Just War Theory Essay -- Just War Armed Conflict Military Essays

Just War Theory Price reduced due to problems with format One of the perennial realities of human existence is war. From the earliest recorded events of human history all the way through to modern times, human communities have engaged in armed conflict as a method of dispute resolution. While war has been a constant part of the human experience, there has also been a tendency within virtually all human civilisations to limit the extent of war and the methods by which warfare may be conducted.(1) In Western civilisation, this limitation on warfare has taken shape as an effort to limit both the determination of when war is appropriate and the means used in battle.(2) Within the Western moral, legal, and political arena, the connected questions of when war is appropriate and what means are acceptable in warfare has been the subject of a great deal of examination. The basic theory which has arisen within Western culture to evaluate the legitimacy of military action is called just war theory.(3) The just war theory has received widespread accept ance both within Western culture and in the international community as a means by which a war may be determined to be justified or not.(4) Just war theory, which has both religious and secular proponents, is perhaps the most universally recognised moral theory by which the use of force may be evaluated. II. A GENERAL OVERVIEW OF JUST WAR THEORY A. BACKGROUND ON JUST WAR THEORY Just war theory has a varied and diverse background.(5) The just war tradition includes the contributions of philosophers and theologians dating back to Roman times. As James Tuner Johnson has pointed out, Just war is an historical tradition formed by experience and reflection, including much that is neither specifically theological (or even religious), nor philosophical. It has been strongly influenced by international law, the traditions of chivalry, and soldierly practices derived from the experience of many battles.(6) Just war theory as a method of evaluating military actions has been recognised historically by thinkers as varied as Cicero, St. Augustine, St. Thomas Aquinas, Grotius, and Daniel Webster. It is a theory which has been used by Christians and non-Christians alike to determine whether or not the decision to go to war and the means used to prosecute that war are just. It is crucial to keep this varied and complex pedigree of t... ...50. Id. 51. See the Nuremberg Charter, art. 6(a)-(c). The charter lists the waging of aggressive war, "violations of the laws or customs of war," and the extermination and enslavement of civilians among its examples of wartime criminal conduct. 52. Rostow at 169-70. 53. United Nations Charter, articles 2(4) and 51. See also Gardam at 403-11; Motala at 3. 54. U.N. Charter art. 51. 55. Motala at 4. 56. Id. 57. Id. 58. Motala at 11. 59. Johnson at 149; Bederman at 29. The tradition of dividing just war theory into two distinct analytical categories has its roots in the work of Grotius, Aquinas, Augustine, and Cicero. 60. Johnson at 149 61. Johnson at 149 62. Johnson at 149. 63. Id. 64. Id. 65. Aquinas, Summa Theologicae, II, II, Q. 40, Art. 1. 66. Johnson at 158 67. Johnson at 158. 68. U.N. Charter art. 51. 69. Johnson at 158. Johnson compares the concept of "right authority" with the modern concept of sovereignty and argues that the just war notion of authority basically mirrors the modern notion of sovereignty. Id. 70. Bederman at 31-32; Aquinas, Summa Theologicae, II, II, Q. 40, Art.1.. 71. Aquinas, Summa Theologicae, II, II, Q. 40, Art. Just War Theory Essay -- Just War Armed Conflict Military Essays Just War Theory Price reduced due to problems with format One of the perennial realities of human existence is war. From the earliest recorded events of human history all the way through to modern times, human communities have engaged in armed conflict as a method of dispute resolution. While war has been a constant part of the human experience, there has also been a tendency within virtually all human civilisations to limit the extent of war and the methods by which warfare may be conducted.(1) In Western civilisation, this limitation on warfare has taken shape as an effort to limit both the determination of when war is appropriate and the means used in battle.(2) Within the Western moral, legal, and political arena, the connected questions of when war is appropriate and what means are acceptable in warfare has been the subject of a great deal of examination. The basic theory which has arisen within Western culture to evaluate the legitimacy of military action is called just war theory.(3) The just war theory has received widespread accept ance both within Western culture and in the international community as a means by which a war may be determined to be justified or not.(4) Just war theory, which has both religious and secular proponents, is perhaps the most universally recognised moral theory by which the use of force may be evaluated. II. A GENERAL OVERVIEW OF JUST WAR THEORY A. BACKGROUND ON JUST WAR THEORY Just war theory has a varied and diverse background.(5) The just war tradition includes the contributions of philosophers and theologians dating back to Roman times. As James Tuner Johnson has pointed out, Just war is an historical tradition formed by experience and reflection, including much that is neither specifically theological (or even religious), nor philosophical. It has been strongly influenced by international law, the traditions of chivalry, and soldierly practices derived from the experience of many battles.