John Adams and His Roles as President Essay

John Adams was one of the leaders in the fight for American Independence. He was born on October 30, 1735. His presidency began in 1976 through 1800 and was the second president of the United States, after winning the election against Alexander Hamilton. Upon winning the election he became the Chief of State. His most notable accomplishment, as President, was to avoid a war with France, while maintaining American honor. In our opinion he did a good job of this however he was not greatly supported by the Americans at the time. John Adams was not a very popular president of his time. Being the president, and Chief Executive, Adams was allowed to choose his own cabinet. He replaced Washington’s cabinet which consisted of Edmund Randolph, Alexander Hamilton, Henry Knox, and William Bradford. Timothy Pickering of Massachusetts was appointed the secretary of state, Oliver Welcott of Connecticut became the secretary of treasury, James McHenry of Maryland became the secretary of war, and Charles Lee of Virginia was appointed the attorney general. It’s obvious that George Washington had a much better cabinet than Adams did. John Adam’s cabinet was not nearly as sharp or as intelligent as the one of Washington. Obviously, Mr. Adams did not do too good of a job on choosing his colleagues. Another role that John Adams endured was the role as Chief Administrator. In today’s modern world the president would be in charge of agencies such as the CIA and the FBI. In Adam’s days these agencies did not exist. Nonetheless he was still in charge of keeping the government functions running as smoothly as possible. As a believer in centralized government, he helped strengthen the Federal government. As Chief Diplomat, John Adams ran into the biggest problem in foreign policy. The French were attacking American shipping. He sent three representatives to France to try to work out differences between the French and the US government. His emissaries were met by three French representatives demanding a bribe. This became known as the â€Å"XYZ† affair. Infuriated by the absurd 250,000 bribe of the French agents Adams began to prepare for war. He first asked for a provisional army. He also asked for the officers to be commissioned and for recruiting to begin. However, he did not call for an establishment of a large, professional army. Throughout the two years that the possibility of a war had existed, Adams had made it clear to everyone that he put he put his faith in a strong navy. As commander-in-chief he decided he did not want to use the army as an instrument for defense. Adams believed that the only way France could be brought around to treat with American envoys on an even basis is if it was made clear that the Americans were prepared to fight and that they would not submit to any further humiliation. He wanted France to see that the Americans were not backing down and that they were not afraid to go to war with the nation of France. After the â€Å"XYZ affair† John Adams acted on his role as chief legislature. He responded with The Alien and Sedition Acts of 1798. They were designed to crush the conflict. After two years John Adams decided it would be best to reopen negotiations because war with France was not in the best interest of the United States. He signed a peace treaty with France and thereof is accredited with bringing peace between the U.S. and France. Yet another role of the president is to be Chief of Party. We believe that John Adams was a failure in leading his political party as the end of the Federalists came about because of his presidency. During Adams’ presidency, the Federalist party split up. This happened because of how much John Adams and Alexander Hamilton disliked each other. Hamilton didn’t want Adams to be re-elected, and so he critized his performance as a President. Undoubtedly, Adams lost his re-election and Thomas Jefferson, the leader of the Democratic-Republican party, won office. After Adams retirement, and Hamilton’s unfortunate death, the Federalist Party was left without strong leader and steadily grew weaker and weaker. John Adams was not a bad president. However, because of society’s selfish and impatient needs, he was made out to be the enemy. Americans blamed John  Adams for being scared to go to war, but in reality, it’s a lot easier to go to war than it is to keep peace. It’s also quite difficult to go against the majority of ones colleagues who continually pressure you to act. John Adams may not have been the greatest president because of his ambition. However, he was a much better president and showed exemplary qualities as a chief citizen than what he was given credit for. He was a brave and honorable man who gave up re-election by not going to war. It shows real honor when you can give up your own selfish needs for the good of your country. John Adams was a much better president than he was given credit for.

