Henry Wager Halleck Essay Research Paper Henry free essay sample

Henry Wager Halleck Essay, Research Paper Henry Wager Halleck Discord Among Generals by Glen R. Hees Henry Wager Halleck, or # 8220 ; Old Brains # 8221 ; as he was called, served as general in head of the Union ground forcess in the Civil war. His moniker referred to his # 8220 ; theoretical glare # 8221 ; although there were terrible uncertainties as to his field accomplishments. General Halleck was the beginning of many other General? s troubles and his actions portrayed a adult male obsessed with self service. His indecisiveness and deficiency of tactical competency would take discord among the really troops he was supposed to take, and among his equals every bit good. Indeed, the conflict at Fort Donelson might hold gone much drum sander for the Union had there been a more competent leader of Western Troops. Halleck shared bid in the West with another General named Buell. Although the two were supposed to work with eachother, much of the clip was spent surpassing the other, or doing the other expression bad in order to derive acknowledgment. We will write a custom essay sample on Henry Wager Halleck Essay Research Paper Henry or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Halleck? s ultimate strategy was to hold the full western Union forces under his bid entirely. President Lincoln rejected this thought and continued to promote the cooperation of Halleck and Buell. The tensenesss between Halleck and Buell inadvertently brought Grant into the center, conveying the wrath of Halleck upon Grant. This efficaciously caused operations in the West to crunch to a arrest. Refusing to work together, Grant had problem spoting which General to listen to, but finally favored Buell. This enraged Halleck, who was already covetous of Grant? s recent celebrity after the pickings of Fort Henry. Halleck instantly wrote a missive to Washington, denouncing Grant and get downing the rumour that Grant had taken up his imbibing once more. Halleck? s cunctation was known to many in the Union, and was the ground that many commanding officers made their ain determinations and tried to warrant them subsequently. One such incident involved Foote, a naval commanding officer. When it was learned that Halleck was doing a determination on motion to Fort Henry, Foote took it upon himself to fix everything and get down motion. Halleck tended to wait until the last minute when he would be forced to do a determination, even with the suggestions of his subsidiary leaders and equals. Halleck had the inclination to believe himself significantly better than his equals, and would frequently acquire covetous at their successes. His actions even had Grant contemplating go forthing the ground forces and turning over his bid. Even while the Union ground forces had better equipment, and superior subject among its military personnels, it? s leading was in shambles. Just before the onslaughts on Fort Henry and Fort Donelson, Halleck had made the determination to assail without stating Buell. When Buell learned of the program, he asked Halleck if he needed any cooperation, which Halleck refused. Subsequently, as the traveling got tough though, Halleck asked Buell to function under him. Clearly, the grounds for this were self-seeking, and it was obvious that Halleck was out to progress his military lucks. It was at this point that Buell began to happen grounds why he could non assist, and when he eventually moved, it was to Nashville. The triumph at both Fort Henry and Fort Donelson were a direct consequence of Grant? s onslaughts. Halleck, sitting at his desk in St. Louis, had directed the whole operation but frequently without cognizing what was genuinely traveling on. He claimed recognition for the pickings of the two garrisons and demanded that he be made commanding officer of all the ground forcess in the West. His foreman, McClellan short replied that he believed Buell could command his military personnels better than Halleck could from behind a desk in St. Louis. Halleck recommended publicities for Grant and Buell, even though he claimed the recognition for the triumphs. Allow? s publicity would come, but on the President? s ain enterprise and with a great trade of involvement in the up and coming General. Halleck, a cautious adult male by nature, was non prone to doing immediate determinations except when it came to provide and resupply. The one thing that can be said for the general is that he kept Grant supplied with work forces and arms during his conflicts at Fort Henry and Fort Donelson. During the conflicts themselves, Halleck did non lend much, and Grant was able to utilize his tactical accomplishments without much hinderance. If Halleck would hold been more decisive earlier on the conflicts would hold been much easier on the Union military personnels and likely would hold allowed them to derive a impulse that would unclutter the Confederates out of the country much quicker. The conflict of Fort Donelson was of import in fring the Tennessee country of Confederate military personnels, yet a reader of history can merely inquire what would hold come approximately had there been cooperation among the commanding officers and better lines of communicating. Persons can non do the best usage out of a big ground forces, nor can they hold control of an ground forces that is 100s of stat mis off. As a supply officer, Halleck might hold excelled, but as a commanding officer of military personnels in conflict, he was outshined by his equals with better tactical field experience. Bibliography Ambrose, Stephen E. Halleck: Lincoln? s Chief of Staff. Baton Rouge, 1962. Bradford, Ned. Battles and Leaders of the Civil War. New York: Appleton-Century Crofts, Inc. , 1956. Cooling, Benjamin F. Forts Henry and Donelson: The Key to the Confederate Heartland. Knoxville: The University of Tennessee Press, 1987. Horn, Stanley F. Tennessee? s War 1861-1865. Nashville: Tennessee Civil War Centennial Commission, 1965. Hubbell, John T. Battles Lost and Won. Westport: Greenwood Press, 1975. McDonough, James Lee. Shiloh # 8211 ; in Hell before Night. Knoxville: The University of Tennessee Press, 1977. Williams, Harry T. Lincoln and His Generals. New York: Alfred A. Knopf, 1952. Ambrose, Stephen E. , Halleck: Lincoln? s Chief of Staff ( Baton Rouge, 1962 ) 2. Cooling, Benjamin Franklin, Forts Henry and Donelson: The Key to the Confederate Heartland ( Knoxville: The University of Tennessee Press, 1987 ) 226. McDonough, James Lee, Shiloh # 8211 ; in Hell before Night ( Knoxville: The University of Tennessee Press, 1977 ) 37. McDonough, 40. McDonough, 40. Williams, Harry, Lincoln and His Generals ( New York: Alfred A. Knopf, 1952 ) 59.

