Apartheid Was Officially Incorporated By The Afrikaner

Apartheid was officially incorporated by the Afrikaner Nationalist party in 1948. It was a system of legal discrimination, effectively revoking the rights of twenty five million black South Africans for over forty years in favor of the five million whites who had held government through colonization. The laws established under apartheid combined earlier segregation laws and customs into a new comprehensive code of racial statutes, and had as its main aim the establishment of legal separation and white supremacist rule. A total of three hundred and seventeen laws came into effect, legally affecting all aspects of life for black South Africans including but not limited to; land ownership, freedom of association, the right to vote, and†¦show more content†¦Controlled Movement And Fake Independence One of the fist strategies employed was the Bantu Authorities Act, the idea of this was to effectively exclude Black people from the country’s politics. These policies were laid down in 1951 and were the basis for creating what were known as ‘Homelands’. These were areas where black workers would have to live, yet they were considered as being outside the country, which meant that those who lived in the Homelands were required to carry passports when in South Africa. The term that was used consistently was â€Å"White South Africa† as the Government intended to move every Black person to his or her separate ethnic homeland in order to have South Africa completely in the hands of the White population. Blacks were given homelands, and that meant that whatever their culture was, they had to go to the given homeland and were allowed to govern themselves independently without white intervention. Between 1976 and 1981, four of these Homelands were created, denat ionalizing nearly half of the black South African population. This was an attempt to place black peoples even lower on the social scale and further strengthen the white dominated state. Rights such as voting were restricted to the Homeland in question, therefore there could be no chance of Black interaction in South African politics. This was combined with the Bantu Administration Board who keptShow MoreRelatedThe Afrikaner Weerstandsbeweging ( Awb )2501 Words   |  11 PagesThe Afrikaner-Weerstandsbeweging (AWB) was a political party created by a group of young men in 1973, in Heidelberg, Transvaal South Africa. This group among many, was an organization set out against apartheid in South Africa. However it differed from other political groups in its beliefs and goals. The goal of this group was to create an independent nation state within South Africa known as volkstaat. One of founders was Eugene Ney Terre Blanche, a farmer from the Ventersdorp district, who was raisedRead More Global Business Cultural Analysis: South Africa6982 Words   |  28 Pagesnational identity. South Africa was originally established in 1910. The formation of the South African state was a resolution to unify two British colonies along with two other independent republics forming the Union of South Africa. Nearly 360 years ago, in 1652, South Africa was planted as a colonial outpost by the Dutch East India Company. Cape Town is where they first establish their outstation. South African society developed slowly as a colony, but was eventually officially divided into a socio-economic

Walt Disney the Quintessential American Free Essays

Disney: The Becky Tashkulova Mr. Brown American History 25 May 2011 Walt Disney: The Quintessential American You’re riding a rollercoaster in a Disney theme park in Orlando, Florida. You look around at the incredible architecture and imagination that is flowing throughout the park. We will write a custom essay sample on Walt Disney: the Quintessential American or any similar topic only for you Order Now You start wondering if your childhood would be the same without the man behind all this greatness. Walt Disney was a man full of charisma, joyfulness, and positivity. He never backed down or felt discouraged after failing. He was a man who knew what he wanted and ended up getting it; he was a go-getter. His legacy is celebrated every year by the making of new Disney movies and he is appreciated throughout the world. If you ask an average person who is the quintessential American, his or her response would be someone like George Washington, Theodore Roosevelt, or Abraham Lincoln. Although those are great examples, they don’t portray the same traits as America would. This paper will show how Walt Disney is the quintessential American. Just like America, Walt Disney is prejudiced, catalytic, and persistent. Many people use â€Å"racist† in a wrong form. To be racist is to keep one race from doing something; while Walt Disney never did that. He was prejudiced against other races, which means unreasonable feelings, opinions, or attitudes, especially of a hostile nature, regarding a racial, religious, or national group. Although there is no hard proof to show that Walt Disney was prejudiced, he did show it in his creations, or so we think (Gabler). The Three Little Pigs† featured