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The Un Charter The Violation Of National Sovereignty And...

I’m going to talk about the UN Charter. I think that some legal flaws of the UN Charter inevitably encourage the civil wars. State that influenced by Western Christianity culture often have great confusion on the role and interests of human rights and humanitarian due to religious obstacles. According to the UN Charter, collectivity benifits derive from Individualism (can be understood as human rights above sovereignty), which is actually its legal basis of existence. However, this term is vetoed by the sanctity of national sovereignty and territorial integrity of a member of the right. Any use of human rights above sovereignty for explaining the legitimacy of rebellion also means that unity at any cost is the statutory power for both sides in a civil war. This situation constitutes a weird logical contradiction based on the UN Charter: If civil war occur in a country, then the government must be unlawful. If one force is committed to the civil war, its action is legal. But any force try to avoid the war is not only bring about its own destruction, but also not legitimate. In such conflicts, the finally result is that who advocate, who maintain, the thicker arm is legitimate. Whose people brawl power is greater, who is legal. This bury the legitimacy of the UN Charter itself based on reality. Therefore, the UN Charter lacks of the ability of calling on Member States to broadly participate in law enforcement. The use humanitarian grounds (often confused withShow MoreRelatedU.S. Drone Attacks and Pakistan State Sovereignty2667 Words   |  11 PagesU.S. Drone Attacks and Pakistan State Sovereignty According to Sean D. Murphy, U.S. anti-terrorist operations in Pakistan so far have taken the forms of drone strikes, â€Å"hot pursuits† into Pakistani territory in immediate response to raids from within Pakistan, and secret missions by special operations forces, such as the CIA, against militant targets located deeper in Pakistan . The numbers of incidents involving â€Å"hot pursuits† of the militant hideouts inside the Pakistani territory have been veryRead MoreUn Convention Against Torture And Part II Of The 1949 Geneva Protocol990 Words   |  4 Pagesaccount the undistinguished threshold between enhanced interrogation and torture, In agreement with the 1984 UN Convention Against Torture and Part II of the 1949 Geneva Protocol regarding human rights, 1. Welcomes reform to the 1984 UN Convention Against Torture and Part II of the 1949 Geneva Protocol to: a. define the people to which the articles apply, thus clearly designating their rights, b. specify the language used in order to prevent the finding of loopholes; 2. Instructs nations to ensureRead MoreHumanitarian Intervention with Respect to R2P3241 Words   |  13 PagesAGENDA- HUMANITARIAN INTERVENTION WITH RESPECT TO R2P INTRODUCTION The objective of humanitarian intervention is to prevent mass violation of human rights and human dignity. It has remained a compelling issue in international affairs because of its controversial character. Although sovereignty has formed the basis of international relations since the Treaty of Westphalia, events in the 1990s raised the impetus of the international community to place the protection ofRead MoreThe Case Of Kosovo And Unilateral Humanitarian Intervention3646 Words   |  15 Pagesstate that existed in Southeast Europe during most of the 20th century— exercised tyrannical rule over the Kosovars for many years, to such an extent, and reaching such gravity, that it can plausibly be argued that the people of Kosovo acquired a right to resistance to tyranny. As a result, the intervention carried out by th North Atlantic Treaty Organization (NATO) can be naturally interpreted as assistance to a justified revolution. This is the correct way to understand humanitarian intervention:Read MoreHuman Rights Take Priority Over States’ Rights Essay3593 Words   |  15 Pagesdragged through the streets. Belgium was already pulling its peacekeeping troops from the state. The Tutsis’ human rights were clearly being violated. Why did no state intervene and force the Hutus to stop t his ethnic cleansing? There was no intervention because states have rights too: political sovereignty and territorial integrity. This battle between states’ rights and individual rights is at the heart of the debate on humanitarian intervention. Humanitarian intervention is not the same thing asRead MoreCyber : The New Frontier Of International Law4043 Words   |  17 Pagesowned segments are currently handled by contracted businesses. [endnoteRef:3] This definition is the most satisfactory when understanding the threats and issues that are raised within cyberspace domain.