Historical review Essay Example | Topics and Well Written Essays - 500 words

Historical review - Essay Example His father would not leave his son alone either and chose to remain with him. The design was poor as it seems the gas chambers had been converted from something else probably a morgue as there were no doors, windows or even any other form of ventilation. There were no any signs of the place being coated to prevent gas from leaking. They lacked exhaust systems to let out the gas after being used and also lacked heaters or heating systems as well and hence the place was damp. The free-standing chimneys were not real chimneys to produce smoke from the gas chambers or crematorium. They were just there for show and hence the reason they were called â€Å"fake chimneys.† This was true because the smoke channel that produced the smoke was across the room and not where the chimney was located, hence conclusion that the chimneys were just for symbolic purposes. The interview seems to be discrediting all that is there in history books and even movies and documentaries about the holocaust and Auschwitz in particular. The issue about the gas chamber for example leaves the listeners and viewers more in doubt and confused than even before. The same is true about the liberation by the Soviet troops. However, to those not familiar with the holocaust history, then the interview sheds light on the subject and provides an account of the occurrences from another dimension which is educational and informative. It also provides the basics of the holocaust leaving the individual want to find out more about this topic than the interview provides. The article where David Cole was interviewing Dr. Franciszek Piper the director of the Auschwitz museum has some surprising information about the gas chambers that was not previously in the history books. The same is however not reflected in the other article on a first hand basis leaving some information. What seems to be true in this case is the interview with the Dr. because as

Team Analysis Paper Essay Example | Topics and Well Written Essays - 1000 words

Team Analysis Paper - Essay Example It was a new group and I think it was under a company’s program to hire university students during summer so that we will be enticed to join their company after graduation. There were only around three long time employees there and the rest were us, around 12 summer employees. Our team had a rough start. Mainly because we came from different background. There was an IT guy, an Accounting guy, african, asian, different university, etch.; basically the group is just very diverse that it was difficult to find a common ground for us to â€Å"break the ice† so to speak. We were dependent to Ahmed who graciously provided us the guidance and leadership we needed because the team were not talking to each other that much then. Our first project came and we were tasked to create a training module which will be recommended for approval. The first meeting was dreadful. Everybody was showing off that they are better than the next person. And I supposed that each of us felt slighted after that because each of our idea that was floated was countered, argued upon, no matter how sound it was. There was also a power struggle among us with most team members wanting to catch the attention of the manager as if they will be given a raise or promoted if they were able to do that. Ahmed, initially just let us do our thing and sensing that we are not going anywhere, took over and provided the direction. It was the only time that the team calmed down. Our succeding meetings are already calm albeit there are still subterfuge animosity among team members who do not like each other or felt better than the other. But as we go along, we were able to delineate expertise and identified whose idea mattered most depending on the subject matter. If its about networks, applications, then we refer it to our IT guy Mark. If it involves numbers, financial statements, our accounting guy Steve will take over. Our team’s animosity eventually subdued when we started going out on lunc hes together. Then the lunch meetings progressed to cafeshops and having fun through the weekend. There, we were able to know each member thoroughly and found that they are in fact interesting person. We spent hours and hours until early morning talking and did not even noticed it because we were so engrossed with our conversations. The team bonded and became really good friends. This new found friendship reflected in our work. Meetings which usually lasted for several hours due to arguments were cut short and we begin getting praises from our boss with the quality of our work. Also, we were enjoying ourselves at work that it was no longer a drag like our first two weeks. I believe that we were doing very well as a team because Ahmed, our manager had been getting praises from the upper management with our output. But sadly, we have to part ways. We already knew this from the first day we begun our work that once class has started, we have to go back to the university. The team membe rs were hugging each other as we bid our goodbye with some teary eyed and we cannot believe that we once hated each other during our first meetings. Analysing my experience with my previous team, I thought that the experience was only peculiar to us. But when I did research and stumbled on the work of Tuckman Model of team development, I found out that what happened to our

Analysis of Strategy Formation Essay Example for Free