Producing Isoamyl Acetate from Isoamy

This was then weighed and computed for the percent lied. The theoretical yield and the weighed value must have close values in order for this experiment to be successful. Keywords: fruit flavors, banana flavor, call stratification, reflux, extraction, washing, drying, drying agents Introduction Esters are a group of organic compounds that give out distinct odors. Examples of esters are fruit flavors such as the product of this experiment. Somali acetate or banana flavor is an ester which resulted from an call stratification between Somali alcohol and Acetic anhydride.Call stratification is a reaction between acid anhydride and call chlorides. Through this experiment, the students that performed It would have learned about reflux, extraction, washing and drying. The reflux technique is the boiling of the reagents while cooling the vapor escaping from it and having it returned in the flask to prevent evaporation. This guarantees that the temperature in the flask is constant. Extraction , washing and drying the resulting chemicals after the reflux technique separates the desired product, in this experiment It was the Somali acetate, from the excess products.Drying agents are used twice In this experiment, first to remove the water where the undesired reduces was washed Into and the last to remove the excess. The objectives of this experiment is as follows: To synthesize Somali acetate from Somali alcohol and Acetic anhydride To calculate percent yield of Somali acetate To learn the reflux technique To learn the technique of extraction, washing and drying Methodology First, the reagents were prepared and properly labeled. 5 drops of concentrated HOSTS was added into the acetic anhydride while in an ice bath.While still in the ice bath, Somali alcohol was slowly added into the acetic anhydride. The reaction was extremely exothermic which explains the use of an ice bath. See Figure 1) The reagents were then transferred into a reaction flask. Three boiling chips were a dded in order for the chemicals to boil easily. It was then refluxed for 30 minutes making sure that the temperature remains constant at ICC. (See Figure 2) It is necessary to keep the temperature constant in order to avoid explosions. Figure 2.Reflux Technique It was then poured into a beaker with crushed ice and allowed to melt. After melting, it was transferred into a separating funnel. 15 ml saturated Enhance was added into the solution. This was necessary in order for the organic components to react with it ND become water-soluble. The funnel was then swirled until two layers have separated. (See Figure 3) Figure 3. Swirling the Separating Funnel The lower layer was discarded and 15 ml of saturated NCAA was added. NCAA was a drying agent for the removal of water.

