Hurricanes Geography Research Paper Example | Topics and Well Written Essays - 1750 words

Hurricanes Geography - Research Paper Example As wind speed exceeds 74 miles per hour a hurricane is born. Hurricanes usually formed from warm water in the tropical region. Water is usually 800F (270C) in this part of the earth. In a year, four hurricanes develop in the Atlantic region and an approximate of sixty hurricanes rise from tropical seas and swirls through the globe. Coastal areas are the most prone to danger because hurricanes are formed in the sea. Hurricanes in the United States mostly come from the tropical and subtropical waters of the Pacific Ocean, the Gulf of Mexico, the CaribbeanSea and the Atlantic Ocean. Some are small and others are large. But whatever the case, hurricanes are the mightiest of all storms. Hurricanes are natural phenomena that can be dangerous and destructive but is perfectly designed by nature to serve a purpose. It is essential to maintain the optimal warm temperature of the earth. Hurricanes suck up warm water from the sea surface to its eye wall and when it rise up it condenses forming r ains showers. These rain waters arid lands and alleviates drought in some hot locations. Anatomy of a Hurricane Hurricanes do not occur everywhere in the world. You can never find hurricanes in cold locations like the Antarctic and Arctic regions of the earth. Hurricanes start from storm seeds mainly from the west coast of tropical areas like the Pacific Ocean, Caribbean Sea, Gulf of Mexico and the Atlantic Ocean. Small atmospheric disturbance occur that creates low pressure area. Air is pushed through this low pressure area by the surrounding high pressure environment. Warm tropical sea water transfer heat to air so it rises as it nears the center. It speeds up the acceleration of rising air thus providing energy for the developing storm. Hot air then comes into contact with cold air aloft and results into thunderstorms. If the conditions are favorable like locations with high humidity and hot weather, a hurricane is most likely being formed. Low pressure systems with accompanying thunderstorms are called tropical cyclones. These tropical cyclones rotate counter clockwise in the northern hemisphere and clockwise in the southern hemisphere. This cyclonic behavior is due to the earths Coriolis Effect. Tropical disturbance is reported for a group of thunderstorms in the tropics that are present for at least 24 hours. It is then escalated to tropical wave status when it reaches winds with 25mph moving in all direction. The time it develops circulation, that’s the time it is called a tropical cyclone. Tropical depression is a tropical cyclone with wind speeds of at least 38 mph. When the tropical cyclone’s wind reaches 39 to 73 mph, it is then labeled tropical storm. Tropical storm has showers and thunderstorms that are moving closer to circulation. Hurricane is termed for the most severe category of tropical cyclone with maximum sustained winds of 74 mph. At this level, an eye is developed at the center of the cyclone. The coverage of the thundersto rms varies depending on the intensity and wind speed of the hurricane. Source: http://ww2010.atmos.uiuc.edu/(Gh)/guides/mtr/hurr/stages/home.rxml Hurricanes have area that is relatively cloudless and calm. This area is called the eye of the hurricane and it is located at the center of the tropical cyclone. The eye is usually 20 to 30 m wide for a storm that has diameter of 400 miles across. The area immediate to the eye is called the eye

Police Brutality Term Paper Example | Topics and Well Written Essays - 1500 words

Police Brutality - Term Paper Example The drug laws on both state and federal levels have contributed to the abuse of power and corruption among law enforcement officials across the U.S. A comparison can be made to similar circumstances that occurred during the prohibition of alcohol in the 1920’s. It is well-known that alcohol prohibition encouraged the proliferation of criminal gangs and the associated violent activities. It also made criminals out of policemen who took bribes to ‘look the other way’ while illegal booze was delivered to and consumed at ‘speak easies.’ The growth of police corruption instances involving drug sales is relatively easy to explain. The financial rewards offered by the sales of illegal drugs in relation to other forms of income both legal and illegal, is enormous. The temptation attracts law enforcement officials who are becoming increasingly more discouraged by the growing proliferation of drug traffickers. Though police agencies of all descriptions have fought the 30-plus year ‘drug war’ by spending billions of dollars and locking up millions of people, their efforts have not only not ended drug use or sales but drugs are now more available, cheaper and purer than ever before. Disheartened police officers involved in stopping drug crimes put their lives in jeopardy but are under-paid and under-appreciated by an indifferent public. Many officers joined the force to protect and serve but find themselves regulating an illegal drug market that they know they will never suppress. As long as the U.S. government continues its disastrous ‘war,’ formerly well-intentioned cops will continue to be lured by the money to be had by engaging in the drug trade they are expected to prevent. They risk their lives for a war which has no end and they know this fact better than anyone. Fighting a losing battle discourages even the most loyal and honest of law officials and some u se this to justify becoming involved in

Workforce Development and Management at Tesco

Workforce Development and Management at Tesco Working with and Leading People  (A Case Study of Tesco) Tesco is grocery store UK has declined to its lowest level for almost a decade that British consumers have defected to the German discount chains Aldi and Lidl to save money. Latest information on Kantar World Panel shows the market shares of Tesco rose from 28.7% in the 12 weeks to March 2. This is compared with 29.6% for a year and turns back the clock at the end of 2004, while the merchant was on the rise. Big four supermarket chains in the grocery market is facing pressure on the value of sales at the end of the while polarizes a flight discount Waitrose started to clean. Task 1: Be Able to use recruitment, selection and retention procedures 1.1. According to Barratt and Mottershead (2000), the part of the selection in the context of whether the candidate is suitable for the culture of the company. Even if a person demonstrates the social profiles of likes, dislikes and nature, it would be wrong to add, on the basis of the decision in an interview with a mere assumptions were collected in the profile. However, the interview is a quite acceptable, the question that is personality of the interviewee to match. To ask about your personal and professional values, they are in their career path and how they manage the values of the company in uncomfortable situations before shoot responses to match the vision. 2.2: The recruitment of a new candidate, the importance of legal and ethical regulations, cannot be ignored and it is wrong to believe that the employee has appeared on their first date, when recruitment is completed. Most companies require that satisfy the people that such a probation is for both parties, that there the employees pass. Recruitment is expensive and is designed to attract and retain the best talent, as soon as possible. A Tesco worker in your business processes and enables the individual to achieve the full productivity (and profitability). In addition, the registration should start everything before the employees? The welcome pack contains which is the need of a signature can be sent by mail, and current staff to develop a new employee is their first day-log-in on your computer, for example. Beyond expectations, workers is good for admission to the program will help the company meet their. If the employees of the company, the first impression is positive, they are more li kely to remain happy in the job and has less tendency to seek other employment. (Brindley and Buckley, 2004). 1.3: Finally, maintaining the commitment of workers is to maximize the work is very important, and people feel like they are valuable to the company and to show them that their career development has an important role to play. If a person feels that there are opportunities for advancement, and their skills are considered to be not only they work hard to stay motivated, committed and productive. The three steps described here show that the recruiting never truly expires. In order to attract the best employees, companies must constantly raise the company profile. These all affect how you see and start to see training, coaching or mentoring role and how to be seen and are related to the person who is coaching or training and guidance. Your mission is to help the person to learn and improve, do not create another version of yourself. 