The Role of Unions in Improving and Disrupting an Organizations Culture Essay Example

The Role of Unions in Improving and Disrupting an Organizations Culture Essay Example The Role of Unions in Improving and Disrupting an Organizations Culture Essay The Role of Unions in Improving and Disrupting an Organizations Culture Essay The Role of Unions in Improving and Disrupting an Organization’s Culture Describing and identifying the importance of abstract terms is a difficult task because their meaning rely more on substance than form. For this and other reasons, individuals as well as organizations tend to overlook or underestimate their importance for a successful career and for the effective functioning of an organization. Organizational Culture† is one of those terms, we can’t see it, but we can feel and experience it, and it has a profound impact in the way people behave in an organization. It denotes the attitudes, experiences, beliefs, and values of the work group or team within the organization, which to an extent affect the organization as a whole. All employees whatever their grade is, and whether they are professionals or not, contribute to the culture of an organization by bringing their diverse talents, knowledge, skills, values, and beliefs to the entity. Employees may possess abilities and talents that might enable them to fit into the organization and empower it, partly as a result of socialization, but they might need assistance from others, such as Human Resource Development specialists and Union cooperative efforts, in order to learn the skills that will enable them to play their part in the team, group, or department. The culture of an organization is important not only to individuals but to the organization itself. This makes culture an important part of every organization and union leaders and management need to understand the central role it plays in forming an effective organization. Union understanding of the important role culture play for an organization is essential since the recognition of unions and the labor agreement usually means structural changes to an organization’s policies, practices, strategies, and the environment. According to Neal M. Ashkanasy, author of the book Handbook of Organizational Culture and Climate, more and more practitioners are coming to realize that, despite the best-laid plans, organizational change must include not only changing structures and processes, but also changing the corporate culture as well. Unions can play a role in creating and changing an organization’s culture, since they are in a position to provide the workforce with information designed to influence decisions about work practices, rules, preferred behaviors and attitudes, etc. Management as well as staff developers need, therefore, to communicate frequently with trade union officers. Improving organizational culture has become a necessity in todays ever- changing business environment. However, it can be a big challenge for the organization and its members. Managing in a union environment can be frustrating and confusing. Managers in a unionized workplace are challenged to manage effectively within legal and contractual parameters. This make the decision-making process more difficult for managers who must count with the union approval for many decisions and changes that might conflict with the labor agreement. If managers are not flexible in outcome, or are too specialized, then the organization may become too narrowly focused and the motivation and creative thought, a necessary precursor for innovation may be stiffed. Also, although individual ideas are important, strategies for team-working are essential. One of the primary responsibilities of strategic leaders is to create and maintain the organizational characteristics that reward and encourage collective effort (Neal M. Ashkanasy, 10). Individuals should be motivated to work as part of a team sharing a common vision of the direction in which they would like the organization to develop. To this end, unions are one of the most effective institutions that can be used to bring people that share common interests, goals, and principles together and motivate them to work as a team, since the mechanism of the union itself encourages team participation. Today, organizational leaders are confronted with many complex issues during their attempts to generate organizational achievement. A leaders success will depend, to a great extent, upon understanding organizational culture. Paul Clark, author of the book Building More Effective Unions contends that â€Å"Many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. † Many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organizations culture. For example, a CEO, SES, political appointee, or flag officer who comes into an organization prepared to shake the place up and institute sweeping changes, often experiences resistance to changes and failure. These difficulties with organizational transformations arise from failures to analyze an organizations existing culture. According to Franklin Ashby, author of the book Revitalize your Corporate Culture, â€Å"When an organization has a union, most of the culture of the organization is dictated by the union contract, and the on-going relationship with the union. Unless Union cooperation is obtained, little can be done to change the culture of an organization. However, Unions often resist change to protect the interests of their members. One of the strongest cultures in the United States is the United Automobile Workers. Over the years and through many negotiations, they have established work rules that workers and companies must follow. These are now an integral part of the organizational culture of the Big Three Automobile Makers. For example, when competition from Japanese car makers cause the Big Three U. S. utomobile firms a significant loss of market share, the organizational culture of American Auto manufacturers had to be changed. This could be accomplished only through negotiation with the union. Although some labor leaders oppose any change they feel may weaken the union’s position, more and more enlightened labor union leaders are moving from an adversarial to a more cooperative philosophy (Franklin Ashby, 3). According to Paul F. Clark, author of the book Building More Effective Unions, â€Å"Most efforts to change an organization’s culture will meet with some resistance. A systematic approach to change is most effective in meeting such resistance. Many of us are familiar with the slogans, songs, jackets, parades, banquets, and picnics of unions because they are all part of the labor movement. To some they are simply windows dressing, unconnected to the important things that build an effective union. But, in fact, these things are part of a potentially and powerful phenomenon called â€Å"organizational culture† (Paul F. Clark, 10). It is important that unions understand the central role that culture plays in an effective organization and work to build a strong culture consistent with the union as well as the organization’s values, beliefs, and objectives. This is essential to avoid conflict by having two different cultures with different organizational objectives in the same company. Although one general culture might be ideal and best for an organization, subcultures exist and they do not necessarily exist to hurt the overall culture of the organization as long as the culture that involves the common interest of most members is accepted and recognized. The existence of subcultures is normal. In an organization with a strong culture, subcultures created by union members do not cause problems because the overall values and beliefs of the group are well recognized and accepted. If the culture of an organization is week, however, subcultures can override and compete with the overall culture, which can be disruptive to the organization’s culture. In his analysis, Paul Clark mentions that the effectiveness of a culture can be measured by the degree to which that culture and its various elements and subcultures clearly communicate the values of the organization. One of the core values emphasized by unions is the welfare of the collective group. Towards this end unions emphasize the principles of solidarity, unity, and togetherness. One common aspect of union culture that helps to communicate these values is the use of the terms â€Å"brother† and â€Å"sister† to refer to union members (Paul F. Clark, 6). Other values held in great regard by unions are fairness, equity, and justice. Unions help improve an organization’s culture by enforcing these values whenever they are violated or necessary for the welfare of employees. For example, managers often complaint about the tendency of unions to challenge through the grievance procedure many of the disciplinary actions taken by management. However, such challenge simply reflects the value that unions and union members place on due process and the fairness it brings to the workplace. By challenging any questionable management decision, unions are forcing management to evaluate the fairness of every action they take, before they take it. The member-union contract has an impact not only on union attachment, attitudes, and behaviors, but also on how it affects organizational culture. In summarizing the findings of their widely cited book, What Do Unions Do? Freeman and Medoff conclude that â€Å"Unions alter nearly every aspect of an organization’s culture. † The authors suggest that unions exert effects on organizational culture through collective bargaining. The primary effects of collective bargaining are the gains that the union is able to realize at the bargaining table for the employees. For example, extrinsic benefits like wages, job security, and working conditions, are all concerns that have dominated the collective bargaining agenda of North American Unions. Gains in these areas are determined primarily by the union’s ability to acquire and use power in the bargaining relationship. For example, the union wage effect is largely dependent on the ability of the union to achieve monopoly power within an industry. It is important to note that the union effects on organizational culture are also outcomes that emerge though management’s reaction to collective bargaining provisions. Management’s adjustment to the conditions imposed by collective bargaining and the union’s counteraction to managerial action will determine the nature and extent of union effects on organizational culture. The ability of unions to achieve their goals in areas such as wages, job security, and working conditions have important ramifications for organization culture both within the union and within the organization. For example, unions have a direct effect on the level, form, structure, and system of compensation plans. Through effective bargaining unions can improve an organization’s culture by emphasizing and enforcing the values, principles, and beliefs the members of the organization consider important. For example, the union can achieve fairness and equity with wage increases and justice and dignity with provisions for job security and better working conditions. Although these effects wary across industry and individuals, some general conclusion may be drawn. First, and most important, unions raise wages. Estimates of union wage effect wary but in general wage levels in unionized industries are 10 to 20% higher than wages for comparable non-unionized industries (William Holley, 324). Similarly, unions have a positive impact on employee benefits with unionized industries spending more on fringe benefits than comparable non-unionized firms. Job security is another factor through which unions help improves an organization’s culture concern for layoffs. For example, collective agreements often contain clauses that directly influence individual’s job security such as provisions for layoffs, job transfers, and contracting out. The prevalence of such provisions indicates the high priority placed on job security by union members. Based on the Quality of Employment Survey data, union membership was the best predictor of whether individuals would trade a 10% increase in real wages in exchange for increased job security. Unions also increase the security of their members from arbitrary decision making though the provision of grievance systems. Through the implementation of grievance systems with provisions for third-party dispute resolution, unions substantially increase the costs of arbitrary management decisions. As mentioned by Julian Barling, Author of the book The Union its Members, One would expect, and empirical evidence confirms that â€Å"Management decision making in a unionized environment would be more regulated by formal procedures and based on more objective criteria. Other areas in which Union have helped to improve an organization’s culture is through their intensive efforts to improve occupational health and safety in the workplace by advocating for government regulations, negotiating health and safety provisions, and encouraging the formation