Mintzbergs Model on Organisational Structures

Mintzbergs Model on Organisational Structures The Five Parts This note summarises the key features of Henri Mintzbergs theory on the structuring of organisations, which he presented in his book The Structuring of Organisations and Structure in 5's: Designing Effective Organizations in the early 1980s. According to Mintzberg organisations are formed of five main parts: Operating core Those who perform the basic work related directly to the production of products and services Strategic apexCharged with ensuring that the organisation serve its mission in an effective way, and also that it serve the needs of those people who control or otherwise have power over the organisation Middle-line managers Form a chain joining the strategic apex to the operating core by the use of delegated formal authority Technostructure The analysts who serve the organisation by affecting the work of others. They may design it, plan it, change it, or train the people who do it, but they do not do it themselve s Support staffComposed of specialised units that exist to provide support to the organisation outside the operating work flow Pressures Each of these five parts has a tendency to pull the organisation in a particular direction favourable to them * Strategic Apexes – centralisation * Support Staff – collaboration * Technostructures – standardisation * Operating Core – professionalisation * Middle Line – balkanisation Five Generic Structures There are five generic organisation structures which can be described in terms of the five-part theory: * Simple structure, Machine bureaucracy, * Professional bureaucracy, * Divisionalised form, * Adhocracy. Simple Structure The simple structure, typically, has * little or no technostructure, few support staffers, * a loose division of labour, minimal differentiation among its units, and a small managerial hierarchy. * The behaviour of simple structure is not formalised and planning, training, and liaison devic es are minimally used in such structures. Coordination in the simple structure is controlled largely by direct supervision.Especially, power over all important decisions tends to be centralized in the hands of the chief executive officer. Thus, the strategic apex emerges as the key part of the structure. Indeed, the structure often consists of little more than a one-person strategic apex and an organic operating core Most organizations pass through the simple structure in their formative years. The environments of the simple structures are usually simple and dynamic.A simple environment can be comprehended by a single individual, and so enables decision making to be controlled by that individual. A dynamic environment means organic structure: Because its future state cannot be predicted, the organization cannot effect coordination by standardization Machine Bureaucracy The design of a machine bureaucracy tends to be as follows: * highly specialised, routine operating tasks; * very f ormalised procedures in the operating core; a proliferation of rules, regulations, ; formalised communication; * large-sized units at the operating level; * reliance on the functional basis for grouping tasks; * relatively centralised power for decision making; * an elaborate administrative structure with sharp distinctions between line and staff. Because the machine bureaucracy depends primarily on the standardization of its operating work processes for coordination, the technostructure emerges as the key part of the structure Machine bureaucratic work is found, in environments that are simple and stable.Machine bureaucracy is not common in complex and dynamic environments because the work of complex environments can not be rationalized into simple tasks and the processes of dynamic environments can not be predicted, made repetitive, and standardized The machine bureaucracies are typically found in the mature organizations, large enough to have the volume of operating work needed f or repetition and standardization, and old enough to have been able to settle on the standards they wish to use The managers at the strategic apex of these organizations are mainly concerned with the fine-tuning of their bureaucratic machines.Machine bureaucracy type structures are â€Å"performance organizations† not â€Å"problem solving† ones. Professional Bureaucracy The professional bureaucracy relies for coordination on: * the standardization of skills and its associated parameters such as design, training and indoctrination. * In professional bureaucracy type structures duly trained and indoctrinated specialists -professionals- are hired for the operating core, and then considerable control over their work is given to them. Most of the necessary coordination between the operating professionals is handled by the standardization of skills and knowledge – especially by what they have learned to expect from their colleagues. Whereas the machine bureaucracy ge nerates its own standards the standards of the professional bureaucracy originate largely outside its own structure (especially in the self-governing association its operators join with their colleagues from other professional bureaucracies). The professional bureaucracy emphasizes authority of a professional nature or in other words â€Å"the power of expertise†.The strategies of the professional bureaucracy are mainly developed by the individual professionals within the organization as well as of the professional associations on the outside. Divisionalised Form Divisionalised form type organizations are composed of semi-autonomous units – the divisions. The divisionalised form is probably a structural derivative of a Machine Bureaucracy – an operational solution to co-ordinate and controls a large conglomerate delivering: 1. Horizontally diversified products or services 2. In a straight-forward, stable environment 3. Where large economies of scale need not app ly.If large economies of scale were possible the costs and benefits of divisionalisation would need careful examination. The modern, large holding company or conglomerate typically has this form Like the Professional Bureaucracy, the Divisional Form is not so much an integrated organization as a set of quasi-autonomous entities coupled together by a central administrative structure. But whereas those â€Å"loosely coupled† entities   in the Professional Bureaucracy are individuals—professionals in the operating core—in the Divisionalised Form they are units in the middle line.These units are generally called divisions, and the central administration, the headquarters The Divisionalised Form differs from the other four structural configurations in one important respect. It is not a complete structure from the strategic apex to the operating core, but rather a structure superimposed on others. That is, each division has its own structure. Most important, the Div isionalised Form relies on the market basis for grouping units at the top of the middle line. Divisions are created according to markets served and they are then given control over the operating functions required to serve these markets.Adhocracy Adhocracy includes a highly organic structure, with: * little formalization of behaviour; * job specialization based on formal training; * a tendency to group the specialists in functional units for housekeeping purposes but to deploy them in small, market-based project teams to do their work; * a reliance on liaison devices to encourage mutual adjustment, the key coordinating mechanism, within and between these teams The innovative organization cannot rely on any form of standardization for coordination.Consequently, the adhocracy might be considered as the most suitable structure for innovative organizations which hire and give power to experts – professionals whose knowledge and skills have been highly developed in training progra ms. Managers (such as functional managers, integrating managers, project managers etc. ) abound in the adhocracy type structures. Project managers are particularly numerous, since the project teams must be small to encourage mutual adjustment among their members, and each team needs a designated leader, a â€Å"manager. Managers are also functioning members of project teams, with special responsibility to effect coordination between them. To the extent that direct supervision and formal authority diminish in importance, the distinction between line and staff disappears. Structure/strategy fit Pan American airlines A mismatch between strategy and structure can lead to serious organisational difficulties. This was the case with Pan Am Airlines. An error in strategy In the late 1970s, the international airline Pan Am, decided to adopt a new strategy in order to capture some of the American domestic market.The company felt that if its foreign-bound American travellers could do business with Pan Am for the entirety of their trip, the airline could become and industry giant. In 1978, therefore, Pan Am purchased National Airlines, which had one of America’s best domestic route systems. The acquisition proved to be a poor strategic move. Just as the purchase was made, the entire domestic airline industry in the US was deregulated. With deregulation, Pan Am could have constructed its own domestic route system with the resources it had.Instead, it acquired a very expensive domestic route system and domestic carrier that quickly became unprofitable under Pan Am management because of a serious structural error. Structural error Pan Am decided to roll National and Pan Am into one airline, still trading as Pan Am. This is most closely associated with developing a functional organisational design. National’s regular customers were thereby disenfranchised and customer loyalty to the National ‘brand’ was lost. A name such as Pan Am National Airlines would have been more useful to the organisation.Philip Morris, for example, used a much more appropriate and savvy approach when it bought Kraft and General Foods: it kept both names, Kraft General Foods. It did not drop the names and call itself Philip Morris Foods, which had no pre-existing market association. Combining the two airlines, rather than keeping them separate under a divisional structure, resulted in the loss of the lower-cost workers of National. Under the new, uniform structure, the former National employees were paid higher wages. While this may have appealed to the employees, it was an error on the part of Pan Am management.This error was especially evident after deregulation, which brought about low-cost airlines that could profitably offer travellers cheap fares. With its higher cost, Pan Am was being beaten by its old and new competitors. A sounder management structure would have been to match Pan Am to its new strategy by the divisional structure, leaving the two airlines as separate divisions of the same organisation. The effects of strategy and structure errors Because of the strategic and structural errors Pan Am was losing money. In order to survive, the airline began selling its assets. In 1980, it sold its Pan Am building in New York.In 1981, it sold its company hotel chain. During the same decade, it sold many of its DC-10 aircraft to American Airlines. When airline transport boomed again, Pan Am was left with no capacity to take advantage of the increase in air traffic. The struggling airline even sold its prized Pacific routes, a move that many experts say was one of Pan Am’s management’s greatest mistakes. The airline’s survival became doubtful. Pan Am began looking for a partner in hopes of prospering again. Management and labour problems In the midst of strategic and structural problems, management and labour came into conflict. In 1981, C.Edward Acker, who had built tiny Air Florida into a nationally kno wn carrier, became chairman of Pan Am. He got off to a good start with the union, with some employees even wearing buttons proclaiming themselves as ‘Acker Backers’. But the relationship did not last long. In 1985, the Transport Workers Union struck Pan Am, costing it any possible profits that year. By the late 1980s, Pan Am’s unions were calling for Acker’s replacement. In 1988, Acker and four other corporate officers lost their jobs. William Genoese, director of the Teamsters’ airline division, explained that the company’s problem was that management didn’t realise that he airline was 20 years behind the times. Management was not in the marketplace merchandising or being more competitive. The problem continued under the next Chairman. Eventually, time ran out for the carrier. The airline filed for chapter 11 bankruptcy on January 8, 1990 and went out of business on December 4, 1991. Required: Summarise the key strategic issues and th e link to structure. 3. By way of conclusion, identify and explain the changing approaches to organisational design and structure. Your answer must include an analysis of the reasons for these changes. Use examples either real or hypothetical to clarify your answer.

