The Underground Railroad and Iowa: On the Road from Slavery to Freedom

The Underground Railroad and Iowa: On the Road from Slavery to Freedom â€Å"I looked at my hands to see if I was the same person†¦ There was such a glory over everything. The sun came up like gold through the trees, and I felt like I was in Heaven.† Harriet Tubman uttered these words when she arrived in Pennsylvania, a free woman at last (National Geographic). Years later, when talking about the reasons she ran away, Ms. Tubman would state, â€Å"[There are] two things I [have] a right to and these are Death and Liberty. One or the other I mean to have. No one will take me back alive† (America’s Civil War, 42). While most research on the Underground Railroad focuses on the northern states, the state of Iowa played an essential role in the Railroad. Clinton, Iowa was often a runaway’s last stop before crossing the Mighty Mississippi River. The first documentation of the name Underground Railroad is from the year 1831 and in one case, attributed to the owner of a former slave, Tice David. David successfully gained freedom by traversing along small creeks, rivers, and dense woods and his owner finally gave up searching for him. Upon returning to Kentucky, Tice David’s former slave-owner announced, â€Å"He must have gone on an underground road† (America’s Civil War, 42). Another name given to the Underground Railroad was the Freedom Train (National Underground Railroad Freedom Center) and Harriet Tubman was inarguably one of the most famous conductors on this train, leading thousands of slaves to their freedom in the north. Since the formation of the Iowa Territory, the largest population group, settling in what would become Iowa, came from southern states. Because of this, early historians assumed that Iowa would tak... ...ng, 1983. Patrick, Kathy. Escaped Slaves on the Underground Railroad found welcome havens in Ohio’s Oberlin and Wellington. America’s Civil War – Travel. May 1994: 66 – 68. â€Å"Harriet Tubman†. New Standard Encyclopedia. Standard Education Corporation. Volume 17. Chicago: 1994. (no author listed). National Geographic Web site March 28, 2002 http://www.nationalgeographic.com/features/99/railroad/> National Underground Railroad Freedom Center March 28, 2002 http://www.undergroundrailroad.org/> â€Å"Underground Railroad†. New Standard Encyclopedia. Standard Education Corporation. Volume 18. Chicago: 1994. (no author listed). Wilmot, Franklin A. â€Å"Disclosures and confessions of Frank A. Wilmot, the slave thief and Negro runner†. Philadelphia: Barclay & Co. 1860. Library of American Civilization. McIntyre Library, UWEC Campus. Eau Claire, WI.

An Investigation of the impact of staff motivation on organizational performance: A case study of comparing Primark retail store, Tesco Plc and ASDA Group Ltd.

Aim of Study The study aims to determine employee motivation levels and its effect on organizational performance at the three retail stores. The specific related objectives are: To evaluate the extent to which the organizations provide different motivating factors for its employees To test the relationship between employee motivation and organizational performance Rationale of study Managers have the responsibility of attaining organizational success and competitive advantage through human capital. They can do this by improving the motivation levels of their employees (Wagner & Hollenbeck, 2010). The proposed study will seek to establish whether the management at the selected organizations has put in place measures for increasing employee motivation to influence organizational performance. Background to the Research Topic/Literature Review Motivation Motivation is a concept that is defined differently in literature. Some authors defined motivation as the processes where individuals focus on satisfy their perceived needs, personal goals, and basic goals and this activates human behavior (Guest & Conway, 2004). Another definition is motivation is a portrayal of the physiological processes that lead to stimulation and persistence of a voluntary action that directed toward specific goals (Kreitner & Kinicki, 2008). Employees who are motivated can be easily spotted based on their dedication, enthusiasm, performance, and their contribution to the objectives and goals of an organization. Other authors observed that a motivated individual has awareness of the particular goals that have to be attained in particular ways and focus their efforts on attainment of these goals (Nel et al., 2004). Motivation theories Various theories have been proposed to explain the motivation of employees in organizations. These include Maslow’s hierarchy of needs, and Herzberg’s hygiene theory, the expectancy theory, goal theory, and fair process concept theory. Maslow’s hierarchy of needs assumes that the motivation of individuals is based on achieving a hierarchy of needs (Griffin & Moorhead, 2009). Specifically, individuals have physiological, safety, social, self –esteem, and self actualization needs that have to be met in the work setting. Physiological needs include shelter, clothing, food, and water and are at the bottom of the hierarchy of needs. Safety needs involve protecting individuals from injuries in the work setting and providing work conditions that are stress free. Social needs entail meaningful interpersonal interactions in the workplace. Esteem needs are related to a person’s desire for competency, achievement, recognition, prestige, and status. Finally, self actualization entails an individual’s desire in reaching the highest potential. Maslow suggested that higher needs can only be fulfilled after those at the bottom have been met. Therefore, after employees have attained their physiological n eeds, they want their safety, social, self-esteem and self actualization to be satisfied in that order. Managers can offer job security, fringe benefits, and pay to meet the security and physiological needs of their employees. To meet social needs, managers should promote team work in the organization. Concerning esteem needs, these can be met by the rewarding employees for high performance with recognition and establishing linkages between performance attainment and pay. Finally, self actualization needs can be met through challenging work, promotion opportunities, training, and autonomy in job performance. Herzberg’s hygiene theory contends those individuals are motivated because of job satisfaction in their work environment. This theory views that individuals are motivated when specific motivators are found in the work environment (Griffin & Moorhead, 2009). These motivators