Iago One of Shakespeares Most Misunderstood Villains Essay

Iago is one of the most misunderstood villains in Shakespeare literature. We side with Othello from the start because his name is on the cover of our paperback, we read Othello when learning about heroes, so we expect Iago to be a villain, a ruthless manipulator. We don’t know why, he doesn’t state it plainly or in simple English, so we assume that he’s evil, that he’s just a disgruntled sociopath out to exact his exaggerated revenge on good and noble Othello. Iago’s misunderstood reputation is a result of not truly examining his character, and answering the â€Å"why† factor behind his actions. After all, everyone is innocent until proven guilty. His goal in the play was not just to destroy Othello for the fun of it. His objective,†¦show more content†¦This is evident through the multiple conversations between Iago and Othello, where Othello asks for Iago’s advice- including advice on how to punish Desdemona and Cassio for their alleged affair. OTHELLO: Get me some poison, Iago, this night. I’ll not expostulate with her, lest her body and beauty unprovide my mind again. This night, Iago! IAGO: Do it not with poison. Strangle her in her bed, even the bed she hath contaminated. OTHELLO: Good, good! The justice of it pleases. Very good! IAGO: And for Cassio, let me be his undertaker: you shall hear more by midnight. (IV.i.200-208) Since the two used to be so intimate, the key to understanding Iago’s superobjective is to understand what made him harbor such hatred for Othello. To put it simply, Iago was hurt that Othello gave Cassio the lieutenant job instead of giving to him. At face value, that reason doesn’t seem to be a strong enough motive to destroy another man’s life. There had to have been more to this than just the fact that Iago didn’t get a promotion. Iago â€Å"believes Cassio got the appointment because of an old friendship with Desdemona, and probably because he carried messages between Othello and Desdemona during their courtship.† (Crawford). Iago, knowing this, felt as if the entire system of military honor and merit had crumbled. Had the promotion been based on merit, Iago would’ve gotten the job, because â€Å"†¦[Othello’s] eyes had seen the proof/ AtShow MoreRelated The Theme of Control in Shakespeares Othello Essay996 Words   |à ‚  4 Pagescorrupts and absolute power corrupts absolutely. William Shakespeares Othello, the Moor of Venice (reprinted in Laurence Perrine and Thomas R. Arp, Literature: Structure, Sound, and Sense, 6th ed. [Fort Worth: Harcourt, 1993] 1060-1147) contains several themes, but one theme in particular supports the truth of this knowledge. In Othello, the Moor of Venice, the theme of control is one that causes corruption. Othellos control is stolen by Iago and, Iagos overbearing control of Othellos emotionsRead MoreIagos Description And Identity In Othello1932 Words   |  8 Pagesmany forms of literature. Iago, one of Shakespeare’s most infamous villains, uses this line to warn Othello of the dangers of jealousy, although it is later revealed that Iago is the most jealous character in the play. Is Iago’s description of the green-eyed monster only a symbol? How real can it become to those who become too obsessed with it? How does this fit together with race? I aim to answ er these questions by examining the relationship between William Shakespeare’s tragedy Othello and KwameRead MoreOthello, By William Shakespeare2395 Words   |  10 PagesWilliam Shakespeare’s Othello, uses various events and techniques to express the nature of evil throughout the entire play. In Othello, Iago is portrayed as the main villain or the antagonist in the play. Despite the fact that the play is named Othello, it is the character of Iago that drives the action within the entire play. Shakespeare utilizes Iago to set the stage for evil in the play. In each interaction with a character in Othello, Iago finds a way to be manipulative and evil. â€Å"In the first

The Expansion of DSM Diagnoses Essay - 1079 Words

When I consider the expansion of DSM diagnoses from just over 100 to almost 300 over the short course of forty-odd years and an even more diagnoses being added, couple with diagnoses that are broader in their application blurring the lines of what is normal and what is abnormal when considering the behaviors of the individual client behaviors, it saddens me to no end and makes me wonder if the world is moving closer to insanity as a population or is it merely the incessant whining of pharmaceutical companies who want broader acceptance of their medications. Not that I don’t understand the need for a way to classify the conditions that individuals may suffer from in their lives in a manner that is communicable amongst practitioners either†¦show more content†¦When you approach the boy he starts to growl and bare his teeth like a dog, he carefully puts his body between you and his morning repast. What are you to think? Is the child suffering from some form of mental dis order that is causing him to behave like a wild animal and eat garbage? Or is he doing what he has learned to do to survive? From his perspective you are the intruder, a vile enemy to be scared off to protect his food source†¦ of course he knows that you are bigger than he is so he can’t really win a confrontation with you so if pressed he will flee the situation – Survival. He has no thought about going to school or worry about what he will do at five o’clock when the day is over, as long as he is warm, dry and modestly fed he will be happy and will survive another day. Let us now take a moment and move to the next level of situation, a teenage girl who comes from an upper middle class home where mom and dad both work hard to provide her the life that they never had. She is defiant and stubborn, she wantsShow MoreRelatedSymptomatism Case Study1172 Words   |  5 Pagesrecognition of the significance of trauma and its psychological effects appear in the DSM-5 new category of Trauma and Stress-Related Disorders (TSRDs). MST symptomatology closely aligns with that of PTSD in the DMS-5 and supports the basis of associating the experience with the diagnosis. DSM-5. Investigation of the PTSD clinical syndrome symptomology reveals that DSM-III had twelve symptoms grouped into three clusters, DSM-IV had seventeen symptoms grouped into the same three clusters, and DMS-5, PTSDRead MoreThe Severity Of Depression Epidemic1485 Words   |  6 Pagesdiagnosed. Currently depression is diagnosed using the DSM III which is a list of different symptoms; if someone has at least five symptoms from the list they were considered depressed. This new focus on the number of symptoms may have a hand in the increase diagnoses. However some believe that in counting the symptoms physicians are not giving the proper attention to certain life events. For instance Horwitz and Wakefeild state in their article that the DSM III fail to account if those symptoms might justRead MoreIs Autism A Developmental Disorder? Essay1619 Words   |  7 Pagesdifference between autism and Asperger syndrome, the main difference appearing to be language development. â€Å"The firs t documented case of autism was published in 1943 by Dr. Leo Kanner† (Introduction to Autism). This disorder is extremely difficult to diagnose because of the copious different presentations of the symptoms, which leads to misdiagnoses such as ADHD and Rett syndrome. Symptom picture There are core symptoms of