Analytical Essay Sample on Peter the Great and His Effects on Russia

Analytical Essay Sample on Peter the Great and His Effects on Russia Czar Peter Romanov I also known as Peter The Great took many actions as being the absolute ruler of Russia, Peter impacted Russia positively and negatively through westernization and opening Russia to the west. Overall peter had a positive effect on Russia. Peter’s main goal as Czar of Russia was to westernize his country, He realized that Russia should be westernized to ensure its independence, which was a positive impact Peter had completed. Already fascinated by mechanical inventions, he studied government and ways of the West. He modernized the calendar, simplified numerals, and the Russian alphabet. To make sure Russia had contact with the West, Peter captured the east shores of the Baltic Sea from the Swedish and built a new capital named after himself named St. Petersburg. Peter managed to modernize Russia without borrowing money from the country, so Peter imposed heavy taxes on the citizens, because European men usually were clean shaven, he even taxed Russians wearing beards. All of the taxing that Peter imposed was a negative action he had taken. Peter’s positive actions towards the government were a good thing he did, he had three reforms of government. Local government, which towns were allowed to elect their own government officials. Provincial government, Russia was divided into 8 guberniia, each of the guberniias were lead by a Gubnator who had all of the power in his guberniia. Central government, the central government advised Peter, Peter thought that these reforms of government helped in the modernization of Russia. Another positive thing Peter did was build a church, the Peter and Paul Cathedral, not only was it a place for the people of St. Petersburg to pray, but it was also used as a fortress to protect the area from a possible attack from the Swedes. It was the first church in the city made out of stone, the church stood 404 ft. tall being the tallest building in St. Petersburg. All of the Russian emperors are buried in the church from Peter the great to Alexander III. In conclusion I think that Peter I had a positive effect on Russia, from westernization to his reforms of government, some of Peter’s ways are still used in modern Russia till this day.

