The development of Rousseau and Raskolnikov in Dostoyevskys Crime and Punishment and Camus The Outsider

The development of Rousseau and Raskolnikov in Dostoyevskys Crime and Punishment and Camus The Outsider In every society, it is important for individuals to adhere to a set of principles inorder to maintain order. In Dostoyevsky's Crime and Punishment and Camus' TheOutsider , however, both protagonists ignored the values of their society. Raskolnikovand Meursault felt their own beliefs were significant, and through their actions they wereable to express them. As a result, one man was judged as a social deviant, while the otherman suffered psychologically. Through dealing with this strife, Raskolnikov andMeursault gained a better understanding of their values and personal worth.In the beginning both men rejected the fundamental values of society and formedtheir own ideologies. Raskolnikov, for instance, believed that "we have to correct anddirect nature. But for that, there would never had been a single great man"1. In fact, hehad written an article titled "The psychology of a criminal before and after the crime".Poster for Czech first production of Raskolnikov (...Itstated that 'ordina ry' men live according to the law and exist only to reproduce thehuman race, yet 'extraordinary' men may break laws "if in his own conscience it isnecessary to do so in order to better mankind"2. Raskolnikov believed that indeed, hewas an "extraordinary man"3, but like Meursault, his beliefs were untested. As a result,he murdered an old pawnbroker women in order to prove himself. Meursault, as well,acted against the social norm. For example, even though it was expected of a son, he didnot show sorrow at his mother's funeral4. He did not think this was shallow, however, hejust refused to falsely show emotion when he did not feel any; "I realized that I'dmanaged to get through another Sunday, that mother was now buried, that I was goingback to work and that, after all, nothing had...

An Early History of Forensic Entomology, 1300-1900

An Early History of Forensic Entomology, 1300-1900 In recent decades, the use of entomology as a tool in forensic investigations has become fairly routine. The field of forensic entomology has a much longer history than you might suspect, dating all the way back to the 13th century. The First Crime Solved by Forensic Entomology The earliest known case of a crime being solved using insect evidence comes from medieval China. In 1247, the Chinese lawyer Sung Tsu wrote a textbook on criminal investigations called The Washing Away of Wrongs. In his book, Tsu recounts the story of a murder near a rice field. The victim had been slashed repeatedly, and investigators suspected the weapon used was a sickle, a common tool used in the rice harvest. How could the murderer be identified, when so many workers carried these tools? The local magistrate brought all the workers together  and told them to lay down their sickles. Though all the tools looked clean, one quickly attracted hordes of flies. The flies could sense the residue of blood and tissue invisible to the human eye. When confronted by this jury of flies, the murderer confessed to the crime. Dispelling the Myth of Spontaneous Generation of Maggots Just as people once thought the world was flat and the Sun revolved around the Earth, people used to think maggots would arise spontaneously out of rotting meat. Italian physician Francesco Redi finally proved the connection between flies and maggots in 1668. Redi compared two groups of meat: the first left exposed to insects, and the second group covered by a barrier of gauze. In the exposed meat, flies laid eggs, which quickly hatched into maggots. On the gauze-covered meat, no maggots appeared, but Redi observed fly eggs on the outer surface of the gauze. Establishing a Relationship Between Cadavers and Arthropods In the 1700 and 1800s, physicians in both France and Germany observed mass exhumations of corpses. The French doctors M. Orfila and C. Lesueur published two handbooks on exhumations, in which they noted the presence of insects on the exhumed cadavers. Some of these arthropods were identified to species in their 1831 publication. This work established a relationship between specific insects and decomposing bodies. Fifty years later, the German doctor Reinhard used a systematic approach to study this relationship. Reinhard exhumed bodies to collect and identify the insects present with the bodies. He specifically noted the presence of phorid flies, which he left to an entomology colleague to identify. Using the Succession of Insects to Determine a Postmortem Interval By the 1800s, scientists knew that certain insects would inhabit decomposing bodies. Interest now turned to the matter of succession. Physicians and legal investigators began questioning which insects would appear first on a cadaver, and what their life cycles could reveal about a crime. In 1855, French doctor Bergeret dArbois was the first to use insect succession to determine the postmortem interval of human remains. A couple remodeling their Paris home uncovered the mummified remains of a child behind the mantelpiece. Suspicion immediately fell on the couple, though they had only recently moved into the house. Bergeret, who autopsied the victim, noted evidence of insect populations on the corpse. Using methods similar to those employed by forensic entomologists today, he concluded that the body had been placed behind the wall years earlier, in 1849. Bergeret used what was known about insect life cycles and successive colonization of a corpse to arrive at this date. His report convinced police to charge the previous tenants of the home, who were subsequently convicted of the murder. French veterinarian Jean Pierre Megnin spent years studying and documenting the predictability of insect colonization in cadavers. In 1894, he published La Faune des Cadavres, the culmination of his medico-legal experience. In it, he outlined eight waves of insect succession that could be applied during investigations of suspicious deaths. Megnin also noted that buried corpses were not susceptible to this same series of colonization. Just two stages of colonization invaded these cadavers. Modern forensic entomology draws on the observations and studies of all these pioneers.