(6) Just war theory as a method of evaluating military actions has been recognised historically by thinkers as varied as Cicero, St. Augustine, St. Thomas Aquinas, Grotius, and Daniel Webster. It is a theory which has been used by Christians and non-Christians alike to determine whether or not the decision to go to war and the means used to prosecute that war are just. It is crucial to keep this varied and complex pedigree of t... ...50. Id. 51. See the Nuremberg Charter, art. 6(a)-(c). The charter lists the waging of aggressive war, "violations of the laws or customs of war," and the extermination and enslavement of civilians among its examples of wartime criminal conduct. 52. Rostow at 169-70. 53. United Nations Charter, articles 2(4) and 51. See also Gardam at 403-11; Motala at 3. 54. U.N. Charter art. 51. 55. Motala at 4. 56. Id. 57. Id. 58. Motala at 11. 59. Johnson at 149; Bederman at 29. The tradition of dividing just war theory into two distinct analytical categories has its roots in the work of Grotius, Aquinas, Augustine, and Cicero. 60. Johnson at 149 61. Johnson at 149 62. Johnson at 149. 63. Id. 64. Id. 65. Aquinas, Summa Theologicae, II, II, Q. 40, Art. 1. 66. Johnson at 158 67. Johnson at 158. 68. U.N. Charter art. 51. 69. Johnson at 158. Johnson compares the concept of "right authority" with the modern concept of sovereignty and argues that the just war notion of authority basically mirrors the modern notion of sovereignty. Id. 70. Bederman at 31-32; Aquinas, Summa Theologicae, II, II, Q. 40, Art.1.. 71. Aquinas, Summa Theologicae, II, II, Q. 40, Art.

Hatchet :: essays research papers

Hatchet Author: Gary Paulson Main Theme: The story Hatchet’s theme is determination, perseverance and survival. Brian Robeson, whose parents are divorced, flies to visit his father in Canadian wilderness. His pilot has a heart attack and dies. Brian managed to land the plane in a lake, and escape unharmed. Now comes the hard part, surviving in the wilderness until rescued. He does have one tool to help him, a hatchet that his mother had given him as a gift. He will have to use it, his own determination, imagination, perseverance and common sense to survive. Plot Summary: This flight to see his father in the Canadian wilderness is Brains first time in an airplane. He explains this to the pilot and tells him that he is scared. The pilot feels sorry for Brian and decides to show him that flying is not very difficult. He lets Brian take the steering control and direct the line of flight for a while. Just when Brian thinks that everything is going well, the pilot has a heart attack and dies. Brian knows he must land the plane himself or die. He tries to use the radio without success. He knows that if he hits the trees, he can die, so he decides to land in the water of a lake. When the plane is in the water, he gets out through a window. He lay on the bank of the lake for a while to rest. Brian knew he needed food and shelter to survive so he set out to find both. He was very careful not to get lost or go too far from the lake where his water was. He found a cherry tree and because he was very hungry, he ate his fill. He filled his windbreake r with cherries to eat later and then managed to find a cave for shelter. He slept very well, but in the morning when he awoke, he saw a bear in the cave. He was terrified, because the bear was only about 20 feet away eating his cherries out of his windbreaker. The bear only looked at Brian and then left. The cherries must have been enough to curb his appetite! The discovery of how to make a fire was very important to Brains survival. He needed to have one at the mouth of the cave to protect him from wild animals, and to signal for help.

Vocation and Spiderman :: essays research papers

VOCATION Vocation in my own words is the path God has chosen for you too follow; it is what one is destined to be. There are many different types of vocation. Some people are destined to lead a life of dedication to God, others to be parents and some to be single have regular jobs. Vocation is not something that you are born knowing you have to look within yourself to find what God has created you to be. Finding your vocation is not an easy thing that why a lot of people end up in divorce, hating there job or depressed. Throughout Spiderman 2, Peter struggles with his identity, and even takes a "leave of absence" from his "vocation" to sort out his true desires. When the people he loves, especially Mary Jane, are suddenly in grave, mortal peril, he remembers his true self and saves them all, remarking that "Sometimes you have to give up what you really want in order to do what is really right." The villain manages to send an entire elevated trainload of people hurtling out of control to their death, and it's up to Spiderman to save them. He doesn't have the strength of Superman to stop out of control trains or airplanes, so he uses the gifts at his disposal. He stands on the front of the out of control train, stretches out his arms in both directions, and fires off web after web after web at passing skyscrapers. He grabs all the webs tightly in both hands. His arms are pulled back against the train, and his entire body is nailed there against the train, against the people he needs to save. His arms stretched out in a heroic act, Peter Parker becomes Christ on the cross. Peter Parker is confused, he doesn’t know weather his vocation is to be with the Mary Jane or to be Spiderman.