Upload later Essay Example | Topics and Well Written Essays - 2000 words

Upload later - Essay Example Despite this, it is difficult to align the strategic map of the business with the corporate strategy that defines the operations of the organization. Corporate strategy, on the other hand, is the improvisation of the organizational working efficiency towards the attainment of the strategic plan through the elimination of waste and production at lowest possible costs (Demeester, De Meyer & Grahovac, 2014). The operational resources are critical in the attainment of the operational strategy. These resources include the tangible and intangible resources, the operational processes and capabilities. The tangible resources consist of the equipment, materials, facilities and human resource that perform the practical work. The intangible resources, on the other hand are the skills, market relationships and knowledge that determine the quality of production. The operational processes combine the intangible and tangible resources to formulate a coordinated framework of the production procedure (Hill & Cuthbertson, 2011). The first challenge that the organization encounters in the alignment of operation strategy to the corporate strategy is the agreement on the model of operation. A company can be integrated like McDonalds’s, Holding Company like Tyco International or an Allied Company like the Unilever Company. This choice of operating model defines the relationship of the business and the amount of investments allocated to the company. It is important to understand the operating model because it involves the allocation of funds to various business entities. In the process that the senior management decides to implement the corporate strategy, competitors will launch a model that capitalizes on the company’s large investment in efficiency improvement (Boyer And Lewis, 2002). This may amount to sever losses in the company. More often, it is a challenge to map the business strategy to the functional alignment because of the

What is a good design,Is Inclusivity and universality good design Case Study

What is a good design,Is Inclusivity and universality good design - Case Study Example Therefore, such diversity in design use inherently affects its inclusivity and universality during design decision as well as whether it will be relevant to a particular target use. Inclusivity has moved from the periphery of design thinking to the middle-of-the-road where its embrace by major companies has been on the rise to give practical guidance for business leaders, design teams and design managers (Reed & Monk, 2006, p. 59). Inclusive design ensures that products, services and environments are easier to use for those individuals with special needs or any kind of limitation. Inclusivity always has its influence from social trends and pressure for the design of a particular human diversity that exist among people (Coleman, Clarkson, Dong & Cassim, n.d, p. 2). Therefore, inclusive design thinks globally and at the same time, it recognises and celebrates human diversity. Such global and human diversity sensitivity is imperative in attainment of intended use. Inclusivity of design acknowledges and embraces the difference that people have that can be physical, cultural, intellectual and aspirational or lifestyle. According to designer mangers, understanding and catering for the human differences is crucial to business success. In the UK, the rights of those with disability have extended the access of services including the design technology, which must take care of all human diversity and differences (Coleman, Clarkson, Dong & Cassim, n.d, p. 5). Such human rights and laws have gained vantage in design and technology industry with consequent effects in inclusive designs. Consequently, designers must embrace such human laws and produce inclusive designs even for the disabled. In as a much as every design has the potential to include or exclude customers, the concept of inclusive design include access to information and related services through the internet and telecommunication media (ICT). Inclusivity therefore should deal with practicali ties of a product

Enzymes Essay Example | Topics and Well Written Essays - 3000 words

Enzymes - Essay Example Then we will utilize acquired information to examine a given experiment. type of organic molecule that contained gene makeup in biological existence (pg. 50, Barrick, Scientific American). DNA seemed to be an evolved trend later down the centuries. DNA now possesses all information concerning the constructs of the human body, including the structure of enzymes. Enzymes In comparison to DNA, RNA differs in nucleic acid component such as To understand the process of creating enzyme RNA proliferation, we have to explore how they are produced and pinpoint theirpurpose in modern cells. The process commences when RNA polymerase, an enzyme, attaches to DNA strands and copies portions of it. RNA polymerase unwinds and opens the double stranded DNA and reads the nucleotides and matched them up with composite nucleotides that fit. After transcription is done, the messenger RNA (mRNA) is released and capped on each side of the strand to prevent the enzymes outside the nucleus from disintegrating it. These mRNA are photocopies of the DNA. Now when the strand reaches outside, it is quickly read by ribosomes. Ribosomes are composed of ribosomal RNA (rRNA) that essentially deals with the synthesis of proteins. The ribosomes read the nucleotides assembled in sets of three called codons. Each codon sequence has a specific amino acid it pairs up with. Each amino acid is distributed tRNA or transfer RNA. After each codon is translated, the appropriated amino acid are assembled in the order of the codons on the mRNA and fused to together through the process of dehydration synthesis. Then that protein will leave the ribosome while the mRNA disintegrates for its extended exposure to the catalytic enzymes outside the nucleus. The components of the disintegrated mRNA are recycled. That protein can be an enzyme fit for meta bolic activity. For a catalytic activity, the molecules at the beginning of the process are called substrates, and the enzyme breaks them down into different molecules, the products. Almost all processes in the cell need enzymes in order to occur at significant rates. Since enzymes are extremely selective for their substrates and speed up only a few reactions from among many possibilities, the set of enzymes made in a cell determines which metabolic pathways occur in that cell. Enzymes work by lowering the activation energy for a reaction, thus dramatically increasing the