Autism that are most commonly seen including, but not limited to, languageRead MoreDiagnostic And Statistical Manual Of Mental Disorders1580 Words   |  7 PagesDiagnostic and Statistical Manual of Mental Disorders (DSM-V) was reorganized in an attempt to increase the clinical utility of the extant eating disorder classification systems by reducing the number of Eating Disorder Not Otherwise Specified (EDNOS) cases without losing past research evidence regarding effective treatment for this diagnosis (Keel, Brown, Holm-Denoma Bodell, 2011). Revisions that was instilled in DSM-V was the expansion of Anorexia Nervosa (AN) and Bulimia Nervosa (BN) categoriesRead MoreAbnormal Psychology (Uop) Test #22076 Words   |  9 Pages|historical reductionism | ANS: B 9. Which phrase is NOT an accurate ending to the following sentence? The definition of mental disorder given in the DSM-IV-TR: |a. |contains many undefined phrases. | |b. |focuses mostly on the criteria of distress and impairment. Read MoreBeing A Child Self Report Instrument Developed As A Screening Tool For Children957 Words   |  4 Pageschildren and adults†¦Ã¢â‚¬  â€Å"I am shy† and â€Å"I feel nervous going to parties†¦Ã¢â‚¬ ) The first research study had thirty-eight questions and five factors that the participants could be diagnosed with, such as: panic/somatic, generalized anxiety disorder, etc., (the DSM-IV classification of an anxiety disorder.) Birmaher wanted to replicate his prior findings in a new clinical sample of children and adolescents who had anxiety, depression or disruptive disorders using the new modified forty-one version of SCARED (TableRead MoreHealth Psychology1720 Words   |  7 Pages undetected for Indigenous people, which makes them disadvantaged with from the rest of the population (Vukic, Gregory, Misener amp; Etowa, 2001). In addition, if they are diagnosed, they are assessed using Western mainstream methods, such as the DSM-IVclassification system, which does not suit their cultural differences and is culturally inappropriate (Craven, 2006).Also, being treated in the mainstream, it is evident that that their treatment will not be from an Indigenous perspective or worldviewRead MoreHow Society Views Children with Adhd1600 Words   |  7 PagesUniversity, Press 1998. Hartman, Thom, Attention Deficit Hyperactivity Disorder, A Different Perception. Grass Valley: Mythical Intelligence, Inc. 1997 Infotrac, From Hyperactive Children to ADHD Adults: Observations on the Expansion of Medical Categories. Conrad, Peter and Deborah Potter, Social Problems, November 2000, http://web2.infotrac.galegroup.com Kelly, Kate and Peggy Ramundo, You Mean Im Not Crazy, Lazy, Dumb or Stupid! 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Parents of Children With Autism vs School Personnel Essay

Based on the civil rights principal of equal educational opportunity, the Individuals with Disabilities Education Act (IDEA) guarantee an appropriate education to all students with disabilities. The 1997 IDEA amendments mandate that parents of children with disabilities have a right to be involved with the school district in education decisionmaking processes, meetings, and records of their children. Yet some parents of children in special education feel that schools do not welcome their participation. Parents of children with autism constitute one group of such parents who continually struggle with concerns about the poor quality of education that their children receive. Their perseverance to obtain not even an ideal--but†¦show more content†¦Working with children with autism and their families is an important issue. According to the U.S. Department of Education, identification of children with autism increased 79% from 1993-1997. This increase is not proportional to other disabilities, since the increase in identification of all disabilities from the same period was only 9.5% (National Center for Education Statistics, 1998). Over 500,000 people in the U.S. have some form of autism or pervasive developmental disorder, making it one of the most common developmental disabilities (Autism Society of America, 1999). Yet many professionals in healthcare and education do not have the knowledge or preparation to work with this growing population (Autism Society of America, 1999; Hart, 1993; Jordan Powell, 1995; Muskat Redefer, 1994). The prevalent discord existing between parents of children with autism and educators is an increasing concern. To ensure the success of these students, both parents and professionals must make progress in understanding the perspectives and concerns of each other in order to build positive parent/school relationships and improve educational programming for students with autism. 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Digital Fortress Chapter 85-87 Free Essays

string(79) " an NSA back door again would make Greg Hale famous beyond his wildest dreams\." Chapter 85 Greg Hale lay curled on the Node 3 floor. Strathmore and Susan had just dragged him across Crypto and bound his hands and feet with twelve-gauge printer cable from the Node 3 laser-printers. Susan couldn’t get over the artful maneuver the commander had just executed. We will write a custom essay sample on Digital Fortress Chapter 85-87 or any similar topic only for you Order Now He faked the call! Somehow Strathmore had captured Hale, saved Susan, and bought himself the time needed to rewrite Digital Fortress. Susan eyed the bound cryptographer uneasily. Hale was breathing heavily. Strathmore sat on the couch with the Berretta propped awkwardly in his lap. Susan returned her attention to Hale’s terminal and continued her random-string search. Her fourth string search ran its course and came up empty. â€Å"Still no luck.† She sighed. â€Å"We may need to wait for David to find Tankado’s copy.† Strathmore gave her a disapproving look. â€Å"If David fails, and Tankado’s key falls into the wrong hands†¦Ã¢â‚¬  Strathmore didn’t need to finish. Susan understood. Until the Digital Fortress file on the Internet had been replaced with Strathmore’s modified version, Tankado’s pass-key was dangerous. â€Å"After we make the switch,† Strathmore added, â€Å"I don’t care how many pass-keys are floating around; the more the merrier.† He motioned for her to continue searching. â€Å"But until then, we’re playing beat-the-clock.† Susan opened her mouth to acknowledge, but her words were drowned out by a sudden deafening blare. The silence of Crypto was shattered by a warning horn from the sublevels. Susan and Strathmore exchanged startled looks. â€Å"What’s that?† Susan yelled, timing her question between the intermittent bursts. â€Å"TRANSLTR!† Strathmore called back, looking troubled. â€Å"It’s too hot! Maybe Hale was right about the aux power not pulling enough freon.† â€Å"What about the auto-abort?† Strathmore thought a moment, then yelled, â€Å"Something must have shorted.† A yellow siren light spun above the Crypto floor and swept a pulsating glare across his face. â€Å"You better abort!† Susan called. Strathmore nodded. There was no telling what would happen if three million silicon processors overheated and decided to ignite. Strathmore needed to get upstairs to his terminal and abort the Digital Fortress run-particularly before anyone outside of Crypto noticed the trouble and decided to send in the cavalry. Strathmore shot a glance at the still-unconscious Hale. He laid the Berretta on a table near Susan and yelled over the sirens, â€Å"Be right back!