Writing with an Informative Aim Essay Example | Topics and Well Written Essays - 250 words

Writing with an Informative Aim - Essay Example Most people that are already working and have hectic schedules, prefer taking online courses in addition to their daily routines of going to work, getting back home, and not being able to find enough time to devote to manually taking classes. There are a number of merits of taking such online courses. Most people can choose from a vast variety of programs and degrees, make easy online payments, and start their course whenever they want. They do not have to wait for a session to commence or worry about setting aside enough time to attend classes which might lead to wastage of important time in commute. Everything becomes flexible for people that wish to sit at their own leisurely hours and attend these classes as and when they wish to, within a given time frame however. Most of the times, the costs of attending these online courses are also lesser as compared to the fee structure one would have to pay to attend a proper school and attend lectures day after day. People can thus easily balance their jobs as well as class timings and have a number of options open to them when they get back to working after completing their degrees. Many a times, older people feel awkward in taking classes where the maximum population consists of a young crowd.

Abraham lincoln as a trait,situational ,and transformational leader Assignment - 1

Abraham lincoln as a trait,situational ,and transformational leader - Assignment Example In astudy to determinethedistinctivetraits, a couple of researcheshavebeenconductwith theemphasis on identifyingthequalities of greatpersonalities. In 1948, Stogdill did a research on thetraitapproachandidentified ten leadershipcharacteristics(Northouse, 2010, p. 20).A similarstudywasdone by Mann (1959) but with littleemphasis on situational factorsandsuggested six traits that distinguish a leader from a non-leader. The two researchers realized five maintraits of an exceptionalleader. Abraham Lincoln as a lawyer, businessperson, andpoliticianexhibitsthesetraits, which includeintelligence, integrity, self-confidence, determination, andsociability. Northouse (2010) argue that an intelligent leader is one who portrays traits such as â€Å"strong non-verbal ability, perceptional, and their reasoning appears superior† (p.22). Abraham Lincoln is such leader. He was a well read, intelligent and an inspirational leader, which is evident through his devotion on the constitution and the rights of individuals (p.23). The second trait is his integrity nature, which is a quality of honesty and trustworthiness. According to Northouse (2012), such leaders take responsibility of their action and this bestows confidence in their followers (p. 24). Lincoln as a businessperson, became to be known as â€Å"Honest Abe† a nickname he earned when he pledgedto payall the debts realized from his failed business. Thethird traitdepicted by Lincoln is self-confidence; the ability to be sure of one’s proficiency and skills. Such ability influences others and thus, a leader feels confident that the efforts to influence others are justifiable. Lincoln with confidence, he appointed and swapped some Army commanders andhe defended his decisions against public attack and defended each one of the commanders.The forth trait is determination; the ability to get the task done through initiation,