Knowledge Innovation And Change Management Essay

Knowledge Innovation And Change Management Essay INTRODUCTION Innovation is conceptualized in different ways in the literature, but the main idea is the introduction of a new idea or behavior. Damanpour (1991) gives a dual definition to innovation, referring to its technical (new products or services) and administrative aspects (new methods, procedures and information flows). An innovation orientation, which is an orientation that enables innovation, can have both positive and negative outcomes for organizations (Simpson et al., 2006). It seems, however, that in some knowledge-based organizations, negative implications of innovation can outweigh the positive ones; although they maintain a good level of innovation, they cannot achieve high efficiency. Why does this happen? Can technology help a knowledge-based organization achieve a good balance between innovation and efficiency? This essay aims to answer the previous questions. The first section focuses on knowledge-based organizations, identifying the key characteristics that enable innovation. The next section analyses the contradictory nature of innovation and efficiency and describes some of the potential challenges that knowledge-based organizations face, when an innovation orientation is adopted. This analysis gives an answer to the first question on why although an organization is highly innovative it may not be as efficient. The last two parts describe how knowledge-based organizations can achieve a balance between innovation and efficiency and the role of information technology in this objective. INNOVATION IN THE KNOWLEDGE-BASED ORGANISATION In the knowledge-based organization, knowledge is the key element that leads to efficiently turning inputs into valuable outputs (Teece et al., 1997). A common perception in literature is that knowledge should be privatized and restricted to the organizations boundaries (Argyres, 1996). Its internalization and protection is the key to efficiency; organizations should prioritize exploiting their existing knowledge over creating knowledge (Grant, 1996). On the other hand, Anand et al. (2007) argue that it is innovative knowledge that can help organizations create value. As a consequence, the real challenge for a manager in a knowledge-based organization is not to protect and exploit current possessed knowledge, but to generate knowledge and capability, that is to innovate (Nickerson and Zenger, 2004). Innovation is feasible in knowledge-based organizations for different reasons. First and foremost, in terms of organization structure, it is often either flat with little hierarchical level (Drucker, 1998), or hierarchical but flexible consisting of three levels; bureaucratic, project team and knowledge layer (Nonaka, 1994). A considerable number of authors also state that autonomy is a factor that assists innovation processes (Feldman, 1989). In addition, managements role is to create and promote a vision of knowledge sharing and creativity both internally and in the external environment of the organization and to orient this flexible and less hierarchical structure toward purposeful knowledge creation, as Nonaka (1991) suggests. According to the literature, innovation also requires knowledge acquisition and sharing within the organization. The acquisition depends both on the organizations existing knowledge base (Salavou and Lioukas, 2003), as well as on knowledge and information coming from the external environments (Chang and Cho, 2008). Many knowledge-based organizations innovate because they have the capacity to absorb new ideas and to adjust new external knowledge to their operations (Cohen and Levinthal, 1990). Knowledge sharing is essential, because it is easier to generate and formulate new ideas based on existing knowledge. Knowledge workers are the owners of knowledge, which is the most vital asset in a knowledge-based organization (Neagu, 2008). Knowledge can be explicit or tacit; the former is codified in systems or embedded in processes, while the latter is in peoples heads, highly personal and not easily expressible (Nonaka, 1991). It is therefore hard to capture tacit knowledge or to communicate it to others. Acquiring and sharing knowledge can be achieved in formal (e.g. meetings) or informal (e.g. chats) ways and it is the key facilitator of organization learning, which is the process of developing new knowledge from insights and experience of people in the organization (Jimenez-Jimenez and Sanz-Valle, 2010). Several knowledge-based organizations encourage social networking to enable information and knowledge flow and sharing of tacit knowledge and, lastly, to promote an environm ent of communication, trust and freedom to innovate (Wiig, 2000). Last but not least, information and communication technologies can be both conditions and assisting tools for innovation in knowledge-based organizations, as managing and communicating information is essential to ensure that knowledge can be acquired and generated by knowledge-workers (Maier, 2002). The above aspects help some knowledge-based organizations innovate. But what happens, in terms of efficiency, when emphasis is put on innovation? This question is discussed in the following section. THE IMPACT OF INNOVATION ON EFFICIENCY In literature there are management theories and practices (e.g Porter, 1980) which imply that when an organization tries to pursue multiple strategies at the same time, it is very likely to get stuck in between them. As a consequence, it is implied that an organization should select one of the two aspects to put