of labor-management committees to deal with health and safety issues. In additional to the negotiation of clauses dealing with health and safety, unions may also negotiate compensating wage differentials for workers exposed to higher risks. By doing so, they increase the incentive for management to improve working conditions by increasing the cost of dangerous work. Overall, unions substantially increase awareness of health and safety issues in the workplace. In addition to safety and health issues, unions also negotiate contact provisions dealing with a variety of working condition (William Holley, 435). For instance, hours of work, scheduling of rest breaks, and, in some cases, and rate of production. To the extent that unions are successful in negotiating these gains, unionization may have an indirect effect on occupational health and safety. Provisions such as rest breaks, minimization of overtime, and shift scheduling may all affect the risk of on-the-job injury. According to Clive Fullagar, the Neo-Classical Economic Theory suggests that â€Å"Management may react to the increased costs associated with unionization by replacing labor with capital. However, an alternate theory suggests that unionization has â€Å"shock effect† on management, whereby management reacts to unionization by becoming more efficient. † Such increased efficiency may be evidenced by the introduction of centralized, professional human resources functions and increased reliance on formalized decision making. Union involvement in the formulation of management decisions may be seen as usurping the rights of management to run the workplace. On the other hand, collective bargaining maybe e viewed as a way of managing the workplace rather than an abandonment of traditional management prerogatives. In this regard, it should be noted that through their involvement in establishing work rules and organizational policies, unions may have both positive and negative effects on organizational culture. The impact of unions in managerial decision making is seen clearly in the development of personal policies. It is commonly recognized that unions influence the use of seniority as a criteria for promotions and job transfers. Unions also have an effect on hiring decisions. For example, one managerial response to wage premiums maybe to raise the hiring standards of the firm and in particular to place more emphasis on education as a hiring criteria. The presence of a union may result in the implementation of policies that are in the organization’s best interest. Thus, the presence of a union is associated with more efficient managerial decision making. In particular, this increased efficiency is attributable to the formalization of decision making and the substitution of policy for individual judgment as a basis for decision making. As the preceding discussion indicates, unions have substantial effects on organizational culture through the negotiation of specific provisions in the collective agreement. Additional union effects on organizational culture also accrue during the administration of the collective agreement as management and the union adjusts to the new environmental conditions mandated by the collective agreement. Unions improve organizational culture by supporting, developing, and enforcing values, beliefs, attitudes that are of importance to the members of the organization. As a result, this has a direct effect at increasing productivity and performance. Freeman and Medoff have concluded that unions substantially increase the productivity of organizations. That is, after controlling for various organizational characterizes, unionized firms are more productive than their non-unionized counterparts. However, nionized firms are found to be less profitable than non-unionized firms because the increase in productive do not seem to offset the increased costs of unionization. Freeman and Medoff point out that â€Å"The union impact on the firm’s productivity can be explained by two factors. † First, unionization leads to a more stable workforce by reducing voluntary turnover. A direct consequence of this increase stability is the firm’s investment in human resources management. Second, the union effect on productivity provides a conceptual basis for the hypothesis that unionization may have an effect on individual job performance. For example, through more rigorous selection, investment in employee training, and the institution of more professional management practices, an organization attempts to adjust to the cost of unionism by increasing individual job performance. While the end result of such strategies is an increase in firm productivity, the initial effect is plausibly an increase in individual job performance. It is imperative to note that the union’s effect on firm productivity is moderated by the quality of union-management relations. When the industrial relation climate is favorable, unionization is associated with higher firm productivity. Conversely, a poor quality of union-management relations is associated with decreased productivity in unionized firms. The quality of union-management relationships influences the motivation of employees. When the quality of union management relations is poor, the potential for increments in job performance maybe be offset by decreased individual motivation, work stoppages, and work-to-rule campaigns. Perhaps one of the most well documented effects of unions in organizational culture is the reduction in voluntary employee turnover in unionized industries. According to Clive Fullagar, unions help to reduce turnover in two different ways. First, unions increase wages and improve working conditions. These primary union effects make unionized jobs more attractive and conversely reduce the likelihood of finding an equivalent job. The union affects on benefits and particularly the increase in deferred compensation schemes that favor senior workers, contribute to the union effect on turnover. Similarly, benefits based on seniority also help to decrease the voluntary turnover rate. Second, unions reduce turnover by providing individuals with a voice. Through the provision of employee grievance systems, unions provide the individual an alternative to quitting, the opportunity to redress specific dissatisfactions through the grievance system. Unions provide mechanism for individual to express their dissatisfactions and influence their working conditions. The provision of such mechanism reduces the probability that an individual will voluntarily resign his or her position. If unions reduce voluntary turnover by providing voice mechanisms to individuals then these effects may be logically extended to other forms of individual withdrawal from work such as absenteeism. However, unionized firms experience higher absenteeism rates. Therefore, in this sense unions hurt organizational culture. For example, increased sick-leave benefits negotiated during collective bargaining are associated with higher rates of absenteeism. Another ways in which a union can hurt an organizational culture is by causing strain and stress. While not widely researched, there are conceptual reasons to suggest that unions and the practice of industrial relations have consequences in terms of individual stress and strain. First unions negotiate contract provisions that directly affect working conditions. Management may react by implementing more formal policies and standardized job descriptions. The result of such increased formalization may be experienced as a reduction in role ambiguity and increase in role conflict, which are two components of roles stress. The consequences of worker participation in union activities also have an impact on organization performance and various behavioral outputs. Unions provide discontented workers with a participatory forum and a collective voice at the workplace by means of which they may articulate their feelings rather than exiting temporarily through absenteeism or permanently through turnover. Unions encourage member participation making employees feel valuable to the organization. Union organizations have mechanisms such as a written constitution and bylaws that ensure an opportunity for members to participate in the governance of the organization, hold office, attend meetings, vote in elections, or express dissatisfaction with the leadership. Unions help improve an organization’s culture by maintaining some balance between employer and employee’s rights and responsibilities. Although employers and employees share some common interest, each group is motivated by self-interest. The inherent conflict of interest between employers and employees inevitably creates conflict within any employment relationship, which must be managed effectively. Unions rather than an individual are more effective in managing this conflict of interest and creating an enjoyable working environment. The presence of the union formalizes the employee representation activities because employees may file a grievance if they believe the company has violated the terms of the negotiated agreement. If the company employs an accommodation and labor management cooperation strategy, unions can help by cooperating with management rather than the parties having an adversarial relationship. Management and the unions can actively work together to create an organizational climate and a way of operating that will allow employees to participate directly in decisions in their work areas as members of task teams and as members of problem-solving groups. Unions can contribute to companies’ strategic planning and implementation activities which directly affect the organization’s culture. For example, a union can provide input from a clearly defined group of employees, as well as transfer information about corporate plans and direction to those represented employees. The union leaders can help the rank-and-file employees better understand the business plan and lend credibility to the plan. According to our textbook, The Labor Relations Process, â€Å"Unions can help improve an organization’s culture by reducing the employees feeling of alienation which have resulted from the extensive use of machinery in manufacturing operations. Employees might feel alienated because they have lost contact with their own labor when the product they created were taken away from them, thereby reducing their spirit and status or when they became estranged from fellow employees when their work made them too tired and competitive that they were incapable of having authentic relationships. Unions can and do address a possible aspect of employee alienation, namely the employees’ desire to speak their minds without fear of management reprisal. For example, a union typically indicates to its potential members that the employee’s rights to voice their opinions regarding a managerial action are protected by negotiated grievance procedures and disciplinary polices. In conclusion, Unions play a crucial role in improving an organization’s culture. Therefore the union’s members understanding of organizational culture as well as management recognition of the union as a key player in improving organizational culture is imperative. The above examples indicate that failure to achieve organizational change when necessary can be accredited to the lack of management’s understanding about the important role culture plays for an organization. The most important point of this is that such as an organizational culture is made of members that might be union’s members in a unionized firm, and their approval, understanding, and acceptance of any change in their inherent or traditional culture is essential for an organization to operate effectively. Although, the majority of examples and research suggests that unions have more positive impacts in improving an organization’s culture, they can also hurt it if they don’t develop the skills needed for mutual union-management cooperation such as understanding the business and the problem-solving process. They can hurt the organization’s culture if they don’t maintain contact with the membership to better represent members’ interests. Also, if management doesn’t take steps to reorient its view from seeing unions and labor agreements as constrains to recognizing a more cooperative union-management relationship and provides the union with a secure position as the legitimate, permanent representative of the bargaining unit employees. Bibliography Ashby Franklin C. Revitalize Your Corporate Culture: Powerful Ways to Transform your Company. Golf Professional Publishing. Burlington: MA, 1999. Ashkanasy M. Neal, Wilderon Celeste, and Peterson Mark. Handbook of Organizational Culture and Climate. London: New Delhi, 2004. Clark F. Paul. Building More Effective Unions. Cornell University Press. New York: Ithaca, 2000. Julian Barling, Fullagar Clive, and Kelloway Kevin. The Union Its Members: A Psychological Approach. Oxford University Press. New York: Oxford, 1992. Holley William, Jennings Kenneth, and Wolters Rogers. The Labor Relations Process. South-Western. Ohio: Mason, 2005.