Writing Sentences and Paragraphs

The Journey to Medicine I want to be a Medical Administrative Assistant at Vanderbilt hospital to honor my late sister and my parents. When I was 18 years old my sister Debbie died from cancer. The majority of my childhood and teenage years were spent in hospitals and the majority of my parent's money went to paying the doctors. During this period of my life I thought medicine was doing more harm than good. Because I was older at the time of Debbie's death my perception about medicine changed and I became motivated to find out why medicine costs so much and why some procedures cost more than others?So I studied hard, became Valedictorian of my class, earning a full scholarship to Vanderbilt University and now I'm ready to become a member of the Vanderbilt hospital community. It would be a great honor to secure one of the three Medical Administrative Assistants positions. The Perfect Fit. Megan you are an excellent organizer, you can flexible in your assignments, you work well with ot her people and you always find creative ways to get the work done. Mr. Braxton, the boss of PhreeRide, is looking for an assistant and you would be perfect.The company employees several hundred writers of all types and it also distributes magazines like Kaptur, the one you like so much. The boss is a work oriented gentleman but he will allow for creative solutions as long as the projects are completed on time. He would love to know about your multitasking abilities with Late Eats and how you always treated customers with respect when you worked at Diamonds. Megan, I will mention you to my boss and when you apply for the position don't be afraid to tell the interviewer that I recommended you.

Splitting a message, and processing and gathering

This recipe will show you how you how to split a message into individual fragments, process each fragment individually, and re-aggregate the processed exchanges back Into a single exchange. In EIP terms, this is known as a Composed Message Processor, and Is made up of a combination of a Splitter and an Aggregated. How to do It†¦ In order to split and aggregate (Join) a message, combine a split DSL statement with an associated Congo as follows: 1. Define an Segregationist's Instance as described In the Aggregating related messages recipe.For this example, we will reuse theSetAggregationStrategy Implementation from that recipe: 2. Define a regular split block as per the Splitting a message into fragments recipe, breaking up the payload as you see fit through the use of an expression. Reference the Segregationist's instance through the strategy attribute in the split element: ${body) In the Java DSL, refer to the Segregationist's instance as the second parameter to the split() stat ement: from(â€Å"direct:in†) . Split(body(), new Straightforwardness()) . End() . To(â€Å"mock:out†); How it works†¦When an exchange reaches the split statement, It Is broken up Into Individual fragments as expected, each of which Is processed through the steps defined within the block. When each split fragment's exchange reaches the end of the split block, It Is passed Into theAggregationStrategy for aggregation. When all of the fragments have been processed, the final aggregated message proceeds down the route from the split block. This Is different from the normal Splitter behavior, which forwards the original message to that statement after the split statement.TIP By default, all processing Is performed by a single thread. You can parallelize the processing of each message fragment by using theparallelprocesslng option as described in the Processing split messages in parallel recipe. There's more†¦ An Segregationist's. When an exception is thrown during the processing of the fragment, the exchange will be immediately passed to Segregationist's. It is then up to the strategy to decide what to do with this information.