† As he disappeared through the hole in the Node 3 wall, Strathmore called over his shoulder, â€Å"And find me that pass-key!† Susan eyed the results of her unproductive pass-key search and hoped Strathmore would hurry up and abort. The noise and lights in Crypto felt like a missile launch. On the floor, Hale began to stir. With each blast of the horn, he winced. Susan surprised herself by grabbing the Berretta. Hale opened his eyes to Susan Fletcher standing over him with the gun leveled at his crotch. â€Å"Where’s the pass-key?† Susan demanded. Hale was having trouble getting his bearings. â€Å"Wh-what happened?† â€Å"You blew it, that’s what happened. Now, where’s the passkey?† Hale tried to move his arms but realized he was tied. His face became taut with panic. â€Å"Let me go!† â€Å"I need the pass-key,† Susan repeated. â€Å"I don’t have it! Let me go!† Hale tried to getup. He could barely roll over. Susan yelled between blasts of the horn. â€Å"You’re North Dakota, and Ensei Tankado gave you a copy of his key. I need it now!† â€Å"You’re crazy!† Hale gasped. â€Å"I’m not North Dakota!† He struggled unsuccessfully to free himself. Susan charged angrily. â€Å"Don’t lie to me. Why the hell is all of North Dakota’s mail in your account?† â€Å"I told you before!† Hale pleaded as the horns blared on. â€Å"I snooped Strathmore! That E-mail in my account was mail I copied out of Strathmore’s account-E-mail COMINT stole from Tankado!† â€Å"Bull! You could never snoop the commander’s account!† â€Å"You don’t understand!† Hale yelled. â€Å"There was already a tap on Strathmore’s account!† Hale delivered his words in short bursts between the sirens. â€Å"Someone else put the tap there. I think it was Director Fontaine! I just piggybacked! You’ve got to believe me! That’s how I found out about his plan to rewrite Digital Fortress! I’ve been reading Strathmore’s brainstorms!† Brain Storms? Susan paused. Strathmore had undoubtedly outlined his plans for Digital Fortress using his BrainStorm software. If anyone had snooped the commander’s account, all the information would have been available†¦ â€Å"Rewriting Digital Fortress is sick!† Hale cried. â€Å"You know damn well what it implies-total NSA access!† The sirens blasted, drowning him out, but Hale was possessed. â€Å"You think we’re ready for that responsibility? You think anyone is? It’s fucking shortsighted! You say our government has the people’s best interests at heart? Great! But what happens when some future government doesn’t have our best interests at heart! This technology is forever!† Susan could barely hear him; the noise in Crypto was deafening. Hale struggled to get free. He looked Susan in the eye and kept yelling. â€Å"How the hell do civilians defend themselves against a police state when the guy at the top has access to all their lines of communication? How do they plan a revolt?† Susan had heard this argument many times. The future-governments argument was a stock EFF complaint. â€Å"Strathmore had to be stopped!† Hale screamed as the sirens blasted. â€Å"I swore I’d do it. That’s what I’ve been doing here all day-watching his account, waiting for him to make his move so I could record the switch in progress. I needed proof-evidence that he’d written in a back door. That’s why I copied all his E-mail into my account. It was evidence that he’d been watching Digital Fortress. I planned to go to the press with the information.† Susan’s heart skipped. Had she heard correctly? Suddenly this did sound like Greg Hale. Was it possible? If Hale had known about Strathmore’s plan to release a tainted version of Digital Fortress, he could wait until the whole world was using it and then drop his bombshell-complete with proof! Susan imagined the headlines: Cryptographer Greg Hale unveils secret U.S. plan to control global information! Was it Skipjack all over? Uncovering an NSA back door again would make Greg Hale famous beyond his wildest dreams. You read "Digital Fortress Chapter 85-87" in category "Essay examples" It would also sink the NSA. She suddenly found herself wondering if maybe Hale was telling the truth. No! she decided. Of course not! Hale continued to plead. â€Å"I aborted your tracer because I thought you were looking for me! I thought you suspected Strathmore was being snooped! I didn’t want you to find the leak and trace it back to me!† It was plausible but unlikely. â€Å"Then why’d you kill Chartrukian?† Susan snapped. â€Å"I didn’t!† Hale screamed over the noise. â€Å"Strathmore was the one who pushed him! I saw the whole thing from downstairs! Chartrukian was about to call the Sys-Secs and ruin Strathmore’s plans for the back door!† Hale’s good, Susan thought. He’s got an angle for everything. â€Å"Let me go!† Hale begged. â€Å"I didn’t do anything!† â€Å"Didn’t do anything?† Susan shouted, wondering what was taking Strathmore so long. â€Å"You and Tankado were holding the NSA hostage. At least until you double-crossed him. Tell me,† she pressed, â€Å"did Tankado really die of a heart attack, or did you have one of your buddies take him out?† â€Å"You’re so blind!† Hale yelled. â€Å"Can’t you see I’m not involved? Untie me! Before Security gets here!† â€Å"Security’s not coming,† she snapped flatly. Hale turned white. â€Å"What?† â€Å"Strathmore faked the phone call.† Hale’s eyes went wide. He seemed momentarily paralyzed. Then he began writhing fiercely. â€Å"Strathmore’ll kill me! I know he will! I know too much!† â€Å"Easy, Greg.† The sirens blared as Hale yelled out, â€Å"But I’m innocent!† â€Å"You’re lying! And I have proof!† Susan strode around the ring of terminals. â€Å"Remember that tracer you aborted?† she asked, arriving at her own terminal. â€Å"I sent it again! Shall we see if it’s back yet?† Sure enough, on Susan’s screen, a blinking icon alerted her that her tracer had returned. She palmed her mouse and opened the message. This data will seal Hale’s fate, she thought. Hale is North Dakota. The databox opened. Hale is – Susan stopped. The tracer materialized, and Susan stood in stunned silence. There had to be some mistake; the tracer had fingered someone else-a most unlikely person. Susan steadied herself on the terminal and reread the databox before her. It was the same information Strathmore said he’d received when he ran the tracer! Susan had figured Strathmore had made a mistake, but she knew she’d configured the tracer perfectly. And yet the information on the screen was unthinkable: NDAKOTA = [email protected] â€Å"ET?† Susan demanded, her head swimming. â€Å"Ensei Tankado is North Dakota?† It was inconceivable. If the data was correct, Tankado and his partner were the same person. Susan’s thoughts were suddenly disconnected. She wished the blaring horn would stop. Why doesn’t Strathmore turn that damn thing off? Hale twisted on the floor, straining to see Susan. â€Å"What does it say? Tell me!