Will upload documents about the topic Essay Example | Topics and Well Written Essays - 2250 words

Will upload documents about the topic - Essay Example orld outward stock of FDI was estimated to be $10,672 billion in 2005 (EC, 2015).This huge amount was due to the increasing activities of multinationals. These activities of Multinational enterprises have a direct impact on rising amount of world GDP. The overall global foreign direct investments have been fluctuating over the last few years. One of the reasons for this was the economic and financial crisis that has affected the world economy. Economic crisis of 2008 has changed the behavior of the international investors and they have become more cautious before making investment in other countries. If the Foreign direct investment flow for the last few years has been analyzed; then a fluctuating trend can be identified. FDI flows had declined in the year 2012. However this flow had increased again in the year 2013. This increase in the FDI Flows was caused in the era of 2010 and 2013 because FDI flows during this period were less influenced by the global financial and economic crisis. Total FDI outflows increased approximately by 57Â  % in the year 2011. From this, the equity capital and reinvested earnings were the main cause of this increment as reported by EC (2015). However, in the year 2012, outward flows of FDI dropped a gain. This decline in FDI was caused due to reduced FDI activity with some traditional partners. Then in the year 2013, the FDI flow rose again up to 12Â  %. The main source of improving FDI was The United States and its direct investment into the European Union that rose approximately three times more than the year 2013 (EC, 2015). At the present time, Multinationals have become an integral part of life. Today, a local citizen can drive a BMW or Toyota. He can work at the IBM office while staying in his own country, eat at McDonalds, use an Apple cell phone, etc. All of these luxuries and facilities have been possible due to the existence of Multinationals Enterprises. It is due to these Multinational outlets that citizen of one country can

Morality of a Foreign Policy Essay Example | Topics and Well Written Essays - 1750 words

Morality of a Foreign Policy - Essay Example securing the good of the community and not benefitting the individual member of the society. Morality is derived from a Latin word "mores", that means custom, habit or a way of life. For an act to be moral, there are three fundamental characteristics - foremost, universal allegiance, secondly, impartiality in all the acts and lastly, the act in itself should be self-enforcing. The implication of these elements is that moral values bind everyone to these norms, and irrespective of any one, it is applied to all perspectives and interests. Lastly, it should be through voluntary actions of the persons and not forced upon by any other. Ethics is doing what is right and refrain from doing what is wrong. And the good is determined by the norms that are applicable to that particular situation. The political issues involve complex public affairs, and competing moral values and dilemmas and not simple moral verdicts. Ethical reasoning and judgments in foreign policy making involves use of relevant morals and illuminations in managing foreign relations with other states. The issues such as fairness of the international economic order, justice of the global institutions, and international regimes etc. should be guided by rules, and institutions in light of moral norms (Amstutz, 2005). The politics among nations is governed by political Realism, the phenomenon that says that the society is governed by objective laws have its roots from the human nature. Since the political systems comprises of people, therefore, the societal laws of human beings are to always prevail in these systems. Any statesman should apply rational alternatives in meeting problems under all circumstances. Morality has multiple facets to a foreign policy. Foremost, morality helps in defining goals and purposes of states and other players. No specific policy directives are given, but direction and general vision to highlight the nation's vital interests is given by the moral rules governing the foreign policy. It establishes the limits for any policy measure to be taken and acted upon. Moreover, any policy is also judged on the basis of these pre specified norms for judging the acts of the nations. A moral foreign policy should address three instruments - the conscience of decision makers, the influence of domestic opinion, and the influence of international reputation. The domestic opinion is formed by the freedom of expression of the people - as judged by the media, interest groups, and nongovernmental and professional associations; whereas, global opinion influences the international reputation of the country by labeling it as a reliable and moral actor or not. Kantian Ethics is the deontological approach talks about seeking happiness and that everyone will try to achieve pleasure and gratification to lead to the happiness, but, achieving happiness does not always fall in the purview of our powers, and it is a matter of luck. Thus, under this philosophy, evaluation of international politics actions taken might deem to be right or wrong, and not depending on the consequences. Thus, rationality is based on how a certain action is performed and not what does it result. Therefore, under this theory acts of terrorism can be favored by saying that these are the law enforcement acts, irrespective of the