How cultural values get reflected in technological artifacts Essay

How cultural values get reflected in technological artifacts - Essay Example Poster informs that the media of first media age is centralized and restricted as it is in the hands of certain producers and consumers who use media for their own purposes. Moreover, Poster adds that no value is given to culture in first media age while the second media age because of its being unrestricted will give value to culture. Technology helps any culture to depict its cultural values. With the help of technological development, media is going to be free to reveal its culture with freedom, as is informed by Poster. According to Poster, technology has affected the society and culture as a whole because it is only because of technological developments that the media is going to enter from first media age to the second media age. With technological development, there will also be culture development and media will enjoy more freedom as compared to its previous status. According to Poster, with the help of technology and culture in the second media age, the communication process will be decentralized. According to Mark Poster, the second media age is closely related to enhancement in technology. Mark Poster informs with the help of interface that the technology has improved. According to him, the word interface means a connection between human beings and the machines. Computers have an interface that allow them to be connected to human beings, while being worked at. According to Mark Poster, it is the technology that can be considered as associated to the second media age. With the help of technology, the second media age will be more supportive for media. Communication in second media age will be decentralized. Winner, in his article, â€Å"Do Artifacts Have Politics?† informs that culture and technology are related to politics. According to Winner, technological design, artifacts and social order have the power to affect the affairs of a community.

Analysis of Panic of 1837 Research Paper Example | Topics and Well Written Essays - 1250 words

Analysis of Panic of 1837 - Research Paper Example The 1837 panic did not result from a vacuum. A variety of factors aggravated the panic. The expansion of railroads and canals established large debts that would be incurred by the states. Imports exceeded exports leading to an unfavorable balance of trade. This resulted in a thrash of species, i.e. silver and gold, to the opposed paper currency. Several crop failures between 1835 and 1837 resulted in deficiencies in the budgets. The foremost cause of panic was the economic effect of land speculation. This was a moment of tentative mania. Following the demise of the United States’ bank, wild cats and state banks evolved hastily during the 1830s (Van 76). Money was easily obtained. Investors borrowed funds at a pace that could be termed as incredible. This did not only involve the western farmer but also manufacturers, traders, and merchants. The entire business community anticipated high returns if they spend their borrowed funds in speculative enterprises rather than refinanci ng novel ventures and settling out their debts. In the list of ventures, the leading would be investments in the readily available despicable land. The offices of land throughout the nation reported the sales as the speculators continued their investments for faster returns. In the years between 1834 and 1836, the sales had totaled approximately 37 million acres. In 1836, these sales were ten times more than they had been in 1830. The order of the day was the land office business. In an attempt to curb this tentative fever, president Jackson has issued the Specie Circular. This order authorized every land office to accept only silver or gold instead of rag money in disbursement for the public lands (Friedman and Schwartz 89). The state banks had little specie backing. The land sales slumped. Many speculators defaulted payments due to the little silver and gold available. The tentative mania continued across businesses despite the attempt of the federal government to halt or curb it. The speculators equipped with sufficient cash hired smart agents to enable them to appraise the most excellent lands. The superior speculators initiated illegal and unethical methods to get favor in their land quest. The Urban real estate was also involved in the mania as the values increased (Bourne 53). Valuation of real assets skyrocketed in New York above 50 percent within five years. The marine lands also tripled in value in a few years. Martin Buren succeeded Andrew Jackson. Jackson bequeathed a precarious economy to his successor due to the battle between him and Nicholas Biddle, the president of the U.S. Bank. This battle sternly damaged the U.S. economy. In a few months after Buren took office, the federal government operated on deficit due to the demise of the United States’ Bank that funded operations (Smith 96). These economic contractions established strapping repercussions that unfastened the path for the emergent of the Whig party as a tough alternative to the Democrats.  Ã‚