include advancement, challenging work, recognition, growth, responsibility and achievement. In addition, the theory delineates needs related to the job context or environment. These factors comprise of interpersonal relations, security, status, continuous learning opportunities, organizational culture, working conditions, and organizational policies. However, these factors do not result in motivation among employees but when they are absent in the organization, employees become dissatisfied with the work setting. Based on this theory, a manager can motivate employees by ensuring that both hygiene factors and motivators are available in the organization. The expectancy theory argues that the behavior of an individual is determined by outcomes based on the concepts ofexpectancy, instrumentality and Valence (Kreitner & Kinicki, 2008). Valence describes the strength of an individual’s preference for a reward or outcome for performing a specific behavior. Expectancy is an individual’s belief that a particular action will lead to a specific reward or outcome. Instrumentality explains the extent to which a person believes that specific performance levels will result in the achievement of desired outcomes. Therefore, individuals are motivated to carry out specific assignments when they value the rewards associated with the accomplishment of the assignment. In this regard, if the outcome or reward of performance is very high, an individual will be more motivated to execute the required tasks to achieve the outcomes. This theory indicates that managers can employ various strategies to enhance motivation among employees includ ing setting achievable performance standards and offering the required support such as training to increase perceptions that employees’ effort will result in performance. In addition, managers should link rewards given to employees to performance standards and the employee’s personal goals. The goal theory postulates that individuals are motivated to achieve challenging goals (Kreitner & Kinicki, 2008). The theory contends that goals are vital in guiding the actions and responses of individuals. This theory places goal acceptance, specificity, and difficulty. Goal difficulty describes the degree to which a specific goal demands a lot of effort. Thus, assigning goals with more difficulty leads to higher performance levels. Goal specificity is associated with an adequately defined target for directing performance. Goal acceptance is associated with the extent to which goals are accepted as legitimate by individuals. Therefore, goal setting results in higher motivation as it allows individuals to focus their efforts in the required direction (Daft & Marcic, 2009). Managers can influence the motivation of employees through goal setting by providing feedback about the employee’s progress in achieving the goals and by linking incentives to the achievement of the goals (Kreitner & Kinicki, 2008). Finally, the fair process concept theory deals with the degree to which organizational members perceive that the organization treatments them in a fair manner (Greenberg, 1993). This theory focuses on procedural and distributive justice. Distributive justice is related to perceptions of fairness in allocating rewards among employees. Procedural justice is about perceptions of fairness in the procedures used in deciding reward allocations. Therefore, employee’s perceptions about the equity dimensions in allocation of rewards influences their motivation levels (Greenberg, 1993). Therefore, employees can be motivated by rewarding them based on performance, using a performance appraisal system for accurately measuring the performance of employees, consistently using similar standards for all the employees, and openly sharing information on the organization’s reward programs (Hellriegel & Slocum, 2007). Intrinsic and extrinsic motivation Motivation of employees depends on both extrinsic and intrinsic factors working together to improve the commitment of employees to task performance (Danish & Usman, 2010). Extrinsic motivation emphasizes external rewards including procedures and policy, awards, supervision, salary and fringe benefits. Extrinsic motivation has a great and immediate effect on the level of motivation but it cannot be sustained for a longer period. However, intrinsic motivation places emphasis on internal rewards and deals with quality of the work setting. Therefore, intrinsic motivation is about rewarding employees for what they actually enjoy doing and has a lasting effect on motivation levels. An organization can achieve intrinsic motivation by providing employees with challenging work and autonomy to enable employees to derive competence, achievement, and accomplishment from performing such tasks. The effect of motivation on performance An organization with a highly motivated workforce is able to achieve its goals through the performance of work tasks by employees. It is suggested that motivated employees are highly inclined to be highly productive compared to those individuals who are not motivated (Chaudhary, Javed & Sabir, 2012). Khan (2012) established a positive association between the performance of employees and their training and motivation and stated that organizations that want to enhance their employees’ performance should concentrate on training as this motivates the workforce to attain higher performance levels. Frimpong and Fan (2009) observed that motivation among employees has a significant effect on productivity and that managers should focus on channeling motivation toward the achievement of both organizational and personal goals. The researchers concluded that motivational factors and motivation have a positive effect on the performance of teams (Frimpong & Fan, 2009). Another researcher argued that motivation is one of the main factors in the productivity of employees (Mullins, 2006). The author suggested that providing employees with understandable job goals, a supportive work setting, and the adequate skills are inadequate in themselves for ensuring that the job is performed and that employees should have adequate levels of motivation to exert the required efforts levels to the realization of the specific work objectives (Mullins, 2006). Other researchers discovered that employee motivation through recognition, benefits, promotion and payment leads to higher productivity (Khan et al., 2010). Indeed, Gana and Bababe (2011) established that adequate motivation of employees using appropriate incentives enhances their performance and in turn this ensures the achievement of organizational performance goals. In