Taxation without representatio essays

Taxation without representatio essays During the colonization of the new world England was strongly against allowing colonies to engage in manufacturing their own goods and products as a form of econmic stability america. From the English point of view and mindset, I would completely agree how they ran the government and their colonies. They wanted to maintain the dependency that the group of people whom left England had on the motherland. Any country would do the same because of the great losses you would recieve in economnics if a large portion of working people left and formed their own independant group. The colonies manufacturing their own goods would mean that England would be unable to reap tax dues, and benefit from exporting to the new world. So, of course as the English motherland, I would feel they are totally correct. Why would you want to let a large amount of people stray off from your country and cause your economics to come to a downfall. As a large power you want control of everything. It would be intolerable for the new colonies to break off from England. Also, if the colonies manufactured their own goods they would self-harvest the ingredients/items/materials to create the goods. Another loss of money for the British. If colonists created copper pots for an inn, without importing from England, this would mean that the English don't tax the product, they don't get money for the copper material, and they get no money for the pots. Although this is a rare prediciment, it is how I could best explain the situation. I totally agree with what the English were doing and even know because we overcame them to become the great country we are today, the English was doing the right thing. While England wanted the new colonies to prosper, it was not for independance, it was to support the motherland. Some people could probably see the English as being tyrants and terrible people during the times they oppressed the colonies and forced strict laws ...