the wolf dressed as a Jewish peddler. The American Jewish Congress protested that the characterization was so â€Å"vile, revolting and unnecessary as to constitute a direct affront to the Jews. † According to Walt Disney Archives, Walt referred to Italians as â€Å"garlic eaters† and used a variety of crude terms for blacks. To this day, many critics assume that the crows in Dumbo are shown as stereotypes. But Walt was no closet racist. At home he always preached racial, religious and ethnic tolerance to his two daughters. Under his supervision, Disney studios was inhospitable to many minorities, few of whom said to worked there, said that they were virtually verboten on the screen (Gabler). Everyone sees America as this â€Å"welcoming† and â€Å"interracial† country, but no one remembers all the terrible and hypocritical things that America has done in its history. Some would say America is paradoxal, or hypocritical, or contradictory, and while all those words do describe America, no one seems to describe America as prejudiced. The Chinese Exclusion Act was brought up in Congress due to the overflowing population of Chinese in the United States. The US needed workers to build the Transcontinental Railroad, so they brought in the Chinese to build it. After it was all done, no one knew what to do with the Chinese that were left in the country and the incoming ones. So Congress decided to pass the Chinese Exclusion Act, which permitted the Chinese entering the US starting from 1882. Congress passed the National Origins Act in 1924 because of the crazy amount of immigrants moving to the US. It excluded any Eastern and Southern Europeans and almost all Asians and other nonwhites from entering the US. This act instituted admission quotas by using the 1890 census to determine the population of a particular nationality group; the government then only allowed 2 percent of that population into the nation. After the Japanese hit Pearl Harbor in 1941, Franklin D. Roosevelt had issued an order to â€Å"punish† all the Japanese living in the United States. The order gave the military broad powers to ban any Japanese citizen from a fifty to sixty mile wide coastal area stretching from Washington state to California and extending into southern Arizona. The order also authorized transporting these citizens to assembly centers, or concentration camps, hastily set up and governed by the military in California, Arizona, Washington state, and Oregon (Executive Order 9066). What does it mean to be persistent? According to the modern day dictionary it means, persisting, especially in spite of opposition, obstacles, discouragement, etc. , persevering, lasting or enduring tenaciously. Walt Disney was seen as determined and hard working, never giving up, and always having faith. His views and visions came from the fond memory of yesteryear, and persistence for the future. Disney’s brothers, Roy and Raymond, had gone off to war and although he was too young to enlist his parents insisted on him not going to war. So he forged his parents’ signature on a passport to go over to France as part of the Red Cross Ambulance Corps (Cole, 21). This particular action shows that Disney would not take no for an answer. He wanted to help out, so his determination showed the most during this event in his life. After completing a set of his 1st cartoons, and working every night in his garage with a borrowed camera, he sold his first set of cartoons to a local theater in Kansas City, Newman Theatre: Newman Laugh-O-Grams† (Cole, 25). His 1st production of Alice in Wonderland had failed, so he started working on his other cartoons but when his first animations company had failed, declaring bankruptcy in the spring of 1923, he had asked Margaret Winkler, who was previously interested in Alice in Wonderland, to distribute the money in the creation (Cole, 28). Although there was a nasty court case after, Disney focused on the positives and kept on moving forward. After his bankruptcy in New York, Disney moved to California, but he was simply too young and inexperienced. So he started the same business as he did in Kansas City and started advertising his cartoons. At first, he had trouble-finding buyers, but finally he sold a serious to a local theater (Cole, 30). His life motto, â€Å"Keep Moving Forward† was included in a Disney creation of â€Å"Meet the Robinsons† to show Walt’s persistence and optimism. It meant to never stop, never give up, and just to â€Å"Keep Moving Forward†. This motto also shows that Disney chose to stay positive. He was never pessimistic and tried his hardest to give his all. He worked hard and even after having failed attempts at starting his own animation company, he never gave up and just kept on going. All of his hard work paid off, and we can see his magnificent work and amazing determination today. When you think of America, what is the first thing that comes to mind? First man on the moon, the hunt for Osama bin Laden, the Apollo Program, and the struggle during the Cold War perhaps? All those things were achieved by America because, America always needs to be the best of the