emphasis on: either efficiency or innovation. However, selecting one of the two to put emphasis on can harm the other one and create long-term problems, leading to management myopia of organizational inertia (Sarkees and Hulland, 2009). In addition, the characteristics of innovation and efficiency reveal a contradiction: an innovation task is based on prior knowledge and offers a solution to an unfamiliar problem, whereas an efficiency task involves repeatedly applying optimal solutions to a problem, focusing on speed and accuracy (Sears, 2006), standardization and economies of scale (Farrell and Saloner, 1985). Knowledge-based organizations that choose to adopt an innovation orientation have to deal with challenges in the management of innovation (Van De Ven, 1986); these problems are often related to inefficiency. For instance, although Simpson et al. (2006) argue that innovative ideas result in the company adopting new processes and producing better products and services, leading to customer benefits and competitor-related advantages, this is not always the case. Innovation can sometimes be novel, but not meaningful (Im and Workman, 2004). Some organizations seem to emphasize on innovation and take too many risks, without extracting profits (Levinthal and March, 1993). For example, several organizations invested heavily in innovation during the late 1990s Internet boom, without achieving any profits or creating efficiencies that would help them gain the long term competitive advantage (Sarkees and Hulland, 2009) Knowledge-based organization can also be innovative but not efficient as a result of inconsistent performance in different levels or departments. For instance, there might be an important time lag between the introduction of an innovation and its utilization, realization or commercialization by the respective department (Maier and Haustein, 1980). As mentioned in the previous section, innovative knowledge-based organizations are based more on autonomy and flexible structures and, as a result, less on hierarchy and control. Lack of control may result to inefficiency; Jensen (1993) highlights the significance of control systems, which can ensure that capital investments lead to real-value added innovations. Another relevant risk is investing on innovations despite past failures and encouraging fast followers to imitate and copy innovative ideas, processes or products, without taking any actual innovation risks. For example, General Motors was one of the first carmakers that invested heavily in hybrid vehicle technologies research and development from the 1960s. However the first hybrid car is yet to be launched (scheduled, end of 2010) as a result of inconsistent business and marketing decisions (Maynard, 2008). In contrast Toyota, known for its capacity to exploit new ideas and realize them before its competitors, managed to be the first to convert hybrid technology innovations into routines, manufacturing processes and products, launching the successful Prius in 2000. Efficiency depends, to an extent, on knowledge workers performance. Although innovation can have a positive effect on their satisfaction and morale, which leads to improved productivity, Simpson et al. (2006) however identify job stress, dissatisfaction and turnover as a potential outcome of innovation that can directly affect individual and team performance and cause inefficiency. As previously mentioned, knowledge-based organizations are often flexible, open and creative and this could form an ideal environment for most knowledge workers to perform well, however there are people who cannot adopt in innovative environments. Lukas et al. (2002) agree that, inventions and new ideas brought into being can increase organizational stress. Another argument is that some organizations become too enamored with the idea of innovations, creating more innovations for the sake of innovation (Simpson et al., 2006). This applies to some knowledge-based organizations that over-emphasize on knowledge exploration and generation and forget their core competencies, fail to achieve cost-effective operations and ultimately forego efficiency. Laursen and Salter (2006) also argue that extensive and in-depth external knowledge search beyond a limit affects performance negatively. Most significantly, activities related to innovation often demand increased substantial resources (Van den Ven, 1986) and involve high costs, which are rarely recovered. By definition, efficiency is the output/input ratio that an organization can realize within the given economic circumstances (Maier and Haustein, 1980); minimizing use of resources (input) contradicts innovation initiatives that mainly rely on organizational slack, which is the pool of resources in an organization that is in excess of the minimum necessary to produce a given level of organizational output (Nohria Gulati, 1996). The same authors also suggest that slack might cause relaxation of internal controls and support of new ideas and projects with uncertain outcome. In addition, Leibenstein (1969) introduces the term X-inefficiency that involves the discrepancy caused by the organizational slack, between the maximum output and the actual outcome for a certain amount of inputs. Finally, we should not forget that knowledge-based organizations are based on knowledge, and innovation is to a large extent based on prior knowledge, experience and lessons learnt. In some knowledge-based organizations though, culture of low trust, competitive subcultures, as well as knowledge barriers and limitations can lead to innovation inefficiency (De Long, 1997). In