† Susan blocked out Hale and the chaos around her. Ensei Tankado is North Dakota†¦. She reshuffled the pieces trying to make them fit. If Tankado was North Dakota, then he was sending E-mail to himself†¦ which meant North Dakota didn’t exist. Tankado’s partner was a hoax. North Dakota is a ghost, she said to herself. Smoke and mirrors. The ploy was a brilliant one. Apparently Strathmore had been watching only one side of a tennis match. Since the ball kept coming back, he assumed there was someone on the other side of the net. But Tankado had been playing against a wall. He had been proclaiming the virtues of Digital Fortress in E-mail he’d sent to himself. He had written letters, sent them to an anonymous remailer, and a few hours later, the remailer had sent them right back to him. Now, Susan realized, it was all so obvious. Tankado had wanted the commander to snoop him†¦ he’d wanted him to read the E-mail. Ensei Tankado had created an imaginary insurance policy without ever having to trust another soul with his pass-key. Of course, to make the whole farce seem authentic, Tankado had used a secret account†¦ just secret enough to allay any suspicions that the whole thing was a setup. Tankado was his own partner. North Dakota did not exist. Ensei Tankado was a one-man show. A one-man show. A terrifying thought gripped Susan. Tankado could have used his fake correspondence to convince Strathmore of just about anything. She remembered her first reaction when Strathmore told her about the unbreakable algorithm. She’d sworn it was impossible. The unsettling potential of the situation settled hard in Susan’s stomach. What proof did they actually have that Tankado had really created Digital Fortress? Only a lot of hype in his E-mail. And of course†¦ TRANSLTR. The computer had been locked in an endless loop for almost twenty hours. Susan knew, however, that there were other programs that could keep TRANSLTR busy that long, programs far easier to create than an unbreakable algorithm. Viruses. The chill swept across her body. But how could a virus get into TRANSLTR? Like a voice from the grave, Phil Chartrukian gave the answer. Strathmore bypassed Gauntlet! In a sickening revelation, Susan grasped the truth. Strathmore had downloaded Tankado’s Digital Fortress file and tried to send it into TRANSLTR to break it. But Gauntlet had rejected the file because it contained dangerous mutation strings. Normally Strathmore would have been concerned, but he had seen Tankado’s E-mail-Mutation strings are the trick! Convinced Digital Fortress was safe to load, Strathmore bypassed Gauntlet’s filters and sent the file into TRANSLTR. Susan could barely speak. â€Å"There is no Digital Fortress,† she choked as the sirens blared on. Slowly, weakly, she leaned against her terminal. Tankado had gone fishing for fools†¦ and the NSA had taken the bait. Then, from upstairs, came a long cry of anguish. It was Strathmore. Chapter 86 Trevor Strathmore was hunched at his desk when Susan arrived breathless at his door. His head was down, his sweaty head glistening in the light of his monitor. The horns on the sublevels blared. Susan raced over to his desk. â€Å"Commander?† Strathmore didn’t move. â€Å"Commander! We’ve got to shut down TRANSLTR! We’ve got a-â€Å" â€Å"He got us,† Strathmore said without looking up. â€Å"Tankado fooled us all†¦Ã¢â‚¬  She could tell by the tone of his voice he understood. All of Tankado’s hype about the unbreakable algorithm†¦ auctioning off the pass-key-it was all an act, a charade. Tankado had tricked the NSA into snooping his mail, tricked them into believing he had a partner, and tricked them into downloading a very dangerous file. â€Å"The mutation strings-† Strathmore faltered. â€Å"I know.† The commander looked up slowly. â€Å"The file I downloaded off the Internet†¦ it was a†¦Ã¢â‚¬  Susan tried to stay calm. All the pieces in the game had shifted. There had never been any unbreakable algorithm-never any Digital Fortress. The file Tankado had posted on the Internet was an encrypted virus, probably sealed with some generic, mass-market encryption algorithm, strong enough to keep everyone out of harm’s way-everyone except the NSA. TRANSLTR had cracked the protective seal and released the virus. â€Å"The mutation strings,† the commander croaked. â€Å"Tankado said they were just part of the algorithm.† Strathmore collapsed back onto his desk. Susan understood the commander’s pain. He had been completely taken in. Tankado had never intended to let any computer company buy his algorithm. There was no algorithm. The whole thing was a charade. Digital Fortress was a ghost, a farce, a piece of bait created to tempt the NSA. Every move Strathmore had made, Tankado had been behind the scenes, pulling the strings. â€Å"I bypassed Gauntlet.† The commander groaned. â€Å"You didn’t know.† Strathmore pounded his fist on his desk. â€Å"I should have known! His screen name, for Christ’s sake! NDAKOTA! Look at it!† â€Å"What do you mean?† â€Å"He’s laughing at us! It’s a goddamn anagram!† Susan puzzled a moment. NDAKOTA is an anagram? She pictured the letters and began reshuffling them in her mind. Ndakota†¦ Kadotan†¦ Oktadan†¦ Tandoka†¦ Her knees went weak. Strathmore was right. It was as plain as day. How could they have missed it? North Dakota wasn’t a reference to the U.S. state at all-it was Tankado rubbing salt in the wound! He’d even sent the NSA a warning, a blatant clue that he himself was NDAKOTA. The letters spelled TANKADO. But the best code-breakers in the world had missed it, just as he had planned. â€Å"Tankado was mocking us,† Strathmore said. â€Å"You’ve got to abort TRANSLTR,† Susan declared. Strathmore stared blankly at the wall. â€Å"Commander. Shut it down! God only knows what’s going on in there!† â€Å"I tried,† Strathmore whispered, sounding as faint as she’d ever heard him. â€Å"What do you mean you tried?† Strathmore rotated his screen toward her. His monitor had dimmed to a strange shade of maroon. At the bottom, the dialogue box showed numerous attempts to shut down TRANSLTR. They were all followed by the same response: SORRY. UNABLE TO ABORT. SORRY. UNABLE TO ABORT. SORRY. UNABLE TO ABORT. Susan felt a chill. Unable to abort? But why? She feared she already knew the answer. So this is Tankado’s revenge? Destroying TRANSLTR! For years Ensei Tankado had wanted the world to know about TRANSLTR, but no one had believed him. So he’d decided to destroy the great beast himself. He’d fought to the death for what he believed-the individual’s right to privacy. Downstairs the sirens blared. â€Å"We’ve got to kill all power,† Susan demanded. â€Å"Now!† Susan knew that if they hurried, they could save the great parallel processing machine. Every computer in the world-from Radio Shack PCs to NASA’s satellite control systems-had a built-in fail-safe for situations like this. It wasn’t a glamorous fix, but it always worked. It was known as â€Å"pulling the plug.† By shutting off the remaining power in Crypto, they could force TRANSLTR to shut down. They could remove the virus later. It would be a simple matter of reformatting TRANSLTR’s hard drives. Reformatting would completely erase the computer’s memory-data, programming, virus, everything. In most cases, reformatting resulted in the loss of thousands of files, sometimes years of work. But TRANSLTR was different-it could be reformatted with virtually no loss at all. Parallel processing machines were designed to think, not to remember. Nothing was actually stored inside TRANSLTR. Once it broke a code, it sent the results to the NSA’s main databank in order to – Susan froze. In a stark instant of realization, she brought her hand to her mouth and muffled a scream. â€Å"The main databank!† Strathmore stared into the darkness, his voice disembodied. He’d apparently already made this realization. â€Å"Yes, Susan. The main databank†¦.