1.4: Hire of unskilled labour and the qualified person, the company is very simple. Companies are participating, is the source of recruitment of candidates or to place ads in magazines and then waiting for the candidates to contact them. Recruitment is the most complex business processes. But the complex is not necessarily a difficult task. Properly managed recruitment, it is necessary to introduce in three stages, the first beginning before the company decided to make may be rented, and after that the employee has voltage. ; When employees are on board, they should be treated, so who will be encouraged to promote business contacts in their circle. Recruitment targets can be rented, but the choice of who to make a positive statement of the company for several years. Task 2:Understand the Styles and impact of leadership 2.1.: Theories of leadership in naturalist Tesco was the first to develop. An example of the exception was Boudicca, Queen of the Icene of ancient Britain. The default value is not belief or such amount would not have been able to learn to know, but was naturally part of their genetic heritage. It was probably hereditary (or so everyone believed)! It is one of the reasons for which a decision or aristocratic families. The scientific method has been applied in psychology, study of human behavior in a new naturalistic approach to leadership theories emerged a trait theory. Trait leadership theory assumes that leaders born, does not. But he sought to identify the personality traits associated with the best leaders, will help you to understand the leadership and identify people who take the same traits could (assumed) make good leaders. Trait theory still has its supporters. Some psychometric tools are used to recruit leaders built the idea naturally or built in functionality (Charantimath, 2 006). 2.2: Leadership functional theories are based on very different assumptions. They focus on the leaders Here it is a short leap of faith that if someone can do something like this, while others can learn how do we are now world leaders are made, not born.Free team-building policies and game ideas can help you to plan and use the games and exercises for training sessions, meetings, workshops, seminars and conferences, adults, youth and children, work, education, or clubs and social activities and Team building activities, games, exercises and also to improve the organization of the project and the results expected and the benefits. We cannot accept responsibility for any liability, which is due to these ideas, free team or the games see warning below. Always make sure that games instead of team set up, which takes place of insurance and be especially careful when working with games for children, children and young people. 2.3.: Theories situational leadership was developed to find the good ways to adapt to the needs of the management actions in a variety of situations and conditions. The classical model of leadership is the situational capacity (or skills) and will (commitment and motivation) will lead to and then specify that the governing body following the best style. Other approaches suggest lifestyle management continued. Leadership style in this refers to a broad approach. Director of leadership style is often based on the beliefs of the Director, personality, experience, work environment and the situation at the time. Some of the leaders in the style of management jobs. Others are more flexible and adapted to the needs of different situations in the management of these theories of leadership became a management style, the notion of style. However, they focus a lot on the leader and the followers of the balance of powers. (Armstrong, 2008). 2.4: Autocratic leaders tend to make decisions and put them in others. They often believe that they are best placed to make decisions for the other power. These leaders have certain personality traits, such as the need for control of situations. Autocratic leadership is suitable for certain situations, such as in emergency situations, or time critical circumstances. But they tend to feed other people or to get the best results from your supporters, who are capable and motivated and Leaders participatory to consult and involve them in the decision-making process. They can make the final decision, but they are showing respect for the account of other consulting services, as well as the ability to listen. Starting points, the default value is that he appreciates generally supporters who reciprocate by being loyal and committed and participatory leadership to develop others and build a common direction leading to a common vision and common goals. Participatory leaders accept leadership as often facilitation style. In other words, they empower and encourage others to make decisions, Act and to function normally within the defined limits. Task 3:Be able to work effectively in a team 3.1.: Important team Tesco work can be neglected for the team, building games, exercises and activities available on this site Web.Construire of games, exercises and activities to help build the team, motivation, develop, improve group communication and is fun for consortia, organizations, children and even a celebration of childrens development and team building games, exercises and heats of action in meetings, conferences, training and make it easier to improve. (Armstrong and Baron, 2002) Free team-building policies and game ideas can help you to plan and use the games and exercises for training sessions, meetings, workshops, seminars and conferences, adults, youth and children, work, education, or clubs and social activities and Team building activities, games, exercises and also to improve the organization of the project and the results expected and the benefits. We cannot accept responsibility for any liability, which is due to these ideas, free team or the games see warning below. Always make sure that games instead of team set up, which takes place of insurance and be especially careful when working with games for children, children and young people. To the extent possible, the development of a top up by providing mentoring and promotion coaching (drawing-mis), which is very effective with excellent, a part of the production. With an appropriate guidance and counselling is used in the formal structure of the training anyway, but support can also be a great help to the development of the whole person, especially if the mentor or coach is regarded as a role model, special efforts. It is important that the leader to understand yourself well before the coach or train or mentor others to: 3.2.: Working in the Tesco is dependent on the leader and good team workmakes things happen, more than any other organization. Teamwork is encouraged to respect, encourage, inspire and management. The teams come from big clubs, when they decide to do it yourself, not because someone says so. Something to inspire them, perhaps, but ultimately decided the team. It is a team thing. It must be. The team says: OK . We will not be able to tell the difference. We have the best in what we do. Find each other and prosper in the American team. And we make sure we have a lot of fun with the whole team starts to move mountains. People are motivated by the best, if you can get them to plan and decide on action-ask-them. Second, you can get the front in the Organization, if the purpose is to develop your own possibilities to find exactly what they are doing and learning. Games can be boring or condescending to many people they want action that will help them to learn and to develop in areas that inter est them without worrying about work stuff please ask. When you ask people in general, you have a number of proposals which can be put in place a set of experiences that people or participate in turn during the day or in the team (workinfo.com, 13) (James, 2008) and (Armstrong, 2000 )). 3.3.: The effectiveness of the work of the team is to reach the objective is very important, and those who have specific skills or interests is, in fact, that among the workers they enjoy sharing with others activity good team can be built with many hobbies and interests. If you are planning a full day of activities throughout the day, games, the construction of the spirit of the group is the waste throughout the day. Find ways to offer an attractive combination of action and help them achieve and learn more about and perhaps the accumulation of forests focuses on one or two real challenges or the workshop . Maybe a little of your leadership in the planning of the day workers (or according to applicable ) the level of proficiency for the benefit of their development and it (Deb, 2006). 3.4.: Team building exercises and offers a wonderful opportunity of consciousness raises and the participation of ethical organizations. These modern business ideas and concepts for the sustainable development of the trade fair social responsibility, triple bottom line, love, compassion, humanity and spirituality, etc. is yet to be defined or understood: people are not aware of what has all means for them one at the time and the Organization as a whole, even if most people instinctively interested in the principles. Group tasks and discussions to help bring clarity and idealistic concepts, such as the ethical and social responsibility more effective than the theory of reading or trying to come up with a new idea of business to embrace the airy fairy, person, place and issued orders. A fundamental change is coming, with support from the top, of course, but the success is, at the end of an account successfully, because people recognize and see the change, it is not. Task 4: Be able to assess the work and development needs of individuals 4.1.: The importance of planning and follow-up, Tesco cannot be ignored and there is no limit to the development of training this is something that will help the person with ability in skills, confidence, tolerance, commitment, initiative, interpersonal relationships, understanding of self-control, motivation to grow (if you look at the really powerful people, perhaps they executives technicians, operators, attributes, in any role, which is particularly important in the properties are likely to be more inclined to good students. And skills, as well as available to the public, in order to ensure that processes are much more helpful Attitude includes features that require a different training and learning methods. The attitude is due to his thoughts, beliefs, emotional maturity, self-confidence and experience. It is the largest formation and the challenges of development, and there are better ways to achieve change and development, which has brought the people to the class room, or produce more than normal business or education, which may see a chore. 