Analysis of Strategy Formation Essay Strategy is difficult to define. There are many popular and debated definitions available. One idea is that strategy is top management’s plan to attain outcomes consistent with the organization’s mission and goals (Mintzberg, Ahlstrand, Lambel, 1998). Another definition is that strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage (Hitt, Ireland, Hoskisson 2013). Some argue that strategy cannot be defined at all because many professionals including researchers, practitioners, and theorists all have different thoughts on what strategy is, how it is formulated, and how it is implemented (Dewit Meyer, 2010). However, all of these ideas have something in common: a strategy is a roadmap for getting from here to there. It is important to understand that strategy is not a single concept, but rather a process made up of many pieces. For this paper, I will define strategy as a roadmap or blueprint for obtaining a competitive advantage. In this analysis of strategy formation I will examine the most important issues involved in strategy formation and explain why they are important, define how corporate-level strategies relate to business-level strategies and functional-area tactics and how these pieces support each other, and finally, I will outline the primary inputs to strategy formulation in a firm. But, before we answer these questions it is important to share a brief history of strategy. The word strategy originated from the Greek work strategos. Strategos was coined when Kleisthenis developed a fresh set of organizational structure in ancient Greece in order to promote a better army. The direct definition of the singular stratos means to lead (DeWit Meyer, 2010). Essentially the concept is derived directly from a need for a higher organizational structure, change and leadership development. Warfare was pas the point of simply winning a battle but instead was focused upon the coordination of units and tactical approaches to battle (DeWit Meyer, 2010). When we look at how strategy is formed today we also see a parallel in that firms must coordinate corporate-level, business-level and functional-level tactical issues in order to successful formulate a strategy. By coordinating the approach a strategy helps to gain a competitive advantage for firms just as it does for armies on the battlefield. Now that we understand the history behind strategy formation we will discuss the most important points of strategy formation and discuss what makes them important. Strategy formation can be arduous because planners love to plan out every single details of a plan and press everything into an orderly, mechanistic process (DeWit Meyer, 2010). It is critical for strategies to follow a mechanistic process with vision and end goal in mind while having a big picture mentality that takes change management and flexibility into account as the unknowns’ surface. Without a proper plan to learn and address needed adjustments the plan can become easily outdated and ineffective. Strategy formation is described as being a new way to understand old problems, however, strategic planning and formation can lead to analysis paralysis if overly complex and planned out (DeWit Meyer, 2010). Flexibility is an important piece of strategy formation and as strategists we must avoid being married to a specific set of ideas, but rather be open to learning, experimentation, balancing risks and rewards while working towards to vision that creates a competitive advantage. This pattern in a stream of decisions works to get a company to its strategic goal and vision (Dewit Meyer, 2010). A good approach to this is letting the strategies emerge in the process, rather than focusing on the strategy formation in the beginning. Outside of recognizing the importance of change and emergence there are many other important variables in strategy formation. For example, many organizations develop strategies based on rigid changes like their core competencies, resources, demographics, and market demand. But, there are also many other softer pieces can be equally important when formulating a strategy. According to DeWit and Meyer the most cited key issues in strategy formation are: 1) overall organization structure of its basic management style; 2) relationships with the government or other external interest groups; 3) acquisition, divestiture, or divisional control practices; 4) international posture and relationships; 5) innovative capabilities or personnel motivations as affected by growth; 6) worker and professional relationships reflecting changed social expectations and values nd 7) past or anticipated technological environments (DeWit and Meyer, 2010). These key components help give us a good framework for the most important parts of strategy formation, but they don’t make up everything. Many managers are comfortable with the planning piece of strategy formation, but lag when it comes to actually putting the plan into action (Hrebiniak, 2005). For many organizations putting the strategy in place is the easy part and creating a winning strategy doesn’t actually get you from here to there. A solid planned, documented and even inspiring plan of action doesn’t gain a competitive advantage in and of itself. It is the execution of that strategy that makes all the difference in the company achieving that completive advantage. Here are some key challenges that corporations face when executing on a strategy: 1) the culture of the organization and how it was not appropriate for the challenges ahead; 2) incentives and how people have been rewarded for seniority or â€Å"getting older† and not for performance or competitive achievement (the sacred cows); 3) the need to overcome problems with traditional functional â€Å"silos† in the organizational structure and 4) the challenges inherent in managing change as the division adapted to