Organizational Development Essay

John F. Kennedy was quoted as saying â€Å"Change is the law of life, and those who look only to the past or present are certain to miss the future.† The world is in a constant state of motion. No one should expect things to always stay the same. Organizations require technologies and human resources in order to operate. A business needs to operate by learning from the past and planning for the future. Since, the economic collapse of 2008, the idea that any company is ‘too big to fail’ has been thrown out the proverbial ‘business window’. Business is now practiced in a global market and technologies have made the world a smaller place. â€Å"Managers and their organizations must anticipate the future and become proactive players.† (Brown, D.R., 2011, part 1.) Consider companies like Blockbuster Video. The demise of Blockbuster proves that leadership did not look to the future. This company considered itself to be the standard. Where is Blockbuster now? Instead of being an industry leader, it is trying to regain its footing in a marketplace it once dominated. Why? Blockbuster failed to take its competitors seriously. It did not consider technology surpassing the company’s own perception of practicing business. â€Å"In 2002 (Blockbuster) had 8,000 stores and a market value of $3 billion. Today, movie-by-mail Netflix is worth nearly three times that much. And Blockbuster is broke.† (Gandell, S., 2010, paragraph 19.) Successful companies are looking to the future as they learn from the past and present. Organizations that are successful will operate without ego, effectively communicate throughout the organization, and constantly reinvent themselves. Organizations need to be in constant development in order to move forward with any success. In this paper, I intend to define the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. I intend to define organizational development as it relates to organizational trust, a strong practitioner-client relationship, the imperative nature of the diagnostic phase, effective communication between ownership and employees, and the importance of strategy as it relates to a successful transfer of ownership and culture to an organization. Organizations need to know when organizational development is necessary. I am a Managing Partner in the restaurant business. I currently have about 50 employees that I am responsible for. Recently, the restaurant I am running was sold to a South African group of owners. The owners actually bought two restaurants from the local restaurant group I was working for. After studying the Charlotte market and other markets throughout this great country of ours, the South African owners decided that Charlotte, NC would give them the best opportunity to grow a restaurant chain. The owners currently have over 150 restaurants in South Africa and this is their first venture into the United States. Once the sale became final, the owners began to evaluate all the current systems and business practices of the restaurants. The new owners began to re-develop the organization by defining its existing and future organizational identity. The owners sat down with staff and management to get an understanding of what the restaurants meant to each staff member. â€Å"The identity will provide an advantage if it is well aligned with the organizational strategy and well suited to the market niche, because identities tend to be socially complex and path dependent, and therefore difficult to imitate.† (Salgado, S.R., 2003, page 65.) The owners became the practitioners of change by purchasing the restaurants. After the sale became final, it was time to develop a sense of trust from the existing staff and management. One way of gaining that trust is to value the opinions of the current members of the organization. The new owners showed that they valued staff opinion of organizational identity. This process helped to develop the fundamental need to build a positive practitioner-client relationship. The new owners need an employee landscape that is friendly, not hostile. There is no way the new organization can move forward with a negative culture. Once trust was established, the new owners were able to begin to identify issues, problems, and opportunities each restaurant was having. The five fundamental stages of organizational development are: â€Å"anticipate the need for change, develop the practitioner-client relationship, the diagnostic phase, action plans, strategies, and techniques, and self-renewal, monitor, and stabilize.† (Brown, D.R., 2011, page 18). Ownership has followed the principles of organizational change and development in a very smart way. The new owners worked on building a strong practitioner-client relationship while gathering information about the businesses. They remained very approachable and worked hard to assist with the agreed upon change lists. Ownership made everyone feel as though they were not there to change what was not broken. Employees were made to feel proud about the restaurants they worked in. By developing such a good and trusting relationship, change has come easier. Once trust was established, new ownership quickly moved to the third fundamental of organizational development, the diagnostic phase. â€Å"Organizational diagnostic models and surveys have often been demonstrated by practitioners to be very effective in supporting organizational development   programs.† (Goldstein, L. and Burke, W. (1991), Vol. 19, page 5.) Diagnostic models are designed to help organizational development practitioners to â€Å"categorize data about the organization, enhance understanding about organizational problems, interpret data systematically, (and) provide appropriate change strategies.