4.2.: For this reason, the teaching and learning has expanded well beyond the traditional courses of follow up the course. Be creative, innovative and an open mind, and you will see, learning, itself, is almost a new group or organization. If you want to make a difference, think about what helps really people to change. Managers and leaders in the education and training of their peoples and to develop the people, it will improve performance, raises morale; training and development of people with more health and productivity of the Organization and the effectiveness of the company. Director of ethics and behavior of the people at the top, that determines how productive, they will use their knowledge and skills. Training is nothing without the motivation to implement effectively. Strong ability to plan and manage your knowledge and skills, motivation and attitude, the acquisition, largely determines the way in which working people. To ensure that important, skills, techniques and knowledge have been trained, but to remember him is after most efforts of education and the resources to focus on these tools and processes to stop the training. Go after the help people grow and develop people as human beings humans. 4.3.: The Foundation of all that are experienced by all employees take for granted: the changes are; At the announcement of the grid. What is the holiday routine, a disease where the canteen; what is the dress code; the work is. New employees are also the mission of the Organization, objectives and philosophy; personnel practices, health and safety at work and, of course, they need eliminate methods, annexed and expectations. Administrations shall ensure that due to plan regular induction training is to provide to each new employee and all parties concerned, so that they can see what is happening and everything which is associated to the. Prepare and give the plan of induction, which is required for each of the new starter. Conclusion We can easily deduct from above to know its role is not defined as a human being or an organization, and because the companys policy could be developed for each of the reasons, to take their work and ask for the role, in addition to the requirements of the public authorities and, in addition, separately. You have insufficient skills? Companies need help or advice in areas of importance is to educate, coach, mentor for others? What is a style? How can communicate. These all affect how you see and start to see training, coaching or mentoring role and how to be seen and are related to the person who is coaching or training and guidance. Your mission is to help the person to learn and improve, do not create another version of yourself. When you understand your self, you understand, how can you understand the best way to communicate and how best to help others to grow and learn and develop. References: Allen, B, Holland, P., Dnonhue, R., Pyman, A. and Sheehan, C. (2012) Contemporary Issues and Challenges in HRM, 2nd ed. USA: The University Press Armstrong, M. (2006) A Handbook of Human Resource Management Practice. US: Kogan Page Limited. Armstrong, M. (2008) Strategic Human Resource Management: A Guide to Action. 4th ed. UK: Kogan Page. Armstrong, M. (2010) Armstrongs Essential Human Resource Management Practice: A Guide to PeopleManagement. UK: Kogan Page Limited Armstrong, M. and Baron, A. (2002) Strategic HRM: The Key to Improved Business Performance. UK:CIPD Aryee, S. And Budhwar, P. (2008) An Introduction to Strategic Human Resource Management. UK: CIPD Charantimath, P. (2006) Entrepreneurship Development and Small Business Enterprise. New Delhi, India: Dorling Kindersley (India) Pvt. Ltd. Cornelius, N. (2001) Human Resource Management: A Managerial Perspective. UK: Thomson Deb, T. (2006) Strategic Approach to Human Resource Management. New Delhi, India: Atlantic Publishers and Distributors. Dgaep.gov.pt. (2005) Human Resources management strategies to support organizational changes† online available at http://www.dgaep.gov.pt/media/0601010000/lux/hrmorgchanges.pdf [Accessed: 9th February, 2014] Dhar, R. (2008) Strategic Human Resource Management. New Delhi, India: Excel Books Durai, P. (2010) Human Resource Management. New Delhi, India: Dorling Kindersley (India) Pvt. Ltd. Macgregor, R. And McGeehan, L. (2010) Human Resources: Legislation in the Workplace. Online available at http://www.slideshare.net/MrMcGowan74/legislation-in-the-workplace [Accessed: 8th February, 2014] Pedler, M. (2008) Action Learning for Managers.UK: TJ International Ltd. Sims, R. (2007) Human Resource Management: Contemporary Issues, Challenges, and Opportunities. USA: Information Age Publishing Inc. Smallbusiness.com (2014) Five Components of a Human Resource Management System. Online available at http://smallbusiness.chron.com/five-components-human-resource-management-system-64231.html [Accessed: 7th February, 2014]

Three Possible Taiwan Futures Essay -- essays research papers

Taiwan’s past and present are inextricably linked to that of the People’s Republic of China. Therefore, one cannot begin to postulate and critically comment upon a possible â€Å"Taiwan future† without first assessing the prevailing political climate of her mainland cousin: the People’s Republic of China. Given the current rhetoric espoused by both Taipei and Beijing, one may argue that three possible â€Å"Taiwan futures† emerge as most likely to occur. These scenarios, from most to least probable, are: 1) peaceful reunification with the PRC; one country, two systems; 2) a referendum declaring Taiwan a sovereign state, independent of the PRC; and 3) reunification achieved via a PRC initiated military action. It is not insignificant that the Republic of China, Taiwan, and the People’s Republic of China, Communist Mainland China, have consistently and unequivocally asserted a sacrosanct principle regarding the state of Sino-Taiwanese relations: that there is only â€Å"one China.† Furthermore, in February 1972, the United States and the People’s Republic of China issued a joint communiquà © stating, â€Å"...the United States acknowledges that all Chinese on either side of the Taiwan Strait maintain there is but one China and that Taiwan is a part of China† (www.chinanews.org). Therefore, one may argue that the first and most likely scenario for a possible â€Å"Taiwan future† is â€Å"peaceful reunification; one country, two systems.† The foundation for â€Å"peaceful reunification; one country, two systems† was laid in January 1979 when the Standing Committee of the National People’s Congress of the People’s Republic of China called for an end to military hostilities between the PRC and Taiwan. The Standing Committee asserted that in its quest for national reunification, the PRC â€Å"will respect the status quo on Taiwan and the views of people of all walks of life there and adopt reasonable policies and measures.† In September 1981, the Chairman of the NPC Standing Committee, Ye Jianying, reiterated this policy. Jianying avowed, â€Å"...after the country is reunified, Taiwan can enjoy a high degree of autonomy as a special administrative region† (www.chinanews.org). Furthermore, in January 1982, China’s paramount leader, Deng Xiaoping, remarked that in the event of national reunification the PRC would continue with its socialist system while Taiwan could maintain capit alism. In August of 1993, the S... ...of Taiwan in the event of a PRC invasion. One may argue that the People’s Republic of China is not yet ready to enter into a direct confrontation with the US. The second obstacle that precludes a PRC invasion of Taiwan is the absence of a littoral fleet capable of making a sustained assault on Taiwan. With the Taiwanese army firmly entrenched in the Pescadores and on the islands of Quemoy and Matsu, an amphibious assault on Taiwan would be akin to swallowing a â€Å"poison shrimp.† The third, and perhaps most important, obstacle that precludes a PRC invasion of Taiwan is stigma attached to the employment of nuclear weapons. It is highly unlikely that the PRC would be willing to use nuclear weapons against other Chinese. It is possible to envision three distinct â€Å"Taiwan futures†: 1) peaceful reunification with the PRC; one country, two systems; 2) a referendum declaring Taiwan a sovereign state, independent of the PRC; and 3) reunification achieved via a PRC initiated military action. However, until the political winds in Beijing change, it is unlikely that Taiwan’s current ambiguous status on the world stage will change. For the time being, Taiwan’s future remains cloudy and uncertain.