new competitive conditions (Hrebiniak, 2005). Actually getting the strategy to produce the desired results can clearly be more difficult that forming it in the first place. Execution is not the last important point of strategy formation to discuss; the stakeholders also play a fundamental role in the formation of a strategy. A stakeholder is any individuals, groups or organizations that can affect the firm’s vision and mission, are affected by the strategic outcomes achieved, and have enforceable claims on the firm’s performance (Hitt, Ireland, Hosskisson, 2010). These stakeholders can be divided into categories. Capital Market Stakeholders are the banking partner and suppliers of capital. Product Market Stakeholders are customers, suppliers, host communities, and union groups. Lastly, are the Organizations Stakeholders, which are comprised of employees, manager, and non-managers. These categories are divided from top to bottom in order of importance, which means that Capital Market Stakeholders have the highest level of influence and the Organizational stakeholders have the least. All takeholders are not created equal. The more critical and valued a stakeholder’s participation, the greater the firm’s dependency on it; greater dependence, in turn, gives the stakeholder more potential influence over a firm’s commitments, decisions, and actions (Ireland, Hoskisson and Hitt, 2008). A shift to more emergent characteristics in the strategy making process combining stakeholder considerations and strategic conversations during s trategy formation with select stakeholders is what makes the difference in a balanced strategy (Booth and Segon, 2008). The key point is the degree to which the stakeholder’s goals align with each other, and how those aligned elements are being addressed by the strategists in the organization. Strategic leaders are responsible and accountable for realizing the expectations of each of the many stakeholders. This accountability to the stakeholders plays an important part in developing the strategy. It can also impact the expectations of each of the stakeholders. For example, the vision and mission of the strategic leaders is shared with all of the stakeholders and their confidence or lack of confidence is a direct result of those strategic leaders. The expectations and composition of our stakeholders has a significant and direct affect in our organizations strategic formation. Of course, without security and surprise, a solid plan, execution strategy, flexibility, clear objectives, concentration, and coordinated and committed leadership, a strategy can still fail. Surprise strategy must make use of speed, secrecy and intelligence to attack unprepared opponents at unexpected time, while forcing the opponent to react to your company and not the other way around (Concept Paper #1). Security addresses keeping the core competencies, operations points and resource safe from the competition. For example, if our strategy is based on the talent of our human capital, we must work to keep the working conditions safe and happy so the competition doesn’t work to recruit our talent for their own strategy. We have outlined the most important points of strategy formation and discussed what makes them important, so now it is now time to define how corporate-level strategies relate to business-level strategies and functional-area tactics, and how these pieces support each other. Functional-area tactics are short-term activities each functional area within the firm undertakes to implement the grand strategy (Pierce Robinson, 2012). Pierce offers three characteristics that differentiate functional area tactics from business-level and corporate-level tactics: 1) time horizon, focus on immediate activities; 2) specificity, business strategies provide general direction, functional area tactics specify activities and how they are expected to be achieved and 3) participants, general managers are responsible for business strategies, operating managers establish short-term objectives and functional tactics that lead to business-level success (Pierce Robinson, 2012). These activities are put in place as a means of achieving a business-level strategy and so their relationship is one of vision versus direct action to achieve that vision. . A business level strategy is a carefully designed methodology that aids companies in implementing and carrying through with actions designed to meet the financial and other goals set by that business (wiseGEEK, 2013). Whether a firm has a competitive advantage or not, depends on the business system or business-level strategy that is has developed to relate itself to its business environment and if the configuration of resources (inputs), activities (throughput) and product/service offerings (output) intended to create value for its customers – it is the way a firm conducts its business (Dewit Meyer, 2010). Business strategy can be further understood as the decisions a firm makes about its alternatives when competing in a specific market and how those alternatives works to bring their core competencies to the surface through cost leadership, differentiation, focused cost leadership, focused differentiation, and integrated leadership/differentiation. According to Hitt et. l, the risks associated with cost leadership are 1) loss of competitive advantage to new technology; 2) failure to detect changing customer needs; 3) the ability of competitors to imitate the cost leader’s competitive advantage through their own distinct strategic actions (Hitt, Ireland, Hoskisson 2013). As also pointed out by Hitt et. al. , there are also differentiation strategy risks such as 1) a customer group’s decision that the differences