† Susan nodded blankly. Tankado used TRANSLTR to put a virus in our main databank. Strathmore motioned sickly to his monitor. Susan returned her gaze to the screen in front of her and looked beneath the dialogue box. Across the bottom of the screen were the words: TELL THE WORLD ABOUT TRANSLTR ONLY THE TRUTH WILL SAVE YOU NOW†¦ Susan felt cold. The nation’s most classified information was stored at the NSA: military communication protocols, SIGINT confirmation codes, identities of foreign spies, blueprints for advanced weaponry, digitized documents, trade agreements-the list was unending. â€Å"Tankado wouldn’t dare!† she declared. â€Å"Corrupting a country’s classified records?† Susan couldn’t believe even Ensei Tankado would dare attack the NSA databank. She stared at his message. ONLY THE TRUTH WILL SAVE YOU NOW â€Å"The truth?† she asked. â€Å"The truth about what?† Strathmore was breathing heavily. â€Å"TRANSLTR,† he croaked. â€Å"The truth about TRANSLTR.† Susan nodded. It made perfect sense. Tankado was forcing the NSA to tell the world about TRANSLTR. It was blackmail after all. He was giving the NSA a choice-either tell the world about TRANSLTR or lose your databank. She stared in awe at the text before her. At the bottom of the screen, a single line was blinked menacingly. ENTER PASS-KEY Staring at the pulsating words, Susan understood-the virus, the pass-key, Tankado’s ring, the ingenious blackmail plot. The pass-key had nothing to do with unlocking an algorithm; it was an antidote. The pass-key stopped the virus. Susan had read a lot about viruses like this-deadly programs that included a built-in cure, a secret key that could be used to deactivate them. Tankado never planned to destroy the NSA databank-he just wanted us go public with TRANSLTR! Then he would give us the pass-key, so we could stop the virus! It was now clear to Susan that Tankado’s plan had gone terribly wrong. He had not planned on dying. He’d planned on sitting in a Spanish bar and listening to the CNN press conference about America’s top-secret code-breaking computer. Then he’d planned on calling Strathmore, reading the pass-key off the ring, and saving the databank in the nick of time. After a good laugh, he’d disappear into oblivion, an EFF hero. Susan pounded her fist on the desk. â€Å"We need that ring! It’s the only pass-key!† She now understood-there was no North Dakota, no second pass-key. Even if the NSA went public with TRANSLTR, Tankado was no longer around to save the day. Strathmore was silent. The situation was more serious than Susan had ever imagined. The most shocking thing of all was that Tankado had allowed it to go this far. He had obviously known what would happen if the NSA didn’t get the ring-and yet, in his final seconds of life, he’d given the ring away. He had deliberately tried to keep it from them. Then again, Susan realized, what could she expect Tankado to do-save the ring for them, when he thought the NSA had killed him? Still, Susan couldn’t believe that Tankado would have allowed this to happen. He was a pacifist. He didn’t want to wreak destruction; all he wanted was to set the record straight. This was about TRANSLTR. This was about everyone’s right to keep a secret. This was about letting the world know that the NSA was listening. Deleting the NSA’s databank was an act of aggression Susan could not imagine Ensei Tankado committing. The sirens pulled her back to reality. Susan eyed the debilitated commander and knew what he was thinking. Not only were his plans for a back door in Digital Fortress shot, but his carelessness had put the NSA on the brink of what could turn out to be the worst security disaster in U.S. history. â€Å"Commander, this is not your fault!† she insisted over the blare of the horns. â€Å"If Tankado hadn’t died, we’d have bargaining power-we’d have options!† But Commander Strathmore heard nothing. His life was over. He’d spent thirty years serving his country. This was supposed to be his moment of glory, his piece de resistance-aback door in the world encryption standard. But instead, he had sent a virus into the main databank of the National Security Agency. There was no way to stop it-not without killing power and erasing every last one of the billions of bytes of irretrievable data. Only the ring could save them, and if David hadn’t found the ring by now†¦ â€Å"I need to shut down TRANSLTR!† Susan took control. â€Å"I’m going down to the sublevels to throw the circuit breaker.† Strathmore turned slowly to face her. He was a broken man. â€Å"I’ll do it,† he croaked. He stood up, stumbling as he tried to slide out from behind his desk. Susan sat him back down. â€Å"No,† she barked. â€Å"I’m going.† Her tone left no room for debate. Strathmore put his face in his hands. â€Å"Okay. Bottom floor. Beside the freon pumps.† Susan spun and headed for the door. Halfway there, she turned and looked back. â€Å"Commander,† she yelled. â€Å"This is not over. We’re not beaten yet. If David finds the ring in time, we can save the databank!† Strathmore said nothing. â€Å"Call the databank!† Susan ordered. â€Å"Warn them about the virus! You’re the deputy director of the NSA. You’re a survivor!† In slow motion, Strathmore looked up. Like a man making the decision of a lifetime, he gave her a tragic nod. Determined, Susan tore into the darkness. Chapter 87 The Vespa lurched into the slow lane of the Carretera de Huelva. It was almost dawn, but there was plenty of traffic-young Sevillians returning from their all-night beach verbenas. A van of teenagers laid on its horn and flew by. Becker’s motorcycle felt like a toy out there on the freeway. A quarter of a mile back, a demolished taxi swerved out onto the freeway in a shower of sparks. As it accelerated, it sideswiped a Peugeot 504 and sent it careening onto the grassy median. Becker passed a freeway marker: SEVILLA CENTRO-2 KM. If he could just reach the cover of downtown, he knew he might have a chance. His speedometer read 60 kilometers per hour. Two minutes to the exit. He knew he didn’t have that long. Somewhere behind him, the taxi was gaining. Becker gazed out at the nearing lights of downtown Seville and prayed he would reach them alive. He was only halfway to the exit when the sound of scraping metal loomed up behind him. He hunched on his bike, wrenching the throttle as far as it would go. There was a muffled gunshot, and a bullet sailed by. Becker cut left, weaving back and forth across the lanes in hopes of buying more time. It was no use. The exit ramp was still three hundred yards when the taxi roared to within a few car lengths behind him. Becker knew that in a matter of seconds he would be either shot or run down. He scanned ahead for any possible escape, but the highway was bounded on both sides by steep gravel slopes. Another shot rang out. Becker made his decision. In a scream of rubber and sparks, he leaned violently to his right and swerved off the road. The bike’s tires hit the bottom of the embankment. Becker strained to keep his balance as the Vespa threw up a cloud of gravel and began fish-tailing its way up the slope. The wheels spun wildly, clawing at the loose earth. The little engine whimpered pathetically as it tried to dig in. Becker urged it on, hoping it wouldn’t stall. He didn’t dare look behind him, certain at any moment the taxi would be skidding to a stop, bullets flying. The bullets never came. Becker’s bike broke over the crest of the hill, and he saw it-the centro. The downtown lights spread out before him like a star-filled sky. He gunned his way through some underbrush and out over the curb. His Vespa suddenly felt faster. The Avenue Luis Montoto seemed to race beneath his tires. The soccer