Change Management – A review

The determinants and Impediments of change In each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure M). Figure XX: Areas within and outside the research boundaries leading to organizational responsiveness to change. Figure XX: Areas within and outside the research boundaries leading to organizational responsiveness to change. People Management Leadership Organizational Context.Culture. Organizational Learning. Knowledge Management. Change Management. Change Management Change Management is neither an art nor a science; it is an individual process relying solely on the organization, individuals within the organization (employees), leadership style and management of the organization (middle and top managers), organizational culture, and a variety of external Influences Inc luding environmental, technological and social. The scope for change management within an organization to fail is huge; however the scope for effectiveness is as wide if approached logistically.It is important to keep in mind that change management is not an art or a science but each area and issue of change management is completely individualistic. Many authors have written and researched within the academic area of change application, and how it can be applied strategically to assist the organization. The work that these authors within the field of change management bring to the academic discussion have been studied, analyses, criticized and presented here in an attempt to both inform the reader and support the research and subsequent analysis.Organizational Dynamics Systems Theory The concept of the ‘organization' is not abstract from the idea of systems theory. The organization exists within an environment, has Inputs (l), Processes (P) and Outputs (O) taking into account both formal and informal subsystems and processes. Combined together this presents a system that is both effective and theoretically sound. â€Å"A system is an organized collection of parts interacting in certain ways to achieve certain goals. Any change in any part of the system will produce different effects† (Hellhole, 2006).As Hellhole (2006) identifies change can occur at an individual (l, P or O) level and see effective results, however the argument can also be constructed to assume that when change management is handled holistically, changing all the individual parts of the working cog model, a better result is often seen. Theory in this area is rather limited, however Senior and Swales (2010) present the following illustration (Figure 10) which builds upon the work of Child (1973) focused on the intangible elements of organizational operations. â€Å"Systems thinking† is relevant to highlight here.Whilst it is possible for change to be approached from n indivi dual (l, P or O) level, as well as a holistic stance, systems thinking looks at the concept of ‘does it need changing to enhance the overall level of organizational effectiveness'. An example that may be given here to help explain and contextual this point is that of a maintenance company repaving a road. One element of the system may be to fill the hole with a temporary road surface which is followed up by the removal of this and re-surfacing to correct standards a week later.It could be argued that both elements of the process could be enhanced but the systems hinging viewpoint would maintain that removing stage one would enhance effectiveness, reduce cost and wastage, as well as the crucial element of satisfying customer demand. The author finds this theory and viewpoint interesting and will return to this concept at a later point. Figure 10: The Organization as a System – adapted from the work of Senior and Swales (2010) A key area that the author feels is missing f rom Senior and Swales (2010) model is feedback.Organizations are subject to change and influence from the external environment; this therefore requires a agree of planning and control, which is most effective if informed with feedback. Removing the feedback loop from the ‘organization' almost takes the model back to the classical theorists that considered organizations as rational but closed systems (Hellhole, 2006). Through the addition of the feedback loop the system becomes open as well as debatable more ‘open' to change.Hayes (2002) expands on this concept of open systems commenting that, â€Å"Open-systems theory provides such a framework and views organizations as a system of interrelated components that transact with a larger environment. From the perspective of open systems, some of the main characteristics of organizations are that they are: embedded within a larger system, able to avoid entropy, regulated by feedback, subject to equability, cyclical McKinney a nd the AS model can be used here to look at the infrastructure of the organization, in addition to the informal and formal processes that is presented above.An analysis of the internal environment from this perspective adds to the depth of analysis that can be undertaken. The AS model encompasses the areas of Structure, Systems, Style, Staff, Skills, Strategy and Shared Values providing a useful LOL to merge both tangible and intangible organizational elements. At the analysis stages of this research it will be interesting to return to the idea of change at both an individual (l, P and O) and organizational level and contrast this to what is observed within the case studies, and the influence that this holds over organizational readiness and responsiveness to change.The concept of organizational systems theory is Just one very small part of the evolution of organization theory. This links with the changes in development of change management theory addressed revisions due to culture and influencing factors throughout the eras. The question can always be asked that is everything that the business doing contributing to fulfilling the customer's demands? The author would suggest that this is not necessarily always a requirement, however this could be debated further.Contingency Theory – Mechanistic and Organic Organizations Before the theories and application of change management are examined and analyses, the author believes it to be of importance to examine organizational dynamics as briefly highlighted above within Section 3. 4. 1 . There are three main viewpoints; open yester theory, contingency theory, and congruence model for organizational assessment. Open systems theory as previously discussed looks as the organization as having Inputs, Processes and Outputs and is made ‘open' through the inclusion of a feedback loop.This basic approach was enhanced through the work of Burns and Stalker (1961) and Lawrence and Lora's (1967) who identify that o rganizations do not exist and operate within a vacuum, and investigated the relationship between the internal structure and the environments in which they operate (external environment). Their results, characterized due to the degree of internal formality, internal structure and external stability results in what they term ‘mechanistic' and ‘organic' organizations. They described firms that operated in stable environments as ‘mechanistic' because they were characterized by many rules and procedures and were dominated by a hierarchy of authority. The firms that operated in less stable environments were described as ‘organic' because they tended to have a free-flowing, De-centralized and adaptive internal organization† (Hayes, 2002). Mechanistic Organizational Characteristics Organic Organizational Characteristics 1 . Specialized tasks, narrow in scope 1 . Common tasks and interdependencies 2. Tasks rigidly defined 2. Tasks adjusted and redefined as requi red 3.Strict hierarchy of authority 3. Less adherence to formal authority and rules 4. Centralized knowledge and control 4. Decentralized knowledge and control 5. Hierarchical communication 5. Network communication, diffused channels Table 18: Characteristics of Burns and Stalker's (1961) Contingency Theory – Mechanistic and Organic Organizations There are a range of critics around congruence theory; some agree and identify with the ‘alignment' that this model (2000) for example, disagree arguing that the explanation for organizational operation is not clear enough.The author does not have a specific view on this matter. It has not been unknown for alignment to be criticized within the field due to the fact that it is very difficult to apply in practice. It is clear within both the work of Burns and Stalker (1961) and Child (1973) that changes to one or more of either the internal or external elements will have an impact upon other elements that therefore may also requi re change subsequently.This was highlighted and expanded upon by the work of Cotter (1980) who in essence merges open systems theory and interagency theory creating an integrative model of organizational dynamics. He