between the differentiated product and the cost leader’s goods or services are no longer worth a premium price, 2) the inability of a differentiated product to reate the type of value for which customers are willing to pay a premium price, 3) the ability of competitors to provide customers with products that have features similar to those of the differentiated product, but at a lower cost, and 4) the threat of counterfeiting, whereby firms produce a cheap imitation of a differentiated good or service (Hitt, Ireland, Hoskisson, 2013). Previously, we have identified how business-level strategy impacts functional tactical strategy and now I will address corporate-level strategy and how it, respectively, relates to these levels. A corporate strategy is what makes the corporate whole add up to more than the sum of its parts and typically comprises four concepts: portfolio management, restructuring, transferring skills, and sharing activities (Porter, 2008). Portfolio management and diversification are central strategies for any medium or large business. Market analysis demonstrates that many organizations that are medium sized and larger are made up of multiple businesses and offer several product lines that can cross industries and regions. Organizations can have very different financial characteristics and face different strategic options depending on how they are placed in terms of growth and relative competitive position (Dewit and Meyer, 2010). A portfolio strategy requires firms to grow through investment in existing businesses, acquiring new businesses and withdrawing from failing ones. As porter points out another form of corporate strategy is philanthropic involvement. When it comes to philanthropy, executives increasingly see themselves as caught between critics demanding over higher levels of â€Å"corporate social responsibility† and investors applying pressure to maximize short-term profits (Porter, Kramer, 2002). It doesn’t end there though, another piece to corporate-level strategy is corporate governance. Corporate governance is concerned with identifying ways to ensure that decisions (especially strategic decisions) are made effectively and that they facilitate a firm’s efforts to achieve strategic competitiveness by maintaining a harmony between the top-level managers and the shareholder’s interests (Hitt, Ireland, Hoskisson, 2013). We must also point out that mergers and acquisitions play a significant role in corporate-level strategy. Corporate-level strategy is made up of many pieces, but overall it shares the same goals as the other levels, to increase value by creating a competitive advantage. We have discussed the various elements to corporate-level strategy and now we will discuss how it related to business and functional/tactical-level strategy. Since corporate-level strategy is the highest level of decision-making and encompasses the end objective of the organization, allocation of resources, stakeholder’s goals and acquisitions is it always value-oriented, whereas, business-level and functional-level strategy is more relevant to each individual business entity. Corporate strategy is not the sum total of business strategies of the corporation but it deals with different subject matter; while the corporation is concerned with and has impact on business strategy, the former is concerned with the shape and balancing of growth and renewal rather than in market execution (Bhasin, 2010). Although there are different levels to organizational strategy they all relate and impact one another from the top down. Now that we understand the various levels of decision-making we will now turn to the various inputs to strategy formation for a firm. Before we conclude this analysis, it is important to review the different schools on strategy and those schools perceive strategy formation. There are 7 main school of strategy starting with the Design School. In short, the design school looks to create a fit between capabilities and opportunities or possibilities; it resulted in the famous SWOT analysis. Second, the Planning School also uses a SWOT like the design school to take into account internal strengths and weaknesses and external opportunities and threats. Although the design school doesnt delineate the steps like the planning school does. It is this dividing into delineating steps that sets the planning school apart. The three phases of this school are: Objective Setting, Strategy Evaluating, and the Operationalization phase (Concept Paper #4). Third, in the Positioning School we see that the strategy formation is really driven by analyzing the market and deliberately implemented by those analytics. Forth, The entrepreneurial school is more of a singular vision of strategy from 1 person, namely the entrepreneur, rather than a collective approach as we have learned about in previous schools. Fifth, the Learning School of thought approaches strategy formulation in two separate models: 1) the grassroots model approaches strategy as emergent; 2) whereas, the hothouse model formulates strategy deliberately. Sixth, the Cognitive School states that in order to understand how strategies emerge from under other ircumstances we must look into the mind of the actual strategists. And finally, the last school is the Configuration School, as pointed out in Concept Paper #11, different dimensions of an organization cluster together under particular circumstances and conditions to define states, models or ideal types. It was important to review these various schools because when we look at the big picture of strategy formation and analyze how it is made up and why it is important we can glean i mportant points from each of the seven