best and beat everyone in anything. Russia sends in a man in space, America tries to override it by sending rockets in space and trying to land on the Moon. The Apollo Program was commenced because of this crazy race/competition going on with the U. S. S. R. The program was designed to land humans on the surface of the Moon. Six of the missions completed their task by landing on the moon, while the others only orbited Earth’s surface. This shows how hard America tried to get someone on the Moon, in which they succeeded (Williams). The first man on the Moon was the result of the Apollo Program. The legendary man’s name was Neil Armstrong. As spacecraft commander for Apollo 11, the first manned lunar landing mission, Armstrong gained the distinction of being the first man to land a craft on the moon and first to step on its surface. After the tragic events of 9/11, there was a hunt to find the leader of the Al-Qaeda. After a crazy and hectic search for Osama bin Laden, the elite American forces had found him in a custom-built hideout, not far from a Pakistani military academy. It was long believed that he was hiding in caves around the world. His body was quickly buried at sea with a stunning finale to a furtive decade on the run (Osama bin Laden). Despite the inconclusiveness of the Korean War, the existence of Cuba as a Soviet satellite 90 miles from Florida, the draft dodgers and Weathermen terrorists, despite the American retreat from Vietnam, the Watts riots of 1964, the Watergate, the humiliating 1979 occupation of the U. S. embassy in Tehran, from 1947 to 1989, the U. S. successfully contained and defeated the Soviets in the Cold War’s long and tedious struggle (Bay). That took extraordinary persistence. It took resilient, adaptable, creative and able military and security services. But most of all it took the basic, consistent support of the American people. The ones, who go to work, pay the bills; wear the police and military uniforms. And as John Kennedy once said â€Å"bear any burden †¦ to assure the survival and the success of liberty. † (Bay). â€Å"It all started with a mouse† is what everyone says about the Disney franchise. If you think about it, Disney had drastically changed our lives. Walt Disney can be described as catalytic, which means to be relating to or causing or involving catalysis; â€Å"catalytic reactions†, revolutionary. The Disney franchise is a big part of American culture. Kids would do anything for tickets to one of the theme parks. Florida is the top tourist city in America and the only reason it is, is because of the Disney theme parks. Just like America has affected the world with its charm and magic, so has Walt Disney. We celebrate his birthday and his accomplishments every year. His legacy will remain forever. Walt Disney has affected our generation so much and it all started when a mouse character appeared in his series of cartoons, â€Å"Oswald†. When Steamboat Willie opened at the Colony Theater in New York on November 18, 1928, Walt knew that he created something that will change the whole world (Crafton, 5). It signaled the beginnings of animation history. Most people credit Walt Disney as the one who started the animation history, however some critics say that animations have been around since late 1800s (Crafton, 6). If you travel to any country abroad, everyone would know of America as these â€Å"cowboys† who run around with lassos, on horses, chasing Native Americans. That, dear readers, is the magnificent influence of America all over the world. Although everyone sees Americans as these fat, lazy, stupid human beings who eat McDonalds and watch television everyday, Europeans, Asians, Indians, Africans, etc. , praise the United States. Believe it or not, American culture has been so influential everywhere, that everyone wants to live in the US. The culture and entertainment are huge aspects of the influence that America has had on these second world, third world, and even first world European countries. There are KFC’s, McDonalds’, and other â€Å"typical† American fast food restaurants all over the world. America is so powerful, that the celebrities, movies, and any television shows are shown in, almost, every country in the world. Entertainment and culture are not the only features that America has brought over to the rest of the world. After the all-known Revolutionary War, War of Ideas was going around the world. And what it was is that, all the countries that were ruled by kings and queens were starting to ponder upon their rulers. They wanted independence and freedom of speech. The French Revolution that happened shortly after America gained independence from Great Britain can prove that. Now all these countries were starting to revolt because they thought if an underdog, like America, can defeat and break away from a powerhouse, like Great Britain, so can they. To be the quintessential is to be the essential part of something. Walt Disney is indeed the essential whole of everyone’s lives. America and Walt have both been persistent, catalytic, and prejudiced to the world. And although they’ve been the bad guys sometimes, they