[endnoteRef:4] [3: Franzese, Patrick W. Sovereignty in Cyberspace: Can It Exist? Air Force Law Review 64 (2009): 10-11. Preston, Stephen. Department of Defense Law of War Manual. Defense.gov. June 15, 2015. Accessed November 14, 2015: 995. http://www.defense.gov/Portals/1/Documents/pubs/Law-of-War-Manual-June-2015Read MoreCyber : The New Frontier Of International Law4051 Words   |  17 Pagesowned segments are currently handled by contracted businesses. [endnoteRef:3] This definition is the most satisfactory when understanding the threats and issues that are raised within the cyberspace domain.[endnoteRef:4] [3: Franzese, Patrick W. Sovereignty in Cyberspace: Can It Exist? Air Force Law Review 64 (2009): 10-11. Preston, Stephen. Department of Defense Law of War Manual. Defense.gov. June 15, 2015. Accessed November 14, 2015: 995. http://www.defense.gov/Portals/1/Documents/pubs/Law-of-War-Manual-June-2015Read MoreThe Legality Of Intervention During The Middle East2970 Words   |  12 Pageslimited to, United Nation Charters, collective and individual self-defense, and the 2001 Authorization for Use of Military Force First and foremost, the United Nations charter must be observed and dissected, as it provides the pillars that support international law and are relevant especially where self-defense and use of force are concerned. Strictly speaking, ISIS is part of Iraqi and Syrian territory. In chapter 1, article 2 of the United Nations charter, it prohibits member nations from â€Å"the threatRead MoreThe Issue Of International Politics1846 Words   |  8 Pagesis an imperative requirement of the right to intervention. If so, when should this right be exercised and who should be responsible for carrying out such an important task? These are just some of the questions highlighted in the following argument. According to Britannica (2015), sovereignty in political theory, is the ultimate authority in the decision-making process of the state and in the maintenance of order within its territories. The idea of sovereignty also points to the idea of non-interventionRead MoreSuccessful Accession of Crimea to Russia Essay1720 Words   |  7 Pagesaccession to Russia are events that clearly highlight the underlying sources of conflict in global politics. While Russia sees its actions in Crimea as a â€Å"reunification† and the respect for the right of self-determination, the West views it as a threat to European security and a violation of territorial integrity. Crimea has been a debatable topic from the time it came under the control of the Russian Empire in 1783 during the reign of Catherine the Great. The justification then was similar to the reasoning

Gatsby

Gatsby-biography Essay Dreaming The Impossible Dream:An autobiographical portrayal of F. Scott Fitzgerald as Jay Gatsby, in The Great GatsbyFrances Scott Key Fitzgerald, born September 24, 1896 in St. Paul, Minnesota, is seen today as one of the true great American novelists. Although he lived a life filled with alcoholism, despair, and lost-love, he managed to create the ultimate love story and seemed to pinpoint the American Dream in his classic novel, The Great Gatsby. In the novel, Jay Gatsby is the epitome of the self-made man, in which he dictates his entire life to climbing the social ladder in order to gain wealth, to ultimately win the love of a woman: something that proves to be unattainable. As it turns out, Gatsbys excessive extravagance and love of money, mixed with his obsession for a womans love, is actually the autobiographical portrayal of Fitzgerald. While attending Princeton University, Fitzgerald struggled immensely with his grades and spent most of his time catering to his social needs. He became quite involved with the Princeton Triangle Club, an undergraduate club which wrote and produced a lively musical comedy each fall, and performed it during the Christmas vacation in a dozen major cities across the country. Fitzgerald was also elected to Cottage, which was one of the big four clubs at Princeton. Its lavish weekend parties in impressive surroundings, which attracted girls from New York, Philadelphia and beyond, may well have provided the first grain of inspiration for Fitzgeralds portrayal of Jay Gatsbys fabulous parties on Long Island (Meyers, 27). Although Fitzgerald was a social butterfly while at Princeton, he never had any girlfriends. However, at a Christmas dance in St. Paul, MN during his sophomore year, he met Ginevra King, a sophisticated sixteen-year-old who was visiting her roommate, and immediately fell in love with her.Although Scott loved Ginevra to the point of infatuation, she was too self-absorbed to notice. Their one-sided romance persisted for the next two