an example of an electronic engineering company, the engineering teams subculture was open to exploration, tacit knowledge-sharing and socializing, whereas the MIS subculture was based on rules, standardized processes and explicit knowledge (De Long, 1997). Efficient collaboration was difficult; strong subcultures, lack of knowledge sharing across teams and different definitions of knowledge hindered efficiency. Consequently, organizations that fail to acquire, transform and exploit existing knowledge and share it across are likely to be inefficient, as they will keep re-inventing the wheel and waste valuable reso urces. IS IT POSSIBLE TO HAVE IT ALL? A global survey by Accenture (2005) revealed that organizations are continuously struggling to achieve a balance between efficiency and innovation, as a means of gaining the competitive advantage. Despite traditional theories suggesting that innovation and efficiency are incompatible, recent literature supports their compatibility or complementarity. Some authors have defined the ambidextrous organization; an emphasis on efficiency ensures that the organization enhances the utilization of its resources, while an emphasis on innovation involves exploration, experimentation and introduction of new products and services, methods, processes and relationships (Sarkees and Hulland, 2009). In knowledge-based organizations, ambidexterity can be defined as balancing knowledge exploitation and exploration at the same time. Other authors argue that the answer in finding a balance lies in punctuated equilibrium, which suggests cycling through periods of experimentation and exploitation (e.g. Bur gelman, 2002). Nucor is an example of a knowledge-based organization that successfully balances both efficiency and innovation (Sarkees and Hulland, 2009). It is the greatest steel recycling company in the United States, with more than 12 billion dollars in 2005 sales. Nucor pursues a strategy that involves optimizing existing products and operations (efficiency) and revolutionizing the market, introducing new technologies (innovation). For Nucor, it is a priority to continuously explore and acquire new knowledge from the external environment as well as internally. This is also facilitated by its decentralized structure, almost flat hierarchy and team-oriented culture. In the final section of this essay we will discuss how information technology can help a knowledge-based organizations find this balance. THE ROLE OF INFORMATION TECHNOLOGY Information technology (IT) can help knowledge-based organizations find a balance between innovation and efficiency through systems that effectively support innovation business processes, control and decision-making, as well as knowledge management (KM). According to Malone (1997), as communication costs decrease, control becomes decentralized and decision-making is divided among connected decision-makers. This encourages creativity and flexibility, as well as efficiency thanks to reduced costs. In terms of knowledge management, the extent to which IT can assist in balancing innovation and efficiency in a knowledge-based organization depends on the organizations approach; cognitive or community network (Scarbrough et al., 1999). The former emphasizes on static IT-based networks (IT has a crucial role) and information flows, whereas the latter focuses on communication and socializing (IT has an enabling role). Technology offers tools that organize knowledge and resources, enable social interactions internally and externally, encourage organizational learning and help knowledge-workers become more innovative and efficient. Based on the complementarity of innovation and efficiency, Newell et al. (2003) argue that the concurrent implementation of Enterprise Resource Planning (ERP) and Knowledge Management (KM) systems can have a positive effect on both aspects. ERP systems focus on efficiency, integrating business operations and providing a database, in which all transactions are entered, processed, controlled and reported (Umble et al., 2003). On the other hand, KM systems focus on management of knowledge assets, knowledge sharing across the organization and knowledge creating, fostering innovation and flexibility (Von Krogh et al., 2000). Newells et al. (2003) research concludes that implementing ERP and KM technology in tandem can help an organization exploit existing knowledge, increase efficiency, and innovate simultaneously by sharing and creating knowledge. In knowledge-based organizations, this can assist in redressing the innovation-efficiency balance. Lastly, IT should be adopted and shaped by the organization (Barley, 1990) according to its needs and objectives. IT initiatives should deliver business-value and take into account the organizations cultural and socio-political perspectives. Swan et al. (1999) agree that IT-led initiatives aiming in knowledge exploration and exploitation should be combined with the development of a knowledge-sharing culture and social-networking initiatives. CONCLUSION Despite the difficulties involved, knowledge-based organizations can balance the competing nature of innovation and efficiency by addressing problems that an overemphasis on innovation causes: effectively managing knowledge, focusing on meaningful innovations, efficiently utilizing organizational slack and enabling social-networking, as well as culture of collaboration and knowledge-sharing. IT can assist in redressing the innovation-efficiency balance, however IT investments should be targeted and applied appropriately; technology is no panacea for an organizations problems.