have tremendously affected the whole world by their great determination and willpower. They have done great things like the Apollo Program, creating Mickey Mouse, landing a man on the Moon, leaving a tremendous legacy behind, etc. And as Ralph Waldo Emerson once said, â€Å"To be great, is to be misunderstood † (Emerson) Works Cited Bay, Austin. â€Å"RealClearPolitics – In Praise of American Persistence. † RealClearPolitics – Opinion, News, Analysis, Videos and Polls. Creators Syndicate Inc. , 3 May 2011. Web. 11 May 2012. . Bell, Elizabeth, Lynda Haas, and Laura Sells. From mouse to mermaid: the politics of film, gender, and culture. Bloomington: Indiana University Press, 1995. Print. Cole, Michael D. Walt Disney: creator of Mickey Mouse. Springfield, N. J. , U. S. A. : Enslow Publishers, 1996. Print. Crafton, Donald. Before Mickey: the animated film, 1898-1928. University of Chicago Press ed. Chicago: University of Chicago Press, 1993. Print. â€Å"Executive Order 9066: The President Authorizes Japanese Relocation. † History Matters: The U. S. Survey Course on the Web. N. p. , n. d. Web. 17 May 2012. . Gabler, Neal. â€Å"Walt Disney–prince or toad?. † Los Angeles Times 22 Nov. 2009, sec. Entertainment: n. page. Los Angeles Times-California, national, and world news. Web. 14 May 2012. â€Å"Osama bin Laden is dead – CBS News. † Breaking News Headlines: Business, Entertainment World News – CBS News. CBS Interactive Inc. , 1 May 2011. Web. 17 May 2012. . Peet, Bill. Bill Peet: an autobiography. Boston: Houghton Mifflin Company, 1989. Print. Williams, Dr. David R. â€Å"The Apollo Program (1963 – 1972). † Welcome to the NSSDC!. N. p. , 24 Nov. 2008. Web. 17 May 2012.. Emerson, Ralph Waldo. Self reliance. Hoboken, N. J. : BiblioBytes, 199. Print. How to cite Walt Disney: the Quintessential American, Essay examples

New Trends in the Global Business Environment †Free Samples

Question: Discuss about the New Trends in the Global Business Environment. Answer: The society that we live in today expects those in leadership positions to express themselves in a manner that represents the authentic self. Employees of any given organization find it hard to follow a leader who does invest much effort in his leadership behaviour as they want to be led by a leader who is real. Authenticity is in most cases associated with leadership values such as honesty, integrity as well as sincerity. Whereas authenticity is an essential trait for great leadership, the concept is often confused not only by leaders but by their subjects as well. Most people tend to assume that authenticity is a quality that is innate and as a result most employees tend to judge their leaders as either being authentic or not (Ibarra, 2015, pp.53-59). Nonetheless, no one can be able to tell that they are authentic by themselves. This is a quality that can only be attributed to one by those around them basing on how the others are able to view their leadership styles. Therefore, it would be wrong to assume that authenticity is a purely innate quality. Such an assumption would mean that authenticity as a quality cannot be managed and therefore leaders are constrained and can do nothing to improve their leadership qualities and make themselves effective leaders (Ford Harding, 2011, pp.463-479). Herminia Ibarra gives an example of two leaders who hold authentic qualities; Cynthia who discloses her feelings because she believes in transparent leadership and George, a Malaysian executive who finds himself between a rock and a hard place when he is forced to adopt a leadership style which he does not believe in. From the two examples, it is quite clear that although most leaders do not like acting in a manner that goes contrary to their authentic self as it makes them look like imposters, sometimes the company one works for may force one to go against their authentic qualities for the sake of the success of the company. Similarly, some leaders cling on authenticity as an excuse to remain and operate within their comfort zones for fear of new challenges (Novicevic, et al. 2006, pp.64-76). Managers who fail to control their expression on the level of authentic qualities find it hard and troublesome to succeed whenever they ascend into positions of leadership. Authentic leadership does not allow room for manipulation. A leader with authentic qualities acts in a manner reflective of his/her aspects of inner self and hence authenticity is not just about how the leader acts (Marra, et al. 2008, pp.1-15). A great leader who possesses authentic qualities always knows how to operate in every given situation; they know the kind of personality traits to portray, who to reveal to as well as when to reveal the trait. Just like a chameleon, such leaders know how to adapt to the situational demands faced in life as well as how to tackle the varied interests of the people they lead without losing their innate identities (Diddams Chang, 2012, pp.593-603). Such leaders are able to keep focused on the goals they are to achieve while at the same time being able to remain true and not to lose sight on where they originate from. In the course