School s Responsibility On The Prevention Of School Violence

School’s responsibility in the prevention of school violence: Why the schools are responsible for the safety of children Every parent wants their children to go to school to learn and feel safe. With bullying, fighting and sexual offenses in schools across this country, teachers and faculty should do everything in their power to ensure the safety of all students. However, in order to combat the violence, teachers must first understand the problem and come up with strategies to address the issues. School safety continues to be one of the top issues due to many of the treats we face today. One of the most undeniable reasons why schools should protect the safety of students is bullying. Bullying is everywhere in this country and the students are victimized daily by this type of behavior. The act of bullying comes in many forms. Physical violence, poking, kicking, pushing is a form of direct bullying. Verbal bullying, name calling, and teasing is another form of indirect bullying. Basically, excluding a person from a peer group (Scarpaci,20 06; Reid, Monsen, Rivers,2004). Children between the ages of 9-15 are most often bullied. Research by Cohen (2015) states, since the early 1990s there have been more fatal school shootings due to this type of harassment. Prevention of this type of behavior educators as well as parents are working together to identity the characteristics of bullies and victims to stop this violence. Another contributor to violence is fighting inShow MoreRelatedMaintaining A Safe Environment At School844 Words   |  4 PagesHenderson 1 Madison Henderson Instructor Henry English 10H, Period 2 18 September 2015 Maintaining a Safe Environment at School The use of illicit drugs for all grades combined was 27.2% in the year 2014(â€Å"DrugFacts: High School and Youth Trends†). At a New Jersey high school, two girls were found smoking in the bathroom by a teacher. The teacher took the girls up to the vice principal immediately, then the vice principal asked both of the girls if they had been smoking in the bathroom. The firstRead MorePersonal Religious And Cultural Beliefs And Values754 Words   |  4 PagesBelief systems. The decision for a person to stay or flee a domestic violence situation often is determined by their personal religious and cultural beliefs and values. The person believes that marriage is a union of God and divorce or separation is wrong. Instead they believe that all things can be worked out through the power of prayer. They believe the children need their father and divorce would hurt the children emotionally. Economic dependence on the abuser Many women caught up in abusiveRead More Violence in the School Systems Essay1127 Words   |  5 PagesViolence within this country has been an ongoing problem throughout history. 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Police Duties On The Private Lives Of New Zealand Police...

I am a member of Expert Learning Group E and will be presenting on our assigned text, namely the section titled Policing in Small and Rural Jurisdictions. For the case study portion of the assignment I read an article by John Buttle, Corrine Fowler, and Mei Wah Williams titled The Impact of Rural Policing on the Private Lives of New Zealand Police Officers. This article studied the impact police duties on the lives of rural police officers in comparison to those working in urban areas. A total of 16 officers from the national police force of New Zealand were interviewed; 7 were from urban areas, and 9 whom worked in rural assignments. The information gleaned from the interviews indicated there are significantly different impacts on the lives of police officers between the two areas. Rural officers felt a heightened sense of danger associated with receiving support from other officers due to the diminished concentration of officers, and the significantly increased geographic separation. This is in contrast to the urban areas where officers often rely on the timely response of back-up. Another issue related to having rural officers in large geographic areas of responsibility was the issue of response time when having to respond significant distances to investigate calls for service. In urban areas officers are never very far from their calls, and the higher concentration of officers reduces response time. Because of limited resources in rural areas, the New ZealandShow MoreRelatedMagistrates4753 Words   |  20 Pagesjustified - that the selection procedures tend to favour the appointment of new magistrates whose views are compatible with existing members. 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Nokia Values That Make a Company Global Free Essays

