentoring and coaching the first two categories of employees (Humborstad and Kuvaas 2013). They can share the leadership responsibilities of Barry, which would ultimately contribute operation of the team more efficient. Barry can manage the fourth category of subordinates having both experience and motivation by delegating them important decision-making positions in the team or the department. These employees can motivate the other categories of employees by their high level of performances (Salge, Glackin and Polani 2014). Barry in order to manage these four categories of employees should ensure coordination and cooperation among the junior and the senior employees. He should provide training to the first two categories of employees to increase their motivation and competency level (Zhang et al. 2014). Similarly, the other two group of employees should be give strategic position in the team and should be encouraged to participate in the team meetings. This would create job satisfaction and self-esteem in them and they would contribute more proactively towards team performances. Barry should manage these four categories of employees to retain them and ensure that they improve their competencies on regular basis (Maruping and Magni 2015). He should also ensure their appraisals and career growth based on their level of performances. References: Anra, Y. and Yamin, M., 2017. Relationships between Lecturer Performance, Organizational Culture, Leadership, and Achievement Motivation.,11(2 (eng)). Fong, K.H. and Snape, E., 2015. Empowering Leadership, Psychological Empowerment and Employee Outcomes: Testing a Multi?level Mediating Model.British Journal of Management,26(1), pp.126-138. Gerber, N., McDermott, R., Volkamer, M. and Vogt, J., 2016. Understanding Information Security Compliance-Why Goal Setting and Rewards Might be a Bad Idea. InHAISA(pp. 145-155). Humborstad, S.I.W. and Kuvaas, B., 2013. Mutuality in leadersubordinate empowerment expectation: Its impact on role ambiguity and intrinsic motivation.The Leadership Quarterly,24(2), pp.363-377. Johnson, C.E., 2017.Meeting the ethical challenges of leadership: Casting light or shadow. Sage Publications. Kraczla, M., 2017. PERSONALITY PROFILING ACCORDING TO THE BIG FIVE MODEL BY PT COSTA AND RR MCCRAE: COMPARISON ANALYSIS OF MANAGERS AND SPECIALISTS.Regional Formation and Development Studies,22(2), pp.77-91. Li, Y., Wei, F., Ren, S. and Di, Y., 2015. Locus of control, psychological empowerment and intrinsic motivation relation to performance.Journal of Managerial Psychology,30(4), pp.422-438. Liden, R., Fu, P., Liu, J. and Song, L., 2016. The influence of CEO values and leadership on middle manager exchange behaviors: A longitudinal multilevel examination.Nankai Business Review International,7(1), pp.2-20. Maruping, L.M. and Magni, M., 2015. Motivating employees to explore collaboration technology in team contexts.Mis Quarterly,39(1). Northouse, P.G., 2015.Leadership: Theory and practice. Sage publications. Robbins, Judge, Millett and Boyle (2017).Organisational Behaviour, 8th, Robbins, Stephen et al | Buy Online at Pearson. [online] Pearson.com.au. Available at: https://www.pearson.com.au/products/O-R-Robbins-Judge-Millett-Boyle/O-R-Robbins-Stephen-et-al/Organisational-Behaviour/9781488609329?R=9781488609329 [Accessed 10 Oct. 2017]. Salge, C., Glackin, C. and Polani, D., 2014. Changing the environment based on empowerment as intrinsic motivation.Entropy,16(5), pp.2789-2819. Salleh, S.M., Zahari, A.S.M., Said, N.S.M. and Ali, S.R.O., 2016. The Influence of Work Motivation on Organizational Commitment in the Workplace.J. Appl. Environ. Biol. Sci,6(5S), pp.139-143. Shamim, S., Cang, S. and Yu, H., 2017. Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes.The International Journal of Human Resource Management, pp.1-31. Thompson, G. and Glas, L., 2015. Situational leadership theory: a test from three perspectives.Leadership Organization Development Journal,36(5), pp.527-544. Zhang, A.Y., Song, L.J., Tsui, A.S. and Fu, P.P., 2014. Employee responses to employment?relationship practices: The role of psychological empowerment and traditionality.Journal of Organizational Behavior,35(6), pp.809-830.