uses his model comprised of six structural elements and key organizational processes to address impacts upon the organization in both the short, medium and long term time Figure 1 1: Cotter's integrative model of organizational dynamics. Source: Cotter (1980) Table 19: Cotter's integrative model of organizational dynamics.Source: Cotter (1980) Cotter's (1980) work can be used to look at readiness and responsiveness from an organizational dynamics perspective. In the short term Cotter comments that organizational effectiveness is enhanced and determined by he speed with which the organization can control and respond to any of the six structural elements before they start to have an impact on one of the other areas. However using the integrative model for a long term appr oach the idea of readiness is very much at the core.Adaptability to the six structural elements will be the determinant of effectiveness; this requires organizations to put into place tools and techniques that will help evaluate elements that determine which structural element will 'emerge as the driving force that shapes the development of the company (Hayes, 2002). Adaptability is important because it determines whether or not the organization will be able to maintain the required degree of alignment over the long term.Over the longer term, therefore, the focus of change management needs to ensure that the structural elements of the organization are as adaptable as possible† (Hayes, 2002). The organizational dynamics need to support the organizations ability to be both ready and responsive to change; readiness helps support the long term strategy whilst responsiveness will assist in the rectification of the cause-effect relationships that interlink the organizational system together.Congruence Model – the focus towards strategy As the thinking behind organizational management developed the importance of strategy increased amongst firms; a few years after the development of the above organizational dynamic models Needle and Dustman (1982) entered into the academic arena with their take on systems theory, the difference being a strategic focus adopted. Some of the elements of the congruence model are derived from work by Alleviate (1965) and Katz and Kahn (1966) (both cited in Hayes, 2002).The congruence model is in effect a different take on open systems theory. Its main preference is its focus towards strategy and strategic management through assessing the congruency of the organizational components on organizational effectiveness. A distinct difference between the work of Needle and Dustman (1982) and open systems theory is that the integrative model focuses in some depth around the relationship between all of the components within the transfor mational process.This and allows the authors to propose a model that's key concept, of congruence or alignment between the organization, the environment and the internal components of the organization, aids organizational diagnoses and the development of change management strategies. Needle and Dustman play specific emphasis towards the four components that they believe create the transformation process (informal organization, formal organization, task, individual); they look specifically at the relationship between each of these components (six fits' as discussed in Table 20) and that influence on the organization as a whole.This is illustrated by the directional arrows in Figure 12 below. Relationship between†¦ Example areas for consideration Individual Formal Organization What extent are individual needs met by the formal organizational arrangement? For example – Personal Learning Styles (Briggs Myers and Briggs Myers, 1980; Honey and Uniform, 2000), Team Roles (Beeli ne, AAA), and specific HER elements such as Individual appraisal processes (CHIP, AAA; Armstrong, 2009; Armstrong and Baron, 2004). Individual Task To what extent do individuals have the skills necessary to meet task demands and to what extend do the tasks satisfy individual needs?Individual Informal Organization To what extent does the informal organization satisfy the needs of the individuals or make best use of their talents? For example is the individual's Learning Style or personality type understood and utilized within the team, and organizational context (Briggs Myers and Briggs Myers, 1980; Butterflies, 2008). Task Formal Organization To what extent are the formal organizational arrangements adequate to meet the demands of the task? Task Informal Organization To what extent does the informal organization facilitate task performance?For example the work of John Adair looking at Task, Team, and Individual (1996). Formal Organization Informal Organization To what extent are the goals, rewards and structures of the informal organization consistent with those of the formal organization. Table 20 : Areas for consideration between the ‘six fits' of the transformation process in the Congruence Model. Adapted from: Hayes (2002) One element that strikes as being predominant, and harmonies with the opinion of the author, is that of the individual.This model takes into consideration an area that most other models merely merge with other organizational elements. Here the individual is given specific credit and attention, and is focused on in terms of interaction with the formal organization, the informal organization, and the organizational tasks. The individual is seen as a personalized resource to the cuisines that brings individual skills and knowledge that help to equip and shape the organization. The author has a specific interest in the role of the individual (Butterflies, 2008; Section 3. 3. ), but it is also an important element for authors such as He llhole (2006), and is therefore a significant ingredient within the congruence model to draw the reader's attention towards. Hellhole (2006) comments, â€Å"Increasingly, there is recognition that organizational success depends largely on the skills and commitment of a knowledge-based workforce and that organizational ultras conducive to high performance are central to sustaining success beyond the short term†. Figure 12: Needle and Dustman's (1980) Congruence Model. Source: Needle and strategy before the transformation process.This inevitability requires that management have looked at and decided on the appropriate strategy in advance; it almost contradicts the process as one would assume that the strategic direction would follow the process and possibly the output. With the inclusion of the feedback loop it could be considered that this is the case and its position here is deliberate fitting with the experiential learning cycle of Kola (1984). At the application stages of t his research when the case studies are looked at it will be interesting to see where this features in the reality of the organizations.All of the models looked at and discussed above can only ever be a simplification of reality. In terms of change management it is the ability to take these models and look at their use in turning ability to become an appropriate conceptual framework for taking an existing situation and managing the desired change within the applicable circumstances. Out of all of the models looked at the author feels that the congruence model is the cost applicable within the research to be carried out.This is mainly due to its strategic focus, and consideration of the individual. As previously mentioned the models only become applicable and useful if application as a conceptual framework can be adopted. This will be applied and analyses within the findings chapter (Section 5). Drivers for change There are many drivers for change and these are dependent upon on the a rea of change that you address. This is such a huge topic and an in-depth analysis far exceeds the scope that the topic can occupy within this thesis.It is hoped that the main drivers for change for each organization will become apparent within the case study analysis as these are very personal and dependent on both the organization and the industry that the organization is operating within. The following drivers for change are included to provide context and provide some food for thought; these have been taken from the text ‘Understanding Change', by Hellhole (2006). Competition Globalization Demands for greater transparency and accountability Global Sustainability Technology The e-economy The consumer revolution The social context Knowledge Management Future organizational trendsChanging industrial relations climate and employment legislation Stereotypical social attitudes The rise of the stakeholder Degree at which innovation progresses Demographics and Social fragmentation they believe to be the 10 top drivers for organizational change in 2010; whilst these make interesting reading for the author, the author is of particular support with the tenth; â€Å"a new war for talent commences†. This picks up on what the author has been trying to convey throughout the sections on Personnel Management (Section 3. ) and Knowledge Management (Section 3. 