† (Lok, P., Crawford, J., 2000, page 108.) The practitioners have been reviewing every facet of the restaurant’s business practices. Ownership is constantly evaluating the effectiveness of each system. Technologies, equipment, and managerial functions are all reviewed and measured to the new standards and goals set forth by the owners. The ownership designed a â€Å"team approach to setting and reviewing targets, real participation by subordinates in setting goals, with an emphasis on mutually agreed upon goals, mutual trust between subordinate and manager, and a real concern for personal career goals as well as for organizational goals.† (Brown, D.R., 2011, page 327.) Ownership felt that the technologies were not tied in together very well. Ownership felt that the current gathering of data was cumbersome and inaccurate. The practitioners felt that the clients needed to stream-line the ways in which data was collected. By reviewing every program and system of accounting, the new owners were able to determine that updating would be necessary in order to move the two concepts forward. Looking to future growth was not going to happen for the organization until both concepts were able to produce accurate information about the actual business. Ownership also determined that it wanted its managers out in the restaurant more. There was simply too much to do in the office while running the restaurants. The practitioners asked current upper management to clearly define the responsibilities of each manager and chef position. At this point, the culture of the new organization had begun to take shape. Clearly defined roles and a change in managerial philosophies have started to grow. I have witnessed what I believe is a very successful transformation of culture. Responsibilities are clearly communicated. Accountability has improved. By creating clearly defined roles, the effectiveness of each manager is much easier to measure. At times, however, communication has been inconsistent. The massive restructuring of all current systems has taken a toll on some people in the organization. Missed deadlines and unforeseen problems have occurred. The way in which the new ownership has responded to the unforeseen issues has been impressive. I feel that new ownership has shown an unwavering amount of dedication to the new organizational vision it has set in place. Considering the amount of change, the owners have been very clear and approachable throughout the transformation. I respect and support their efforts in remaining approachable and supportive. They exude an understanding of what each existing member or employee is going through.   Ownership has been very aware of the ego state of the organization. â€Å"Every interaction between people involves a transaction between their ego states. When one person converses with a second person, the first person is in a distinct ego state and can direct the message to an y of the three ego states in the second individual.† (Brown, D.R., 2011, page 230.) Ownership has made every effort to have open and complementary transactions with groups and individuals throughout the organization. At the same time, they have also shown that the organization will move forward with or without its current members. Holding people accountable has been extremely important. â€Å"In today’s changing environment, organizations that encourage individual ability and hold employees accountable for achieving goals are more likely to succeed.† (Brown, D.R., 2011, page 381.) The practitioners have been able to accentuate individual strengths and weaknesses within its existing employee body. This approach has brought on a spirit of contribution to the cause of the new vision presented to the ‘old guards’ of the organization. This is a very clever approach to affecting change. Also, the new leaders of the organization have discovered some hidden talents within its current team-members. Finding an existing and in-place pool of needed skills has helped the new leaders keep an aggressive time-line for the development of change. New owners did not have to look completely outside the organization for skills that will enable change. Instead, new owners were able to motivate change by looking for solutions internally. Looking for hidden talents helped to reaffirm the positive culture of opportunity and renewed perceptions of the employee skillset. An internal approach to solving or rectifying identified issues has also kept the cost of change down. Existing members already have a sense of where the shared vision of the company is going. Existing staff has a greater stake in the organization’s success. Because of shareholder accountability, ownership is smart to look internally for as many talents as possible. Ownership believed by stream-lining technologies and accounting systems, it could improve the quality of the guest experience and profitability of its organization. Ownership started this process by surveying all existing management to try and determine what each manager actually knew about the existing programs and technologies. A methodical and measured approach to re-designing office systems will enable the organization to become more consistent in gathering data and measuring the performance of both restaurants. Their  vision of the future of the organization has been effectively shared with everyone involved . The deadlines for improvements have been followed-up effectively. A weekly meeting between ownership and upper management takes place. In these meetings, organizational effectiveness is measured by how well goals and objectives are accomplished. At first, goals were very broad and basic. Managers were asked to evaluate their knowledge of existing point of sale programs, invoicing programs, and budgetary knowledge. Once ownership felt it had acquired enough knowledge about existing systems, the project or ‘goal’ chart was updated and tasks became more narrow and specialized in focus. Managers were held accountable to their goals based on their strengths or expertise. For example, one manager is very adept with computers. This has become his area of focus for the remainder of the re-development of the organization. â€Å"The collection of data is an important activity providing the organization and the practitioner with a better understanding of client system problems: the diagnosis.