summary, this section has explored relevant literature on employee motivation and its effect on performance. Based on this, the proposed study will examine whether the case study organizations use different motivating factors to influence the motivation of their workforce and achieve higher performance. Research Questions and Methodology The research questions for this study will include: Which motivational factors are used in the selected organizations What is the effect of motivational factors on the motivation of employees in the selected organizations What is the impact of employee motivation on organizational performance To answer these questions, this study will combine both interpretivism and positivism research philosophies. Interpretivism is concerned with understanding the research participants’ subjective reality in relation to the study topic (Saunders, Lewis & Thornhill, 2007). Therefore, to acquire knowledge about the motivating factors of employees at the selected organizations will involve collecting qualitative data from the employees. On the other hand, positivism involves considering social reality as autonomous from actors and quantitative methods are used in collecting data. Therefore, quantitative data in terms of a survey with managers will be collected and analyzed to determine the relationship between employee motivation and organizational performance. Therefore, utilizing both quantitative and qualitative research methods will enable a more comprehensive and holistic approach to be used in investigating the study topic. Relevant Data required and Data collection methods Both qualitative and quantitative data will be collected in this study. The qualitative data will involve interviewing 5 employees in the selected organizations to understand the motivating factors offered by senior management in a way that is not influenced and controlled by the researcher (Patton, 2002). The interviews will be conducted using an interview guide with relevant open ended questions. Thus, interviewing the employees will ensure that important insights on motivation from the perspective of employees are acquired. On the other hand, quantitative data will be gathered using a survey questionnaire administered to senior managers at the organizations. The survey questionnaire will have questions related to the motivating factors available in the organization and the extent to which managers perceive these factors as influencing different organizational outcomes. Accessibility, reliability, and validity and ethics The participants for the study will be accessed by contacting senior management of the selected organizations via email to obtain their permission to conduct the study. The senior managers will then ask the sampled employees to be part of the study. The confidentiality and anonymity of the participants will be maintained by not revealing any identifying information in the data analysis. The results of this study will be valid and reliable as accurate measures of motivation and organizational performance will be used to collect quantitative data. The validity of qualitative data will be achieved by capturing the actual meanings of the participants during transcription and analysis of data. Furthermore, the use of suitable data analysis procedures to acquire findings indicating the relationship between employee motivation and organizational performance will further establish the validity and reliability of this study. References Chaudhry, A., Javed, H., andSabir, M. (2012) `The impact of transformational and transactional leadership styles on the motivation of employees in Pakistan’, Pakistan Economic and Social Review. Vol.50, No.2, pp. 223 – 231. Daft, R., & Marcic, D. (2009) Understanding management. USA: Thompson South Western. Danish, R., and Usman, A. (2010) `Impact of reward and recognition on job satisfaction and motivation: an empirical study from Pakistan’, International Journal of Business and Management, pp. 159-167 Frimpong, S., and Fan, L. (2009) `Comparative study on the relationship between employee motivation and team performance of the Banks in Ghana and China’, Proceedings of the 7th International Conference on Innovation & Management, Wuhan: Wuhan University of Technology Press, 2009 Gana, A., and Bababe, F.B. (2011) `The effects of motivation on workers performance (A case study of Maiduguri Flour Mill Ltd, Borno State, Nigeria)’, Continental Journal of Social Sciences. Vol. 4, No. 2, pp. 8 – 13. Greenberg, J. (1993) `The social side of fairness: Interpersonal and informational classes of organizational justice’, In R. Cropanzano (Ed.), Justice in the workplace: Approaching fairness in human resource management (pp. 79–103). Hillsdale, NJ: Erlbaum Griffin, W., & Moorhead, G. (2009) Organizational behavior: managing people and organizations. USA: Thompson South Western Guest, D., and Conway, N. (2004) Employee wellbeing and the psychological construct. London: Chartered Institute of Personnel and Development. Hellriegel, D., & Slocum, J.(2007) Organizational behavior. USA: Thompson South-Western Khan, I., (2012) `The impact of training and motivation on performance of employees’, Business Review. Vol.7 No. 2, pp. 84 – 95. Khan, K., Farooq, S., and Khan, Z. (2010) `The Relationship between rewards and employee motivation in commercial banks of Pakistan’, Research Journal of International Studies. Available at (Accessed on December 1, 2014) Kreitner, R., & Kinicki, A.(2008), Organizational behavior. Boston: McGraw-hill Mullins, L. J. (2006) Essentials of organizational behavior. USA: Prentice Hall Nel, p., van Dyk, P. , Haasbroek, G., Schultz, H., Sono, T., & Werner, a.(2004) Human resources management. USA: Oxford University Press Patton, M.(2002) Qualitative evaluation and research methods. Thousand Oaks, CA: Sage Saunders, M., Lewis, P., & Thornhill, A. (2007) Research methods for business students. USA: Pearson Education Ltd Wagner, J. and Hollenbeck, J. (2010) Organizational Behavior: Securing Competitive Advantage. 1st edition. New York: Routledge

Essay about Leadership Within Ambulance Services - 679 Words