years. Fitzgerald would send hundreds of letters, but Ginevra, who thought them to be clever but unimportant, destroyed them in 1917. The following year, Ginevra sent Scott a letter that announced her marriage to a naval ensign. Just before Fitzgerald was to meet with Ginevra after a twenty-year absence, he proclaimed to his daughter, with mixed feelings of regret and nostalgia: She was the first girl I ever loved and have faithfully avoided seeing her up to this moment to keep the illusion perfect, because she ended up by throwing me over with the most sup reme boredom and indifference (Meyers, 30). Although heartbroken at the time, Fitzgerald answered Yeats crucial question Does the imagination dwell the most / Upon a woman lost or a woman won? by using his lost love as imaginative inspiration. For in his 1925 masterpiece, The Great Gatsby, he recreated the elusive, unattainable Ginevra as the beautiful and elegant Daisy Fay Buchanan. Throughout the novel, Fitzgerald described Daisy as an almost disembodied voice which, Gatsby realized at the end, was full of money. Fitzgerald wrote, her face was sad and lovely with bright things in it, bright eyes and a bright passionate mouth, but there was an excitement in her voice that men who had cared for her found difficult to forget (Fitzgerald, 14). It should be noted that, Gatsbys ability, like Fitzgeralds, to keep that illusion perfect sustains his self-deceptive and ultimately self-destructive quest, with the help of his own fabulous money, to win Daisy back from her husband (Meyers, 30). Although Ginevra King was Fitzgeralds first true love, she certainly was not his last. In July 1918, while stationed in Montgomery, Alabama with the military, Scott met a gracious, soft-voiced girl named Zelda Sayre at a country club dance. Scott recalled that night that, she let her long hair hang down loose and wore a frilly dress that made her look younger than eighteen. She came from a prominent though not wealthy family and had just graduated from Sidney Lanier High School (Meyers, 42). Means To Tragic Ends (oedipus EssayJay Gatsby, like Fitzgerald, was fascinated by money and power, and impressed by glamour and beauty. However, they both knew that they could never fully belong to this prosperous and secure world, and that the goal of joining this careless class was an illusion. Fitzgeralds novel, shows what happens to people who pursue illusory American dreams, and how society (which they have rejected) fails to sustain them in their desperate hour.The Great Gatsby embodies the failure of romantic idealism. The hero achieves a great deal, but he loses the individual qualities that defined him at the beginning of the book and ends, as he lived, essentially alone (Meyers, 343). One of the dominant themes of The Great Gatsby was surely one of the prevailing themes of Scott Fitzgeralds life. Jay Gatsby became love-stricken and despite rejection, dedicated his entire life to winning back that elusive love, disregarding everything along the way that was moral, despite realizing at the end that reaching his goal was unachievable. Scott Fitzgerald had the same dream as Gatsby, for he yearned to join the ranks of the upper-class and accordingly obtain the love that had escaped him. It was an unfortunate outcome, one of hopelessness and despair. In reference to the theme, it is pointed out that, in all truth. . . The Great Gatsby is about something a long way removed from (Gatsbys) legend and popular reputation: it is about wanting better bread than can be made out of wheat and then finding each loaf rotten with decay, about the corruption beneath the glittering surface, about the soul of man in a society bent on dissolution (Priestly, 13). In Fitzgeralds description of Jay Gatsby, he has courageously explored and revealed his own character, leaving us not a glamorous legend, but a vivid record of self-examination. Fitzgeralds description of Gatsbys tenacious character and lust for wealth and women was so real and graphic, that it could only be expressed by someone who had actually endured such feelings.For in The Great Gatsby, Fitzgerald uses fiction to tell his own story reflecting on the superior and brutal qualities of the rich and on the impossibility of becoming one of them (Meyers, 123). Works Cited hDaiches, David. Critical Approaches to Literature. Longmann, New York: David Daiches, 1981. hFitzgerald, F. Scott. The Great Gatsby. London: Penguin Books Ltd, 1970. hGuerin, Wilfred L. A Handbook of Critical Approaches to Literature. New York: Harper and Row Publishers, 1979. hMeyers, Jeffrey. Scott Fitzgerald: A Biography. New York: Harper Collins Publishers, 1994. hPriestly, J.B.. The Bodley Head Scott Fitzgerald. London: The Bodley Head Ltd, 1958. BibliographyhDanziger, Marlies K. An Introduction to the Study of Literature. Boston: D.C. Heath and Company, 1961. hDiYanni, Robert. Literature fourth edition. Boston, MA: McGraw Hill, 1998. hLevin, Harry. Fitzgerald the makers of modern literature. Norfolk, Connecticut: New Directions Books, 1941. hhttp://gatsby.cjb.net/ The Gatsby Online Researchhhttp://www.novelguides.com/ClassicNotes/Titles/gatsby/ Classic Notes OnlineWords/ Pages : 2,194 / 24