Is Interagency Working in England Beneficial to Childrens Learning and Essay

Is Interagency Working in England Beneficial to Childrens Learning and Development - Essay Example From this paper it is clear that interagency workings in England started long time ago around in the mid 19th century in the health and social care sectors. Nevertheless, the trend has being gaining popularity over the past few years especially since the death of Victoria Climbie on February 2000. This research paper is going to critically analyze whether interagency working in England are beneficial to children’s development and learning. Victoria Climbie decease prompted to a large and thorough research analysis of the United Kingdom child protection and development services. This led to publication of various studies highlighting the need for multiagency working and sharing of information with the main goal being to protect children, help them develop and facilitate their learning. Such studies have led to numerous reforms as it had been suggested by different publications among them being the ‘Green Pape:Every Child Matters’ which was made in 2003, a publicati on that prompted to a dramatic increase in the number of voluntary and non-voluntary organizations working together to help children lead a full life. According to the study agencies working alongside other agencies has proven to be an effective strategy of improving children’s outcomes of development because of the cross cutting themes that different organizations bring forth together. Coming together of different organizations and sharing information increases the probability of shielding children from any harm and most importantly promote their welfare in a way that only a few children if any have to face terrible situations like the ones Victoria Climbie faced. Publications like the ‘Working Together to Safeguard Children’ year 2010 highlight the need for the collaboration of the general England society in promoting and safeguarding the welfare of young people and children.  