of their leadership journey, they are able to adapt to their environment through experience as well as intuition. The harsh leadership environment makes them strong and resilient over time hence enabling them to gain an in-depth understanding of the expectations as well as the concerns from those people that they set out to influence (Guthey Jackson, 2008, pp.84-92). In the course of influencing the people, such leaders are able to remain authentic while at the same time being able to win over the acceptance and confidence from the people they seek to influence in the strong and diverse corporate and socio-cultural settings as well as how to manipulate the diverse cultures to enable them bring radical changes within a given environment (Lawler Ashman, 2012, pp.327-344). Hence according to Herminia Ibarra, authenticity is viewed as the gold standard upon which leadership styles are based. This article by Herminia Ibarra raises four crucial questions to be researched on. The four key questions include; What should one do to perform if they found themselves working with people who do not share their cultural norms and who have different expectation on how they should behave rather than what they believe in? What qualities should leaders possess to help them adapt to new leadership roles? How should leaders sell their ideas as well as themselves? How should a leader in a new leadership role respond to negative feedback? Authentic leadership entails performing effectively in the multicultural environment, being able to control territories that are unfamiliar, effectively selling ones ideas as well as oneself to people from diverse cultural set-up and having the ability to handle negative feedback from the audience without compromising ones authentic self (Caza Jackson, 2011, pp. 352-364). In an attempt to answer the question on what leaders should do to perform effectively among people of diverse cultural norms and holding different expectation of the leader, Erin Meyer, maintains that persuasive arguments are never universal. To her, persuasive arguments are based on cultural philosophies, religion as well as assumptions derived from ones education system. Leadership, according to Meyer operates in a similar manner as a persuasive argument. The manner in which leaders are supposed to look and sound is diverse just like the leaders themselves. According to Meyer, despite the various attempts by corporates in ensuring that leaders build an understanding of the differences in culture as well as promote diversity, there is high expectation of leaders to express ideas assertively, to be given due credit for the assertive ideas and eventually to be able to inspire and motive the people they lead with charisma (Nana, et al. 2010, pp. 720-742). Jack B. Soll, Katherine L. Milkman and John Payne, through an article, Outsmart Your Own Biases, maintain that leaders will definitely face challenges and tough traps which are brought about by the expectations the people have from them. Soll et al. encourages leaders whenever faced with various challenges to broaden their perspective and make sound judgements. Leaders should always be themselves, embra ce their own cultural norms and act to fulfil what they believe in whenever they work among people of diverse cultural norms as well as with people who hold different expectations from them rather than what they hold (Walsh Glynn, 2008, pp.262-276). The first 90 days of any leader in a new leadership role are usually very difficult and challenging. During this period, the leader faces various challenges such as aligning themselves with the demands of the new leadership role, acquainting themselves with new people who possess different cultural norms as well as trying to perform amidst different expectation from the people he/she is serving (Bligh Schyns, 2007, pp. 343-360). This leads to the question, what qualities should leaders possess to make them adapt to new leadership roles? To answer this question, scholars such as Mark Snyder, a psychologist at Minnesota University came up with two psychological profiles which influence the development of personal styles of leadership by leaders in new roles of leadership. He maintains that leaders ought to develop high self-monitor qualities as well as true to self-qualities. In the high self-monitor styles, leaders in the new roles just like chameleons camouflage into the new environment. They mingle with those they find in the new job environment and adapt to the new ways of doing things. This leadership style encourages flexibility by leaders as they are encouraged to freely and easily embrace change without necessarily feeling fake (Edwards, 2010, pp. 192-205). Snyder also encourages the leaders who may find it difficult to change and adopt new ways of behaviour to freely express their feelings and do things in the manner they are used even if their ways of doing things runs contrary to the way things are done in the new work environment. To answer this question, Stefan Thomke and Jim Manzi, in their article, The Discipline of Business Experimentation, demonstrates the leadership of an