Organisational Structure free essay sample

The organisational structure of a company reflects its culture, its management style and its leader attitude in addition to the environment in which it has to operate. Without giving a full description of the two airlines structure it is worth saying that British Airways and Virgin Airlines mainly differ in two aspects: size and culture. Both companies have a structure which is mostly dictated by operational needs characteristic to every airline. British Airways has a more formalised structure with precise rules and procedures, due to its size and the global scope of its activity. A major change in the last years has been the reduction of its management layers, between the chief executive and the front line who interface with customers, from nine to five. It now has small ad hoc groups working in parallel with the formal structure, with responsibilities that cut across different functions, or in some case duplicated these functions. We will write a custom essay sample on Organisational Structure or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Virgin Atlantic is a more cost conscious, lean and mean organisation. It has a small, networked and dynamic structure. It relies more on personal initiatives, helped in this by its small scale and its leader’s management style. Virgin in fact is one of the best delegated companies. 5. 2 Corporate culture The organisational culture consists of the deep basic assumptions, beliefs, values and norms which are shared by members of an organisation, arise from the organisation’s history and tradition and are modified by contemporary events. It can more simply synthesised as the assumptions about â€Å"how people do things around here†. The culture of an organisation is fundamental because the mission, the strategies and the way they will be accomplished will spread from this core of key assumptions, how it is managed and how effectively it is communicated and shared throughout the organisation. The culture will be affected from and will affect leadership and the style of management and will play a major role in customer satisfaction especially in the service industry where the absence of physical evidences must be replaced by a strong culture. Corporate culture can be described as a self sustaining system by McKinsey 7S’s model which includes Staff, Skills, Style, Shared Values, Systems and Structure, all mobilised by an overall Strategy. Those who would evolve a culture that can pursue an effective strategy must: hire the right Staff (service oriented), train them in the right Skills (emotional labour), manage them in the Style required (trust, empowerment), select values to Share with them (customers first), install the right Systems (performance appraisal), improve the Structure (less hierarchy, more cross-functional teams). Where all these six points on the hexagon have been dealt with they can help mobilise a coherent strategy (see Illustration 5. 1). In BA and Virgin Atlantic marketing fuses with the highly visible corporate culture experienced by passengers. The culture is really what customers buy. It is a larger pattern in which the physical features, such as seating and food, are embedded. Product innovations can be rapidly imitated but the culture cannot be easily copied. It has to be built up and learned. Developing an effective service culture moves an airline ahead of its competitors with imitators are more likely to fail. There are two cultures in British Airways, one high in the sky at 30,000 feet which is highly co-operative, service oriented focused on passengers and the other one on the ground highly competitive, politicised head-to-head with the external world, where it seems that fiercely adversarial values reigned. Middle management, which is key to the implementation of any strategy and the outcome of cultural change, is still ruled by separate functions and at the top all the weight still goes on the individualist functions of high finance and take-over. There is still some job to be done (see Illustration 5. 2). [pic] Competitive Politicised Functionalist Specialist Co-operative Service oriented Illustration 5. 