This assignment will focus on; the NHS organisational cultures and theories, leadership cultures and theories, leadership styles, the effect leadership cultures have upon organisational cultures and will address the requirements for modernisation of the ambulance service. All of which will be supported by relevant literature and research. Since 1930 authors have focused on organizational culture as a system of â€Å"socially transmitted behaviour patterns that serve to relate human communities to their ecological settings† (Keesing, 1974). This has been reflected in the work of many ethnographers and psychologists, such as Whyte (1949), Rohlen (1974), Schein (1985 1990) and Hofstede (1980, 1991). Edgar Schein continued to define†¦show more content†¦In 1972 Rogger Harrison researched into ‘Organizational Cultures and Structures’ which was later supported and publicised by Charles Handy (1985), it suggested that there are four dimensions of cultures through which organisations exist. They are; ‘power’, ‘role’, ‘task’ and ‘people culture’. Organisations can be associated with one or more of the different cultures. Many organisations can be identified as having a different organisational culture at each hierarchical interval. ‘Power’ culture (Handy, 1985) is described as a similar infrastructure to that of a spider’s web, where the â€Å"boss† is in the centre of an ever widening web of others involved in the organisation. Role culture (Handy, 1985) is best explained as an image of a pyramid of boxes, each box containing a job title and role. The boxes still stand and the structure remains secure, even if one of the individuals fulfilling a role departs. Role cultures are best operated by a manager at the top of the pyramid, as suggested by Ronald White (1988). Role cultures operate best in large organisations where roles are clearly defined, evaluation of their progress is continually assessed and feedback is given. Task culture (Handy, 1985) is predominantly used in a field where team work is of paramount importance to ensure a task is completed. People cultureShow MoreRelatedUnit Hour Utilization910 Words   |  4 Pagesoperational budget. For example, â€Å"Unit Hour Utili zation† (UHU). UHU measures the work load levels in a defined ambulance system status. UHU’s is calculated by dividing the number of transports generated in a set time frame by the number of unit hours it is required to make those transports possible with a fully equipped and staffed ambulance (Unit Hour Utilization, 2012, p. 1). For example, ten ambulances operating in a twenty-four-hour period generate 120 transport, the UHU would equal 120 means of transportRead MoreEnrique Mentado Sosa s Candidacy For An Ra Position For 2017-2018 Essay950 Words   |  4 Pagesthink of the phrase, still waters run deep. Never the first to speak nor seeking a spotlight, some might overlook and underestimate Enrique; that would be a mistake! 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I researched our healthcare system for daysRead MoreNhs ( National Health Trust )1579 Words   |  7 Pagesall. For the first, hospitals, doctor, nurses, pharmacists, opticians and dentists we brought together under one umbrella organisation to provide services that are free for all at the point of delivery. VISION Everyone has greater control of their health and their wellbeing, supported to live longer, healthier lives by high quality health and care services that are compassionate, inclusive and constantly improving. MISSION Health and high quality care for all, now and for the future generations.Read MoreCase Study : The Universal Healthcare Services1473 Words   |  6 PagesHealthcare Services. UHS inc operates many different types of businesses including, acute care hospitals, behavioral health centers, ambulance services, surgical hospitals and oncology centers (www.uhsinc.com). It is important to investors that the company is within the top leadership of their market. 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Crime, Culpability And The Adolescent Brain By Mary Beckman

The United States has an ever growing crime rate. As violent society is today, no one can possibly be surprised that the topic of capital punishment for adolescents made it up to the highest courts for jurisdiction. Up to the decision that deemed capital punishment for adolescents â€Å"cruel and unusual punishment,† there was much debate as to whether an adolescent could truly be tried as an adult. Because the frontal lobe of an individual’s brain is not fully developed, many scientists claim that an adolescent does not have the capacity to be a culpable criminal. The article â€Å"Crime, Culpability and the Adolescent Brain† by Mary Beckman, written in July of 2004 before the decision of the Supreme Court, discusses briefly the Roper v. Simmons case before delving into the scientific evidence of why an adolescent criminal cannot be on par with an adult criminal due to their brain structure. In turn, it was a composition of why scientists were hoping that the Supreme Court would consider the science behind the adolescent’s brain development before making their decision. The second article was written by David Stout the day that the Supreme Court made their decision, and it specifically discusses the background of the case and how the justices came up with their verdict. While some of the justices agreed with the scientific and psychological view, some also agreed that, logically, certain adolescents do deserve the death penalty if their crimes meet the standards of deserving theShow MoreRelatedControversy Over The Death Penalty21 47 Words   |  9 Pageslegally convicted of a capital crime. This is the only punishment that leaves room for no mistakes. The death penalty system buries its worst mistakes. Although the opponents of capital punishment believe it to be immortal, advocates of capital punishment have proven it to be effective and ethically correct. The death penalty should be enforced on those who have been convicted for such a heinous crime; it is the ultimate penalty for one who has committed the ultimate crime. The death penalty was

Team Contract Example - 1117 Words

Strategic Management Consults Melanie Lee Art Marohl Kelly Scott Mckee Summer Hickey Rhonda Jensen Busn 460 Senior Project DeVry University Professor Mozinski 07/15/12 BUSN460 Team Contract Our team name is Strategic Management Consultants. Our goal is to work well together, complete each task as stated in this contract. If one of our team members fails to stick to this agreement our team will step up and meet or exceed each goal necessary to complete this task. Section I: Team Member Skill Inventory. Name | Strengths/Contributions | Not so strong areas | Rhonda Jensen | Research/I can contribute in any aspect but my strength is finding information and sending it out. | Grammar check | Melanie Lee | I am good at†¦show more content†¦Section IV: Team Goals hat are your team goals? (These may include project assignment goals, group process goals, quality level goals, etc.) All of us expect no less than â€Å"A† quality work. 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For example, â€Å"In 1964 Jim Ringo brought his financial advisor (agent) to help negotiate a contract with Vince Lombardi of the Green Bay Packers. Lombardi excused himself for a minute, when he returned he told the agent that he was negotiating with the wrong team (Masteralexis, 244).† Agents had been around since prior