Managerial Effectiveness In Indian Organizations Management Essay

Managerial Effectiveness In Indian Organizations Management Essay Purpose- This paper seeks to explore the dimensions of managerial effectiveness within the context of Indian organization and to analyze the impact of experience and level of manager (senior, middle, junior) on their overall effectiveness, and also to compare the female and male counterparts. Design/Methodology/ approach- This study based on Motts scale to explore the dimensions of managerial effectiveness adopted by managers while discharging their functions and responsibilities. The scale is used to analyze overall effectiveness and also subsets of effectiveness i.e. productivity (three items), flexibility (three items), and adaptability (two items). Findings- Results of study presents a pattern of relationship between dimensions of managerial effectiveness within the context of Indian organization. Practical implications- Study through its empirical evidences provide a clear picture of managerial effectiveness perception of Indian managers at different level and further help managers to improve his/her managerial performance. Originality/ Value- The study enrich the existing literature and theories of managerial effectiveness and provide understanding of the issue of managerial effectiveness in Indian organization. Keywords- Managerial effectiveness, Indian organization, productivity, adaptability, flexibility, responsiveness, resources. Paper Type- research paper. Introduction With Increasing cut throat competition and dynamic business environment around the globe Organizations require a team of effective managers to run the day to day operations. Managers play significant role in the development, formulation, and execution of the organizations long as well as short term strategies that determines the organizations success. As mentioned by the Peter F. Drucker; Management is a dynamic, life giving element in every business; without it the resources cannot be converted into high production. There are many attributes which are the necessities of time and critical to delivering improved results, effective operations, and programs (Kotter, 1995; Hacker and Washington, 2003). In the ever changing business environment and with increased dependency of business on information technology, managers are required to sort-out new ways to facilitate production and sustainable growth of self as well as of the organization. Regardless of its increasing importance, the fie ld of managerial effectiveness has been neglected as compared to other issues of management (Willcocks, 1992). So it is the need of the hour to study managerial effectiveness in a new dimension and dynamic business environment. Managerial Effectiveness The concept of managerial effectiveness has always been a big issue of concern for academicians, scholars and practitioners. The problem is mostly attributed to the presence of a great deal of misunderstanding and vagueness regarding What is Effectiveness? and who is an effective manager? (Brodie and Bennett, 1979, p.14). Due to its complex nature and vast sphere, in literature managerial effectiveness has been defined in different ways (Langford, 1979). Brodie and Benett (1979, p.14) defined it as, results and consequences, bringing about effects, in relation to purpose, and giving validity to particular activities. Reddin (1974) explained managerial effectiveness as the degree to which managers achieve the output requirements corresponding to their respective positions. In other words it is the act of fulfilling multiple expectations rather than optimizing one (Kirchoff, 1977), while Drucker (1988) termed effectiveness as the foundation of success. Boyatzis (1982, p. 35) underlined effectiveness as qualities, intrinsic abilities or personality strengths of an individual. Mintzberg (1973, p.24) defined effective manager as one who identifies the need to understand the functions and uses the available resources to carry out managerial functions. Rastogi and Dave (2004) explained effectiveness as something a manager generates from a situation by managing it appropriately, and thereby achieving the targets in every sphere of the organization. Managers have many resources and authorities at their disposal and the performance of any organization is largely dependent on how well these resources have been utilized (Rastogi and Dave, 2004). So, the ability of the managers and the techniques to increase their degree of effectiveness is becoming important day by day (Analoui, 1997). Why organizations need effective and skilled executives? because effectiveness is a key component which enables an executive for effectual operation and delivery of complex initiatives (Analoui et al. 2010). Effective managers also provide leadership to the business and help in achieving core objectives of the organization. Drucker (1967, p.1) explained that an executive is expected to get the right things done and this is simply saying that he is expected to be effective. So from the available literature study it can be concluded that there have been as many explanations as there are researchers in the field, and there is not a single clear cut definition for managerial effectiveness, which could be single handedly applied in every aspect of management. Comprehensive review of literature reveals the three important perspectives of research areas of the managerial effectiveness are Conventional Perspective, Organizational level proficiency based perspective and individual level competency based perspective. Conventional approach stresses the ability to set and achieve goals (Bartol and Martin, 1991, p.11) and explains that it is the managerial effectiveness which is responsible for organizational effectiveness. The organizational level proficiency based theory explains that internal and external factors have influence on long term future orientation of the organizations. Organizations mission, vision, and strategic plan formulation plays vital role in achieving future goals. This approach further divulges that any organization incorporates the internal resources i.e. man, material, money, machinery, know-how and the external surroundings as a system to accomplish tactical intent. The individual competency approach focuses upon the in dividuals rather than the association of external actors and puts stress on the enhancement of convenient management skills and tactics. Katz (1974) allied managers job with three major dimensions-technical, conceptual, and human. So it can be said that the efficiency of any organization can be amplified by the effective union of all the above three dimensions. Analoui (1995, 1997, 1999, and 2007) proposed following eight parameters (i.e. Managerial perception; The need for managerial skills; Organizational criteria; Motivation; Degree of demands and constraints; Presence of choices and opportunities; Nature of intra- and inter-organizational relationships; and Dominant managerial philosophy) of managerial effectiveness and explored that personal, organizational and environmental contextual factors influenced these parameters significantly. Mott (1971) also developed an instrument to measure managerial effectiveness and identified productivity, adaptability, flexibility as the dimension of managerial effectiveness, while in another study, Jain (1999) has recognized three dimensions of executive effectiveness namely fu nctional, interpersonal, and personal effectiveness. Drucker (2006) further identified the following eight factors : need identification, familiarity with organization culture and climate, development of action plans, responsiveness towards decisions, effective communication, taking advantage on opportunity, productive meetings and, team work, which are very common and enables