organization can test-drive innovation efforts and leadership styles to improve their efficiency and boost the quality of products produced. Thomke Manzi borrows examples of leadership from the researches conducted by Kohl, Wawa and Petco to demonstrate how a new manager can become successful by trying out new ideas and leadership styles in their new roles while minimizing risks. Good leadership according to them is reliant on the use of diverse perspectives as well as expertise of the manager. The process of growth for any leader entails possessing new leadership ideas and passing them over to other people in an attempt to influence their actions. Leaders and especially those in new leadership positions find it quite difficult to sell their ideas as well as themselves to other employees in the new organization. This forces some of the leaders to adopt a high self-monitor leadership style whereby they conform to the leadership styles they find existing within the new leadership role (Barry Meisiek, 2010, pp.331-349). However, employing such leadership styles makes the leaders to lose authenticity and appear fake. Nonetheless, for leaders who employ a true-to-self leadership style, it becomes very difficult for them to sell their ideas and themselves. To answer the question on how leaders should sell their ideas as well as themselves, Donald Sull, Rebecca Homkes and Charles Sull in their article, Why Strategy Execution Unravels-and What to Do About It, gives myths that affect leaders in the process of selling their ideas as well as themselves to the new leadership role. They maintain that the new leaders should start by first seeking to have an understanding on what is the force behind the successful execution of ideas in the new roles. By so doing the leaders will be able to identify and seize the opportunity in the new role that will go hand in hand with their strategy, identify the areas in the management styles that seem to have stalled and eventually translate the newly acquired ideas into results. By following the five myths as suggested by Sull et al, leaders will easily sell their ideas as well as themselves in the new leadership roles. In their leadership roles, several leaders face a wide range of negative feedback which they have to learn to cope with if they are to be successful in their leadership roles. In most cases, the negative feedback towards leaders in new leadership roles centres on their leadership style as opposed to their skills or expertise (Sinha, 2010, pp.185-205). As a result, most negative feedback ends up posing a threat to the identity of the leader. Ben Waber, Jennifer Magnolfi and Greg Lindsay through their article, Workspaces That Move People, offer an explanation that can help answer the question, how should a leader in anew role respond to negative feedback. They encourage leaders to create physical workplace face-to-face communication as it will help them built a good rapport and know how to tackle critics. Bibliography Barry, D. and Meisiek, S., 2010. The art of leadership and its fine art shadow. Leadership, 6(3), pp.331-349. Bligh, M.C. and Schyns, B., 2007. Leading question: The romance lives on: Contemporary issues surrounding the romance of leadership. Leadership, 3(3), pp.343-360. Caza, A. and Jackson, B., 2011. Authentic leadership. The SAGE handbook of leadership, pp.352-364. Diddams, M. and Chang, G.C., 2012. Only human: Exploring the nature of weakness in authentic leadership. The Leadership Quarterly, 23(3), pp.593-603. Edwards, L., 2010. Authenticity in organisational context: fragmentation, contradiction and loss of control. Journal of Communication Management, 14(3), pp.192-205. Ford, J. and Harding, N., 2011. The impossibility of the true selfof authentic leadership. Leadership, 7(4), pp.463-479. Guthey, E. and Jackson, B., 2008. Revisualizing images in leadership and organization studies. The SAGE Handbook of New Approaches inManagement and Organization. London: Sage, pp.84-92. Ibarra, H., 2015. The authenticity paradox. Harvard Business Review, 93(1/2), pp.53-59. Lawler, J. and Ashman, I., 2012. Theorizing leadership authenticity: A Sartrean perspective. Leadership, 8(4), pp.327-344. Marra, M., Vine, B. and Holmes, J., 2008, July. Heroes, fathers and good mates: Leadership styles of men at work. In Power and place: Refereed proceedings of the Australian and New Zealand Communication Association Conference, Wellington, NZ (pp. 1-15). Nana, E., Jackson, B. and St J Burch, G., 2010. Attributing leadership personality and effectiveness from the leader's face: an exploratory study. Leadership Organization Development Journal, 31(8), pp.720-742. Novicevic, M.M., Harvey, M.G., Ronald, M. and Brown-Radford, J.A., 2006. Authentic leadership: A historical perspective. Journal of Leadership Organizational Studies, 13(1), pp.64-76. Sinha, P.N., 2010. The dramatistic genre in leadership studies: Implications for research and practice. Leadership, 6(2), pp.185-205. Walsh, I.J. and Glynn, M.A., 2008. The way we were: Legacy organizational identity and the role of leadership. Corporate Reputation Review, 11(3), pp.262-276.