stadium zipped past on the left. He was in the clear. It was then that Becker heard the familiar screech of metal on concrete. He looked up. A hundred yards ahead of him, the taxi came roaring up the exit ramp. It skidded out onto Luis Montoto and accelerated directly toward him. Becker knew he should have felt a surge of panic. But he did not. He knew exactly where he was going. He swerved left on Menendez Pelayo and opened the throttle. The bike lurched across a small park and into the cobblestoned corridor of Mateus Gago-the narrow one-way street that led to the portal of Barrio Santa Cruz. Just a little farther, he thought. The taxi followed, thundering closer. It trailed Becker through the gateway of Santa Cruz, ripping off its side mirror on the narrow archway. Becker knew he had won. Santa Cruz was the oldest section of Seville. It had no roads between the buildings, only mazes of narrow walkways built in Roman times. They were only wide enough for pedestrians and the occasional Moped. Becker had once been lost for hours in the narrow caverns. As Becker accelerated down the final stretch of Mateus Gago, Seville’s eleventh-century Gothic cathedral rose like a mountain before him. Directly beside it, the Giralda tower shot 419 feet skyward into the breaking dawn. This was Santa Cruz, home to the second largest cathedral in the world as well as Seville’s oldest, most pious Catholic families. Becker sped across the stone square. There was a single shot, but it was too late. Becker and his motorcycle disappeared down a tiny passageway-Callita de la Virgen. How to cite Digital Fortress Chapter 85-87, Essay examples

Working with Emotional Intelligence Essay Example For Students

Working with Emotional Intelligence Essay Review Working with Emotional Intelligence Essay The book Working with Emotional Intelligence by Daniel Goleman deals with the emotional assets and liabilities of individuals in organizations. Emotional intelligence is traits that go beyond academic achievement or IQ. As a matter of fact he points out that high academic intelligence can sometimes stand in the way of emotional intelligence. Broadly speaking, emotional intelligence determines how well we handle difficult situation, which cannot be solved by logic, but more by a feel for the situation. These attributes are very hard to measure, which is why many standardized tests, whether academic or for employment, fail to measure these attributes, even though these are the one which determine to a large part how successful individuals will be in an organization. Goleman divides his book into several chapters. At first he examines the attributes of successful people. What is it that sets them apart? How do they do it? He examines the soft skills of several people who exhibit exceptional emotional intelligence and also what others fail to do, which ultimately makes them unsuccessful. He also points out the difference a single individual who possesses these skills can make to an organization. These skills are particularly important in diplomatic services, but also to the average salesperson. However, he also notes that the higher one climbs on the job ladder, the more important these skills become, and the less important technical skills are. He divides emotional intelligence into five areas. 1.Self-Awareness, which can be subdivided into emotional awareness, accurate self-assessment and self-confidence. 2.Self-Regulation, divided into self-control, trustworthiness, conscientiousness, adaptability and innovation. 3. Motivation, which consists of achievement drive, commitment, initiative and optimism. The preceding attributes are classified as Personal competence, while the next two are classified as social competence. 1.Empathy divided into understanding others, developing others, service orientation, and leveraging diversity and political awareness. 2.Social Skills, consisting of influence, communication, conflict management, leadership, change catalyst, building bonds, collaboration and cooperation as well as team capabilities. Goleman then goes on explaining how self-mastery is a part of emotional intelligence. It is the art of being able to control ones emotions. The ability to listen to ones inner feelings, using and controlling them, without letting them control you. Feelings often get in the way of even the most gifted people. They can be a liability in any position when they cannot be used in a constructive way. This can be apparent in many situations where group work is required or in sales situations for example. The third major chapter deals with people skills, which is the art of anticipating how others feel, how to influence their emotions and how to works together with others. These are the skills necessary for performing well in group situations. Being able to anticipate, what others want and how to use this to reach ones own goals. The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process. The fifth and last chapter deals with how organizations themselves can improve to actually facilitate more emotional intelligence among their employees. This starts with the corporate mission statement as well as the attitude and behavior that is displayed and supported by the organization. It is the organizations duty and also in its best interest to promote practices that enhance emotional intelligence, because it enhances teamwork and the general operating climate. These skills start with the company itself, all the way from top management through all the ranks of the operation. The goal is to engage all employees to share their emotional competence in a constructive way, enabling better teamwork and overall performance. Overall I think that Daniel Golemans book is very well written and makes a lot of sense. .u942a7ceb361257fcfcf8c32cf63fb966 , .u942a7ceb361257fcfcf8c32cf63fb966 .postImageUrl , .u942a7ceb361257fcfcf8c32cf63fb966 .centered-text-area { min-height: 80px; position: relative; } .u942a7ceb361257fcfcf8c32cf63fb966 , .u942a7ceb361257fcfcf8c32cf63fb966:hover , .u942a7ceb361257fcfcf8c32cf63fb966:visited , .u942a7ceb361257fcfcf8c32cf63fb966:active { border:0!important; } .u942a7ceb361257fcfcf8c32cf63fb966 .clearfix:after { content: ""; display: table; clear: both; } .u942a7ceb361257fcfcf8c32cf63fb966 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u942a7ceb361257fcfcf8c32cf63fb966:active , .u942a7ceb361257fcfcf8c32cf63fb966:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u942a7ceb361257fcfcf8c32cf63fb966 .centered-text-area { width: 100%; position: relative ; } .u942a7ceb361257fcfcf8c32cf63fb966 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u942a7ceb361257fcfcf8c32cf63fb966 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u942a7ceb361257fcfcf8c32cf63fb966 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u942a7ceb361257fcfcf8c32cf63fb966:hover .ctaButton { background-color: #34495E!important; } .u942a7ceb361257fcfcf8c32cf63fb966 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u942a7ceb361257fcfcf8c32cf63fb966 .u942a7ceb361257fcfcf8c32cf63fb966-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u942a7ceb361257fcfcf8c32cf63fb966:after { content: ""; display: block; clear: both; } READ: Five Features Of Reality Essay Emotional intelligence is definitely becoming more and more important in organizations and life in general. However, I also think that measuring and developing these skills is a lot more difficult as being presented in the book. Many of .