David cole Essay Example | Topics and Well Written Essays - 250 words - 1

David cole - Essay Example They knew that either way, the two could die. However, Eli chooses not to wait for the Soviet troops to liberate them (Shermer and Grobman 72). His reasoning for choosing to accompany the Nazis was because he did not understand the motive of the Soviet troop in liberating them. The design of the gas chamber demonstrates that its purpose had no relation with the handling of gas. Since the gas chambers were never sealed, there was no provision for preventing the gas from condensing on the walls, ceiling or the floor. Neither was there a provision to exhaust the mixture of the gas and air from the building. This was the design of the facility according to Fred Leuchter, who examined the chamber. The free standing chimney could have served the purpose of exhausting the gases. The Donahue interview reinforces Leuchter’s findings. David Cole comes to a conclusion that the design of the chamber was not to kill any human being. In addition, he describes the facilities as life

Mastering Time Management Essay Example | Topics and Well Written Essays - 750 words

Mastering Time Management - Essay Example Successfully identifying the different tasks is one half of the time management battle. Managing these priorities with disciplined follow through is the other half. In order to be successful in today's world, the student, business executive, housewife or teacher must be able to identify and follow through with disciplined tenacity. In their breakthrough time management book The One Minute Manager, Johnson and Spencer developed the following four quadrant graph which can be used by any person seeking to develop a greater control over their time usage. The graph is based on breaking down tasks into 4 categories, and identifying their importance relative to your this category. Tasks which are not urgent or important can swallow hours of time, like a check written against a zero balance bank account, return nothing. Quadrant 2 tasks are not important, but urgent none the less. Sometime answering the phone or email can seem like an urgent matter. However, even these simple tasks can steal time from more important issues. Quadrant 3 and 4 are the most important tasks which cross your desk every day. Left unattended, these items typically are those which grow into major issues, or 'forest fires' which will require significant amounts of time and energy to subdue if not handled when they are first identified. Quadrant 4 tasks are already small fires which need immediate attention. Quadrant 3 contains those items which will become forest fires if not managed immediately. The key to successful time management is identifying first and foremost the quadrant 3 tasks and priorities. According to the authors, these issues will account for 80% of a person's success or failure in live. Quadrant 3 issues can be managed easily with maximum return on the time spent if they are successfully addresses while in quadrant 3. If these tasks grow to be both urgent and important, they will likely move to control the person, rather than the person controlling them. For example, paying government taxes each year is an important, but not urgent matter. However, if a person does not pay taxed or file returns for a number of years, and the matter comes to the attention of the IRS, the person no longer is in control of the process. The government agency will dictate how, and when, and how much will be paid. The agency will control the person rather than the person controlling the simple task of paying taxes little by little. The second half of effective time management is disciplined follow through. A person can be excellent on determining the priorities of their tasks. However, if he or she does not follow through, and effectively complete the tasks, he or she may as well live with no tasks or to do lists at all. Any person, regardless of talent, intelligence, or income level will be no more effective than his or her willingness to follow through, and do the work. The world is full of unemployed geniuses. Anyone can have great ideas, and bask their 'fifteen minutes of fame' only to disappear into oblivion. The person who consistently performs his or her prioritized tasks will eventually

Western Civilization Essay Example for Free

Western Civilization Essay Functional political structures of prior centuries still exist to a great degree this very day. What that means is those political systems that are viable can transcend centuries and cultures to exist in the modern world. Political structures are not something that are pulled out of thin air and instituted. Instead, political structures and ideologies are the result of a process of evolution. In other words, a political idea or system will develop in an inception stage and then over the course of time, it will evolve into a more complex system that takes into consideration the various complexities that modern concerns may influence said development. However, what does not happen is that the entirety of an old system is completely thrown out unless it is a clearly failed system. Monarchies, for example, have collapsed because they simply are not functional in the modern era. Their modern equivalent, dictatorships, exist is certain parts of the world on a minimalist level (Cuba, North Korea, etc), but they are generally rejected by the vast majority of world governments whereas successful government systems propagate, albeit in different versions of their classical counterpart. For example, democracy started in Athens as a philosophical movement that later developed into a viable political system. This form of Athenian democracy that was instituted in Ancient Greece was considered a model of effective government and a great deal of the principles of Athenian democracy exist in modern governments, although there are a number of departures from the original Athenian concept. In the Athenian system, direct democracy was the dominant factor as opposed to representative democracy. We still see vestiges of this form of direct democracy in America in the form of ballot initiatives. In California, the most (in)famous form of direct democracy can be viewed in the decriminalization a medical marijuana, a law that never would have passed through a representative system.

Education: The Idea of A University Essay -- Sociology Sociological Es

Education: The Idea of A University It is true that every human being should have the right to a formal education. A great majority of parents send their children off to Kindergarten (or preschool if they should be so fortunate) in the hopes that someday they will watch their child receive his or her high school diploma. And the dream continues in the form of college. And who are these people who are privileged enough to receive such an honor. Just that...the privileged and the honored. The ones who are embarking into higher academia are the ones of the upper and middle classes; the privileged; the honored. The ones who might not have the money; but have the grades or physical talent to obtain scholarships. And what happens to the rest? For some kids, high school is where it ends. Some will go on to work for a family business, get a job in a drug store, travel and see the world or get married and have a family. Some will not be so fortunate and may not even make it out of high school. The kindergarten class where all of these youngsters started out together has now been divided into two groups: the educated and the uneducated. The effects of poverty and life circumstance have made their way into people’s lives transforming them into the "people that don’t go to college." Having defined these two distinct groups of people, it is time to examine their relationship. How do, more appropriately how should a society and a university interact and relate to one another? In answering this question I would like to examine two notions. First, how it is that people learn and become educated. Second, how can these people, belonging to both the "university" community and the "common" community, be linked together. I would like to b... ... educated from the uneducated, defined as humanities. Giving students the "know-how" to get along in the world was deemed just as important and the actual knowledge that one has obtained. The subject of formal knowledge was also brought to the table. Another way to link the university and society together is to use the canon as a common core. Making this canon accessible to everyone is essential if there is to be a merging between these two worlds. Works Cited Rose, M. "Lives on the Boundary." The Presence of Others: Voices and Images That Call for Response. Eds. Andrea A. Lunsford & John J. Ruszkiewicz. Boston, MA: Bedford/St. Martin's, 2000. 105-119. Spayde, J. "Learning in the Key of Life." The Presence of Others: Voices and Images That Call for Response. Eds. Andrea A. Lunsford & John J. Ruszkiewicz. Boston, MA: Bedford/St. Martin's. 2000. 58-64.