A Game of Thrones Chapter Fifty-six Free Essays

Tyrion Chella daughter of Cheyk of the Black Ears had gone ahead to scout, and it was she who brought back word of the army at the crossroads. â€Å"By their fires I call them twenty thousand strong,† she said. â€Å"Their banners are red, with a golden lion. We will write a custom essay sample on A Game of Thrones Chapter Fifty-six or any similar topic only for you Order Now † â€Å"Your father?† Bronn asked. â€Å"Or my brother Jaime,† Tyrion said. â€Å"We shall know soon enough.† He surveyed his ragged band of brigands: near three hundred Stone Crows, Moon Brothers, Black Ears, and Burned Men, and those just the seed of the army he hoped to grow. Gunthor son of Gurn was raising the other clans even now. He wondered what his lord father would make of them in their skins and bits of stolen steel. If truth be told, he did not know what to make of them himself. Was he their commander or their captive? Most of the time, it seemed to be a little of both. â€Å"It might be best if I rode down alone,† he suggested. â€Å"Best for Tyrion son of Tywin,† said Ulf, who spoke for the Moon Brothers. Shagga glowered, a fearsome sight to see. â€Å"Shagga son of Dolf likes this not. Shagga will go with the boyman, and if the boyman lies, Shagga will chop off his manhood—† â€Å"—and feed it to the goats, yes,† Tyrion said wearily. â€Å"Shagga, I give you my word as a Lannister, I will return.† â€Å"Why should we trust your word?† Chella was a small hard woman, flat as a boy, and no fool. â€Å"Lowland lords have lied to the clans before.† â€Å"You wound me, Chella,† Tyrion said. â€Å"Here I thought we had become such friends. But as you will. You shall ride with me, and Shagga and Conn for the Stone Crows, Ulf for the Moon Brothers, and Timett son of Timett for the Burned Men.† The clansmen exchanged wary looks as he named them. â€Å"The rest shall wait here until I send for you. Try not to kill and maim each other while I’m gone.† He put his heels to his horse and trotted off, giving them no choice but to follow or be left behind. Either was fine with him, so long as they did not sit down to talk for a day and a night. That was the trouble with the clans; they had an absurd notion that every man’s voice should be heard in council, so they argued about everything, endlessly. Even their women were allowed to speak. Small wonder that it had been hundreds of years since they last threatened the Vale with anything beyond an occasional raid. Tyrion meant to change that. Brorm rode with him. Behind them—after a quick bit of grumbling—the five clansmen followed on their undersize garrons, scrawny things that looked like ponies and scrambled up rock walls like goats. The Stone Crows rode together, and Chella and Ulf stayed close as well, as the Moon Brothers and Black Ears had strong bonds between them. Timett son of Timett rode alone. Every clan in the Mountains of the Moon feared the Burned Men, who mortified their flesh with fire to prove their courage and (the others said) roasted babies at their feasts. And even the other Burned Men feared Timett, who had put out his own left eye with a white-hot knife when he reached the age of manhood. Tyrion gathered that it was more customary for a boy to burn off a nipple, a finger, or (if he was truly brave, or truly mad) an ear. Timett’s fellow Burned Men were so awed by his choice of an eye that they promptly named him a red hand, which seemed to be some sort of a war chief. â€Å"I wonder what their king burned off,† Tyrion said to Bronn when he heard the tale. Grinning, the sellsword had tugged at his crotch . . . but even Bronn kept a respectful tongue around Timett. If a man was mad enough to put out his own eye, he was unlikely to be gentle to his enemies. Distant watchers peered down from towers of unmortared stone as the party descended through the foothills, and once Tyrion saw a raven take wing. Where the high road twisted between two rocky outcrops, they came to the first strong point. A low earthen wall four feet high closed off the road, and a dozen crossbowmen manned the heights. Tyrion halted his followers out of range and rode to the wall alone. â€Å"Who commands here?† he shouted up. The captain was quick to appear, and even quicker to give them an escort when he recognized his lord’s son. They trotted past blackened fields and burned holdfasts, down to the riverlands and the Green Fork of the Trident. Tyrion saw no bodies, but the air was full of ravens and carrion crows; there had been fighting here, and recently. Half a league from the crossroads, a barricade of sharpened stakes had been erected, manned by pikemen and archers. Behind the line, the camp spread out to the far distance. Thin fingers of smoke rose from hundreds of cookfires, mailed men sat under trees and honed their blades, and familiar banners fluttered from staffs thrust into the muddy ground. A party of mounted horsemen rode forward to challenge them as they approached the stakes. The knight who led them wore silver armor inlaid with amethysts and a striped purple-and-silver cloak. His shield bore a unicorn sigil, and a spiral horn two feet long jutted up from the brow of his horsehead helm. Tyrion reined up to greet him. â€Å"Ser Flement.† Ser Flement Brax lifted his visor. â€Å"Tyrion,† he said in astonishment. â€Å"My lord, we all feared you dead, or . . . † He looked at the clansmen uncertainly. â€Å"These . . . companions of yours . . . â€Å" â€Å"Bosom friends and loyal retainers,† Tyrion said. â€Å"Where will I find my lord father?† â€Å"He has taken the inn at the crossroads for his quarters.† Tyrion laughed. The inn at the crossroads! Perhaps the gods were just after all. â€Å"I will see him at once.† â€Å"As you say, my lord.