string(36) " the Intellectual Capital Partners\." STraTeGiC Hr MaNaGeMeNT case study with teaching notes Nokia: Values That Make a Company Global By Geraldine Willigan, MBA Project team Author: SHRM project contributor: External contributor: Copy editing: Design: Geraldine Willigan, MBA Nancy A. Woolever, SPHR Ram Charan, Ph. D. We will write a custom essay sample on Nokia: Values That Make a Company Global or any similar topic only for you Order Now Katya Scanlan, copy editor Terry Biddle, graphic designer  © 2009 Society for Human Resource Management. Geraldine Willigan, MBA. This case was prepared by Geraldine Willigan, MBA, former editor at Harvard Business Review, under supervision of Ram Charan, Ph. D. , former faculty member at Harvard Business School, winner of best teacher award at Northwestern University’s Kellogg School of Management, and a regular teacher in executive programs across the globe. The authors gratefully acknowledge the help of Juha Akras, Ian Gee, Antti Miettinen, Arja Souminen, Olli-Pekka Kallasvuo, Hallstein Moerk, Tero Ojanpera and Shiv Shivakumar. Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www. shrm. org/education/hreducation 09-0353 Nokia: Values That Make a Company Global Introduction In the summer of 2006, the global competitive landscape in which Nokia was operating was changing at an astoundingly fast pace. Market growth was shifting to emerging countries, mobile devices were being commoditized, handset prices were declining, networks were combining (Nokia had just merged its own networks infrastructure business with that of Siemens, forming Nokia Siemens Networks, or NSN), Microsoft and Apple were making moves toward mobile devices, new technologies were being developed, and new strategic opportunities were arising as mobile phones were becoming the gateway to the Internet. To win in such a fast-paced and intensely competitive environment, the company had to move with speed and do a superb job of satisfying consumers. Decision-making would have to occur at the lowest possible level to reflect the peculiarities of the local markets while leveraging the power of Nokia’s diverse people, its brand, its financial resources, and its technology and design expertise. Collaboration between locals and headquarters and among multiple cultures and partners was paramount. Nokia conducted extensive interviews with people inside and outside the company, including partners and suppliers, to understand how Nokia was perceived and how it might have to change. That research informed a number of actions and renewed the focus on Nokia’s culture and, in particular, its values. From Paper Mill to Conglomerate to Global Brand Nokia, headquartered in Espoo, near Helsinki, Finland, is the world’s largest mobile handset manufacturer. It holds some 40 percent of the global device market as of the second quarter of 2008. It operates in 150 countries and had more than 117,000 employees, including NSN, as of late June 2008. It is the top-rated brand globally. Annual revenues for 2007 were $74. 6 billion (51. 1 billion euros). The company began in the late 1800s as a paper mill, then evolved into a diversified industrial company and was an early entrant in the mobile era in the 1980s. In the 1990s, CEO Jorma Ollila restructured the conglomerate to focus on mobile phones and telecommunications, and Nokia became the technology and market leader, starting first in Europe, then expanding to the United States and dozens of other 2009 Society for Human resource Management. Geraldine Willigan, MBa 1 developed and emerging economies, including China and India. In the early 2000s, Nokia was briefly challenged by Motorola and Samsung but was able to maintain and soon to increase the lead. In 2006, Olli-Pekka Kallasvuo (OPK, as he is known at Nokia) became CEO. Nokia’s strategy at that time was changed to c over both the mobile device market as well as services and software. In 2007, Nokia announced that it would become more like an Internet company. Transforming the Culture for the New Challenges As Nokia’s leaders pondered what would hold people together and enhance collaboration and speed across their large global company, they arrived at an answer—culture, of which values had long been a foundation. Values align people’s hearts and emotional energy and define how Nokia employees (â€Å"Nokians†) do business with each other and the rest of the world. Because Nokia’s existing values had been unchanged for more than a decade and research showed there was some ambivalence about them internally, the executive board, comprised of the CEO and about a dozen senior leaders, decided it was time to re-examine the values. OPK selected a team of people to create a process for doing so. The challenge to the team was to get all the people of Nokia intellectually engaged. In keeping with Nokia’s culture, the values would have to be the result of â€Å"the many† communicating with â€Å"the many. † Assigning this task was not trivial. It required that senior management be committed to live with the outcome. The values that emerged from the bottom up would have to be taken seriously and stick—or the organization would be seriously harmed. As the team got to work and explored the options, they determined that the best approach would be to combine high tech and high touch. The high-tech part of the values-creation process would be through the â€Å"Nokia Jam†Ã¢â‚¬â€using IBM’s Jamming technology that would allow all Nokians to engage in an online dialogue. The hightouch part would come through the use of the World Cafe methodology. The World Cafe methodology had sprung up in the mid 1990s to accommodate a large group of people from diverse disciplines and far-flung locations around the world who wanted to discuss issues of common interest. 2 That group was known as the Intellectual Capital Partners. You read "Nokia: Values That Make a Company Global" in category "Papers" To create an informal conversation among so many people, participants were divided into small groups seated around tables to discuss a given question. The groups would then repeatedly disperse and individuals would rotate to other tables, so ideas were disseminated, cross-pollinated and combined. As the conversations continued, facilitators compiled the ideas that emerged. The World Cafe methodology had been used in some small pockets within Nokia but had never been tried on a companywide scale. The concept was right, but it was impractical for all 50,000-plus Nokians to directly engage in a dialogue. So the idea emerged to have a subset of people from across Nokia get together to discuss Nokia values with a totally clean slate, as if they were recreating Nokia on the planet Mars. 2  © 2009 Society for Human resource Management. Geraldine Willigan, MBa A trip to Mars became the metaphor for assembling a cross-section of Nokians to participate in the World Cafe format and create the new values. Nokia’s Trip to Mars Nokia produced 5,000 elegant, visually exciting invitations that looked like boarding passes and airline tickets. These were sent in bundles through snail mail to people at various organizational levels and functional areas, including HR, in each of the business units. The instruction to the recipients was to find a way to randomly distribute their bundle to people in their offices and factories whom they would trust to have a discussion about Nokia’s values and culture. The recipients could also keep a ticket for themselves. Each ticket was in a â€Å"wallet† that described what Nokia was doing. It stated the current values and gave instructions for how to proceed, first by going to the Nokia Way web site to learn more and to register for a cafe in their local area. Participants also got two luggage tags, which they were supposed to discuss with their colleagues beforehand: a green one, which represented the values or ideas Nokia should be sure to take with it as the company moved forward, and a gray one, for things that could be left behind. Nokia held 16 cafes in 60 days around the world. More than 100 employees representing a cross-section of Nokia attended each one. The day of the cafe, small groups discussed a predetermined set of questions. One person served as host and stayed at the table while everyone else rotated to other tables, eventually returning to their original spots. People had taken the preparation very seriously and interviewed their teams ahead of time; some brought stacks of paper with various notes and ideas. As the discussions took place, ideas began to emerge and converge. Facilitators captured them graphically and in written scripts. The outputs from each cafe were then uploaded to the Nokia Way web site, and everyone at Nokia had access to it and was invited to comment. Several thousand more employees were able to participate in the dialogue through the means of the web site, giving their opinions and making suggestions and sometimes asking questions they hoped the next cafe would address. The sessions were also videotaped and edited into short video blogs that were so funny and engaging that they logged approximately 30,000 visits. The video blogs, too, elicited comments from fellow Nokians. The mix of people attending the cafes was just what Nokia’s executive team had hoped for: an assortment of people from offices and factories and from every functional area and organizational level. The cafe process allowed those diverse viewpoints to be heard. Engineers said Nokia needed greater tolerance for risk, for instance, while marketing people wanted more stability. In the process, it broke down biases and misconceptions and began to build social bonds. â€Å"Latin Americans were not the only people with emotions! one participant commented. Another said: â€Å"At first it felt like I couldn’t even find a common language with my Mexican  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 3 marketing colleagues in Nokia. It was exciting when we found a common language and vision, and everybody was on board. † As the cafes took place, four values began to emerge. These were to be presented to the top 30 leaders at the final global cafe to be held in Helsinki. But instead of writing them on a PowerPoint slide, the values were presented in a way that was experiential. Representatives from each of the Nokia Way cafes were chosen to attend, and on day one of the Helsinki cafe, they got together and brainstormed how to make the values come alive. They recreated some of the skits, songs and visual aids their local cafes had generated to express the thoughts and feelings that underlay the values. The representatives from the Finnish cafes built a bird’s nest and a sauna in the hotel meeting room to represent Nokia’s passion for innovation (the bird’s nest was for the hatching of ideas, the sauna to represent the fire of passion). The next day, the group made their presentation to the senior leaders, and after some discussion, the four values that had came out of the cafe process were affirmed. OPK, who, like many Finnish people, was ordinarily quite reserved, was visibly moved by the intensity and sincerity of the feelings expressed. He felt as though he could hear the voices of Nokians around the world, and he, too, wholeheartedly supported the values. He asked that a representative present them to a group of 150 top leaders that was meeting three or four weeks later as part of the annual Strategy Sharing process. The group selected Ganeas Dorairaju, a native Malaysian who had been working in Finland for the past decade, to represent them. He stood in front of the top leaders and explained the values and the process by which they were created. At the end of it, the audience gave him a standing ovation. One leader wondered if the values could be turned into a catchy tune. Soon after, an employee teamed up with her husband and did just that! Nokia’s New Values3 Nokia’s new values and the explanation of them are as follows: n achieving together. Achieving together is more than collaboration and partnership. As well as trust, it involves sharing, the right mind-set and working in formal and informal networks. engaging You. For us, ‘engaging you’ incorporates the customer satisfaction value and deals with engaging all our stakeholders, including employees, in what Nokia stands for in the world. Passion for Innovation. Passion for innovation is based on a desire we have to live our dreams, to find our courage and to make the leap into the future through innovation in technology, ways of working and through understanding the world around us. Very Human. Being very human encompasses what we offer customers, how we do business, how we work together, and the impact of our actions and behavior on n n n 4  © 2009 Society for Human resource Management. Geraldine Willigan, MBa people and the environment. It is about being very human in the world—making things simple, respecting and caring. In short, our desire is to be a very human company. The world cafe process generated values that are different and more open-ended than most companies’. As leaders at Nokia note, the values require discussion. People might not know right away what â€Å"very human† means, but once people start to discuss it within the context of Nokia, it becomes very clear. People do, in fact, have those discussions. They use them to say, â€Å"Hold on a minute, is this engaging you? Are we meeting that value in what we’re doing? † ‘Very Human’ is closely associated with technology; it reflects the fact that Nokia has to develop devices that are easy to use. And ‘Achieving Together’ is about customers and suppliers as well as fellow Nokia employees. ‘Achieving Together’ also helps remove the fear associated with being an industry pioneer. The values are aspirational but also model what was already working well at Nokia. In India, for instance, where Nokia has built a dominant market position of some 75 million subscribers in a very short time, the values were evident before they had been articulated, which likely influenced the input of the three cafes conducted in that country. One of the key factors that drove business success in India was the distribution system, which Nokia and its business partner, ATL, built from scratch when large consumer electronics retailers declined to carry mobile phones because of their low margins. Working together to find an alternative, Nokia and ATL hit on the idea to mimic the small (sometimes just 5 x 5 feet) kiosks that are found in villages across India from which vendors sell fruits and vegetables. They recruited individuals interested in running their own kiosks, trained them and ensured they would have products in the right quantities and at the right margins for those vendors to make a living. The Nokia team wanted to be sure that whatever arrangement they designed would benefit Nokia, ATL and the individual mobile phone vendors. That way, they would Achieve Together. The Nokia team in India—a mix of native Indians and technology and other experts from such far-flung Nokia locations as Finland, China and Indonesia—collaborated in listening to and observing people in various parts of India to understand their needs. Their approach was collaborative and Very Human. As a member of the leadership team in Nokia India explains, â€Å"One thing that Nokia prides itself on is that it is not arrogant. That comes across in every interaction. People never take for granted that they know everything. Because of conditions in parts of the country, Indians needed a mobile device that was dustproof and didn’t slip out of sweaty hands. They wanted a device that could be an alarm clock, radio and flashlight (or â€Å"torch†) as well as a phone. Nokia’s Passion for Innovation drove the team to find the technology solutions Indians needed. Nokia found that the process of creating values itself had merit. It allowed the many to connect with the many and demonstrated that heterarchy was more important than hierarchy. It captured Nokia employees’ understanding of the challenges they were facing personally and organizationally and their desire to create an organization  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5 that could meet them. It also reflected the spirit of bonding across cultures, functions and silos. As a member of the executive team says, â€Å"It is proof that a strong global corporate culture is possible. † The next order of business was to track the effectiveness of the values. To that end, the company has created a number of vehicles. Nokia includes values in its annual employee survey, â€Å"Listening to You,† and made them a key part of the change pulse survey it undertook during a recent reorganization. The suggestion arose to have pictures to demonstrate the new values, so the company staged an employee competition for photos that represent the values. Photos were posted online, and employees voted for their favorite. The top prize went to a quality manager in one of Nokia’s Chinese factories, who got to accompany Nokia’s brand people on a photo shoot in Paris. Given the quality of Nokia’s artistic skills, it was a choice prize. More than 22,000 employees took part in the competition, and Nokia has a rich bank of photographs to represent the new values. Nokians now are learning to create 90-second films that tell how values are making a difference in their work. These films can be uploaded to a video hub where fellow employees can view them. As of October 2008, more than 60 films had been uploaded to the internal VideoHub, and they have had over 50,000 viewings. 