3). Not only are there external drivers for change UT internal ones too. As people recover from the economic crisis they will begin to drive forward organizational change in a bid to better themselves and get credit and assurance of their work to the organization. Organizations need to bear this is mind and respond appropriately. The ten top drivers for organizational change as identified by Bloomberg Businesslike (2010) are: † 1 . Consumer preferences will remain â€Å"reset† based on values, not pricier.Energy costs will continue to increase in the medium termed. U. S. Tax policy could erode the competitive positioning of U. S. Companies. Innovation happens for emerging market consumers, not in emerging markets 05. A new return to vertical integration gains traction 06. Industry shifts create competitive shifts 07. Increases in information requires more Judgment from decision makers 08. Markets reward long-term strategic focuses. Economic recovery wont mean recovery for everyone 010. A new war for talent commences† Bloomberg Businesslike (2010).Kurt Lenin; group focused change theory Kurt Lenin can be quoted as saying â€Å"Group life is never without change† (1947). Predominantly Kurt Lenin presents us with a change management theory revolving round the concept of unfreezing – change – and refreezing which presents a high- level approach to change. This has specific relationships back to the school of personnel management due to its importance for change in group settings as highlighted by Lenin in his work ‘Frontiers in Group dynamics ' addressing the art of social science of social equilibrium and social change (1947).Linen's work is not only applicable in a group setting it also holds great importance for the individual context too as well as large communities of practice and teams (Lenin, 1947). Through use of he model there is scope for management to make a radical change, minimize disruption of operations and ensure that the change becomes a permanent and rooted element of the organization through the re-freezing stage.The model, very focused around getting people to change as opposed to changing an organization, consists of three stages: Unfreezing – This is based upon the assumption that there is a need to change as present practices may have become outdated, slow, ineffective, expensive etc†¦. The need to instigate the unfreezing stage is typically based upon an assumption that the status quo is no longer desirable or positive; exulting from this there is often a motivation for change, the tea m unites, recognizes the need for change and begins the process of change management.It is essential there is some degree of confidence amongst the team that the change will be implemented and fulfilled successfully in order to achieve group ‘buy-in' and a positive Psychological Contract. The Change – Normal change management theories and principles generally come into play here. Whilst the team may all be on common stress will develop, individuals will have different ideas of the perceived outcomes, expectations will not be managed, the Psychological Contract diminish etc†¦ This is a time of exploration of opportunities where goals and objectives are set and implementation for change is developed.Lenin stresses the fact that it is essential as with any other change management theory that goals, objectives and plans for implementation are continually assessed and reassessed in order to generate the best possible outcomes. It is important to note here that whilst th e objectives are important for Lenin this does not necessarily form the most essential stage. His focus upon change within groups provides a perspective that is more in line with the needs of individuals and maintain positive relationships and focus, in order to bring about a successful re- freezing stage as described below.Re-freezing – At the completion of the change discussions when implementation has been rolled out across all involved, Lenin identifies the need for re-freezing. â€Å"Change will only reach its full effect if it's made permanent† (Lenin, 1947). As in the re-freezing of a liquid it is important to cement or solidify the change making it an official procedure of the organization; in drawing specific attention to the completion of the project and the new processes re-freezing would therefore inhibit individuals returning to the old ways as existed pre-change process.Refreezing is the heart of this model. Lenin (1947) comments, â€Å"A change towards a higher level of group performance is frequently short-lived, after a â€Å"shot in the arm†, group life soon returns to the previous level. This indicates that it does not suffice to define the objective of planned change in group performance as the reaching of a different level. Permanency of the new level, or permanency for a desired period, should be included in the objective. † Figure 13: Kurt Linen's model of unfreezing and re-freezing.Source: Adapted from Lenin (1947) Right Sizing There are various authors who have looked into the correlation between the size of the firm in terms of personnel and effectiveness in organizational performance. There is however still a heightened awareness that there are additional variables that impose upon organizational effectiveness namely technology; it is said that this could possibly account for up to fifty per cent of the variability in result findings which lead to an inconclusive theory being proposed (Senior and Swales, 2 010).Culture, leadership style, and politics all have an influence on the correlation teens size and organizational performance. Child (1988) who investigated into the correlation between size and performance concluded that the leadership style operated within the organization was relevant to the size of the organization (number of employees employed). It was the leadership style and subsequent influence into the structure that Child's (1988) sees as having an impact upon organizational effectiveness including role specialization and formalization.Senior and Swales (2010) summaries the work of Child (1988); large organizations with a higher degree of bureaucracy structure were in general better performed. Bureaucracy did not work for the smaller organization who had a better degree of performance with a more informal leadership style. â€Å"In organizations with below 2,000 people performance was assumed to be better in those that have little formal structure more bureaucracy and s uperior performance was greater† (Senior and Swales, 2010). Several external driving forces for change (Section 3. 4. ) such as the current economic climate and recent recession which have occurred at both local, regional, national and even international levels have created a heightened degree of urgency or organizations to increase efficiency; many are doing this through operations management and seeing the organizations as a clearly defined set of inputs, processes and outputs. The author is of the belief that for successful change management to occur the process of managing change must occur holistically, which can also occur when viewed through the strategic lens.Both the immediate survival and long term sustenance of any organization heavily depends on organizational responsiveness to its external environment and its ability to face the external challenge. A huge problem facing strategic re-focusing of operations creates opposition due to an emotional connection to common practice challenged by the need to change for survival (Balloon and Hope-Halley, 2008, Sense, 1993). With the distinct lack of literature on right sizing the author has conceptualized a model that illustrates where the concept of right-sizing fits into the organization.Taking the multi-lens perspective approach (Regional and Sprinter, 1996) and essential elements of organizational management the author proposes that the concept of right sizing is situated predominately within the cognitive lens. Figure 14: Position of right sizing within the organization Right sizing would normally e linked to the structural view of the organization. The Rational Lens considers the structure of the organization as an ought-to-be scenario.The Cognitive Lens considers right sizing as what is practicably possible scenario. The Rational Lens considers culture and corporate politics as an impediment to change which is what many change managers attempt to override or ignore. With the cognitive lens appro ach culture and corporate politics are seen as an intrinsic component of change. Therefore culture and corporate politics should be understood and made to become â€Å"enablers† within the change management process.This is currently the issue that several