2 British Airways’ cultures The reason for BA’s success lies in the radical change of its culture undertaken in the 80’s and which is still going on, as Mr. Ayling stated recently. BA managed in the 80’s to change from the airline of last resort to the world’s favourite carrier. The airline was grossly overmanned, unpunctual and strike prone, with a very special disdain for passengers. It needed a coherent philosophy on how the customer can best be served. Most of the change has been prompted by a marketing orientation. Customers have been posed at the centre of the attention and individuals have been empowered to take initiative. It learned to respond to customers’ requirements and co-act on individuals’ initiatives. Ayling is now concerned about how to remove the last vestiges of bureaucracy. A customer oriented culture is vary important for an airline. Its reputation relies mostly on verbal encounters between airline staff and passengers, most lasting less than 30 seconds. A company such as British Airways, with its 30 million passengers a year interacting an average 7. 5 times per journey, could expect 225 million of such short interactions. Those dealing directly with customers must have room for discretion and personal initiative. They need to be looked after so that they can repeat this caring approach onto the customers. Customers’ intuitive reaction is not to the product, but to an ambience, environment or culture within the cabin and at the check in desk. Even when staff are seen as professional and competent they are likely to be also seen as cold, uncaring and ureaucratic in their response to customers. The how is often more important than the what, especially as a source of dissatisfaction. Cabin staff’s content of work varies so much. They don’t know what kind of emotional response will be called for (emotional labour). The best workers are in excellent physical and mental shape and must have close group bounds for shari ng each other’s grief and pain. The culture must be one in which people pass on to others the quality of the care they receive. The supervisor gives trust, support and the advice and then leave them free to use their judgement. Much work in cabins and on counters is not personally fulfilling, they don’t get customers’ gratitude and friendship. The praise therefore must come from colleagues and supervisors and must be an attribute of the culture. As seen in the 7S’s model evaluation and reward systems are an essential part of the culture and provide it with support and reinforcement. British Airways applies a two-dimensional evaluation system for managers based on what people achieve and how they do it. The how is in fact an upward appraisal system. The appraisal system is then tied up to a cash bonus system, which directly rewards high combinations of what and how. There are some dilemmas that British Airways culture must reconcile: Lean and Mean versus Fat and Happy, individual responsibility versus group cohesion, specialists versus generalists, hard (operational) versus soft (service) part of the business. All those elements are essential to success. Passengers want both safe, comfortable, punctual aircraft and be treated as people, individuals whose cares and concerns matter. Leaders have to manage the conflict in order to get the best for their employees and their customers. Management must find a paradigm which reconciliates the top, the bottom and the middle of the organisation. 5. 2. 2 Management style and leadership at British Airways The traditional style at BA had been bureaucratic, distancing, highly segmented between functions and characterised by low personal feedback, neglect of subordinates, depersonalisation and hierarchy. It has changed to a style where coaching, training and supporting are key to employees empowerment. Manager learn how to trust employees developing a vision and then letting employees use judgement and discretion while responsibility remains with them (see Chapter 12). Managers are shown how to build a support system, so that they can get help from one another outside the formal structure and across functions. Subordinates need to be shown how their job contribute to the larger whole. People are asked to make decisions, they are provide with a vision or framework in which they are then empowered to take action to respond to non standard situations. Mistakes are forgivable provided one tries. Lord King has had a more autocratic style to manage BA, but delegation at BA has started with Sir Colin Marshall who preferred to work one-on-one, delegating responsibility directly to key individuals. The management at all levels need to set a positive example which pervades the organisation. Mutually responsive relationships created with customers can also be reproduced in relation to other stakeholders. It is vital to give status and support to people in the middle. This enables all the elements of the circle to learn and develop. . 