6  © 2009 Society for Human resource Management. Geraldine Willigan, MBa Teaching Notes Global companies require the alignment of their employees and partners not only on the strategy itself but also on the values needed to make that strategy successful. Values reflect and shape corporate culture. A shift in strategy often requires a shift in values. The Nokia case explores the connection between values, strategy, and the collaboration, innovation, speed and flexibility that are required for Nokia to succeed. Nokia is a very large company, with one of the highest brand recognitions in the world. It has the rare ability to design a new strategy and reshape its culture to deliver the strategy at the same time. The Nokia case describes Nokia’s social process for achieving alignment on values—a component of corporate culture—across geographies, silos and hierarchical levels. The learning objectives of the case are as follows: n note NOTE note Instructor’s Note Distribute only pages one through sixNOTE case study document to of this students. A PDF version of this document is also available online for your convenience. To learn the social process of engaging multicultural, multi-country employees in generating and agreeing on a set of values. To concretely demonstrate one way to build a workforce receptive to crossfunctional, cross-cultural teaming that can therefore make fast, high-quality decisions and increase the organization’s flexibility. To probe and deepen understanding of the relationships between strategy, culture, values and business outcomes. To encourage participants to brainstorm alternative ways to engage employees and accomplish similar results. To challenge participants to think critically about whether Nokia’s approach to creating values can apply to other business issues. n n n n The case is appropriate for graduate students in higher-level HR courses and for HR professionals at the highest levels.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 7 The classroom instructor might want to pose the following questions for discussion: 1. Why did company management choose values as a foundation for taking the culture to the next level? Nokia needs collaboration because it must routinely leverage its technology platforms, global brand and manufacturing footprint, experience base in multiple countries, and in-depth knowledge of consumers and the marketplace. While individuals must have some degree of freedom to act, they cannot know everything or understand in depth all of the implications of various trade-offs that must be made in the ordinary course of business. As people come together to exchange information and make trade-offs, they must also have a common glue to hold them together. Values can be a uniting factor; they can be the glue. In the process of creating values, discussions touch on other topics, such as strategy, management style, opportunities, competition, priorities, and the inadequacies of organizational structure and reward systems. Values can fill in the gaps or provide what formal mechanisms miss—for instance, they can support open communication outside of formal reporting relationships. 2. What is your view about the four values the cafe approach produced? Note that they are few in number—four instead of 12. They describe the kind of company many people would like to work for. They can be applied in the real world and are relevant to any job function or organizational level. They are in keeping with requirements for Nokia to succeed. They capture the sense of higher purpose and human dignity people long for in their personal and work lives and therefore encourage positive, authentic behavior. 3. How do Nokia’s values compare with those of your company? Graduate students can compare with a company they are familiar with or one the instructor presents. One option is to look at the values of a competitor—for instance, Apple, given that Apple is now going into the cell phone business. Consider whether people â€Å"connect† with the values, or whether the values are too abstract or too generic to be meaningful. How many are there? Are they actually practiced? Do they relate to company strategy? 4. How will Nokia’s values help execute the change in business strategy? The process and content of the values build trust, making people more receptive to information and ideas from elsewhere in the company. Information flows are likely to be nonhierarchical. Nokia should therefore be able to innovate and respond to change better and quicker. Take, for example, the value â€Å"achieving together. † This value is now fully socialized at all levels in the company. It gives a lower-level person the freedom to call a higher-level person for collaboration and expertise where needed. By reinforcing this behavior, the values help break hierarchies, silos and other barriers. 8  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5. concisely define the behaviors that were stimulated through the cafe approach at Nokia. What information channels got opened? Individuals took time to think about the company and how it does and should operate. They expressed their ideas, knowing their ideas could have wide visibility and make a difference. Before attending the cafes, people sought input from their peers. Participants listened to the views from many other employees. They sought commonality among the viewpoints. They experimented with creative ways to express their ideas. Employees became excited about the company and renewed their emotional commitment to it. Information flowed across boundaries. Because participation in the value creation process required no special knowledge, every participant was on equal footing, including newer employees, whose fresh ideas and energy got released. Thus, information flowed up even from some of the youngest Nokians, who represent the future of Nokia. 6. What’s your evaluation of the social process for engaging thousands of employees across the globe in defining the values? It was an efficient way to engage a broad, diverse set of people. The ready acceptance of the values (the output) indicates that the process was effective. It mirrored the patterns of communication and cooperation in a matrix organization. 7. What does Nokia’s cafe process say about its senior leaders? The senior leaders were secure about their role in the company and heir personal power. Once they committed to the process, they had to be prepared to accept the output. They also had confidence in Nokia employees. They were willing to â€Å"let go. † Senior management of any company should not feel insecure about the outcome of the bottom-up process. Because the process is open, it has built-in sincerity. People want to do the right thing. Also, broad participation is a check against a few radicals who want their way. 8. If Nokia were to use the cafe process again in 2010, what change in values would you anticipate? The outstanding goal of this process is to produce a set of values that are enduring. If the company were to do it again, the values themselves might not be very different, but they might be deepened or tweaked because people will have examples of how they have been used, or not used. The exception is if Nokia were to make a 180-degree change in strategy direction. Then some new values might be needed. If such new values did not emerge through this process, consider whether the strategy shift will succeed. Also consider how the outcome might be different if some regions are far more successful than others going forward, and how working relationships might be affected. Consider, too, the values of younger people who will be entering the workforce around that time.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 9 The instructor needs to press participants on how concrete the values are, how engaged the people are, what are the pros and cons of having values cascade upward, why this process generates energy, and how management can measure whether the values are indeed being practiced and having the intended results. The instructor can jumpstart discussion by dividing the class into eight small groups and having each group discuss one of Nokia’s four values, addressing the following: If the group participants were the leaders, how would they ensure that the value takes deep roots and builds a superb social fabric while at the same time improving business results? The instructor may choose to broaden the discussion to explore issues around new theories of organization and management, such as Enterprise 2. 0 and the use of Web 2. technologies that promise to overcome the bureaucracy associated with hierarchy and make the organization more agile and productive. 4 What some people refer to as Enterprise 2. 0 or depict as a flat organization includes the direct exchange of information among people at lower organizational levels and bottom-up decisionmaking. Nokia’s value-creation process is representative of this new way of engaging employees and doing business. The following questions c an prompt discussion: n Is there a negative side to mass participation, or connecting the many to the many? Lack of knowledge or commitment can cause people to generate bad ideas that nonetheless gain momentum. Senior management will appear to be heavy-handed if it derails or ignores them. The major risk is when management is not trusted by employees, is erratic or seen as incompetent. Under those conditions, this process will fail. If that failure gets the attention of the board, which in this day and age is likely, the board might well insist on a change in management. Good management should learn from anything that comes in that does not match their expectations. In what situations, or for what issues, does a cafe-type approach work or not work? Any time a new leader is starting to take charge of a unit or company, cafe-type approach is a fantastic tool to energize and align people and hear what’s on their minds. This could be used to generate ideas around any particular topic—for instance, to gather ideas for coping with the global financial crisis. Do you think employees want to weigh in on all issues? In this knowledge worker society, tapping everybody’s brain and energy can create momentum and be a competitive advantage. People want to participate. There may be some managers who don’t want to hear what people have to say. The blockage tends to be from management, not the employees. n n 10  © 2009 Society for Human resource Management. Geraldine Willigan, MBa n How do you know if the masses are generating a better or more authentic solution than a smaller number of experts? The adoption and application will reveal the validity of the solution. Let’s remind everybody that â€Å"experts† are also employees. All experts can learn from the front lines. Experts also can be narrow. An open process will surface those conflicts in point of view. In a fast-moving, highly volatile environment, it is hugely important to draw those conflicts to the surface and get them resolved. Even if the outcome is not better in some absolute sense, it will be better accepted. to what extent does engagement affect business performance? How can you measure it? An employee audit or pulse survey are common tools to measure engagement as well as perception of business performance beyond financial numbers. Have people shown more commitment? In this case, the value of achieving together might be evident in shorter decision cycle times. n  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 11 For Further reading Lawler, E. E. III, Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. San Francisco: Jossey-Bass. Shirkey, C. (2008). Here comes everybody: The power of organizing without organizations. New York: Penguin. Charan, R. (2007). Know-how: The 8 skills that separate people who perform from those who don’t. New York: Crown Business. McGregor, D. (2005). The human side of enterprise. New York: McGraw-Hill. Hamel, G. (2007). The future of management. Cambridge, MA: Harvard Business School Press. Goldsmith, M. (2007). What got you here won’t get you there: How successful people become even more successful. New York: Hyperion. 12  © 2009 Society for Human resource Management. Geraldine Willigan, MBa endnotes 1 For more on the history of Nokia, see â€Å"The Story of Nokia† on the Nokia web site, www. nokia. com/a4303001. For more on the World Cafe methodology, see www. theworldcafe. com /reading. htm. Nokia’s earlier values are as follows: 2003 n Customer Satisfaction n Respect n Achievement n Renewal 1992 n Customer Satisfaction n Respect of Individual n Achievement n Continuous Learning 3 4 For more on theories of organization, see, for example, Andrew P. McAfee. (2006, Spring). Enterprise 2. 0: The dawn of emergent collaboration. MIT Sloan Management Review.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 13 SHrm members can download this case study and many others free of charge at www. shrm. org/education/hreducation/pages/c ases. aspx. If you are not a SHrm member and would like to become one, please visit www. shrm. org/join. 1800 Duke Street Alexandria, VA 22314-3499 How to cite Nokia: Values That Make a Company Global, Papers