† Ser Flement wheeled his horse about and shouted commands. Three rows of stakes were pulled from the ground to make a hole in the line. Tyrion led his party through. Lord Tywin’s camp spread over leagues. Chella’s estimate of twenty thousand men could not be far wrong. The common men camped out in the open, but the knights had thrown up tents, and some of the high lords had erected pavilions as large as houses. Tyrion spied the red ox of the Presters, Lord Crakehall’s brindled boar, the burning tree of Marbrand, the badger of Lydden. Knights called out to him as he cantered past, and men-at-arms gaped at the clansmen in open astonishment. Shagga was gaping back; beyond a certainty, he had never seen so many men, horses, and weapons in all his days. The rest of the mountain brigands did a better job of guarding their faces, but Tyrion had no doubts that they were full as much in awe. Better and better. The more impressed they were with the power of the Lannisters, the easier they would be to command. The inn and its stables were much as he remembered, though little more than tumbled stones and blackened foundations remained where the rest of the village had stood. A gibbet had been erected in the yard, and the body that swung there was covered with ravens. At Tyrion’s approach they took to the air, squawking and flapping their black wings. He dismounted and glanced up at what remained of the corpse. The birds had eaten her lips and eyes and most of her cheeks, baring her stained red teeth in a hideous smile. â€Å"A room, a meal, and a flagon of wine, that was all I asked,† he reminded her with a sigh of reproach. Boys emerged hesitantly from the stables to see to their horses. Shagga did not want to give his up. â€Å"The lad won’t steal your mare,† Tyrion assured him. â€Å"He only wants to give her some oats and water and brush out her coat.† Shagga’s coat could have used a good brushing too, but it would have been less than tactful to mention it. â€Å"You have my word, the horse will not be harmed.† Glaring, Shagga let go his grip on the reins. â€Å"This is the horse of Shagga son of Dolf,† he roared at the stableboy. â€Å"If he doesn’t give her back, chop off his manhood and feed it to the goats,† Tyrion promised. â€Å"Provided you can find some.† A pair of house guards in crimson cloaks and lion-crested helms stood under the inn’s sign, on either side of the door. Tyrion recognized their captain. â€Å"My father?† â€Å"In the common room, m’lord.† â€Å"My men will want meat and mead,† Tyrion told him. â€Å"See that they get it.† He entered the inn, and there was Father. Tywin Lannister, Lord of Casterly Rock and Warden of the West, was in his middle fifties, yet hard as a man of twenty. Even seated, he was tall, with long legs, broad shoulders, a flat stomach. His thin arms were corded with muscle. When his once-thick golden hair had begun to recede, he had commanded his barber to shave his head; Lord Tywin did not believe in half measures. He razored his lip and chin as well, but kept his side-whiskers, two great thickets of wiry golden hair that covered most of his cheeks from ear to jaw. His eyes were a pale green, flecked with gold. A fool more foolish than most had once jested that even Lord Tywin’s shit was flecked with gold. Some said the man was still alive, deep in the bowels of Casterly Rock. Ser Kevan Lannister, his father’s only surviving brother, was sharing a flagon of ale with Lord Tywin when Tyrion entered the common room. His uncle was portly and balding, with a close-cropped yellow beard that followed the line of his massive jaw. Ser Kevan saw him first. â€Å"Tyrion,† he said in surprise. â€Å"Uncle,† Tyrion said, bowing. â€Å"And my lord father. What a pleasure to find you here.† Lord Tywin did not stir from his chair, but he did give his dwarf son a long, searching look. â€Å"I see that the rumors of your demise were unfounded.† â€Å"Sorry to disappoint you, Father,† Tyrion said. â€Å"No need to leap up and embrace me, I wouldn’t want you to strain yourself.† He crossed the room to their table, acutely conscious of the way his stunted legs made him waddle with every step. Whenever his father’s eyes were on him, he became uncomfortably aware of all his deformities and shortcomings. â€Å"Kind of you to go to war for me,† he said as he climbed into a chair and helped himself to a cup of his father’s ale. â€Å"By my lights, it was you who started this,† Lord Tywin replied. â€Å"Your brother Jaime would never have meekly submitted to capture at the hands of a woman.† â€Å"That’s one way we differ, Jaime and I. He’s taller as well, you may have noticed.† His father ignored the sally. â€Å"The honor of our House was at stake. I had no choice but to ride. No man sheds Lannister blood with impunity.† â€Å"Hear Me Roar,† Tyrion said, grinning. The Lannister words. â€Å"Truth be told, none of my blood was actually shed, although it was a close thing once or twice. Morrec and Jyck were killed.† â€Å"I suppose you will be wanting some new men.† â€Å"Don’t trouble yourself, Father, I’ve acquired a few of my own.† He tried a swallow of the ale. It was brown and yeasty, so thick you could almost chew it. Very fine, in truth. A pity his father had hanged the innkeep. â€Å"How is your war going?† His uncle answered. â€Å"Well enough, for the nonce. Ser Edmure had scattered small troops of men along his borders to stop our raiding, and your lord father and I were able to destroy most of them piecemeal before they could regroup.† â€Å"Your brother has been covering himself with glory,† his father said. â€Å"He smashed the Lords Vance and Piper at the Golden Tooth, and met the massed power of the Tullys under the walls of Riverrun. The lords of the Trident have been put to rout. Ser Edmure Tully was taken captive, with many of his knights and bannermen. Lord Blackwood led a few survivors back to Riverrun, where Jaime has them under siege. The rest fled to their own strongholds.† â€Å"Your father and I have been marching on each in turn,† Ser Kevan said. â€Å"With Lord Blackwood gone, Raventree fell at once, and Lady Whent yielded Harrenhal for want of men to defend it. Ser Gregor burnt out the Pipers and the Brackens . . . â€Å" â€Å"Leaving you unopposed?† Tyrion said. â€Å"Not wholly,† Ser Kevan said. â€Å"The Mallisters still hold Seagard and Walder Frey is marshaling his levies at the Twins.† â€Å"No matter,† Lord Tywin said. â€Å"Frey only takes the field when the scent of victory is in the air, and all he smells now is ruin. And Jason Mallister lacks the strength to fight alone. Once Jaime takes Riverrun, they will both be quick enough to bend the knee. Unless the Starks and the Arryns come forth to oppose us, this war is good as won.† â€Å"I would not fret overmuch about the Arryns if I were you,† Tyrion said. â€Å"The Starks are another matter. Lord Eddard—† â€Å"—is our hostage,† his father said. â€Å"He will lead no armies while he rots in a dungeon under the Red Keep.† â€Å"No,† Ser Kevan agreed, â€Å"but his son has called the banners and sits at Moat Cailin with a strong host around him.