Terror Management Theory Essay -- Psychology, Anxiety, self-esteem

Terror management theory (TMT) asserts that human beings have natural tendency for self-preservation if there is threat to one’s well–being (Greenberg, Solomon, & Pyszczynski, 1997). It notes that we are the cultural animals that pose self-awareness on the concept of past and future, as well as the understanding that one day we will die. We concern about our life and death but aware that it is unexpected by everything. The worse matter is that we become aware of our vulnerability and helplessness when facing death-related thoughts and ultimate demise (Pyszczynski & Greenberg, 1992). The inevitable death awareness or mortality salience provides a ground for experiencing the existential terror, which is the overwhelming concern of people’s mortality and existence. In order to avoid the continued existence of threats, people need faith in a relatively affirmative and plausive cultural worldview and meaning of life (Greenberg, Pyszczynski, & Solomon, 1995). Cultural worldview is a perceptual construction in the society which explaining the origins of life and the existence of afterlife. We have to invest a set of cultural worldviews by ourselves that are able to provide meaning, stability and order to our lives and to offer the promise of death transcendence (Solomon, Greenberg, & Pyszczynski, 2004). On the other hand, we hold a belief that one is living up to the standards of value prescribed by that worldview and social norm shared by a group of people. This belief is derived by self-esteem of individual. We maintain the perception and confident that we are fulfilling the cultural prescriptions for value in the society and are thus eligible for some form of personal immortality (Landau & Greenberg, 2006). We Together with the assump... ... and death-thought accessibility which are typically evoked by mortality reminders (Greenberg et al., 1993). The research further stated that self-esteem and death awareness are high interdependent with each other and the self-esteem-anxiety-hypothesis. For TMT, A second line of support for the terror management function of self-esteem comes from tests of the mortality salience hypothesis which is another hypothesis derived from TMT. Similar to the anxiety-buffer hypothesis, it states that temporarily increasing the accessibility of death-related thought self-esteem provides protection from mortality concerns, and hence individuals will then intensify their efforts to bolster and defend self-esteem. In sum, convergent evidence supports the claim that self-esteem functions as a buffer against mortality concerns (Pyszczynski, Greenberg, Solomon, & Maxfield, 2006).