school. Yes, the overall goal of each school is the same as the goal of strategy formation as a whole, to gain competitive advantage and overall value for the corporation, but it is not always as easy as following one school of thought. For example, what might work in one situation won’t necessarily work in another so as strategists we must be able to take pieces from each school and put them in place where appropriate to achieve our desired outcome for that particular problem. Now that we have some big picture understanding of the different perspectives we will now discuss the primary inputs of strategy. As we discuss the inputs it is first important to point out that there is a difference between emergent and intended strategy. Organizations always have an intended strategy but sometimes the inputs move them towards a more emergent strategy. While strategy formulation is the process by which an intended strategy is created, emergent strategies often come out of following a specific pattern in decision making. (DeWit Meyer, 2010). The primary inputs are identifying, diagnosing, conceiving, and realizing; of course within this specific framework, there are more specific activities (DeWit Meyer, 2010). The first input of identifying is outlining a mission and agenda, this could also include a vision statement. Diagnosing is the internal an external assessments, such as the SWOT analysis. Next, conceiving is the brainstorming process by which the participants envision where there are trying to go and how they will get there. This is the key component an input of strategy formation, and for most groups it can be the most difficult because it requires creative out-of-the-box thinking. Lastly, but not least, is realizing and this is where the rubber meets the road. It is here where specific activities must be undertaken to achieve the strategic plan. We have identified the most important issues involved in strategy formation and defined why they are important, differentiated between corporate/business/functional-level strategies and how they impact one another, discussed the various schools of thought on strategy formation, and finally outlined the primary inputs to strategy formation in a firm. Now it is time to dig in a little deeper and attempt to bring it all together and analyze what it means as a whole. From a big picture mentality strategy formation must encompass the important items we outlined, while also taking into account the potential for change. Having a change management protocol for the organization as a whole, as well as, for each of the subsidiary organizations is critical in today’s global market economy. Outside of change, as strategists, we must also clearly understand our competitors, threats and regions. Things like technology can play a significant part in the ability to execute on strategy. Surprise and security are also equally important to strategy formation. What this all tells us is what we discussed early on: strategy is very difficult to define as an individual concept. Rather than a singular concept see that strategy is more of a way of big picture thinking that is critical to achieving success in virtually any endeavor, not just business. Yes, you can get lucky and find success without strategy, but we could also win the lottery it doesn’t mean it is going to happen. A strategic way of thinking is also not just thinking it is an executable and traceable tool that can adjust and emerge as needed. As a metaphor we can use going to the gym for physical fitness. Our strategic vision is losing weight, increasing heart health and gaining strength. But, how will we get from here (fat, high cholesterol and weak) to there (strong, heart healthy and thin)? We start by developing an action plan, outlining the inputs and potential threats (bad eating, etc), and we follow our plan daily and adjust as needed based on what emerges from the data we gather. This methodology can be applied to any goal, and large corporate business is no different. Unless we execute by actually going to the gym, following and adjusting our strategy for maximum performance we will never achieve our goals, even if we are lucky. You cannot win heart health in a contest. The same goes for business you can’t accidentally win customers and keep them for extended periods of time with successfully executing on your strategy. As we continue and find success in the gym, we may choose to diversify and bring our success to our friend and family or co-workers. This portfolio diversification also applies to large organizations. Additionally, our goals in the gym have stakeholders like our friends, family, employers, insurance companies, communities and any organizations to which we belong, not the mention, the world as a whole that benefits from our staying healthy. This philosophy our strategic way of thinking can be with us every second of everyday, and by thinking strategically in our lives and our roles in business we not only gain competitive advantage but maintain that advantage overtime. In closing, from the origins of the word strategy, and earlier, human beings have been strategizing. We strategized how to hunt and now we still strategize how to hunt only we are not hunting mammoths, but we are hunted mammoth size endeavors that require mammoth sized strategies. As we create and execute a plan for how to get from here to there towards achieving and maintaining a competitive advantage, as strategists, we are constantly analyzing how to optimize our approach while limiting risks. Strategy as a way of thinking can also be approved upon and as humans we have the power and control to accomplish truly amazing things for our corporations and our world.