† â€Å"No sword is strong until it’s been tempered,† Lord Tywin declared. â€Å"The Stark boy is a child. No doubt he likes the sound of warhorns well enough, and the sight of his banners fluttering in the wind, but in the end it comes down to butcher’s work. I doubt he has the stomach for it.† Things had gotten interesting while he’d been away, Tyrion reflected. â€Å"And what is our fearless monarch doing whilst all this ‘butcher’s work’ is being done?† he wondered. â€Å"How has my lovely and persuasive sister gotten Robert to agree to the imprisonment of his dear friend Ned?† â€Å"Robert Baratheon is dead,† his father told him. â€Å"Your nephew reigns in King’s Landing.† That did take Tyrion aback. â€Å"My sister, you mean.† He took another gulp of ale. The realm would be a much different place with Cersei ruling in place of her husband. â€Å"If you have a mind to make yourself of use, I will give you a command,† his father said. â€Å"Marq Piper and Karyl Vance are loose in our rear, raiding our lands across the Red Fork.† Tyrion made a tsking sound. â€Å"The gall of them, fighting back. Ordinarily I’d be glad to punish such rudeness, Father, but the truth is, I have pressing business elsewhere.† â€Å"Do you?† Lord Tywin did not seem awed. â€Å"We also have a pair of Ned Stark’s afterthoughts making a nuisance of themselves by harassing my foraging parties. Beric Dondarrion, some young lordling with delusions of valor. He has that fat jape of a priest with him, the one who likes to set his sword on fire. Do you think you might be able to deal with them as you scamper off? Without making too much a botch of it?† Tyrion wiped his mouth with the back of his hand and smiled. â€Å"Father, it warms my heart to think that you might entrust me with . . . what, twenty men? Fifty? Are you sure you can spare so many? Well, no matter. If I should come across Thoros and Lord Beric, I shall spank them both.† He climbed down from his chair and waddled to the sideboard, where a wheel of veined white cheese sat surrounded by fruit. â€Å"First, though, I have some promises of my own to keep,† he said as he sliced off a wedge. â€Å"I shall require three thousand helms and as many hauberks, plus swords, pikes, steel spearheads, maces, battleaxes, gauntlets, gorgets, greaves, breastplates, wagons to carry all this—† The door behind him opened with a crash, so violently that Tyrion almost dropped his cheese. Ser Kevan leapt up swearing as the captain of the guard went flying across the room to smash against the hearth. As he tumbled down into the cold ashes, his lion helm askew, Shagga snapped the man’s sword in two over a knee thick as a tree trunk, threw down the pieces, and lumbered into the common room. He was preceded by his stench, riper than the cheese and overpowering in the closed space. â€Å"Little redcape,† he snarled, â€Å"when next you bare steel on Shagga son of Dolf, I will chop off your manhood and roast it in the fire.† â€Å"What, no goats?† Tyrion said, taking a bite of cheese. The other clansmen followed Shagga into the common room, Bronn with them. The sellsword gave Tyrion a rueful shrug. â€Å"Who might you be?† Lord Tywin asked, cool as snow. â€Å"They followed me home, Father,† Tyrion explained. â€Å"May I keep them? They don’t eat much.† No one was smiling. â€Å"By what right do you savages intrude on our councils?† demanded Ser Kevan. â€Å"Savages, lowlander?† Conn might have been handsome if you washed him. â€Å"We are free men, and free men by rights sit on all war councils.† â€Å"Which one is the lion lord?† Chella asked. â€Å"They are both old men,† announced Timett son of Timett, who had yet to see his twentieth year. Ser Kevan’s hand went to his sword hilt, but his brother placed two fingers on his wrist and held him fast. Lord Tywin seemed unperturbed. â€Å"Tyrion, have you forgotten your courtesies? Kindly acquaint us with our . . . honored guests.† Tyrion licked his fingers. â€Å"With pleasure,† he said. â€Å"The fair maid is Chella daughter of Cheyk of the Black Ears.† â€Å"I’m no maid,† Chella protested. â€Å"My sons have taken fifty ears among them.† â€Å"May they take fifty more.† Tyrion waddled away from her. â€Å"This is Conn son of Coratt. Shagga son of Dolf is the one who looks like Casterly Rock with hair. They are Stone Crows. Here is Ulf son of Umar of the Moon Brothers, and here Timett son of Timett, a red hand of the Burned Men. And this is Bronn, a sellsword of no particular allegiance. He has already changed sides twice in the short time I’ve known him, you and he ought to get on famously, Father.† To Bronn and the clansmen he said, â€Å"May I present my lord father, Tywin son of Tytos of House Lannister, Lord of Casterly Rock, Warden of the West, Shield of Lannisport, and once and future Hand of the King.† Lord Tywin rose, dignified and correct. â€Å"Even in the west, we know the prowess of the warrior clans of the Mountains of the Moon. What brings you down from your strongholds, my lords?† â€Å"Horses,† said Shagga. â€Å"A promise of silk and steel,† said Timett son of Timett. Tyrion was about to tell his lord father how he proposed to reduce the Vale of Arryn to a smoking wasteland, but he was never given the chance. The door banged open again. The messenger gave Tyrion’s clansmen a quick, queer look as he dropped to one knee before Lord Tywin. â€Å"My lord,† he said, â€Å"Ser Addam bid me tell you that the Stark host is moving down the causeway.† Lord Tywin Lannister did not smile. Lord Tywin never smiled, but Tyrion had learned to read his father’s pleasure all the same, and it was there on his face. â€Å"So the wolfling is leaving his den to play among the lions,† he said in a voice of quiet satisfaction. â€Å"Splendid. Return to Ser Addam and tell him to fall back. He is not to engage the northerners until we arrive, but I want him to harass their flanks and draw them farther south.† â€Å"It will be as you command.† The rider took his leave. â€Å"We are well situated here,† Ser Kevan pointed out. â€Å"Close to the ford and ringed by pits and spikes. If they are coming south, I say let them come, and break themselves against us.† â€Å"The boy may hang back or lose his courage when he sees our numbers,† Lord Tywin replied. â€Å"The sooner the Starks are broken, the sooner I shall be free to deal with Stannis Baratheon. Tell the drummers to beat assembly, and send word to Jaime that I am marching against Robb Stark.† â€Å"As you will,† Ser Kevan said. Tyrion watched with a grim fascination as his lord father turned next to the half-wild clansmen. â€Å"It is said that the men of the mountain clans are warriors without fear.† â€Å"It is said truly,† Conn of the Stone Crows answered. â€Å"And the women,† Chella added. â€Å"Ride with me against my enemies, and you shall have all my son promised you, and more,† Lord Tywin told them. â€Å"Would you pay us with our own coin?