“Good for the economy bad for the environment” Assessing the statement with two contrasting leisure activities

In June last year, the football world cup finals were held in Japan and Korea. What did this mean for Japan? Well the arrival of so many people from outside Japan presented many opportunities and also caused problems. Hosting the World Cup Finals gave Japan and Korea a superb opportunity to boost their tourism figures. At that moment, Japan was 36th on the global tourist list (based on the number of tourists who visit each year). The Japan National Tourist Organization felt that this didn't match the country's economy and population. Pictures of the two host countries were going to be on TV screens around the world for the duration of the tournament and both Japan and Korea hoped that this would boost their numbers for annual visitors. It was anticipated that around 365,000 spectators (Japan Times, July 26 2001) were going to travel to Japan from overseas to attend the tournament. Most of them were going to travel by air. An idea to ease congestion was that Tokyo's main international airport Narita was to have a new runway built, so that two planes would be able to take off simultaneously. Because the finals were going to be held in Japan and Korea, the number of flights between the two countries was going to increase. Spectators may have needed to get from one country to another as their team progressed through the tournament. The matches were being played in ten different cities all over Japan. So rail, road and air links between these cities had to be able to cope with an increase in traffic. The areas surrounding the stadiums also had to be able to cope with the huge number of people attending the games – over 40 000 for each. This meant that road access had to be improved, and in some cases, as in Shizuoka, a new railway station had to be built near the stadium. The more direct impact for so many people was litter, and waste disposal, with such a large increase in visitors into the two countries the amount of litter and waste disposal was also going to increase by a large amount. And what about hooliganism? One company, Yokohama Nisshin Fire & Marine Insurance Co. in Japan offered to sell insurance against hooliganism. This also was a major issue that the two countries faced. Japan and Korea world cup organizers had to prepare for hooliganism. The World Cup Safety Countermeasure Headquarters had compiled a database on known foreign hooligans to prevent them from entering Korea. It deployed squads of riot police at every stadium to promptly quell possible disturbances. At the same time, they had to seriously consider prohibiting sales of alcohol at the matches. What will be the economic effects of hosting the World Cup? Well it was also possible to turn a profit on the event? The far-reaching economic effects of hosting the World Cup can be largely divided into two – a direct and an indirect effect. Far Reaching Economic Effects of the World Cup Unit: US$ 100 million won, 1,000 persons Classification Details Expenditure volume Economic effects Value added Job creation Investment expenditures Construction of stadiums, surrounding roads 23,882 36,023 220 Consumption expenditure Ordinary expenditure by the organizing committee Tourism spending by foreigners 4,000 6, 825 17,334 130 Total 34,707 53,357 350 The direct effect covered the boosts to the economy created by the construction of infrastructure such as stadiums and the access roads, expenditures by the organizing committee to run the event and spending by foreign tourists. In a report, the Korea Development Institute (KDI) predicted that the event would create 350,000 jobs and raise industrial production by 11.48 trillion won ($8.82 billion). The income derived from spending by the 400,000 foreign visitors was estimated to reach 682.5 billion won ($525 million). In particular, it forecasted that it would create 5.34 trillion won ($4.10 billion) in value added, amounting to more than 1 percent of GDP in 2000 (517 trillion won, $397 billion). The report concludes that the overall value added created would surpass the total expenditure of 3.47 trillion won ($2.67 billion), resulting in a â€Å"surplus† of 1.87 trillion won ($1.44 billion). The indirect effect covered the benefits that became apparent in the post-event period. They were associated with improvements in the external images of the host country and its corporations and were measured through increases in exports and the volume of inbound foreign investment. It was no exaggeration to say that prime attraction of any government in hosting the World Cup is to maximize such intangible publicity effects. The contrasting leisure activity that I had chosen is skiing in the French Alps. Ski tourism has prospered and grew since the 1060's in the French Alps, and as a result, a large number of resorts have been developed to cope with the high demand. There has been a lot of heavy investment, which has been put into the expensive infrastructure, such as the creation and construction of new ski lifts, the creation of new ski runs, and the maintenance of the resort. But this continued growth of ski tourism in the Alps is having its turn of serious negative effects on the physical environment. The main negative effect on the mountain environment, caused by ski tourism and the resort, such as â€Å"Serre Chevalier† is that its starting to scar the landscape, and with deforestation occurring where ski runs are and have been created on the wooded mountain sides, it's resulting in the increase of run-off, erosion and the potential for environmental hazards, such as flooding to occur. The effects of the skiing industry on Mont Lozere can also be investigated. Heavy ski-traffic after good winter snow conditions leaves its mark on the landscape for many years. The ski tows on Mont Lozere operated for 85 days during the 1998/1999-ski season. The 1999/2000 Season was poor, with the ski tows only open for 5 days. Skiing on Mont Lozere is at best of times unpredictable! Since the 1960's, local and regional authorities have encouraged the development of downhill skiing in the Massif Central in an attempt to bring some of the economic benefits associated with this huge growth industry, to the area. Unfortunately, due to the rather unreliable snow conditions in the southern part of the Massif Central, not all the ski developments have become commercially successful. There are also many environmental issues associated with alpine skiing, such as gulling, deforestation and the positioning of unsightly ski tows in the core zone of the Cevennes National Park. Another case study would be â€Å"Ski Chalet du Mont Lozà ¯Ã‚ ¿Ã‚ ½re†. The on-piste and off-piste transects are used to assess the damage caused by skiing to the physical environment. The visual impact of the ski chalet and the resort infrastructure are assessed, and the attitudes of a cross section of people are included, for example those employed in the industry, tourists, and local people, to assess the impact of the skiing industry on the local economy. The Creation of Ski Resorts-The creation of such ski resorts, in scenic and un-spoilt environments, has placed great pressures on the physical landscape with large numbers of tourists using the mountain ski slopes each year, not always in ideal snow conditions, creating stresses on these unique alpine environments, due to tourism. Problems Created by Ski Tourism-Ski tourism creates many problems, such as increased traffic, problems with access, congestion and pollution. Increased numbers of people result in the need for more houses, hotels, and facilities to be constructed, causing problems with water demand, waste disposal and visual intrusion. Ski tourism has ecological impacts on the environment and physical landscape, with erosion of soils, depopulation of plant species and deforestation, leading to increased erosion and probability of hazards occurring. The Environmental Impacts-The environmental impacts of ski tourism in the ski resort of â€Å"Serre Chevalier† can be clearly seen. The scars that are created by ski runs are visible in all seasons. It does not just affect the aesthetic quality of the area, but more important are the resulting consequences. Such devastation of forest, in large paths and swoops, across the mountainsides, causes soil degradation, erosion, landslides and increased run-off leading to flooding. Deforestation and Erosion-Deforestation due to ski run development can cause an increase in erosion due to increased run-off. Deforestation in effect, removes the protection of the canopy and as a result, the soil underneath that was previously protected, is then susceptible to the effects of raindrop impact and increased amounts of run-off, which would have been previously stopped or delayed by the trees. As a result erosion takes hold and more importantly the rate and amount of run-off increases, causing potential hazards to occur such as flooding, especially in these high mountain areas, where sudden downpours of rain, with snow melt can cause surges of water to be sent down the tributaries over a very short period of time.