Hrm Orientation Essay Example

Hrm Orientation Essay A procedure for providing new employees with basic background information about the firm. Orientation content Information on employee benefits Personnel policies The daily routine Company organization and operations Safety measures and regulations Facilities tour Orienting Employees (cont’d) A successful orientation should accomplish four things for new employees: Make them feel welcome and at ease. Help them understand the organization in a broad sense. Make clear to them what is expected in terms of work and behavior. Help them begin the process of becoming socialized into the firm’s ways of acting and doing things. The Training Process Training The process of teaching new employees the basic skills they need to perform their jobs. The strategic context of training Performance management: the process employers use to make sure employees are working toward organizational goals. Web-based training Distance learning-based training Cross-cultural diversity training The Training and Development Process Needs analysis Identify job performance skills needed, assess prospective trainees skills, and develop objectives. Instructional design Produce the training program content, including workbooks, exercises, and activities. Validation Presenting (trying out) the training to a small representative audience. Implement the program Actually training the targeted employee group. Evaluation Assesses the program’s successes or failures. Make the Learning Meaningful At the start of training, provide a bird’s-eye view of the material to be presented to facilitates learning. Use a variety of familiar examples. Organize the information so you can present it logically, and in meaningful units. We will write a custom essay sample on Hrm Orientation specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Hrm Orientation specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Hrm Orientation specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Use terms and concepts that are already familiar to trainees. Use as many visual aids as possible. Make Skills Transfer Easy Maximize the similarity between the training situation and the work situation. Provide adequate practice. Label or identify each feature of the machine and/or step in the process. Direct the trainees’ attention to important aspects of the job. Provide â€Å"heads-up† preparatory information that lets trainees know they might happen back on the job. Motivate the Learner People learn best by doing so provide as much realistic practice as possible. Trainees learn best when the trainers immediately reinforce correct responses Trainees learn best at their own pace. Create a perceived training need in the trainees’ minds. The schedule is important too: The learning curve goes down late in the day, less than full day training is most effective. Analyzing Training Needs Task analysis A detailed study of a job to identify the specific skills required, especially for new employees. Performance analysis Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee). Training Methods On-the-job training (OJT) Having a person learn a job by actually doing the job. OJT methods Coaching or understudy Job rotation Special assignments Advantages Inexpensive Immediate feedback Steps in OJT Step 1: Prepare the learner Put the learner at ease—relieve the tension. Explain why he or she is being taught. Create interest, encourage questions, find out what the learner already knows about this or other jobs. Explain the whole job and relate it to some job the worker already knows. Place the learner as close to the normal working position as possible. Familiarize the worker with equipment, materials, tools, and trade terms. Steps in OJT (cont’d) Step 2: Present the operation Explain quantity and quality requirements. Go through the job at the normal work pace. Go through the job at a slow pace several times, explaining each step. Between operations, explain the difficult parts, or those in which errors are likely to be made. Again go through the job at a slow pace several times; explain the key points. Have the learner explain the steps as you go through the job at a slow pace. Steps in OJT (cont’d) Step 3: Do a tryout Have the learner go through the job several times, slowly, explaining each step to you. Correct mistakes and, if necessary, do some of the complicated steps the first few times. Run the job at the normal pace. Have the learner do the job, gradually building up skill and speed. As soon as the learner demonstrates ability to do the job, let the work begin, but don’t abandon him or her. Steps in OJT (cont’d) Step 4: Follow up Designate to whom the learner should go for help. Gradually decrease supervision, checking work from time to time against quality and quantity standards. Correct faulty work patterns before they become a habit. Show why the learned method is superior. Compliment good work; encourage the worker until he or she is able to meet the quality and quantity standards. Training Methods (cont’d) Apprenticeship training A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training. Informal learning The majority of what employees learn on the job they learn through informal means of performing their jobs on a daily basis. Job instruction training (JIT) Listing each job’s basic tasks, along with key points, in order to provide step-by-step training for employees. The 25 Most Popular Apprenticeships Training Methods (cont’d) Effective lectures Use signals to help listeners follow your ideas. Don’t start out on the wrong foot. Keep your conclusions short. Be alert to your audience. Maintain eye contact with the trainees. Make sure everyone in the room can hear. Control your hands. Talk from notes rather than from a script. Break a long talk into a series of five-minute talks. Programmed Learning Programmed instruction (PI) A systematic method for teaching job skills involving: Presenting questions or facts Allowing the person to respond Giving the learner immediate feedback on the accuracy of his or her answers Advantages Reduced training time Self-paced learning Immediate feedback Reduced risk of error for learner Training Methods (cont’d) Literacy training techniques Responses to functional illiteracy Testing job candidates’ basic skills. Setting up basic skills and literacy programs. Audiovisual-based training To illustrate following a sequence over time. To expose trainees to events not easily demonstrable in live lectures. To meet the need for organizationwide training and it is too costly to move the trainers from place to place. Training Methods (cont’d) Simulated training (occasionally called vestibule training) Training employees on special off-the-job equipment so training costs and hazards can be reduced. Computer-based training (CBT) Electronic performance support systems (EPSS) Learning portals Computer-based Training (CBT) Advantages Reduced learning time Cost-effectiveness Instructional consistency Types of CBT Intelligent Tutoring systems Interactive multimedia training Virtual reality training Distance and Internet-Based Training Teletraining A trainer in a central location teaches groups of employees at remote locations via TV hookups. Videoconferencing Interactively training employees who are geographically separated from each other—or from the trainer—via a combination of audio and visual equipment. Training via the Internet Using the Internet or proprietary internal intranets to facilitate computer-based training. What Is Management Development? Management development Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. Succession planning A process through which senior-level openings are planned for and eventually filled. Anticipate management needs Review firm’s management skills inventory Create replacement charts Begin management development Managerial on-the-Job Training Job rotation Moving a trainee from department to department to broaden his or her experience and identify strong and weak points. Coaching/Understudy approach The trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching. Action learning Management trainees are allowed to work full-time analyzing and solving problems in other departments. Off-the-Job Management Training and Development Techniques Case study method Managers are presented with a description of an organizational problem to diagnose and solve. Management game