The Question Of An Answer What free essay sample

The Question Of An Answer: What It Is To Be Human Essay, Research Paper The Question of an Answer: What It Is To Be Human The organic structure is socially constructed ; and in this paper we explore the assorted and ever-changing buildings of the organic structure, and therefore of the embodied ego # 8230 ; # 8230 ; The one word, organic structure, may therefore mean really different worlds and perceptual experiences of world # 8230 ; .. ( Synnot 1992, 43 ) It has been said that in order to understand life and society, we as people must foremost understand ourselves. Who are we as a people? Who are we as persons? Who are we as worlds? These inquiries all present themselves when discoursing a subject such as this. I believe that it is so of import to inquire inquiries such as these, and besides every bit of import to reply them. All of this presuming of class, that there is one specific reply. My job begins here, in that I do non believe that there is one defined reply to these inquiries. As you will see, many # 8220 ; great philosophic heads # 8221 ; have different positions and beliefs associating to these inquiries, and it is my occupation to screen through these different beliefs and discover # 8230 ; # 8230 ; What it is to be human It seems that for ages the human organic structure has been studied and inspected. However, actual # 8220 ; review # 8221 ; merely takes us so far. As worlds, we all know that there are parts of our # 8220 ; being # 8221 ; that are intangible. Take ideas, dreams, and things of the similar. We know they exist, yet they are unable to be inspected scientifically ( to any valuable grade at least ) . The differentiation between beliefs begins here. How one views this intangible side of life with regard to the touchable, is the factor that defines one # 8217 ; s beliefs. There are several ways in which 1 may see the organic structure. A dualist is one who views the organic structure and head, or touchable and intangible, as two separate intities bing together to organize one being. The rule of # 8220 ; Cogito, ergo amount, # 8221 ; or in English, # 8220 ; I think, therefore I am. # 8221 ; The # 8220 ; I # 8221 ; intending the head, and # 8220 ; I am # 8221 ; intending the organic structure. ( Synnott 1992, 92 ) The touchable side of the individual being edge of class, by the Torahs of biomechanics and gravitation, and the intangible being bound by nil but the Torahs of logical thinking. # 8220 ; # 8230 ; ..the organic structure, from its nature, is ever divisible and the head is wholly indivisible. # 8221 ; ( Descartes 1995, 70 ) Like anything, dualism comes with its pro # 8217 ; s and con # 8217 ; s. Many people choose to believe in the thought of dualism because of its truths. Obviously, we can all see that so, the organic structure is existent and touchable, and that the head on the other manus is the intangible, although it excessively is existent. Similarly, as grounds of dualism we have doubtless felt the physical every bit good as the non-physical. The physical being, exhaustion or heat. The non-physical possibly being the # 8220 ; ah-ha # 8221 ; experience, larning something or even woolgathering. Dualism nevertheless, does hold its portion of con # 8217 ; s. Take for illustration, the existent grounds of this belief. No 1 has of all time been able to explicate wholly how the head and the organic structure work together. How can a touchable world coexist with an intangible one? This one inquiry is the draw of most unfavorable judgment of the belief, evidently because no 1 has been able to reply it. Along the same line of thought, how does one explicate the physical location of the head, without giving it a physical nature? If I said that undoubtedly my head is located in my encephalon, I have made it portion of the encephalon, and therefore into a physical, touchable intity. The same goes for wherever one would wish the head, or # 8220 ; soul. # 8221 ; Dualism itself can be broken up into four types. Object dualism, value dualism, behavior dualism, and linguistic communication dualism. ( Kretchmar 1994, 37 ) Of the four, object and value are by far the two most outstanding. Its of import to understand that any dualist is an object dualist. The footing of object dualism is that of dualism itself, the thought that the head and the organic structure are separate intities. Value dualism nevertheless, is a bit different. A value dualist agrees that the head and the organic structure are separated, yet they value the head over the organic structure. A value dualist puts accent on the fact that the head is superior to the organic structure, and in consequence supervises it. # 8220 ; The organic structure is distanced from the believing individual because it is less capable. # 8221 ; ( Kretchmar 1994, 42 ) The attractive force of value dualism is immense. The fact is that people merely can non swear their senses ( their organic structure ) all of the clip. Kretchmar provides an first-class illustration of this: For illustration, playing centre field, we see the hitter take a mighty swing, hear a loud cleft of the ball against the chiropteran, and see the ball start on a flight that would take it over our caput. We begin to run back to do the gimmick, but we have been deceived. The ball really struck the terminal of the chiropteran, and it turns out to be a short blunder that falls in forepart of us. ( Kretchmar 1994, 42 ) It is facts like this that attract people toward the thought of a separate head that is superior to a separate organic structure. It seems that logic is so a better pick. Would logic hold allowed our organic structure to do the error? The truths in dualism have allowed it to do its manner into much of our civilization. In society today, it is really difficult to get away Manichaean thought. Take the Christian position of decease and hereafter for illustration. # 8220 ; Does non decease mean that the organic structure comes to be by itself, separated from the psyche, and that the psyche exists by herself, separated from the organic structure? What is decease but that? # 8221 ; ( Plato 1995, 68 ) Of all the type of dualism, value duali samarium is the most apparent signifier found all around us. For illustration, here at The University of the Pacific, the class of survey now known as # 8220 ; Sports Sciences, # 8221 ; was once known as # 8220 ; Physical Education. # 8221 ; Although the same class stuff is covered, the name was # 8220 ; upgraded # 8221 ; due to the fact that society seems to put much more importance on the academic side of the human than it does the physical. What would it be like if the physical were valued every bit much as the mental? Well gratefully there is a system of sing the organic structure that allows this common, equal importance to happen. Holism is a school of idea that views the mental and the physical on the same degree. Holism really incorporates four BASIC thoughts, two stemming from the organic structure, two stemming from the head, all associating together. ( Sverduk talk 1996 ) The thought of holistic theory is a licking to the thought of mechanistic thought which evolved between 500BC and 1300AD. ( Sverduk talk 1996 ) The thought of mechanistic thought is that everything on Earth can be explained by interrupting it down and analyzing its parts. It is apparent how frequently the organic structure itself is taken in a mechanistic position, and so many are treated as if their organic structure is a machine, making anything to do it better, bigger, faster, and more efficient. With the mechanistic position of the organic structure comes many methods of which to heighten it. # 8220 ; This compulsion with organic structure image has led to exponential additions in decorative surgery, weight-loss crazes, musculus edifice, and even upseting utilizations of new familial technology techniques. # 8221 ; ( Kimbrell 1992, 52 ) This position of the organic structure even brings on several Manichaean impressions. The thought that we are # 8220 ; shades caught in machines. # 8221 ; ( Kimbrell 1992, 59 ) Obviously this impression is a harmful one, # 8220 ; Much of the emphasis and unwellness caused by the modern workplace is due to the fact that adult male is non machine. # 8221 ; ( Kimbrell 1992, 59 ) Holism, as I mentioned earlier, is a licking to this mechanistic line of thought. The basic thought is that the organic structure is made from a small spot of a broad assortment of things. Feelingss, emotions, biomechanics, kinesiology, phyco-social facets of activity, etc.. These factors can be set up into a quadrant system, leting us to see them all individually. Bing viewed individually, these things go # 8220 ; holons, # 8221 ; each bing entirely, while at the same time bing as portion of another. ( Sverduke talk 1996 ) All of these, along with many more things, do up the homo. Take for illustration the action of weight-lifting. On one manus, the lifter feels the hatred, disgust, or assurance brought about by his action. This facet falling into the upper-left quarter-circle. The jock besides feels the Torahs of biomechanics. Thingss like gravitation and the Torahs of gesture. All of these falling into the upper-right quarter-circle. Phyco-social facets besides enter into the lower- left manus quarter-circle. These are things like values and inquiries as to why the lifter is raising ( i.e. : to affect others, or for his ain wellness ) . The last quarter-circle is reserved for the existent kinesiology of the lifter. He can experience his bosom rate addition, his take a breathing addition, etc. A holistic position incorporates all four quarter-circles into the # 8220 ; complete # 8221 ; individual. It is all of these # 8220 ; truths # 8221 ; that draw people to the thought of holistic theory. For a holist, physical instruction is merely every bit of import as mental instruction. It is merely every bit of import to travel intelligently as it is to believe intelligently. Holism is a spot like a piece of paper. You can non hold a piece of paper with lone one side. Each side is separate, yet each are indispensable to organizing one entire piece of paper. ( Beal talk 1996 ) Taking into consideration all of this information, I am now able to make my ain personal doctrine as to what it is to be human. It is a really hard undertaking so, to sit and believe entirely about what comprises my human presence. To make so, one must see values, moralss, and their beliefs. To be homo, in my head, is much more than simply the head and the organic structure. It seems strange to me that such a complex being could be explained by a school of idea such as dualism. Dualism seems a spot excessively obscure. I believe that I would take a more holist attack to this inquiry. Possibly this is due to the fact that I can associate to all the sub-groups in a holistic attack. I have felt all of these countries, and hence seem to believe a spot more in this thought. To me, the homo is a being comprised of a head that takes into consideration clip and infinite, every bit good as emotions and feelings, and a organic structure that exists kinetically and spiritually. The physical facet of life is merely every bit of import as the mental 1. A human is a being that experiences life with regard to all these countries, and works throughout there lives to make the best life they can. The human hunts for, and wholly defines his beliefs. I believe in the experiential thought of being proceeding kernel. # 8220 ; # 8230 ; .first of all, adult male exists, turns up, appears on the scene, and, merely afterwards defines himself. # 8221 ; ( Vanderzwagg 1969, 48 ) I do non believe that the homo is born # 8220 ; into # 8221 ; a life, but works to make one. Whatever the homo may be comprised of, it is no uncertainty that it is a hard inquiry to reply. Different people believe different things. I am in no manner to do the determination that tells specifically what the homo is, but possibly neither is anyone else. Possibly the of import thing is that we answer the inquiry separately, each coming to our ain beliefs and apprehensions.