2. 3 Virgin Atlantic’s Culture Virgin is a Virgin is a flat and partecipative organisation with an open, enterprising and flexible culture, staff are friendly, fun and courteous, the organisational climate is informal, encouraging, cheerful, morale is high and they enjoy their work. The culture at Virgin can best be described as a power culture, frequently found in small entrepreneurial organisations. The power source is namely Richard Branson with rays of power and influence spreading out from the central figure (see Illustration 5. 3). The organisation depends on trust and empathy for its effectiveness as well as personal interactions for communications. There are few rules and procedures, little bureaucracy and the organisation is proud and strong. A power culture such as Virgin has the ability to move quickly, innovate and react well to threats. The culture at Virgin is certainly a major contributor to its success. Virgin culture is probably unique in the airline industry. It was built on the vision of an airline dedicated to premium customers which could do anything to satisfy them. Virgin is very much customer focused and the major difference with BA is that this orientation pervades the total organisation. Virgin Atlantic is also dedicated to the long-term, it has always sought growth in the long term and acted accordingly. Richard Branson Illustration 5. 3 Virgin’s power culture Virgin corporate culture fully succeeds in conveying a sense of identity and unity of purpose to members of the organisation, facilitating the generation of commitment and mutuality, shaping behaviour by providing guidance on what is expected. There’s no airline for which the role of the leader in shaping the culture of an organisation would be more true. The staff love and are proud of being part of Virgin and talking about their company. Richard Branson sets the tone for the style of the airline, creating the assumptions of competence and furthering the trust without which an empowered organisation cannot operate, and leads by example. No rules, regulations or job descriptions have been developed. Examples have been set and story telling developed. Reward systems provide bonuses related to company’s result or the victory over a court settlement. . 2. 4 Management style and leadership at Virgin Atlantic Despite the lower pay in relation to competitors people love working at Virgin Atlantic, there is some kind of mystic related to working for its leader. R. Branson, or Richard for its employees, is not the classic chief executive officer. He is Virgin’s biggest assets and biggest liability. Without him Virgin would not exist or would probably a completely different airline. He has been the shaper who have given a vision and then lead by example to gain the commitment of his staff. Inexperience brought chaos in the beginning, but Branson’s presence on board and his willingness to make the work fun had produced an excellent service and high morale. Branson has adopted a more charismatic and laissez faire style of leadership. His ability to communicate has attracted both his people and the media attention. The result is an innovative, forward thinking, creative and quality oriented company. The management style can be defined as informal without being casual, but Virgin’s approach to business is totally serious. Branson has a particularly individual style of informal, risk taking, entrepreneurial management. He manages by empowerment and mega-parties for his staff. Directors and staff are equally trusted and involved in decision making, making of Virgin one of the best delegated companies (both responsibility and authority are delegated). Empowerment changes the way control is exercised. Everyone is close to the customer and loops are short with customer expectations being the principle motivation. Creative thinking is stimulated and people can emotionally rely on colleagues. Listening and walking around are positive attitudes Branson and other managers have at Virgin. Cross functional teams are widely spread and achievement is celebrated, there is a diffuse feeling of ownership of the airline’s problems and achievement. Everybody works flat out to make the impossible happen. This has created the most amazing camaraderie. The environment is relatively small and it helps to know each other. The real secret of Virgin Atlantic is in changing the traditional hierarchy which saw shareholders as the key public of a company followed by customers and staff. Virgin puts its staff first, customer second and shareholders third (see Illustration 5. 4). British Airways before privatisation Virgin Atlantic