† (Brown, D.R., 2011, page 19.) Ownership has been very diligent about data accuracy. Every number and system has been reviewed for accuracy and consistency. In order for the company to move forward, ownership has to determine what is and what is not vital to the new organizational vision. Ownership has already picked two new sites for additional restaurants. It is important that both restaurants operate in the same way as the business grows. This is why organizational effectiveness has to be optimized and not hap-hazard. â€Å"Organizational practitioners need to assess the influence of variables in diagnostic models on organizational outcomes, and effectiveness has often been used as the primary outcome measurement. (Handy, 1985, p. 85; Burke and Litwin, 1992). The new owners have done an excellent job moving the new organization through a surprising change of ownership. I have enjoyed watching how these new owners have handled the organizational development of the restaurant. Organizational change and development is certainly not easy. Leadership from the owners to the managers has to stay on course with the changes. Total commitment and a positive attitude are necessary. Negativity spreads like wildfire when redeveloping an organization. The owners have worked hard to cope and shape their environments, through the way they organize and operate their organization. The history of organizational development has to be an interesting one. As I watch these new owners re-tool both establishments, I wonder if they are taking the same course in organizational development that I am. The owners have to pass forward their beliefs or values as to what the restaurants should be. Things that worked before might be tossed. New things are   introduced. The style of service and the menu, the technology, are all things the owners have to push forward to current and new employees. All the while, business is ongoing. The doors are open. Customers are hearing of the sale and are passionate about the changes. Some changes are subtle. Some changes are extreme. How does the ownership remain familiar to what the concept once was? The entire process is exhausting. The public’s resistance to change is fierce at times. One very popular item on the menu was discontinued when the new menu was rolled out. Granted, the menu had not changed in four years. Servers and cooks were tired of doing the same thing every day. The item that was discontinued was actually a very bland and tasteless item. Servers and cooks hated selling it. There was excitement and concern when the new ownership wanted to get rid of it. We all knew we were in for it when the new menu came out. Sure enough, customers have missed not having this item on the menu. Customers have been very vocal about this one item. Ownership feels that quality ingredients, perfect preparation, and impeccable service will build sales. There is a determination that the new regime can move past this one dish and convince the fickle public that there are a lot of other good reasons to dine at our restaurants. We are doing more than trying to keep our existing clientele. We are building a new clientele. Whatever perceptions the public had of us before does not matter. It is interesting to hear the complaints about some of our changes. All the while, most of the same staff works at the restaurant. The only real changes the public see are dress codes and menu changes. Otherwise, most change is behind the scenes. Because of the intense scrutiny mistakes in service or execution of the shift has to be perfect. We cannot afford to be less than perfect right now. Complacency has no place in the restaurant business. To be successful, we should always be looking ahead and learning from our past mistakes. We should always challenge ourselves to be better than we were yesterday. We are always training and learning. Managers should be acting as coaches and mentors to the staff. Management at all levels should not only ‘talk the talk’, they should ‘walk the walk’. However, the complaints are not always fair. The new menu is terrific. Quality and service are actually better than ever. The new owners spent a lot of money to help update and fix equipment that was vital to running the restaurant. Ownership has brought in more management and has improved the morale of the restaurant, not to mention the quality of life for all salaried people like myself. There has been a certain camaraderie resulting from moving toward common goals with other people. There is now a belief that we are a better place today because of our efforts. The best interventions from a   values point of view are those that help clients prepare their place in the future, whether its creation or adaptation. I am sure as we move forward that we will come in to our own again. The once faithful group of regulars will either go their own way or forgive us. Organizational development is a change strategy. â€Å"OD principles and techniques are experiencing a renaissance, thanks to the growth of the field of change management.† (Worren, N.A.M., Ruddle, K., & Moore, K.,1999, paragraph 3.) Organizational development requires a change in behaviors. These behaviors, good or bad, become the organizational culture. The organizational beliefs and values start at the top of the food chain, the owners. What is important to the owner should be important to the worker in that organization. It is imperative that the owner or any organization find a way to keep his people motivated and passionate about his organization’s products. Therefore, the leadership of any organization has to ‘connect’ to develop change and organizational success. Leadership has to be viewed as the change master. An organization that wants to remain vital, must be able to deal with change. A restaurant is an excellent example of a business in a constant state of change. For some restaurants the menu can stay the same. Maybe that is what people like about the place. However, what goes on outside the restaurant can cause a need for change inside the restaurant. Roads are closed, the economy is shrinking, parking is now too difficult to bother, these are all worrisome real-life issues that any organization or restaurant might have to deal with. The restaurant cannot afford to maintain the status quo, change is simply that critical. Kurt Lewin developed the concept of force-field analysis. This philosophy is â€Å"deceptively simple and can be used to help plan and manage organizational change.