the executive with required content knowledge and also helps him in translation of this knowledge into advantageous output. Sen and Saxsena (1999) enrich the list by adding i.e. do right things; focus on self contribution; time handling; motivational aspect; management of change; value system and ethics; as some important traits of an effective manager. In another study, Bao (2009) explored that provisions of necessary resources, appropriate staffing, training, and setting achievable goals are the factors that are able to promote managerial effectiveness. Stewart (1991, p.102) pointed that demand, constraints, and available choices of jobs are three important ele ments that are required in order to be an effective manager. The above discussion suggests that different researchers have highlighted different dimensions and aspects of managerial effectiveness and also suggests mapping of the degree of effectiveness of any individual basis not only on his skills, knowledge and personal competencies but also on his interpersonal interactions and the ways how he manages his team. Scope of the study Managers have been defined as those who organize business activities and every organization depends on managers. With growing competition, boom in information technology and availability of substitute products and services, job of a manager has become very complex and important. Not only the organization but also the development of any nation depends upon the effectiveness and contribution of its people. India is being a rapidly growing country and with different dynamic market forces (i.e. science and technical breakthrough, economical growth, infrastructure development, flow of FDI, Global Mergers and acquisition of firms etc.) increasing in number and tendency, needs organizations equipped with effective and efficient managers who can optimally utilize the available resources, and can contribute in the national development. So, it is very important to explore the perception of Indian managers towards different dimensions of managerial effectiveness. Objectives and Aims of Study Main objective of this paper is: To explore the perception of managers towards dimensions of managerial effectiveness. To investigate the managerial effectiveness perception of managers at different level (senior level, middle level, and junior level) To compare managerial effectiveness perception of male and female managers in Indian organization. Research Methodology Sample, Size and Instrument The study targeted all level of managers (senior, middle, and junior level) in large public and private sector companies in India and based on primary data. A survey was carried by means of a self administered and open ended scale developed and validated by Mott (1971). The scale basically divided in to three subscales (productivity, adaptability, and flexibility) consisting of eight items. The Cronbach alpha for the present scale is .78 as overall effectiveness scale. After establishing rapport, the subjects are asked to tick mark his or her choice against any of the five statements in each set. Scoring for the scale was done manually after getting response. There is no right or wrong answer to the statements or items. A total 63 response collected from 16 Indian (Service and manufacturing both) organizations (Details given in Table I). After collection of response data was initially administered by using Factor analysis, average and means. Factor analysis was used to reduce the dimensions of the factors and also to explain the variance in the observed variables in terms of latent factors (Kundu, 2003). Finally mean of the overall scale used to interpret managerial effectiveness with experience, position held by executive. Profile of Respondents: Position, Gender and Age A large fraction (Table II) of the respondent were male (N=52; 82.5%) and female comprise small fraction (N=11; 17.5%). Age profile of respondent varies with the youngest manager at 24 and oldest executive at 57 years old with average age of 40 years. All the respondents have some experience of work which varies between a range of 1 year to 34 years and with an average value of 16 years of experience. Most of the respondent (N=30) held senior level position, small portion (N=10) held junior level position and remaining (N=23) belongs to the middle level position. Analysis and Results Since the objective of this study is to find out the dimensions of managerial effectiveness. To achieve this, factor analysis has been used for data analysis. Before employing factor analysis data was examined whether the size of sample is adequate to run factor analysis and outputs shows that the Kaiser-Meyer-Olkin (KMO=.703) value is near to 1 and indicates that the patterns of correlations are condensed. Bartletts test of sphericity with approximated chi square value 91.068 and with 28 degree of freedom, which is significant at the 0.05 level and held the factor analysis appropriate. A total of 8 variables regarding perception of managerial effectiveness were subjected to principal component analysis with varimax rotation by using the factors with eigen value more than 1.00 were retained. Harman (1976) indicated that factors with Loading score greater 0.29 at the 0.05 level were significant but in this study the factors having loading greater than 0.4 were considered and included to define the factor. Factor analysis has extracted a good amount of variance with values of communalities vary from 0.465 to 0.838. Three factors were extracted on the basis of eigen value criterion more than 1 (ranging from 1.058 to 2.790) and explaining 63.334% of variance. Table III gives rotated loading of variables for extracted three factors, Eigen value, and variance explained by each factors. At last on the basis of results from statistical analysis (Table III) of primary data a total of three factors are extracted and explained hereunder. Productivity This is first factor which shows highest value of variance and measure the productivity in terms of physical output of product and service delivered. This factor also includes using new method of production for capacity enhancement, optimum and efficient utilization of resources, and problem anticipation. Adaptability Second important factor with variance value 15.237% includes the variables i.e. acceptance of new system design, and adjustment to new work situation. Quality Flexibility The last one includes two variables each for quality and flexibility and measure the perception of employees towards work quality, and coping with new emergencies rapidly and successfully. Table IV shows the pattern of correlation between the items/variables measured reveals the correlation among eight items/variables used in the study. It can be observed that variable 6 (acceptance of change) has highest correlation with Variable 7 (adjustment to new situation) with a correlation coefficient of .450 (p> .01) followed by variable 1 (productivity) with variable 5 (change management). Table further reveals that highest correlation is observed among variable 2 (quality) and variable 8 (damage control) with a value of .405 and followed by variable 1 (productivity) and variable 4 (problem solving) and further with variable 4 and variable 5. Overall correlation matrix reveals the association among variables is statically significant. Table V shows the mean value of overall managerial perception of managers held different position and having varying work experience. It shows mangers at senior level (with mean value 3.42) have significant in compare to junior level (with mean value 3.06) but very little low than managers at middle level (mean value 3.5). The overall mean value of scale is (with mean value 3.40) very near to mean value of senior managers but significantly differ in the case of junior level managers. Their