1928 Election Essays - Politics Of The United States,

1928 Election AP American History October 21, 1997 The year of 1828 was a tumultuous year in American politics. It so happened that it was a presidential election year. The election of 1828 was different from any other presidential election up to that point. The election not only set a precedent, but was also one of the bitterest in American history. Out of all the elections up to that point, it had all the makings of a present-day campaign. The two modern aspects evident in the campaign were horrific mudslinging and the choice of presidential electors by a popular vote. The two men running for the office of president that year were the incumbent, John Adams, and the once-defeated Andrew Jackson. John Adams ran as a National Republican, later to be known as the Whigs. Adams had the support of the respectable Secretary of State, Henry Clay, but he did not have the support of his own Vice-President, John C. Calhoun. Calhoun was very powerful in the politics of that time period. He threw his support in favor Jackson because he could tell that Adams and the Republicans wanted Henry Clay to succeed Adams in the election of 1832. William H. Crawford, presidential hopeful in 1824, also gave his support to Jackson. However, the most important man to lend his backing to Jackson was Martin Van Buren, because he could tell that Jackson was going places. Jackson was running as a Democratic Republican. Because the Democrats are widely known to be the party of the common man, Jackson could use the theory of us against them. The Democrats also gained the support of the newly formed Workingman's Party. When Adams had beaten Jackson for president four years before, the Jacksonians protested that there was a corrupt bargain between Clay and Adams. This came about because once the vote went to the House of Representatives, Clay, a candidate, threw his support in favor of Adams. Once in office, Adams made Clay Secretary of State. Throughout Adams' administration and the campaign, the Jacksonians made the phrase corrupt bargain a rallying cry for their supporters. Adams though made enemies of his allies by refusing to remove competent civil servants from their jobs in favor of his political friends. Adams' views were already known so he had to run on those. Jackson however was for anything against Adams that made Adams look bad. Everything else he was safely shrewd in defining his position on the current issues of the time. He would just put himself in the middle if he didn't have an opinion or he didn't want to upset his supporters. So, in fact, he ran without a program. While he campa igned in the South, his friends in Washington, led by Van Buren, were winning the election for him. They concocted a tariff bill aimed at attracting electoral votes in both the Northeast and Northwest by hiking the protective rates on items favored in those areas. It was called the Tariff of Abominations, especially in the South. This raised dislike for the Adams Administration. That year was also the first year in which presidential electors were chosen by popular vote instead of congressional caucuses. This made the election even more democratic, which is what the Democrats, as they had come to be known, wanted. The Democrats, after all, were on raising the idea of democracy versus aristocracy. This campaign was not only one of the most savage elections up to that time, it is one of the nastiest in our country's history. Both candidates used the newspapers to do a significant part of their mudslinging. One newspaper editor that Jackson used was Amos Kendall of Kentucky. Kendall was the editor of the Argus of Western America. All of his editors though did an expert job of making his political head-hunting look like a crusade to clean Washington of corruption and privilege. One of Adams' editors was Charles Hammond of Cincinnati. He was the editor of the Cincinnati Gazette. Hammond turned Jackson's marriage into a contemptible type of propaganda. But the even more effective propaganda was the Coffin Handbill, which made Jackson out to be a murderer and a ruffian because he had executed six Tennessee militiamen for mutinying during

How to Deal With Stress at Work

How to Deal With Stress at Work Work stress is the great equalizer. High salary, low salary, doesn’t matter. The reasons might vary (deadlines, awful boss, workload), but everyone faces stress at some point in his or her career. There’s even a commonality in the source of these stresses: something is off balance. Too much to do, not enough time. Too many demands, not enough space to fulfill them to others’ expectations. Managing the stresses before they turn into performance issues or a huffy resignation letter is key- but how do you do that? Here are some common work stresses:Looming deadlinesToo much to do at onceOffice politicsWork/life balanceJob uncertaintyInsecurity/lack of confidenceFor all of these, it would be great to say that doing more yoga, or incentivizing yourself with personal rewards would solve the problem. However, while those are really excellent coping mechanisms for stress in general, they may not do much to address the underlying problems at work.Instead, take the time to confront the stresses head-on with a series of questions:What is causing this?Identify what’s behind the stress, and be realistic. It may be that you’re mad at your coworker for dropping the ball and leaving you with work, but is he or she really the source of your stress? Or is it that you have too many priorities to begin with, and the dropped ball was just one ball too many?What would my ideal situation be?While envisioning yourself on a beach with beverage of choice in your hand is nice, it’s not really the type of vision that would help here. This means taking a realistic assessment of what would make you less stressed and more fulfilled in your job. Would it be fewer meetings? More time built into your schedule for specific projects? A juggling of priorities with your manager so that you have the space to achieve your best results?Can I take steps to make this closer my ideal situation?Even seemingly un-budgeable stress factors, like hard deadlines or bos ses/colleagues who are just impossible to work with, can have some flexibility. It may be too late to change things for this round of deadline stress, but it’s not too late to come up with a plan for the next round. Maybe you’d like to have more advance notice on something, or maybe your boss would be open to restructuring your workload in the future so that there’s not such a crunch. If the stress is personality-based conflict with colleagues, maybe you can sit down with them to figure out the best way for you to mesh your styles on projects in the future. (Of course, this hinges on your ability to say, â€Å"I’d like to talk about how we can effectively work together on projects like this† instead of â€Å"dude, you’re driving me crazy.†)If not, what do I want to do to prevent this from being my normal?This is the â€Å"deep in your bones† check. If the disconnect between the ideal and the reality is just too big, or if makin g small changes won’t make your job any more fulfilling, it could be time to start looking around for a different job. The stress could be compounded by trying to push through inconvenient gut feelings. Having an exit strategy doesn’t mean you aren’t tough, or can’t hack it at your current job†¦think of it as an insurance policy for your sanity.