organizations are facing. By positioning right sizing as a resulting factor of a combination of Organizational Culture, Politics and Organizational Type the author feels that it will help in the analysis stages where the variety of case studies will be analyses. As mentioned within Section 2 the case study profiles were deliberately selected by the author for their variations in size.The author feels that it is important to note here that there is not necessarily a formula for what is the ‘right size' of an organization or a specific team dealing with change management, UT that this may be discussed throughout the finding and analysis chapter (Section 5) where the case studies may lead towards generating an inclination as to what works best. The Readiness of Change Several articles regarding both individual and institutional readiness to change (readiness') within an organizational context have been written over the centuries.Many well respected, and up-and-coming academics have posed models and theories in relation to how readiness can be increased, encouraged and developed within both individual and institutional spheres of influence; a large gap that is still existent in the knowledge base centers around the definition of ‘readiness to change'. Several pieces of relevant academic literature and building together a picture towards a ‘comprehensive definition' of readiness for change.Holt et all's work which has been consulted extensively opens with an important issue that the author must recognize; the lack of measurement of readiness for change does not arise from a lack of instruments designed for this purpose. There are several in existence but without a common and universal unde rstanding of what constitutes readiness a liable and robust framework, to operate quantitatively cannot (and has not currently) been developed.Evidently, with readiness being an area of research that is being encouraged (Holt et al, 2007) this is therefore an area that requires the knowledge gap being fulfilled in order for research in this area to pursue. It is the aim of the forthcoming section to be devoted to this cause, reviewing the use of the literature, working towards a definition of readiness, and identifying means of its analysis within a strategic institutionally based context. There is also the need for the adopted method to be suitable to institutions of different natures, sizes and specialties; as always generalization is imperative.Readiness and Resistance; are they related concepts? The concept of readiness is a result of the concept and result of resistance – a sweeping statement or Just a different approach? It is perhaps no surprise, that change management due to its inclusion with the human resource management approach is highly subjective to the reactions of people (employees). This would explain the development of the need to research readiness, resulting from manager's efforts to reduce resistance to change.Again the body of literature exists in this area, yet Ramekins et al (1993, cited in Holt et al, 2007) put forward their argument that any of these, â€Å"strategies designed to help managers avoid resistance, are effective only to the extent which they facilitate employee readiness†. The circular nature of this issue is again illustrated here. The transition of the Traditional HARM philosophy into the personnel management phase transfers its focus from objectives and output into placing value, focus and ultimately having an investment and involvement with he people.To some extent it can be argued that traditionally to date the people management processes within educational setting operate under this philosophy; a large degree of responsibility and autonomous working is put upon the employee's and in response it is hoped that the organization values staffs contributions. General motivational principles (Amazon, etc†¦ ) encourage the involvement of employees in a drive to encourage general commitment to organizational objectives and partnering of aims, especially plans for development, drive forward and ultimately change.Readiness has been looked at with a specific workforce focus; whilst this is important, organizational culture, as explored above, external pressures and the lack of a strategic dimension can also reduce organizational readiness. What impact does this have on the organization's desire to change and move into a market leader position, driving forward its position within the market and gaining an advantage in what is a highly competitive market arena. Oakland and Tanner's Organizational Change Framework Research supporting the model Oakland and Tanner have been instrumental in t he field of research into change

Rowe vs Wade

Roe vs. Wade: â€Å"The Court today is correct in holding that the right asserted by Jane Roe is embraced within the personal liberty protected by the Due Process Clause of the Fourteenth Amendment. It is evident that the Texas abortion statute infringes that right directly. Indeed, it is difficult to imagine a more complete abridgment of a constitutional freedom than that worked by the inflexible criminal statute now in force in Texas. The question then becomes whether the state interests advanced to justify this abridgment can survive the ‘particularly careful scrutiny' that the Fourteenth Amendment here requires.The asserted state interests are protection of the health and safety of the pregnant woman, and protection of the potential future human life within her. But such legislation is not before us, and I think the Court today has thoroughly demonstrated that these state interests cannot constitutionally support the broad abridgment of personal liberty worked by the exist ing Texas law. Accordingly, I join the Court's opinion holding that that law is invalid under the Due Process Clause of the Fourteenth Amendment† (Craig and O'Brien 17).On January 22nd, 1973 Justice Harry Blackmun gave the decision of the Supreme Court in regards to the Roe vs. Wade case. A single pregnant woman, â€Å"Jane Roe,† had filed a class action lawsuit challenging the constitutionality of the Texas criminal laws regarding abortion, which stated having or attempting an abortion except on medical advice for the reason of saving the mother's life. Norma McCorvey, the plaintiff's legal name, was young and recently divorced at the time, searching for a way to resolve her unplanned pregnancy. â€Å"No legitimate doctor in Texas would touch me,† stated McCorvey. There I was – pregnant, unmarried, unemployed, alone and stuck† (Craig and O'Brien 5). The plaintiff's argument was that prohibiting abortion at any time before the actual birth of the chi ld violated a woman's constitutional right to privacy. The Supreme Court eventually agreed with Mrs. McCorvey, finding it justifiable that abortion under the fourteenth amendment was legal. A person's right to privacy had to now extend to the extent of choosing to have an abortion. Although the Court did not discuss the issue of when life actually begins, abortion became legal under this landmark Supreme Court decision.The debate over whether abortion should be legal had taken place in America for several decades, and the final decision rendered by Roe vs. Wade resonated through all of America, influencing society even to this date. Until inside the last half of the nineteenth century, when it was criminalized on a state by state basis across America, abortion was legal before approximately the fourth month of pregnancy. In early colonial medical guides there were recipes for instigating abortions with plants and herbs that could be grown in one's garden or easily procured in the wo ods.By the middle of the eighteenth century, commercial items were widely available that served the same purpose. Unfortunately, these drugs happened to be often fatal. The first statutes regulating acquiring an abortion, passed in the 1820s and 1830s, were actually laws for poison control: selling of commercial abortion agents was outlawed, but abortion itself was not. Despite these newly appointed laws, the business of abortion was booming by the 1840's, this included the sale of illegal drugs, which were advertised very widely in the popular press.However, this trend would change. Following the 1840's, abortion was under attack, and a string of anti-abortion laws would be put in place until the twentieth century. The pushing force behind this criminalization of abortion was doctors and the American Medical Association. The AMA was founded in 1847, and the elimination of abortion was one of its top priorities. To the growing movement, â€Å"abortion was both an immoral act and a medically dangerous one, given the incompetence of many of the practitioners then† (Joffe 28). However, the opposition went beyond these factors.To many people during the later years of the nineteenth century, abortion represented