managerial perception lies below the average score. Managers at middle level have larger value than total mean value of overall scale and they also show greater perception than both other levels. But it gives contrary results with increasing work experience, from junior to middle level it increases but from middle to senior level it falls again. Results also show that mean value (3.42) of overall perception of managerial effectiveness remains above from mean value of total sample (3.40) and the mea n value of male participants (3.36) remains little somewhat lower than mean value of total sample (3.40). Average work experience of male (26) and female (9) participant support that it has no a significant impact on overall managerial perception. Discussion This study provides an overview of managerial (senior, middle, and junior level) effectiveness perception. A scale consisting of subscale (productivity, adaptability, and flexibility) and eight variables used to get responses from the sample. Mott (1971) grouped these eight variables under three factors i.e. productivity (three items/variables production output, optimum utilization of resources, and adoption of new method of production), adaptability (three items/variables i.e. quality, problem anticipation, and acceptance of changes) and flexibility (it includes two items/variables adjustment to new situation and cope with emergencies readily and successfully). Luthans et al. (1988) in his study also explained the same variable and describe a model of managerial effectiveness. Results of present study reveals the grouping of variables under the factors, factor analysis sorted the three important factor which are explained as productivity (including four items/ variables production output, optimum utilization of resources, and problem anticipation, and adoption of new method of production) As result shown in Table III, productivity has the maximum variance with 34.881% it shows that managerial productivity is highly related with managerial effectiveness and it is measured by the extent of their output (Laufer and Jenkins 1984; Reddin 1970; Campbell et al. 1970). Analoui (1997) explained that managerial effectiveness is depends on the extent of output of productivity. Dayal also (1984) in his study identified the developing capability of employees as an important dimension; the present study also identified the efficiency of employees as important variable for managerial effectiveness. Productivity of employees in this study includes items i.e. output of pro ducts and services, optimum utilization, problem anticipation and adoption of new method for production, these all variables can be concluded under competence of mangers and competence is identified by Gupta (1996) as one of significant dimensions of managerial effectiveness. Labbaf et al. (1996) referred competence as key stone of managerial effectiveness and also mean for improved organizational performance and effectiveness, and this competence further considered to reiterate the overall capability of management. Another important dimension of managerial importance which appeared from the study is the adaptability (includes two items i.e. acceptance of changes, adjustment to new situation) and it shows some contrasting results from the literature (Mott 1971: Chauhan et al. 2005; Luthans et al.1988) and only two variable shows significant rotation loading (0.6978, 0.907) with factor two adaptability with a variance of 15.237%. The third factor which evolved from the factor analysis has been named as quality concern and responsiveness and include two variable i.e. quality of services and products, and cope with new emergencies readily and successfully with a variance value of 13.226%. The important findings from the study are that this study reassembles the variables/items of original scale with significant alpha value and correlation pattern for perception of managerial effectiveness. The study also (table V) found that effectiveness perception has little significant effect of work experience and position held and increases with the experience. Mean value for overall effectiveness increases from junior level (3.06) to middle level (3.5) and again falls from middle to senior level (3.42). These findings are in tune with Sriastva and Kumar (1984) who explained that junior level executive are less effective than middle level executive. The study also found that overall managerial effectiveness of female managers (mean value 3.42) is more than their male counterpart (mean value 3.36) and their overall effectiveness is also greater than the average effectiveness of the whole sample (with mean value 3.40) and support the view of Schwartz (1992) that if a company attrac t, promote, reward and values women it will speaks directly and also provide a evidence for equal opportunity on employment. Overall mean value for the effectiveness remains close to the senior level and middle level and it proves that degree of effectiveness raises with respect to the position of managers in the hierarchy of the organization. Results further explain the if all variables are considered independently than Variable like adjustment to new situation, quality, and optimum utilization of resources (Table III) shows the higher loading value (0.8 Conclusion and implications The present study aimed to explore the dimensions of managerial effectiveness within the context of Indian organization and to analyze the impact of experience and level of manager (senior, middle, junior) on their overall effectiveness, and also to compare the female and male counterparts. Results of the study support the findings of other studies and suggest that effectiveness of managers at work place is generally a function of items, and importance of these items vary form manager to manger and from organization to organization, and it is, therefore assumed as the extent to which a mangers achieves. Findings from the study indicate the changed perception of managers in Indian organization from past, the reassemblies of items and emergence of responsiveness as new factor shows it clearly. Each of three factor shows a good value of Cronnbach alpha (productivity 0.78, adaptability 0.69, and quality and responsiveness .74) and validate the reassembly of items in the factors i.e. productivity, adaptability, and quality and responsiveness. Furthermore, the study reveals that there is a clear indication that female managers are more effective as compared to their male counterparts and hence strives for increased number of female managers in Indian organization at all level. Another important finding of the study is that effectiveness is not associated with the age of mangers (it increases from junior to middle and again fall form middle to senior level). In case of junior manager the study support that training and development programs can play significant role to raise their effectiveness. On the basis of review of referred literature and empirical evidence from the study it is concluded that managerial effectiveness can be referred as continuous improvement of the output and it plays an important role in overall organizational effectiveness. 9. Scope for Future Research The present is study is based on the limited number of subjects and targeted organization, and also restricted to geographical boundaries. Further research can be done with large sample size and with more number of organizations. One more important aspect untouched by the study is the moderators and mediators of managerial effectiveness; these can be studies within same context with their degree of influence on effectiveness. Many scholars devised the items to measure the effectiveness (i.e. Analoui, Gupta, Dhar) but present study based on Mott scale. More research can be done with other available parameters also.