† (Cumming, T.G., & Huse, E.R. 1989, page 3.) Lewin believed that an organizational behavior was affected by the balance of two opposing forces. When these opposing forces are at odds, change happens. According to Lewin, there are driving forces and restraining forces. Driving forces affect and assist in the desired change. Restraining forces do quite the opposite. Restraining forces represent obstacles to the change. â€Å"If the weights of the driving and restraining forces are relatively equal, then the organization will remain static.†(Cumming, T.G., & Huse, E.R. 1989, page 3.) Ownership has to remain aware of the balance of power these two forces represent for the organization. Change has to appear to always be for the good of the whole organization. People are wary of change and must be made to feel a part of its success in order to help embrace the new mindset. Lewin’s force-field analysis works as a method of environmental scanning and as a way for creating an empowering environment to the culture of the organization. The new owners have done an excellent job moving the organization forward. The efforts made to gather data and technical knowledge have been diligent. The new owners have moved forward by doing their homework. After reviewing all the necessary information, ownership has been able to assimilate all the necessary funds, materials, staff and time. As the organizational development process has moved forward, it has become obvious that the owners plan on giving their newly acquired business the tools it needs to accomplish the shared vision. This, of course, has led to the owners’ final phase of organizational development, the support of their people. At first, ownership had to tread lightly. In the beginning, it was as if the new owners wrapped their arms around us all and said â€Å"everything will be alright, just stick with us.† As the new team moved forward, some upper management was asked to leave. Time has been a good indicator of the ownerships’ dedication to the new vision and culture of the organization. Their efforts have been unwavering and very consistent. In this paper, I have detailed the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. The process of organizational development has been fascinating to watch. Although the constant evaluation of all systems and actions throughout the organization has been exhausting, I believe ownership has succeeded in redeveloping a once tired and inefficient culture. Employees and managers have felt a greater sense of purpose towards the new organization. New ownership has successfully relayed a positive sense of urgency and purpose towards its existing staff and team members. The revamping of the organizational culture has brought forth a better quality employee and better quality experience for the organization’s customers. The organizational development techniques applied by the new ownership has helped to improve the profitability of both restaurants. New ownership had once touted that two additional restaurants would be opening within twelve months. Because of the success in developing organizational change, new ownership has now determined a new restaurant can be opened in only six months instead of twelve. This fast organizational growth is to be celebrated because it is a direct result of the diligent efforts of ownership and all staff involved after the transfer of ownership became official. Trust, a positive practitioner-client relationship, a successful diagnostic evaluation and change, effective communication between ownership and employees, and the importance of strategy has allowed this organization to become stronger and advance its number of concepts. In short, growth happens if organizational development is applied effectively. References: Brown, D.R., (2011). An Experiential Approach to Organizational Development (8th ed). Upper Saddle River Pearson Prentice Hall. Retrieved from: http://onlinevitalsource.com/#books/9780558857257/pages/31616081. Cumming, T.G., & Huse, E.F. (1989), Organizational Development and Change (4th ed.) St Paul, MN: West Publishing. Retrieved from: http://jeritt.msu.edu/documents/TallmanWithoutAttachment.pc. Gandell, S., 2010, How Blockbuster Failed at Failing, Time Magazine. Retrieved from: http://www.time.com/magazine/article/0,9171,2022624-2,00.html. Goldstein, L. and Burke, W. (1991), Creating successful organizational change, Organizational Dynamics, Vol. 19, page 5-17. Retrieved from: http://search.proquest.com/docview/215864273?accountid=32521 Handy, C. (1985), Understanding Organizations, Penguin, London. Retreived from: http://search.proquest.com/business/docview/215864273/13901F6FOC3249E4570/1?accountid=32521 Lok, P., & Crawford, J., (2000). The application of a diagnostic model and s urveys in organizational development. Journal of Managerial Psychology, 15(2), 108-124. Retrieved from http://search.proquest.com/docview/215864273?accountid=32521.) Salgado, S.R. (2003), Fine Restaurants: Creating inimitable advantages in a competitive industry. New York University, Graduate School of Business Administration). ProQuest Dissertations and Theses, 161 p. retrieved from: http://www.search.proquest.com/docview/305261479?accountid=32521305261479. Worren, N.A.M., Ruddle, K., & Moore, K. (1999.) From organizational development to change management: the emergence of a new profession. The Journal of Applied Behavioral Science, 35(3), 273-286. Retrieved from http://search.proquest.com/docview/236248857?accountid=32521.