† Ulf son of Umar said. â€Å"Why should we need the father’s promise, when we have the son’s?† â€Å"I said nothing of need,† Lord Tywin replied. â€Å"My words were courtesy, nothing more. You need not join us. The men of the winterlands are made of iron and ice, and even my boldest knights fear to face them.† Oh, deftly done, Tyrion thought, smiling crookedly. â€Å"The Burned Men fear nothing. Timett son of Timett will ride with the lions.† â€Å"Wherever the Burned Men go, the Stone Crows have been there first,† Conn declared hotly. â€Å"We ride as well.† â€Å"Shagga son of Dolf will chop off their manhoods and feed them to the crows.† â€Å"We will ride with you, lion lord,† Chella daughter of Cheyk agreed, â€Å"but only if your halfman son goes with us. He has bought his breath with promises. Until we hold the steel he has pledged us, his life is ours.† Lord Tywin turned his gold-flecked eyes on his son. â€Å"Joy,† Tyrion said with a resigned smile. How to cite A Game of Thrones Chapter Fifty-six, Essay examples

Managing Organization

Question: Describe about the environment of an organization. Answer: At present days, the environment of an organization where it is operated is becoming more complex and changeable. Therefore, the theorists even cannot ignore its impact on the structure of the organization and its function. An open system is defined as a system that exchanges the feedback with the external environment regularly (Griffin 2013). For the open systems, inputs, outputs, processes, assessment, goals and evaluation all are important and plays a vital role in an organization. The most important aspects that are necessary for the open systems involve external environment, boundaries and equifinality. According to the Open System Theory, an organization is surrounded by its environment, where the resources are imported from the particular environment and the services and the products are exported to the environment. Opined to Giraldi and Petruccione (2012), in the earlier period, the environment was not considered as an important variable in order to take into consideration at the moment of describing the function and structure of an organization. All the systems that come into contact with the environment are all considered as the open systems and when the management of an organization implements this system within an organization in order to run the business successfully, it is termed as Open System management approach model. The characteristics of the open systems that is applied and implemented to the organization include: Firstly, the open systems help in importing the resources from the environment in the form of information, raw material and energy. Secondly, all these resources are transformed in order to serve a service or to produce a product. Thirdly, the services that are provided or the products that are produced are exported back to the systems environment. Fourthly, the reaction of the environment is then fed back as an input to the system and therefore it completes a cycle. Fifthly, the negative entropy characterizes the open systems that are obtained by acquiring huge resources in order to replace the spent ones. Sixthly, the systems can obtain a state of equilibrium by vibrant homeostasis and also by monitoring the environment carefully (Hellriegel 2012). Seventhly, the increasing elaboration and differentiation is also considered as the characteristic of the open systems. Eighthly, the systems are considered hierarchical and are made up of various subsystems that exist in relatively larg er systems. Every single subsystem has prominent and clear boundaries (Tracy 2014). Lastly, the open systems are distinguished by the principle of equifinality. This principle of equifinality is defined as a system that can reach the similar final state from the point of differentiating the initial situation and also by several types of paths. It can also be said that there is no single way that can be considered as the best one in order to organize, differentiate situations that generally lead to various ways of organizing. Therefore, it can be said that the theory of open systems do not negate entirely the prior theories of organization. Nevertheless, this mainly put emphasizes on the vital role of the environment in order to determine the performance of the organization and the structure of the organization (Schermerhorn 2013). Nowadays, it has been found that there are many organizations that failed to survive still after implementing the open system management approach model. I have recently been an intern in an organization and was doing my internship. From there I have gained practical knowledge that is totally different from the theoretical knowledge. This practical knowledge will help me in my future. During my internship, I have gained an experience and have also acquired practical knowledge that helped me to understand the reason for which some of the organizations fail to run successfully even after implementing Open systems within the firm. I have learned from the operation and regulation of the organization that open system theory should be implemented within some specific departments like the department of marketing and human resource management. As this system helps to gather data and also to analyze them in order to increase the sales of the firm. Additionally, the innovative ideas of the employees also help the firm to modify or produce some new products or services. Similarly, by collecting more data the HR managers can easily resolve the co nflict within the organization and thus can run the organization successfully. However, the departments like research and development should not implement the open system theory as the free flow of information might leak the privacy of the organization and thus can cause harm and can affect the firm adversely (Ryerson.ca 2016). Therefore, it can be said that the open system model has both positive and negative aspects. However, the organization should implement it in proper way in order to get the positive result. References Giraldi, F. and Petruccione, F. (2012). Open System Approach to the Internal Dynamics of a Model Multilevel Molecule.Open Syst. Inf. Dyn., 19(02), p.1250011. Griffin, R. (2013).Management. Australia: South-Western Cengage Learning. Hellriegel, D. (2012).Management. Cape Town: Oxford University Press. Ryerson.ca. (2016).ryerson - Ryerson University - Ryerson University. Schermerhorn, J. (2013).Management. Hoboken, NJ: John Wiley Sons. Tracy, B. (2014).Management. New York: AMACOM.