Implementing Change Paper Essay

In any organization, the manager wears many hats. Their responsibilities go beyond just managing a group of people. On top of managing, they have to be communicators, coaches, and advocates, just to name a few of the many hats. Part of being an effective communicator includes reporting and implanting changes that may come down from upper management. Change can bring out many emotions in people, like anxiety. How a manager handles the change and implements it within their department can either make their people feel good about it, or heighten their concerns (â€Å"Managers And Supervisors: Importance And Role†, 2014). What is the manager’s role and responsibility in implementing change in the department? When implementing change within a department, there are specific responsibilities that a manager must uphold. First and foremost, it is important for the manager to inform the employees of what is going on and most importantly as soon as possible. When employees sense th at there may be a change, it often causes panic. When the employees aren’t sure of what exactly is going on, it allows their minds to run wild with all the possibilities and often times they are negative. Therefore, it is important they are given all the necessary information up front before they have time to assume what is going to happen (Scott, 2014). Once all the relevant information has been relayed and the employees understand all the changes that are going to take place, the manager then needs to switch into support mode. They need to be able to support their entire team through the process that is about to unfold. For example, this is important if the change will bring a heavier workload. The manager will need to provide support to the team so that they will adjust to the change as seamlessly as possible. Lastly, overall good management techniques are important when a change is being implemented. Managers should be aware of over and under managing the situation. Also, implementing a rewards program can also help ease the stress of the change (Scott, 2014). How should a manager  successfully handle staff resistance to change? A resistance to the change is bound to happen and should be expected from at least a few employees. A manager’s skills are put to the test when this happens and it is vital that they handle this situation appropriately. Resistance can come in many different forms. For example, there may be an increased number of people quitting, hostility, and in extreme cases, strikes. Any type of resistance can be troublesome for the management teams, which is why it is imperative that it is handled quickly and appropriately. For starters, the management team needs to understand that some resistance is desirable because it will help the change to be more effective. Employees who question the change in a non-malicious manner could ultimately help to refine the plans of change. Secondly, a good manager will realize that not all of their employees will respond the same to the changes and should be treated accordingly. Sometimes the resistance may come because the employees may not understand the purpose of the changes. The fix for this could be as simple as sitting down with those employees that are having trouble adjusting and thoroughly going over everything. This would include explaining why, how, and when the changes will be taking place. Define each step of the change process: assessment, planning, implementation, and evaluation The change process includes four steps, assessment, planning, implementation and evaluation. These steps can help make the change process an easier transition. According to Sull ivan and Decker (2009), â€Å"Emphasis is placed on the assessment phase of change for two reasons. Without data collection and analysis, planned change will not proceed past the â€Å"wouldn’t it be a good idea if† stage† (Sullivan & Decker, 2009, â€Å"Chapter 5, Initiating and Implementing Change, The Change Process†). Change does not have to come from only a problem, it can also come from an opportunity. Once the problem or opportunity has been properly identified, internal and external data can be collected. Many factors will have to be examined, like who would benefit from the changes and the costs associated with the changes. Once all the data has been collected, it is imperative that it gets analyzed. A statistical analysis could prove even more beneficial especially if it is presented visually, with either graphs or charts. Once a direction has been established, the next part in the process can begin. In the planning stage, the who, when, and how of the change are determined and the target area is decided. Those in the target  are should be act ively involved with the planning stage. Doing so will hopefully lessen the chances of resistance later on. In the next stage, which is implementation, the plan is put into motion. There are two different methods for change; changing an individual and changing a group. Information giving is the most common method used in changing an individuals’ attitudes and values. According to Sullivan and Decker (2009), â€Å"providing information is prerequisite to change implementation, but it is inadequate unless lack of information is the only obstacle effecting change† (Sullivan & Decker, 2009, â€Å"Chapter 5, Initiating and Implementing Change, The Change Process†). Just giving information does not give the reason for the change. Another method that can be considered to change individuals is training. This method combines information giving and actual skill practice. As for methods to change groups, â€Å"The greatest influence is achieved when group members discuss issues that are perceived as important and make relevant, binding decisions based on those discussions† (Sullivan & Decker, 2009, â€Å"Chapter 5, Initiating and Implementing Change, The Change Process†). Individual and group methods can be combined. Whichever methods are used, everyone involved should feel as though their input is important and be rewarded accordingly. The final step in the process is the evaluation. It is important to monitor the change to ensure that it the presumed benefits are being achieved financially and qualitatively. Although some outcomes may be undesirable, those too must be examined. If there are problems, they can be reevaluated and corrected. Change is never an easy process to go through. Everyone handles it differently and it often comes with feelings of fear and anxiety. This is especially true for organizations as managers play a large role when it comes to implementing the changes. There are many skills that one must possess in order to do this properly and without much backlash. It is always to be expected that retaliation will come from some in the organization, but the managers have the ability to control the extent of it. By going through the ch ange process and spending quality time on each step, retaliation can be kept to a minimum. Managers and supervisors: importance and role. (2014). Retrieved from http://www.change-management.com/tutorial-job-roles-mod4.htmNichols, V. (n.d.). How you should handle resistance to change. Retrieved from  http://www.hrzone.com/feature/people/how-you-should-handle-resistance-change/141253Scott, G. (2014). What Is the Manager Role and Responsibility in Implementing Change Within the Department?. Retrieved from http://work.chron.com/manager-role-responsibility-implementing-change-within-department-26671.htmlSullivan, E.J., & Decker, P.J. (2009). Effective leadership management nursing (7th ed.). Retrieved from The University of Phoenix eBook Collection database.