Teams of managers compete by making computerized decisions regarding realistic but simulated situations. Outside seminars Many companies and universities offer Web-based and traditional management development seminars and conferences. Off-the-Job Management Training and Development Techniques (cont’d) Role playing Creating a realistic situation in which trainees assume the roles of persons in that situation. Behavior modeling Modeling: showing trainees the right (or â€Å"model†) way of doing something. Role playing: having trainees practice that way Social reinforcement: giving feedback on the trainees’ performance. Transfer of learning: Encouraging trainees apply their skills on the job. Off-the-Job Management Training and Development Techniques (cont’d) Corporate universities Provides a means for conveniently coordinating all the company’s training efforts and delivering Web-based modules that cover topics from strategic management to mentoring. In-house development centers A company-based method for exposing prospective managers to realistic exercises to develop improved management skills. Off-the-Job Management Training and Development Techniques (cont’d) Executive coaches An outside consultant who questions the executive’s boss, peers, subordinates, and (sometimes) family in order to identify the executive’s strengths and weaknesses. Counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses. Managing Organizational Change and Development What to change? Strategy: mission and vision Culture: new corporate values Structure: departmental structure, coordination, span of control, reporting relationships, tasks, decision-making procedures Technologies: new systems and methods Employees: changes in employee attitudes and skills Overcoming Resistance to Change What causes resistance? All behavior in organizations is a product of two kinds of forces—those striving to maintain the status quo and those pushing for change. Lewin’s Change Process Unfreezing: reducing the forces striving to maintain the status quo. Moving: developing new behaviors, values, and attitudes, sometimes through structural changes. Refreezing: reinforcing the changes. Overcoming Resistance to Change Change initiatives Political campaign: creating a coalition strong enough to support and guide the initiative. Marketing campaign: tapping into employees’ thoughts and feelings and also effectively communicating messages about the prospective program’s theme and benefits. Military campaign: Deploying executives’ scarce resources of attention and time to actually carry out the change. How to Lead the Change (in 10 Steps) Establish a sense of urgency. Mobilize commitment through joint diagnosis of problems. Create a guiding coalition. Develop a shared vision. Communicate the vision. Help employees to make the change. Generate short-term wins. Consolidate gains and produce more change. Anchor the new ways of doing things in the company’s culture. Monitor progress and adjust the vision as required. Using Organizational Development Organizational development (OD) A special approach to organizational change in which employees themselves formulate and implement the change that’s required. Usually involves action research. Applies behavioral science knowledge. Changes the attitudes, values, and beliefs of employees. Changes the organization in a particular direction. Examples of OD Interventions Evaluating the Training Effort Designing the study Time series design Controlled experimentation Training effects to measure Reaction of trainees to the program Learning that actually took place Behavior that changed on the job Results that were achieved as a result of the training

Why the US Is Said to Have a Mixed Economy

Why the US Is Said to Have a Mixed Economy The United States is said to have a mixed  economy because privately owned businesses and government both play important roles. Indeed, some of the most enduring debates of American economic history focus on the relative roles of the public and private sectors. Private vs. Public Ownership The American free enterprise system emphasizes private ownership. Private businesses produce most goods and services, and almost two-thirds of the nations total economic output goes to individuals for personal use (the remaining one-third is bought by government and business). The consumer role is so great, in fact, that the nation is sometimes characterized as having a consumer economy. This emphasis on private ownership arises, in part, from American beliefs about personal freedom. From the time the nation was created, Americans have feared excessive government power, and they have sought to limit governments authority over individuals including its role in the economic realm. In addition, Americans generally believe that an economy characterized by private ownership is likely to operate more efficiently than one with substantial government ownership. Why? When economic forces are unfettered, Americans believe, supply and demand determine the prices of goods and services. Prices, in turn, tell businesses what to produce; if people want more of a particular good than the economy is producing, the price of the good rises. That catches the attention of new or other companies that, sensing an opportunity to earn profits, start producing more of that good. On the other hand, if people want less of the good, prices fall and less competitive producers either go out of business or start producing different goods. Such a system is called a market economy. A socialist economy, in contrast, is characterized by more government ownership and central planning. Most Americans are convinced that socialist economies are inherently less efficient because the government, which relies on tax revenues, is far less likely than private businesses to heed price signals or to feel the discipline imposed by market forces. The Limits to Free Enterprise With a Mixed Economy There are limits to free enterprise, however. Americans have always believed that some services are better performed by public rather than private enterprise. For instance, in the United States, the government is primarily responsible for the administration of justice, education (although there are many private schools and training centers), the road system, social statistical reporting, and national defense. In addition, the government often is asked to intervene in the economy to correct situations in which the price system does not work. It regulates natural monopolies, for example, and it uses antitrust laws to control or break up other business combinations that become so powerful that they can surmount market forces. The government also addresses issues beyond the reach of market forces. It provides welfare and unemployment benefits to people who cannot support themselves, either because they encounter problems in their personal lives or lose their jobs as a result of economic upheaval; it pays much of the cost of medical care for the aged and those who live in poverty; it regulates private industry to limit air and water pollution; it provides low-cost loans to people who suffer losses as a result of natural disasters; and it has played the leading role in the exploration of space, which is too expensive for any private enterprise to handle. In this mixed economy, individuals can help guide the economy not only through the choices they make as consumers but through the votes they cast for officials who shape economic policy. In recent years, consumers have voiced concerns about product safety, environmental threats posed by certain industrial practices, and potential health risks citizens may face; the government has responded by creating agencies to protect consumer interests and promote the general public welfare. The U.S. economy has changed in other ways as well. The population and the labor force have shifted dramatically away from farms to cities, from fields to factories, and, above all, to service industries. In todays economy, the providers of personal and public services far outnumber producers of agricultural and manufactured goods. As the economy has grown more complex, statistics also reveal over the last century a sharp long-term trend away from self-employment toward working for others. This article is adapted from the book Outline of the U.S. Economy by Conte and Carr and has been adapted with permission from the U.S. Department of State.