Comparison of Colonies :: American America History

Comparison of Colonies There were various reasons why the American Colonies were established. The three most important themes of English colonization of America were religion, economics, and government. The most important reasons for colonization were to seek refuge, religious freedom, and economic opportunity. To a lesser degree, the colonists sought to establish a stable and progressive government. Many colonies were founded for religious purposes. While religion was involved with all of the colonies, Massachusetts, New Haven, Maryland, and Pennsylvania were established exclusively for religious purposes. Massachusetts's inhabitants were Puritans who believed in predestination and the ideal that God is perfect. Many Puritans in England were persecuted for their nihilist beliefs in England because they felt that the Church of England, led by the Kind, did not enforce a literal enough interpretation of the Bible. Persecution punishment included jail and even execution. To seek refuge, they separated to go to Holland because of its proximity, lower cost, and safer passage. However, their lives in Holland were much different than that of England. The Separatists did not rebel against but rather preferred the English culture. They did not want their children to be raised Dutch. Also, they felt that Holland was too liberal. Although they enjoyed the freedom of religion, they decided to leave for America. Pilgrims, or sojourners, left for America on The Mayflower and landed in Cape Cod in 1626. They had missed their destination, Jamestown. Although the climate was extremely rocky, they did n ot want to move south because of their Puritan beliefs. They thought that everything was predestined, and that they must have landed on this rocky place for a reason. They moved slightly north to Plymouth Rock in order to survive more comfortably. Also because of their Puritan beliefs, they had good relations with the Native Americans. Their pacifist nature led the Indians to help with their crops. In thanks, the Pilgrims celebrated the first thanksgiving in 1621. A second group of Puritans in England, the Massachusetts Bay Company, came to Massachusetts for more economically motivated purposes due to their non-minimalist beliefs. New Haven and Connecticut were two other colonies founded exclusively for Religious purposes. Many of the Separatists in Massachusetts felt that the religion was too liberal inside of the colony. They felt that the beliefs were not being enforced enough and that the people were not living through literal interpretations of the Bible. These Separatists further separated themselves from Massachusetts and formed a new colony, New Haven.

Healthy Body, Healthy Mind Essay

Many people believe that â€Å"A healthy body makes a healthy mind†. I hesitate on the word â€Å"make† — Assuming a healthy mind means something like integrity, happiness and optimistic attitude, I believe that people who have a healthy body usually also have a healthy mind, but a healthy body is not necessarily for a healthy mind. The players in professional sports leagues are probably the most physically healthy people in the world; however it’s not uncommon to hear news of their troubles, such as crimes or family violences. A healthy body shares some common causes with a healthy mind. The process of pursuing a healthy body requires good discipline. It’s easy to exercise for one day, but one must endeavor to keep exercising to stay in a physically healthy condition. Long distance running is a well known way of having a healthy body. To prepare to run a full marathon, one has to repeat many moderate or long distance running practices. It’s such a painful process that one likely to give up if he/she doesn’t have strong will power. If a person has such will power, it’s no surprise that this person can be successful at other things. A person achieves many life goals is likely to have a healthy mind. A healthy body can be a factor of a healthy mind: physically healthy people usually have more energy to work on things they care about, therefore have a better chance to enjoy their lives. In contrast, physically unhealthy people may be disturbed by their health issues. Their concerns can distract them from doing things that would make them happy. A scientific study also tried to discover the secret relation between exercise and the mind. Scientists found a chemical substance called endorphins [1], which can be reproduced by human body during exercise, excitement, spicy food tasting, etc. It can interact with some other substances in the human body to generate a feeling of well-being. A well-known effect of endorphins is â€Å"runners high,† which is said to occur when people exercise so strenuously that their bodies reach the threshold of endorphin release. Scientists are still not sure of the amount of endorphins the human body can generate or how much it impacts a human’s mind. But at least most of the running enthusiasts I know are all very nice people. The ex-Google VP, the founder of Google China, a role model of many Chinese  young students and entrepreneurs, Kaifu Lee, was recently diagnosed with cancer. He said he should have spent less time on work and more time on doing things that would have kept him healthy, especially sufficient sleep and exercise. This tells us that at the end of the day, fame and wealthy will not make people happy if they don’t have a healthy body. We should get away from the chair and the computer some time everyday to exercise. It might not make us better people, but it’ll make us lead longer and happier life.