Public Involvement and Community Development in Australia

Public Involvement and Community Development in Australia Introduction Democracy is the system of government which is favored and held in high esteem by most countries in the 21st century. This system is characterized by fair and equal treatment for all members of the society and the right of every person to take part in decision making. Advertising We will write a custom critical writing sample on Public Involvement and Community Development in Australia specifically for you for only $16.05 $11/page Learn More Despite these lofty standards which are synonymous with democracy, it does not always result in everyone’s voice being heard. Instead, democracy is concerned more with achieving the common good at the expense of promoting the private good of each citizen (Young, 1997). While this approach may work in a homogenous society, it is detrimental in societies which have minority groups. This is because in direct democracy there are no political representatives who are used to make decision for their people. This paper will argue that deliberative democracy, which entails the involvement of the community in public affairs, is the most appropriate model and it results in community development. The paper will reinforce this assertion by critically reflecting two arguments presented in the article â€Å"Communication and the other: beyond Deliberative Democracy† by Young and â€Å"Local Cross-cultural planning and decision-making with indigenous people in Broome, Western Australia† by Kliger and Cosgrove. The Aboriginal Issue Kliger and Cosgrove (1999) highlight the situation of the Indigenous population of Australia. This people make up 2.4% of the Australian population, according to the 2006 Census, and face incredible social disadvantage with about two-thirds living in areas that are classified as rural. Debates are ongoing concerning land issues which white settlers from Britain annexed and subsequently assumed dominance over while ignoring the Aboriginal laws. The Ab original people were therefore sidelined in the decision making of their country but also lost their land due to the legal laws that were formulated by the government. Cultural difference especially towards the Aboriginal resulted in this people being termed as difficult people which resulted in discrimination (Kliger Cosgrove, 1999).Advertising Looking for critical writing on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More Direct Democracy and the Aboriginal To most people, the ideals of democracy are symbolized by parliament where elected members go and hold debates that supposedly represent the views of the common citizen. Young (1997, p.63) asserts that parliamentary debates or arguments in court are not simply free and open public forums in which all people actually have the right to express claims and give reasons according to their own understanding. In direct democracy, once the government makes deci sions it rarely considers the different racial, cultural and other factors of the citizens. Kliger and Cosgrove (1999) reveals that while the state had developed welfare and service provision programmes for the Aboriginal and Torres, these indigenous people seldom participate in the development and implementation of the same. The government may therefore offend its citizens who perceive justice not followed and feel oppressed. Young (1997) proposes that democracy must involve listening to the opinion of people from a diverse cultural, racial and social background and recognizing the validity of the points they make. Direct democracy has failed to achieve the desired results in the case of the Aboriginal. Kliger and Cosgrove (1999) state that the Federal government, through the Shire of Broome, made little recognition of the Aboriginal. While there are forums in which the Aboriginal are asked to attend, they are not given a chance to voice their concerns. The hierarchical communica tion the government uses through representative on the Shire council only send paper to the Rubibi Working Group for them to see the they have already discussed as the Shire. The Aboriginal were therefore marginalized and disempowered. The choice of model used can work for the detrimental of a community almost facing it off despite them being the native of the land due to the injustice they have faced. Deliberative Democracy Applied to the Aboriginal Young (1997) defines deliberative democracy as discursive or communicative democracy and in it, the public is core to the decision making process.Advertising We will write a custom critical writing sample on Public Involvement and Community Development in Australia specifically for you for only $16.05 $11/page Learn More The model borrows from direct and representative democracies and the system does not consist of voting; instead, it makes use of deliberation to form, endorse and implement the laws. Kliger and Cosgrove (1999) also reveal that there is a difference of deliberative democracy model and democracy where the decision making process relies on the discussions and exchanges between people. This thought is corroborated by Young (1997) who reveals that in deliberative democracy the participants of law making are free for they are not bound by any prior requirements, norms or authority. They hence act on the decisions they make and also state why they gave a certain proposal (Kahane, 2010). Their proposals are either endorsed or rejected due to the reasons given for reaching to a particular decision. Young (1997) states that one of the virtues of the deliberative model of democracy is it promotes a conception of reason over power in politics. The success of the Royal Melbourne Institute of Technology (RMIT) is attributed to the fact that it considers the needs, aspirations and requirements of the Aboriginal People of the Shire of Broome in relation to town planning and development (Kliger Cosgrove, 1999, p.54). Through this model, the Aboriginal can express their point of view in a forum where their view is respected. The success of the development plans is therefore greater since it involves the members of the community. Deliberative democracy results in all members of the constituency having a voice. Kliger and Cosgrove (1999) reveal that while Australia is a democracy, the local government while elected through the democratic process operations in a highly constrained manner and does not represent all the constituents. Having a voice in the affairs of the community is of huge significance since social conditions also impact the physical well being of communities. Gray and Saggers (2003) asserts that Poor Aboriginal mental health and risky health behaviors are not simply the fault of individuals. Advertising Looking for critical writing on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More The authors declare that here is a link between health and social wellbeing of indigenous populations. It is therefore of great importance for the Aboriginal people to perceive the government as both fair and just. Justice can only come about from a democracy model that encourages collective decision-making. Young (1997) states that in most formal situations, the better educated people have a greater say over the less educated parties. Government and court debates do not allow for public forums for people to air their reasoning for the good of all in the community. Their method of argument is agonistic and not an open reciprocal acknowledgment of the public’s point of view. This is contrasted by the deliberative model where participants do not have to be formal or follow a particular hierarchical order but anyone can take part. They come to a conclusion after deliberating and reaching a consensus. Deliberative democracy thus allows for individual citizens to collectively sp eak about their problems, morals, actions and goals without competing endorsing individual ideas. The community gets a chance to reason together and thus distinguish the bad ideas from the good ones. Discussion From this paper, it is clear that while public involvement does not necessary mean that everyone will be involved in the decision making process, the opinions of the â€Å"common citizen† are taken into consideration. Public involvement and development of a community go hand in hand (Fishkin Laslett, 2003). The more engaged the community is in the formulation and implementation of developmental and laws. Kliger and Cosgrove (1999) demonstrate that the success by the RMIT is because it involved the Aboriginal people in the planning and development efforts. As such, development and success can best be achieved though a democratic process that involves all members of the community. Conclusion This paper set out to argue that public involvement is a necessary for any sust ainable community development to take place. The paper in particular discussed the deliberative democracy model with the Aboriginal people in mind. It has been stated that direct democracy has some major setbacks since it fails to consider the needs and views of some members of the community. Deliberative democracy on the other hand removes this obstacle by involving a wider range of people in the decision making process. From the arguments presented in this paper, it is clear that the deliberative model of democracy is not only desirable in Australia, but is the only way that justice can be served to the Aboriginal people. References Fishkin, J.S. Laslett, P. (2003). Debating Deliberative Democracy Philosophy, Politics and Society. Wiley-Blackwell. Gray, D. Saggers, S. (2003). â€Å"Substance Misuse in N. Thomson (ed) The Health of Indigenous Australians†. South Melbourne: Oxford University Press. Kahane, J.D. (2010). Deliberative Democracy in Practice. UBC Press. Kliger, B. Cosgrove, L. (1999). â€Å"Local Cross-Cultural Planning and Decision-Making with Indigenous People in Broome, Western Australia†. Ecumene, Vol. 6, no.1. pp.51-71. Young, I.M. (1997). Intersecting Voices: Dilemmas of Gender, Political Philosophy, and Policy. U.K.: Princeton University Press.