a threat to the traditional role of a woman in society and the authority of males. Abortion was a symbol of unrestrained female sexuality, expressing self-centered and self-indulgent qualities. The AMA's Committee on Criminal Abortion portrayed this view blatantly in 1871. â€Å"She yields to the pleasures – but shrinks from the pains and responsibilities of maternity; and, destitute of all delicacy and refinement, resigns herself, body and soul, into the hands of unscrupulous and wicked men† (Joffe 9). As the twentieth century arrived, over forty states had completely outlawed abortion unless the mother's life was in direct danger, and many others had put strict regulations in place. However in spite of these emerging laws, people stil l acquired abortions illegally for decades until the Roe vs. Wade decision. Frederick Taussig performed a study in 1936 which showed an estimated half million illegal abortions. In 1953, ninety percent of all premarital pregnancies ended in illegal abortions, and twenty percent of married couples had abortions performed.Illegal abortions climbed in numbers to over a million a year until Roe vs. Wade. Although the law dictated the morality of having an abortion, it was still a considerable part of society. The Roe vs. Wade decision was first argued in December 1971, after being before the Supreme Court for over a year. Although this decision would be later analyzed and debated over, little attention was brought up in regard to the case at the time. Chief Justice Burger opened the Court's oral arguments, and each was given only thirty minutes to present their case and answer questions.Sarah Weddington, who was the main lawyer defending Norma McCorvey argued that abortion needed to be legalized farther than the case in which a woman's life is in danger. The physiological and psychological factors could also warrant an abortion. However, seeing as how the Supreme Court has no jurisdiction over public policies, Weddington decided to argue that current abortion laws were in violation of the fourteenth amendment. The fourteenth amendment guarantees the right to liberty without due process of law, and the decision made this right extend to a woman's right to choose to be pregnant.During her closing argument, Weddington stated if â€Å"liberty is meaningful†¦ that liberty to these women would mean liberty from being forced to continue the unwanted pregnancy† (Craig and O'Brien 17). Jay Floyd, the assistant attorney general of Texas, then presented his case arguing against the legalization of abortion. Weddington had argued that many women had no other choice but to have an abortion because of their social and economic status. However, Floyd contended that d espite external factors, every person has free autonomy. Now I think she makes her choice prior to the time she becomes pregnant. That is the time of her choice. It's like, more or less, the first three or four years of our life we don't remember anything. But once a child is born, a woman no longer has a choice, and I think pregnancy then determines that choice† (Craig and O'Brien 17). Thus, Floyd argued, the fourteenth amendment had not been violated since pregnancy was a result of free will, and liberty was not denied. If pregnancy was a conscious choice on the woman's part, then abortion was not warranted.Another crucial chapter of the Roe vs. Wade trial was the debate of when a fetus is given constitutional rights. In response to Texas' harsh abortion restrictions, Floyd explained that Texas â€Å"recognized the humanness of the embryo, or the fetus† and had†a compelling interest because of the protection of fetal life† (Craig and O'Brien 17). However, there were many flaws with this statement in the court. First, the topic at hand was not the constitutional rights of embryos, but whether abortion was in violation of a person's right to liberty.Second, there had been no state law or court decision which had equated abortion with murder. Thus, Floyd's argument amounted to nothing more than personal opinion, with no relativity to the case. The Court needed to ensure the constitutional rights of the woman before protecting the â€Å"rights† of the unborn fetus. The fourteenth amendment as it is stated applies only â€Å"to all persons born or naturalized in the United States,† and if the Court granted the fourteenth amendment to unborn children, it would be an extreme case of judicial activism (Craig and O'Brien 20).After two years of listening to both sides, the Supreme Court finally came to a decision. The right to privacy and liberty was broad enough to include a woman's choice for abortion. The fourteenth amendment granted personal liberty, which includes a woman's body and unborn fetus. Although the Court determined the legality of abortion, they left the responsibility of how to implement it to the states themselves. Like Brown vs. The Board of Education of Topeka, a general decision on constitutionality needed to be left to local governments to be implemented. Where certain ‘fundamental rights' are involved, the Court has held that regulation limiting these rights may be justified only by a ‘compelling state interest,' and that legislative enactments must be narrowly drawn to express only the legitimate state interests at stake† (Craig and O'Brien 27). Although the court did not provide any precise methods of how to implement, it did set vague guidelines regarding the developmental stage of the fetus.A mother had the choice to abort the pregnancy in the first trimester, but limitations were put in place on abortion where it is allowed in the second and third trimesters if the right to liberty and privacy of the mother was still preserved. The immediate reactions to the Roe vs. Wade decision were heated and extreme, as abortion is still an extremely controversial topic. The president of Planned Parenthood hailed the decision as â€Å"a wise and courageous stroke for the right of privacy, and for the protection of a woman's physical and emotional health† (Craig and O'Brien 32).However, there were just as many people in agreement with the decision as its opposition. Cardinal Terence Cooke came after the Justices, claiming that â€Å"whatever their legal rationale, seven men have made a tragic utilitarian judgment regarding who shall live and who shall die† (Craig and O'Brien 32). Roe vs. Wade launched the abortion issue to the national level, making it a source of political and social arguments in the years to follow. On the tenth anniversary of the decision, The Washington Post discussed its effects on society. â€Å"[Roe vs.Wade] has dr astically changed the Court's image, fostered wholesale attack on ‘judicial activism' and mobilized thousands of supporters and opponents of legalized abortion in a debate that has reshaped the political terrain in many states and, at times, has virtually halted the work of Congress. Few court decisions have had a more immediate impact on such a personal aspect of American life† (Craig and O'Brien 35). The Roe vs. Wade decision has affected all parts of society, from the role of the Supreme Court to the level of humanness of an unborn fetus.Many scholars regard this case as the â€Å"Dred Scott† of the twentieth century. The decision ignited a national debate on judicial activism, and the part the Supreme Court plays on public policy. No other case similar to Roe vs. Wade has had such an extreme impact on public law. Furthermore, the case has drawn an imaginary line, diving the whole country into the pro-life or pro-choice category. Almost immediately following th e decision, a great deal of pro-life and pro-choice groups were created, and abortion has remained a prominent political, social, and moral issue.No other subject has resonated importance in American politics. Finally, the Roe vs. Wade outcome is considered a symbol of the changing society during the 1970's. In the past, abortion was highly restricted and frowned upon, mimicking the conservative society. However, as the 1970's marked a rise in liberalism and the need for individual freedoms, the Roe vs. Wade decision to make abortion legal mirrored this willingness to embrace a person's autonomy. Roe vs. Wade marked an unforgettable change in government, politics, and society.Works Cited Craig, Barbara Hinkson and David M. O'Brien. Abortion and American Politics. Chatham, New Jersey: Chatham House Publishers, 1993. Hickok, Eugene W. Justice vs. Law: Courts and Politics in American Society. New York: Free Press/Macmillan, 1993. Joffe, Carole. Doctors of Conscience: The Struggle to Pr ovide Abortion Before and After Roe v. Wade. Boston: Beacon Press, 1995. Olasky, Marvin. Abortion Rites: A Social History of Abortion in America. Washington DC: Regnery Publishing, 1992. Rubin, Eva R. Abortion, Politics, and the Courts: Roe v. Wade and its Aftermath. New York: Greenwood Press, 1987.