The Presidency Of Bill Clinton - 1474 Words

The presidency of Bill Clinton is not too simple to forget. The 42th president is memorable in a variety of aspects. Bill Clinton, born in August, 1949, was ready for political world at 17 when he shook president John F. Kennedy’s hand on a trip to DC. After five terms as governor of Arkansas, he knew that his aspiration one day to be president could happen, but he must work hard. After some time, Clinton became governor of Arkansas while working closely with his wife. He was often ridiculed for his youth and political inexperience, but Clinton was able to prove his critics wrong he decided to run for president in 1992. Bill Clinton became president of the United States of America and served two terms. Clinton won the heart of many†¦show more content†¦In his first term, Clinton had a somewhat moderate relationship with the media. He was criticized for some of his decisions, but overall it was a typical president versus media relationship, until his second term. In 1998, the media coverage of Bill Clinton went from mild to extremely harsh when the Lewinsky scandal emerged. The press was strident when it came to finding information about the sex scandal. Reports would surround Clinton and the first lady trying to oust comments out of them. However, this did not get worse until the president lied under oath with his famous line, â€Å"I did not have sexual relations with that woman†¦Ã¢â‚¬ , and the president was impeached. The press had a field day by making jokes, and over analyzing every little thing the president did. Overall, Bill Clinton and the media did not have a harmonious relationship and still do not to this day. In the first year of Clinton’s presidency, he was able to entice Congress to get some of the things done that he promised in his campaign. Clinton was able to persuade them to raise taxes on the wealthy. He was able to wheedle the Senate to ratify the North American Free Trade Agreement (NAFTA), which helped cr eate thousands of jobs. He was also able to convince them to pass bills to aid parents and to combat violent crime. Clinton was able to fulfill some of the promises of his campaign in that first year, and his relationship with Congress was simply Clinton persuading both houses. However, in the mid-term

The Ontological Proof Of The Existence Of God - 1137 Words

In this essay I will discuss the ontological proof of the existence of God. First, I will discuss what ontology is and how it connects to this proof about God. There are two kinds of proofs that are going to be talked about in this essay. The ontological proof was created by Anselm who made this argument that God does exist. To begin this discussion, ontology is a part of metaphysics and concerns itself with the nature of being. Ontology seeks to answer questions about existence, what’s real and what is not real. The ontological proof is set out to prove why God does indeed exist. These two are connected because they both are set out to answer life’s difficult questions. In our world today, people have different beliefs and not everyone believes that there is one God. Some people believe that there is more than one God and others believe that there is no God at all. Anselm, who wrote the argument, wanted to prove in two ways that God exists. He wanted people to believe one way or the other and that is why he wrote more than one interpretation of the proof. We are going to compare and contrast both interpretations and come to a conclusion on what interpretation answers the God question and if he is believable. In this essay, I hope to give you more detail about both interpretations and will help you choose which interpretation best fits your belief. First we will talk about Anselm. He was the person who brought the ontological proof argument to life. He believed that withShow MoreRelatedThe s Ontological Proof For The Existence Of God Essay1134 Words   |  5 Pages In his Proslogion, written in 1077-1078, St. Anselm of Canterbury, introduced the first formulation of his ontological proof for the existence of God. In an effort to gain a deeper knowledge and acquaintance with his creator, Anselm set out to logically deduce God’s existence from the very definition of God. In the Proslogion he writes, â€Å"God is that which a greater cannot be thought. Whoever understands this properly, understands that this being exists in such a way that he cannot, even in thoughtRead MoreAugustine s Ontological Proof For The Existence Of God1456 Words   |  6 PagesAugustine’s Ideo-Ontological proof for the existence of god. However, as with most things of a philosophical nature, there is no simple right or wrong, A or B reading of the Ideo-Ontological proof. Despite any possible contention that may occur over the