Micropachycephalosaurus - Facts and Figuress

Micropachycephalosaurus - Facts and Figuress Name: Micropachycephalosaurus (Greek for tiny thick-headed lizard); pronounced MY-cro-PACK-ee-SEFF-ah-low-SORE-us Habitat: Woodlands of Asia Historical Period: Late Cretaceous (80-70 million years ago) Size and Weight: About two feet long and 5-10 pounds Diet: Plants Distinguishing Characteristics: Small size; bipedal posture; unusually thick skull    About Micropachycephalosaurus The nine-syllable name Micropachycephalosaurus may sound like a mouthful, but its not so bad if you break it down into its constituent Greek roots: micro, pachy, cephalo, and saurus. That translates into tiny thick-headed lizard, and fittingly, Micropachycephalosaurus seems to have been the smallest of all the known pachycephalosaurs (otherwise known as bone-headed dinosaurs). For the record, one of the dinosaurs with the shortest given namesMeiwas also bite-sized; make of that what you will! But hold the Jurassic phone: despite its imposing name, Micropachycephalosaurus may turn out not to have been a pachycephalosaur at all, but a very small (and very basal) ceratopsian, or horned, frilled dinosaur. In 2011, paleontologists closely examined the bone-headed dinosaur family tree and were unable to find a convincing place for this multisyllabic dinosaur; they also re-examined the original fossil specimen of Micropachycephalosaurus, and were unable to confirm the existence of a thickened skull (that part of the skeleton was missing from the museum collection). What if, despite this recent classification, Micropachycephalosaurus is re-re-assigned as a true bonehead? Well, because this dinosaur has been reconstructed from a single, incomplete fossil discovered in China (by the famous paleontologist Dong Zhiming), the possibility looms that it may one day be downgradedthat is, paleontologists will agree that its another type of pachycephalosaur entirely. (The skulls of pachycephalosaurs changed as these dinosaurs aged, meaning that a juvenile of a given genus is often incorrectly assigned to a new genus). If Micropachycephalosaurus winds up losing its place in the dinosaur record books, some other multisyllabic dinosaur (possibly Opisthocoelicaudia) will rise up to assume the worlds longest name title.

Memo Assignment Example | Topics and Well Written Essays - 250 words - 7

Memo - Assignment Example Though both clearly have reasonable motives, they are not the people we are looking for who would be fit for the job, looking at it in a long-term point of view. I understand that the company would be exerting effort in looking for someone equipped for the position and the training they would have to be exposed to, to get a clear understanding of how our company operates. However, I see bigger risks and costs for the company to absorb employees that are not willing to adapt to the demands of the company, whenever the need for it arises since this could mean lowered performance, weakening of the company’s equity, and lost sales/clients. I hope you consider my decision based on the arguments above which is mainly an initiative to safe keep our company’s reputation and identity. McGhan, Meredith. "The Cost of Hiring the Wrong Employee | Writing Assistance, Inc.." Writing Assistance, Inc. - Technical, Training, Medical and Marketing Writers. N.p., n.d. Web. 17 Feb. 2013.

Fundamental Concepts What is ethics What is morality Are they one and Coursework

Fundamental Concepts What is ethics What is morality Are they one and the same - Coursework Example Morality traces its origin to a Latin word â€Å"moralis† which translates to â€Å"custom†. Morality guides individuals in coming up with ethics in societies. In addition, morality is concerned with individual judgment and conduct. Morality influences behavior and character of individuals in a society (Mizzoni, 2009). Morality and ethics mean values within a society’s context. Religion and other forms of faith guide morality for the most part, while for ethics, it is multifaceted and based on ideologies. In addition, what a society considers moral in some cases can be contrary to personal values. In studying morality, ethics guides in knowing what constitutes morals. Ethics and morals both promote social justice, with their foundation on the principles of equity. Ethics and morality when adhered to, enhances fairness in a society (Mizzoni, 2009). Ethics guides administrators in instilling virtues that promote morality within institutions. Policies and rules based on the morals promote achievements in institutions (Mizzoni, 2009). In administration, standard codes of practice by the management allows for flexibility in the morals applied. Concepts of Libertarianism and liberalism in the administrative context ensure peace and stability. Libertarianism is much concerned with ideology where authorities have limited control over their people. In Libertarianism, each one expects mutual benefits as a duty and obligation of the authorities. People attain social justice using ethics in administrative systems. Libertarianism is more moderate when instilling ethics as compared to liberalism. In administration, liberalism aims at individual freedom while libertarianism targets masses and general family values (Mizzoni, 2009). In Liberalism, individuals are free to choose their own ethical code for behavior. However, it insists on some form of regulation to harmonize differences on human