Temple of Heaven

The layout and architecture of the Temple of Heaven is filled with symbolism. According to symbolic tradition, Heaven is round and the earth is square. Therefore, all of the buildings in the temple complex are round in shape, while their retaining walls and the axis are square. The surrounding walls of the complex also reflect these traditions. The southern side of the wall is square and the northern is round. The emperor would enter the temple complex from the south and this would symbolize his transition from earth to heaven. The glazed roof tiles of the major buildings in the temple complex are blue, symbolizing heaven.Other buildings have green or yellow roof tiles. The green tiles represent Buddhism and the yellow represent the emperor. Only imperial or imperial sanctioned buildings were allowed the colored tile roofs. The building was built without a single nail. The beams, pillars, and rafters were built in such a way that the weight of the building holds the structure togethe r. The hall has 28 pillars which symbolize the 28 constellations. In the center of the hall are four pillars known as the Dragon Well Pillars. The Hall of Prayer for Good Harvests is surrounded by a square surrounding wall.On the east and west sides of the hall are two halls which was where the gods of the sun, the moon, the stars, thunder, and lighting were prayed to. These halls now exhibit the musical instruments played during the ceremonies at the Temple of Heaven. A round building with a single-gabled roof topped with a gilded ball, the Imperial Vault of Heaven is located directly south of the Hall of Prayer for Good Harvests. It was first built in 1530 and rebuilt in 1752 by Emperor Qianlong. Its design is similar to the Hall of Prayer for Good Harvests, but on a much smaller scale.It is built on a single tiered marble base. The vault housed the tablet of the Emperor of Heaven and the emperor’s ancestral tablets. These tablets were prayed to and offered offerings and we re used as a symbolic representation of the emperor’s ancestors. The surrounding wall around the Imperial Vault of Heaven is commonly referred to as the Echo Wall. Because of the way it was built, if a person standing on one side, facing the wall and whispers towards it, a person on the opposite side can hear it clearly. Directly in front of the Imperial Vault of Heaven is what is known as the Triple Sound Stone.If a person stands on the first stone and speaks towards the vault, his words will echo once. If he stands on the second stone, his words will echo twice. If he stands on the third stone, his words will echo three times. It is quite remarkable and absolutely true. Circular Mound Altar: South of the Imperial Vault of Heaven lies the Circular Mound Alter. Originally built in 1530 by Emperor Jiajing, it was rebuilt in 1740 by Emperor Qianlong. The altar is a three tiered plinth made entirely of white marble. It is here that the emperors of the Ming and Qing Dynasties off ered sacrifices to heaven annually on the winter solstice.The ceremony was meant to thank heaven and ensure that the next year would be prosperous. The numbers of stones which make up each tier are in multiples of nine, which is a prevailing theme at the Temple of Heaven and in fact, all imperial sites. In Daoism, even numbers represent women and odd numbers represent men. The highest odd number is nine and it is representative of the emperor. In the center of the top terrace is a round stone known as the Heaven’s Heart Stone. Usage Since the emperor of China was considered the Son of Heaven, he was responsible for administer earthly matters on behalf of heaven.He did this by offering sacrifices to heaven. Twice a year, the emperor, along with thousands of eunuchs, ministers, and princes would proceed to the Temple of Heaven. The emperor would fast in the Hall of Abstinence located near the Hall of Prayer for Good Harvests for several days. He would live in the complex during the ceremonies. The entire country relied on the emperor for good harvests and weather. The ceremonies were prepared for months in advance and it was believed that it had to be perfectly performed because the smallest mistake would be a bad omen for the coming year.If there was a year of flooding or famine, the people would believe that the emperor had fallen out of favor with heaven, so it was of extreme importance for the emperor to ensure everything went perfectly. Outside of the Hall of Prayer for Good Harvests, the emperor would personally use oxen to plow a few rows to symbolize the first plowing and planting of the season. At the Imperial Vault of Heaven, the emperor would pray to the Emperor of Heaven and his ancestors, and on the Circular Mount altar, he would pray to heaven for a year of good weather and luck. All of these rituals ensured that the emperor and the empire would be prosperous.Currant Usage For centuries, no commoner was allowed to look inside the Temple of H eaven. Today it is open to the public and has become a beautiful park that is as popular with locals as with tourists. The complex is very large and the areas around the temples are large and filled with ancient cypress trees. Locals will arrive early in the morning to perform taichi, play badminton, chess, or dance, play music, or sing with their friends. The temple complex has a real community feel to it and it is a wonderful place to mingle with locals and see firsthand what locals do in their free time.Built as a place of worship, the temple is different from any other imperial structures. There are two parts in the temple zone. The outer wall of the temple zone is 6,416 meters in length while the inner wall 3,292 meters long. The architecture of the temple represents two themes: in the heaven and on the earth. The 6 meters high walls of the temple constitute a semi- circle in the north and a semi- rectangle in the south. This special layout illustrates an important belief in an cient China that the heaven is round and the earth rectangular.The northern section of the wall is high while the south is low, which means that the heaven is higher and superior to earth. All the essential architecture of the temple were built along a north – south central axis and are linked by a bridge called Danbi. The four main structures from the south to the north are the Circular Mound later (Huang Yuan Qiu Tan), the Imperial Heavenly Vault (Huang Qiong Yu), the Hall of Prayer for Good Harvest (Qi Nian Dian), and the Hall of Imperial Zenith (Huang Qi Dian). Other interesting places in the park include the Hall of Abstinence, the Dressing Platform and the Nine Dragon Cypress.