interpretations of the Ideo-Ontological proof, there is no doubt that the proof contributed greatly towards the development of western philosophy, as started by Plato centuries prior. The primary concept behind the Ideo-Ontological proof is that god is a thinkerRead MoreAdvantages Of The Ontological Argument1261 Words   |  6 PagesThe Ontological Argument attempts provide absolute proof that God exists so that His existence cannot be questioned otherwise. It is a deductive argument that argues de dicto – the premises involving the definition of God and existence. It is based on a priori knowledge that comes to an analytic statement that is necessarily valid. If the premises of the argument are true, then the conclusion is self-evident and and the argument provides absolute proof for the existence of God. This is in directRead MoreEssay on The Ontological Argument for the Existence of God1545 Words   |  7 PagesThe Ontological Argument for the Existence of God The ontological argument is an a priori argument. The arguments attempt to prove Gods existence from the meaning of the word God. The ontological argument was introduced by Anselm of Canterbury in his book Proslogion. Anselms classical argument was based on two principals and the two most involved in this is St Anselm of Canterbury as previously mentioned and Rene Descartes. The ontological argument argues thatRead MoreKants Refutations of the Proofs of the Existence of God Essay786 Words   |  4 PagesKants Refutations of the Proofs of the Existence of God There are three types of proof for the existance of God: The Ontological Proof: God is the most perfect conceivable being. Existence is more perfect than non-existence. God by definition exists. The Cosmological Proof: Everything contingent must have a cause. If this cause is also contingent, then it too must also have a cause. This chain of causes and effects must have a beginningRead MoreThe Medieval Sourcebook For Anselm s 1033-1009 Proslogium1175 Words   |  5 Pagesis a deductive ontological argument. Aselm attempts to prove the existence of God through one single argument which is that God does truly exist. However, there will always be dilemmas, conflicts or predicaments when it comes to such sensitive and personal topics such as the existence of God. Atheists are types of people who do not believe in the existence of God and have been continuously denying his existence. I personally am Christian and I therefore have a strong belief in God. That being saidRead MoreThe Cosmological Argument For The Existence Of God Essay1556 Words   |  7 Pagesconcerning the existence of God. If God exists, we probably have to make him accountable. The universe would probably have a meaning and a purpose. Also, our very existence may not be cease after physical death. But if God does not exist, we are probably here by chance and we have no accountability to any transcendent. This life is probably all we have, so we should live as we please. The question arises - Does God exist? At first glance, it seems contradictory to prove the existence of somethingRead MoreDescartes Ontological Argument Essay1019 Words   |  5 Pages one of Descartes’s most famous arguments is his Ontological proof for the existence of God. It is a proof that one can know God a priori, with no experience whatsoever. Countering Descartes, a philosopher named Caterus raised key objections to his proof, which Descartes later responded to in an intriguing way. Descartes’s reply to Caterus’s critique of the Ontological argument does not properly refute the objections made. Descartes’s Ontological argument begins with the idea of that which is clearlyRead MoreTwo Philosophical Arguments for the Existence of God1460 Words   |  6 Pagesand evaluate two philosophical arguments for the existence of God. Throughout the course of this essay we shall examine two of the major philosophical arguments for the existence of God. The arguments that we are going to focus on shall be the Design argument and the Ontological argument. We shall compare, evaluate and discuss both the Design (or teleological) argument for the existence of God and the Ontological Argument for the existence of God, as well as highlighting philosophical criticismsRead More Does God Exist? Essay1145 Words   |  5 Pages Proof Of The Exsistence of God Either God exists or He doesnt. There is no middle ground. Any attempt to remain neutral in relation to Gods existence is automatically synonymous with unbelief. The question for Gods existence is really important. Does God exist? Theology, cosmological, teleological and ontological arguments are all have ways to prove the existence of God. With all of these great arguments how can one deny that there is a God. There is a God and with these reasons I will prove