Free College Essays - Displays of Light in Paradiso :: Dante Paradiso Essays

Paradiso – Displays of Light Dante's ascension throughout the entire Divine Comedy, namely that of his last book, Paradiso, is notedly marked by the variant displays of light and how it effects the poets. Quintessential to the purpose of this entire poem is the depiction of Paradise as a realm of light that exists in nine spheres, whose proximity to God varies directly with their merit, shown by the first three lines, "The glory of Him who moveth everything /Doth penetrate the universe, and shine/ In one part more and in another less." (Dante, 293) In the closer spheres with the lesser radii, Dante notes the soft glowing lights, but as he approaches the centermost sphere, he attempts to describe the inexpressible gleaming of the vision of divinity, thus the recurrence of the theme of light running throughout the poem. The first appearance in the sequence of lighting occurs in Canto I where he refers to Paradise as "all that hemisphere was bathed in light/ The other dark." (Dante, 294) As he first enters heaven, he notes that its luminescence irradiates everything else around it, leaving it in total darkness. As he continues "Already did I rest content/ From great amazement; but am now amazed/ In what way I transcend these bodies light." (Dante, 297) But this would only be the beginning of the amazement. This central theme of light again appears in Canto XXIII, where Dante contemplates the symbolism of Christ as light. "Outshining myriad lamps beheld I then/ one Sun who kindled each and all, as ours/ kindles the stars that throng his high domain;/ and through the rays, poured down in living showers,/ the radiant substance, blazing on me, tried/ my mortal vision beyond my mortal powers." (Bergin, 111) Thus, Dante realizes that has been enlightened far beyond the length of what reason can describe. The final instance in the recurring sequence of lights occurs at the very end of the poem where he, "by a lightning flash my mind was struck/ And thus came the fulfillment of my wish.