Security Issues Related to the Expansion of the City Airport Research Paper

Security Issues Related to the Expansion of the City Airport - Research Paper Example Security issues related to the expansion of the city airport In post 9/11 world the security and protection are increasingly challenging tasks. Managers and business leaders have an important role, especially the security managers. The city airport is a busy airport operating close to its capacity. The expansion project includes the construction of a new runway and terminal. This is not an unusual situation, many other airports around the world. In this paper is presented the lessons learned with Chicago and Minneapolis airport expansion The implications related to an airport expansion are several. They are related to political issues, construction and environmental and demanding during the operation ( Neufville, 2008). From a Security Manager perspective produce a report about this project. This report will respond to the following questions: What are the full range of risks faced? What should the security strategy be? What additional security products and services might be needed? What special organisational structures might need to be created? What can be learnt from comparable projects that have occurred? What links might be developed with the public policing agencies, media and interest groups? Is there scope for security to be organised and arranged to bring financial benefits to the company? Would you advise the Board to reconsider their decision? In order to improve the efficiency in the process of decision making is important to define and measure all the benefits and risks of the airport expansion. It’s recommended a SWOT analysis. Risks Faced The airport expansion has associated major sources of uncertain and risks. â€Å"In the current climate, long-term forecasts cannot be developed with any degree of confidence. On the contrary, as has been extensively documented, forecasts of airport traffic today are ‘always wrong’.† ( Neufville, 2008). As said the expansion of the airport will the constructed on the adjacent land whic h is currently a small forest. Next to it there is a country park popular with local residents, which includes: children’s play area, lake with ducks/swans etc, football pitches. There is also a housing estate next to the park and forest with over 1500 residents. The proximity with the existing infrastructure implies some risks to the success of the project. The risks and uncertainties over the lifespan of the expansion could be divided into three major groups: - Political issues and Government policy; - Construction and environmental; - Demand during operation. Political issues and Government policy The project of the airport expansion requires government and local authority permits. These processes are intrinsically related to the decision-making process those entities. Therefore the delays in the decision-making process are a risk. When depending on the decision of those authorities the project could be affected by too many advances and drawbacks.  Ã‚  

Fashion Function & Aesthetic Essay Example | Topics and Well Written Essays - 2500 words

Fashion Function & Aesthetic - Essay Example The essay "Fashion Function & Aesthetic" talks about Innovative Materials and Digital Technologies for Fashion Applications. The idea of fashion originated from people seeking to define personality by their choice of clothes. This however changes as the advancement in technology since our way of life is directly impacted. The influence of technology in our lives, though manifest in various aspects, seems to be more distinct on fashion trends. With the arrival of digital technology came new ways of making clothes, new style of clothing and basically new inspiration for the fashion industry. An obvious observation is that fashion and technology have had a relationship dating back since times in history. Each technological evolution brings with it influence in the fashion industry and it has not been any different with the digital technology. A lot of digital influences are being experienced in the fashion industry right from inspiration, production, trend setting, down to the consumer experience. The fashion industry continues to experience transformation in fabrication, designing and promotion in ways beyond remarkable. Thanks to digital technology, sewable electronic designers are making a garment with incredible abilities and fashion promotion and branding have been all redefined through social media networks. Digital technology has been adopted by leading fashion houses in the world to promote brands and enhance the consumers' shopping experience. Certain websites have launched applications.

Engineering Materials Characterization of PM Stainless Steels Essay

Engineering Materials Characterization of PM Stainless Steels - Essay Example Also the effect of temperature and the hardness effect on the steel produced from the mixture will be described with essential research material read over the course of the experiment ad its description (German, 1990) EFFECTS OF BORON IN STEEL Boron is a very useful element when used for alloying purposes in many materials but in the experiment it will be illustrated along with researched facts as an alloying element in steel because of its effect on harden-ability enhancement. Boron is added to unalloyed or low level alloyed steels to enhance the level of hardness of the alloy. Boron steels are used as high-quality, heat-treatable construction steels, steels for carburization and forming cold steels such as steels for screws. The property change with the amount of boron added and the temperature affect will be discussed in detail in the paper (Adam, 2000) Boron also is known to activate liquid phase sintering and to reduce the sintering temperature that is needed a achieve a highly dense alloy metals (Raymond, 1994). The liquid phase arises from the existence of a low melting-point eutectic reaction that is produced by the reaction between the boron and the alloying element in the steel with the alloy is being constructed. ... These small amounts may be sufficient enough to hardened the alloy with the correct heat treatment. For understanding purpose the terms sintering or hardenability should be explained. Sintering or hardenabilty is a measure of how much martensite is formed at a given cooling rate in steel. The hardenabilty of steel is defined as the maximum diameter of a cylinder that has a microstructure that is 50% at its centre after quenching from the austinizing temperature (Reed, pp. 35). Effect of Temperature on the Mixture For the particular purpose of finding out the effect of the addition on boron in them mixture to form PM we need to go through some previous research work which has been done in this particular field. The effects will be described as well proven graphically, which will be extracted from previous researches. Generally it is thought that the PM alloy of boron will have a finer finish and a better sintering value. For pressing on the previous fact we will see the effect of boro n addition into the mixture ranging from Low levels of boron (0.1-0.15%) along with the increase in temperature. ANALYSIS As described above, pictorial reference will be used to explain the description to go along with it. The figure will be color coded and self explanatory but for the purpose of understanding, extended elaboration has been provided. The figure shows the sintered density when the amount of boron is added from being non-existent to a level of 0.15. it is clearly visible that when the concentration of boron increases the sintered density increases. The sintered density is the factor that increases the hardenablity of the steel alloy. At 0% induction of boron in the alloy the sintered density

Evolution Of The Concerto Grosso Music Essay

Evolution Of The Concerto Grosso Music Essay Describe the evolution of the concerto grosso from its origins up to the time of JS Bach and Handel. Include references to specific composers and works. The concerto grosso is an early form of concerto which is distinguishable from other types of concerto by its two groups of instrumentation, the continuo and the repieno. Concerto grosso translates roughly as great concerted performance. Late in the renaissance period composers such as Giovanni Gabrieli were using methods of contrast and opposition in their works, evident in Gabrielis polychoral canzonas, which were so effectively developed in St marks Cathedral, Venice. The use of St Marks many choir lofts brought new timbres and techniques to such composers, which would develop further in the Baroque era. As in the polychoral music of Gabreili, the concerto grosso would set a concertino small group of solo instruments against the ripieno a full string orchestra. Typically there would be a basso continuo which would be a harpsichord or an organ which would add texture to the ripieno and would support the continuo with harmonies. Ritornello form will typically be found in the faster movements of concerto grossi, the ritornello will start, played by the ripieno, the concertino will then join in stating the main theme. The ritornello and concertinos episode will then alternate with the main theme being reintroduced shortened, altered or in full. TUTTI SOLO TUTTI SOLO TUTTI RITORNELLO CONCERTINO RITORNELLO CONCERTINO RITORNELLO This pattern would happen many times and in different keys, but the main theme wouldve been likely to be repeated in full, and in the tonic key, only at the end. Although this form looks to be quite clear cut, there were many variants, composers such as Corelli, Handel and Vivaldi experimented with the form. The origins of the concerto grosso can be found around 1675, one of the first concerti grossi is by Alessandro Stradella (1642-82), but some of the more celebrated early works are the twelve concerti grossi of Corellis opus six. These works of Corelli seem to have been key in the emergence the concerto grosso. Written in 4, 5 or even six movements and alternating between fast and slow, Corelli based his musical ideas on dances of the baroque period like the allemande, the courante and the gigue. In these compositions Corelli had started to define a strong contrast between soli and tutti, which may have developed from his church sonatas. The development of the orchestra during this period had an effect on the evolving concerto grosso. The relatively new violin family had replaced that of the viols and players were becoming specialists, giving composers more flexibility when writing. Whilst there was no standardisation of the baroque orchestra, it would consist predominately of stringed instruments of the violin family which would double on parts as the colour of timbre was quite limited. The three keyboard instruments of the time, the clavichord, the organ and the harpsichord all benefited from the now commonplace tempered tuning technique. This era started to see virtuosic performers arise in musical schools, mainly in Italy. For example, in the church of San Petronio, Bologna, there was a regular group of performers who became accomplished in there fields, but when the occasion suited ensembles were increased in size by the use of more modestly talented instrumentalists. This created a different standard of difficu lty between the concertino solo passages and the fuller repieno episodes. One of the most notable figures in the Bologna School was Giuseppe Torelli (1658 1709), Torelli contributed a lot to the development of the concerto grosso. It was he who settled on a three movement, fast slow fast structure. In his opus eight concerti, he has developed a distinctive style with a very clear use of the ritornello form in his allegro movements. It is here in the time of Torelli that the markings of a typical concerto grosso start to emerge with its allegro adagio allegro structure, the strong and strict use of ritornello form and then the use of more virtuoso writing for the continuo instruments. With this three movement structure becoming almost standard it is by the works of Antonio Vivaldi that it becomes established. Vivaldi shows a development of melody and rhythm, writing in distinct form which had grown to be expected of a baroque concerto, but at the same time he enhanced the writing of solo lines in a way seen previously by Torelli and Albinoni. Vivaldi started to introduce wind instruments such as flutes, bassoons and horns to the orchestra and sometimes to the continuo, which, in turn led to a more colourful demonstration of timbre. The adagio movement became just as important to Vivaldi as the allegro movements, gaining equal importance; this is something which other composers such as Johannes Sebastian Bach took into their works. Around 1720, Johannes Sebastian Bach wrote a set of six concerti of which three were concerto grosso, numbers 2, 4 and 5. Bach was influenced by the works of Corelli, Albinoni and Vivaldi but started to create more complex texture with counterpoint and sonority. Although developing the style of writing, he largely conformed to the structure set before him. George Fredric Handel (1685 1759) differed here, whilst still writing with the newer, more complex techniques his concerti grossi were more in keeping on a structure basis with those of Corelli. In his concerti he uses more movements and relates them to the baroque dances, for example, opus six, concerto grosso no six. Within this work there is an opening larghetto e affettuoso, a fugal allegro, a pastoral in the form of a musette en rondeau and a minuet like allegro. The concerti of Handel show diversity and variety, which may be due to the fact he was more travelled than other composers of his time. It was during the period of Vivaldi, Bach and Handel that the concerto grosso was to become less popular amongst composers, the writing of virtuoso lines leant itself better to the solo concerto, although the term concerto grosso has still been used in the 20th century by composers such as Bloch and Vaughn Williams. Word Count 992 SUBMISSION 1 ASSIGNMENT TWO Assignment 2A Question 2 Discuss the variety of instrumentation in Bachs Brandenburg Concertos. Johannes Sebastian Bach used an extremely varied combination of instruments in his set of Brandenburg Concertos. For the period, late baroque, it was almost experimental, leaving no stone unturned as he searched for the sonority to compliment his distinctive counterpoint. Because the instrumentation is so varied I will describe each of the concertos separate scoring before discussing the many combinations and instruments. Brandenburg Concerto No. 1 in F major Instrumentation Concertino Two Corni da Caccia (Natural Horn), Three Oboes, Bassoon and a Violino Piccolo (Small Violin). Ripieno Two Violins, Viola, Cello and Basso Continuo (Harpsichord). Brandenburg Concerto No. 2 in F major (Concerto Grosso) Instrumentation Concertino Tromba (Trumpet), Recorder, Oboe, Violin Ripieno Two Violins, Viola, Cello and Basso Continuo (Harpsichord). Brandenburg Concerto No. 3 in G major Instrumentation Concertino Three Violins, Three Violas and Three cellos (split into three groups of equal instrumentation). Ripieno Basso Continuo (Harpsichord). Brandenburg Concerto No. 4 in G major (Concerto Grosso) Instrumentation Concertino -Violin and Two Flauti decho (Recorder). Ripieno Two Violins, Viola, Cello and Basso Continuo (Harpsichord). Brandenburg Concerto No. 5 in D major (Concerto grosso) Instrumentation Concertino Harpsichord, Violin and Flute. Ripieno Violin, Viola, Cello and Violone. Brandenburg Concerto No. 6 in B flat major Instrumentation Concertino Two Violas and a Cello. Ripieno Two Viola da Gamba (In unison), a Cello, a Violone and Basso Continuo. There are many things which strike you about Bachs instrumentation when you see it classified in this way. Firstly, for the period, it seems to be quite experimental and certainly in Concerto No. 6, the use of the Viola da Gamba, a somewhat dated instrument of the time, could suggest Bach was searching hard for exactly the texture he wanted, or that in fact Concerto No. 6 predates the other five and is not as the date on the presentation score. This concerto also displays a lack of treble instrumentation, creating a much darker timbre. Also on show is Bachs exposition of wind ensemble, Concertos No. 1 and No. 2 display wind groups as the concertino, adding a real sense of colour and texture to the works. The Harpsichord makes an appearance as the soloist in Concerto No. 5, showing a reluctance to conform to the standard practise of keeping the keyboard instrument in the continuo. Amongst the scoring of the Brandenburg concertos are some Instruments which may be unfamiliar to todays audience. In Concerto No. 1, the only brass instruments are the two Corno da Caccia. Now this is not the Horn that we know today, but would have been a small, natural, valve less horn, not to dissimilar to a hunting horn. This instrument allowed Bach to write the same virtuosity as for a trumpet, but would have given slightly less edge to the sound. The Flauti Decho of the fourth concerto stirs up a lot of debate as to exactly what instrument Bach actually meant. Malcom Boyd, in his book Bach, The Brandenburg Concertos discuss the possibility of the Flauti of the second concerto, the recorder, being the same instrument as the Flauti Decho and in fact not a different version at all. This is a matter that many academics are yet to agree on. The Violin Piccolo is scored in the first concerto amongst the concertino, this instrument, as the name would suggest, is a smaller version of the violin we know today. The violin piccolo is recorded as being pitched either a minor third, or a fourth above the concert violin, but as Malcom Boyd writes in his book It is doubtful whether one can really speak about the violin piccolo as one might about the violin or the viola. Concerto No. 6 gives us the Viola de Gamba, An older instrument, the viola de gamba is a member of the viol family, a six string instrument played with a bow and held between the legs, equivalent to todays double bass. Also required in each one of the six concertos is a violone, this would have been similar to the viola de gamba, a bass like instrument used in the basso continuo. Bachs treatment of concertino and ripieno differs somewhat to that of other concerto composers such as Vivaldi, as he treats the concertino as not just a solo group but likes to bring different instruments to the fore, and create unusual pairings of different instruments. As referred to in The Cambridge Music Guide, in concerto No. 2 the solo instruments are paired in every combination, this makes me wonder if there was also some mathematical logic behind this sort of scoring. Every soloists performs on there own and with the group, and lines are passed seamlessly around the ensemble. Throughout the Brandenburg Concertos, Bach uses the instrumentation to such effect, that there are so many colours and textures on display. However, with the ambiguity of what some of the instruments were it is impossible to recreate the colour and texture that Bach himself was looking for. Word count = 826 SUBMISSION 1 ASSIGNMENT TWO Assignment 2A Question 3 Give a detailed analysis of the first movement of Brandenburg Concerto no. 2 in F major. Include a brief background to this work. It is widely believed that much of the music that Bach wrote during his years as the Kapellmeister in Cothen has been lost, fortunately amongst the surviving works are the celebrated scores of the Brandenburg Concertos. Due to the complex contrapuntal nature of the six instrumental works, they could possibly be classed as chamber works rather than orchestral works. All six concertos are written for differing musical combinations, combinations which show a desire to create new sounds but also celebrate sounds of the period. These six concertos were dedicated in a presentation score to Christian Ludwig, The Margrave of Brandenburg, with the year 1721 as the year on the manuscript. It was whilst on a trip to Berlin during the year of 1719 that Bach met the Margrave, Bachs musicianship as a performer had interested the Margrave so much that he invited Bach to write him some compositions for his extensive library. It was two years later that Bach obliged the offer of the Margrave, sending him the scores to what are now known as The Brandenburg Concertos. This gesture by Bach is widely suggested amongst scholars of the musical world to be Bachs way of submitting his CV, in the hope of earning a job in the court of Christian Ludwig, a job which never materialised. The now labelled Brandenburg Concertos are amongst Bachs most celebrated works, performers, composers and academics regard them as some of the finest musical output of the baroque era. This idea of writing for various combinations of instruments was a new concept in Germany; Bach however had studied the published works of composers such as Antonio Vivaldi, and wrote closely to the Italian style with the use of a clear ritornello form. With the six concertos having mainly a three movement structure of quick slow quick, as per the concertos of Bachs Italian counterparts, it is the varied instrumentation that sets these works apart. Brandenburg concerto No.2 could be said to be one of the more colourful concertos of the set. Written in F major and scored for a concertino of trumpet, recorder, oboe and violin, supported in tutti sections by the typical ripieno section of strings and continuo (commonly a Harpsichord). It is the wind ensemble that delivers the richness of sound yet has the sensitivity to explore the fine counterpoint which so effortlessly flows through the parts. The set of six concertos are some of Bachs most famous works and I now aim to deliver a detailed analysis of the first movement of his Brandenburg Concerto No 2. in F major. Bachs Brandenburg concerto no 2 was written in three movements as follows: Allegro Andante Allegro assai The concerto is written in the key of F major and conforms to the style considered a Concerto Grosso. The composition uses the following instrumentation: Strings, Trumpet, Flute (originally a recorder), Oboe with strings and basso continuo (commonly a Harpsichord). The continuo is never omitted from the movement as it provides the harmonic foundation of the whole movement. This first movement of Bachs Brandenburg Concerto No 2 is written in ritornello form as is his Brandenburg concerto No 5. Example 1 below shows the opening eight bars which I consider to be the ritornello theme, in the tonic key of F major it is written for all instruments throughout the movement. Example 1 Bars 1-8. This ritornello theme is never repeated in full and can be broken down into 6 smaller motifs, shown below in Example 2, as the movement evolves these motifs are introduced at different points. Example 2 The solo subjects can also be split down into their own theme being called S1 and a countersubject called S2. These two lines are shown below in Example 3. This Solo line could be considered as a second ritornello as it is a recurring theme which can be heard to a total of eight times throughout the movement. Interestingly, this theme is only scored to be played by the concertino, unlike the main ritornello theme which passes through the solo and ripieno instruments. As we will see throughout this analysis a large percentage of the melodic material written is manufactured from the two themes that I am calling S1 and S2. Example 3 On completion of the ritornello theme the concertino violin plays a solo (S1) for 2 bars and then it returns back to the ritornello (R1) theme for the following 2 bars. This solo is accompanied by just the cello and is then joined by all the ensemble instruments to play the ritornello theme as in the opening. Bar 13 has the oboe playing a solo (S1) for 2 bars with the violin playing the solo counter subject (S2) once again accompanied by the cello. There is then a modulation for the first time into the dominant key of C Major for 2 bars of the ritornello (R1) theme. This sequence then continues until bar 23, with the flute and then the trumpet each playing solos (S1) for 2 bars with oboe, whilst the flute then plays the solo counter subject (S2). In Bar 23 it is back to the ritornello theme for 6 bars but this time it is with the introduction of the R4, R5 and R6 motifs in the dominant key. The movement then modulates to B flat major (the sub-dominant) and the trumpet plays a small s olo (S1) for 2 bars. This solo is not accompanied by the normal counter subject (S2) as heard previously, but the violin continues to play a semi-quaver rhythm which is leading us on to different ideas. This solo is also harmonised with the other concertino instruments and the cello of the ripieno, Bach is gradually building the instrumentation of the solo lines in comparison to what was heard at the beginning of the movement. At bar 31 the ritornello theme (R1) begins to move the music in the direction of the key of D minor, this is done using a cycle of fifths, the chords are as follows; D Minor G Minor Cdom7 Fmaj7 Bbmaj7 E Minor Adom7 D Minor. The texture within this cycle of fifths becomes very thick and extremely complex, with the flute and cello playing together in thirds at bars 33-35. The solo violin can be heard playing a pulsating and energetic chordal harmony figure in a virtuosic style whilst the trumpet and the oboe are pigeon stepping from the end of bar 32 until bar 35 (See example 4). This pigeon stepping technique is also written in the viola and violone from bar 33 until bar 35(See example 5). These ideas are used to give a sense of direction and it also helps to disguise the circle of fifths, stopping the idea from becoming a simple clichà ©. Example 4 Bars 32 35. Example 5 Bars 33 35. This cycle of fifths leads the music back to the ritornello theme (R1) at bar 40 for two bars in D Minor and then it begins to travel back to the tonic key, through another cycle of fifths; D Minor G Minor C Major F Major. Throughout this cycle of fifths the ritornello theme (R1) can be heard to pass through the trumpet, flute and lastly the oboe lasting for two bars in each line. Whilst this ritornello theme is passing around the concertino instruments the other solo lines are accompanying it with a fluid semi-quaver rhythm, with the trumpet and then the flute moving in contrary motion against the oboe and violin. There continues to be heard the ritornello theme from bar 46 in the tonic key but it is abruptly interrupted at bar 50 owing to the fact that if the theme was to be heard again here in full, in the tonic key, then you could expect that movement would have had to finish at this point. Bar 46 sees the continuo and cello take over the fluid semiquaver rhythm which seems to be in support of the solo violin this however only lasts for 2 bars until the reintroduction of this figure in the flute and oboe, along with Violin 1 of the ripieno. It is at this point (Bar 50) we can see that Bach begins to introduce a V-I rising sequence with a very strong 7th feel to each of the chords. Beginning with the chord of F7 at bar 50 moving to D7 (V) at bar 51 G7 (I) at bar 52 E7 (V) at bar 53 Amin7 (I) at bar 54 F7 (V) at bar 55 Bb7 (I) at bar 56. This rising sequence starts to move the music away from the tonic key so as not to give the feeling that the movement is coming to the end. This time, however, the ritornello theme R5 is heard to be played in this sequence by the Violin, Oboe, Flute, Violin again Oboe again and then lastly the Trumpet, each for 1 bar at a time. Whilst this theme is being passed seamlessly through the concertino the underlying moving semi-quaver idea is also being passed through the concertino instruments, cleverly intertwining with the ritornello theme R5. Bar 56 sees the continuo and Cello now playing the theme R5 with the Trumpet decorating it in the treble. The end of this section is announced wi th the introduction of the ritornello theme R6 which is an ending theme. At the introduction of this ending theme, R6, we are in the key of B flat (sub-dominant) for 4 bars and a reversion back to the now seemingly solitary solo (S1) and counter subject solo (S2), from the flute and Violin respectively, with just the continuo adding a simple harmonic accompaniment the music can then be heard to modulate to G minor at bar 62 for two bars, with the solo lines reversing and the Violin playing the Solo (S1) and the Flute playing the counter subject (S2). The Oboe then takes over this Solo line (S1) with the violin playing the counter subject (S2) but there is a modulation once again, this time to E flat major, at this point Bach begins building the harmony and texture again, introducing the flute playing an interrupted quaver rhythm. For the final time in this sequence the music modulates once again to C minor, with the Trumpet playing the Solo Line (S1) and the Oboe playing the counter subject (S2).There is a definite feeling of rebuilding of the texture her e again as the flute and solo violin, playing the interrupted quaver rhythm, are heard together at bar 66. All throughout this, from bar 60, it has remained a simple accompaniment from just the continuo with the tutti strings tacet. This idea is the same as in bars 9 23 but without the fragments of the Ritornello theme. Again can be heard the ritornello theme from bar 68, still in the key of C Minor (dominant minor), however, this is soon interrupted by a rising sequence of V I at bar 72. This time it begins with C Minor (V) at bar 72, moving to F major 7 (I) at bar 73. Bar 74 is in D major 7 (V) leading us back to the ritornello theme at bar 75 in G Minor (I). This rising V-I section once again uses the idea of passing the ritornello theme R6 around the concertino instruments, with the fluid semi-quaver movement flowing effortlessly through the solo lines. This ritornello theme modulates to G minor using another cycle of fifths, the chords it uses are as follows; G minor C minor 7 F 7 B flat major 7 E major A minor 7 D major G Minor. In bar 72 there ios a very subtle use of syncopation in the tutti violin part which seems to bind the ripieno ensemble. Bach again uses the pigeon stepping device, but this time it is heard in the trumpet and the oboe from the end of bar 76 up until bar 79. There is also another example of the pigeon stepping in the viola and continuo from bar 77 until bar 79 along with the Cello and Violin playing in 3rds. This again has disguised the circle of fifths and made the texture very rich and extremely complex. In bar 86 I get a very definite feeling that the movement is heading to its climax, the long sustained chords, lasting up until bar 93, within the violins and the viola of the ripieno are something new, seeming to create a different texture and binding to the intricate figures of the concertino and the harmony of the continuo. Bar 94 sees another return of the ritornello theme in A minor, however this time it is introduced by the flute and the violin for two beats, and then the trumpet and oboe join in with an echo effect, maybe a hint of Bachs fugal ideas. This ritornello theme is extremely short lived as once again there is more use the cycle of fifths from bar 96, D minor G7 C Major F Major B minor7 E Major 7 A minor. Heard again is the same idea as previously heard with the Flute and Violin pigeon stepping from bars 95 99, this pigeon stepping is also displayed in the Viola and Violone whilst the Oboe and Cello play the fluid semi-quavers in 3rds. The music stays in the key of A minor for 3 bars and the final ritornello theme is stated, in unison and in octaves, back in the tonic key of F major. This is a sudden change back to the tonic key with the whole ensemble having a quaver rest before. This idea is a stylistic/form aspect from another type of composition the da capo aria. It is with this sudden change back to the tonic and with the ensemble playing in unison that you are tricked into thinking its the end of the movement, but Bach leads off again with another rising V-I Sequence. Beginning this V-I sequence in F Major (V) moving to B flat major 7 (I) at bar 107. Bar 108 moves to G dominant 7 th (V) and leads onto C dominant 7th (I) at bar 109. A dominant 7th (V) begins bar 110 resolving to D dominant 7th (I) at bar 111, and then to finish the sequence it is a diminished 7th on B leading in to C major. This diminished 7th on B natural strengthens the return back to the tonic F major. The rising V I section uses the idea which is previously heard of weaving the ritornello theme R5 through the concertino instruments. Heard then is the ritornello theme R5 played by the Violone and Cello at bar 113. Bar 115 sees the music return to the tonic key of F major and the ritornello theme is stated for the very last time, however, Bach does not write the ritornello theme in full as you would expect with ritornello form, it is left to ritornello theme R5 for 2 bars and then the ending theme R6 to finish the movement. Although this movement can be recognised as being in ritornello form It has become clear during my analysis, that it is very hard to distinguish between the solos and ritornello theme. This is because Bach has used material from the original ritornello theme throughout the whole of this movement and integrated them so seamlessly and subtly into the solo passages. Word count = 2,576