Inclusion Has Been A Major Topic Between Educators And

Inclusion has been a major topic between educators and parents of special needs children for years. Many believe that it would a good idea to educate general education children in the same classroom along with special needs children, including those with multiple disabilities. And then there are many that believe special education and general education can actually can be accomplished in one classroom along with one general education teacher and one special education teacher working together , teaching the same curriculum to a full inclusive classroom. Having a classroom like this for children with special needs would be a huge a disadvantage for them because they could miss out on, one on- one- care, physical therapy,occupational therapy†¦show more content†¦If students with disabilities can be served in regular classrooms, then the more expensive special education service costs due to additional personnel, equipment, materials, and classrooms, can be reduced. But supporter s [argue] that, while administrators may see inclusion as a means to save funds by lumping together all students in the same facilities, inclusion rarely costs less than segregated classes when the concept is implemented responsibly (Sklaroff, 1994, p. 7). ( Jerry Webster) (2016) Behavioral problems can cause an issue for students and teachers of inclusive classes. They can become selfish and introverted and since they lack social and other skills, it may take a more experienced teacher to make a general ed student understand their behavior. ‘ When there is a mismatch between teaching style and the learning styles of students,inevitably results.Regardless of the behavioral infraction, before you discipline any student with disabilities, you should talk to administrative officials (e.g., principal, special education supervisors, school attorney) about the rules, policies, regulations, and procedural safeguards outlined in the IDEA Amendments of 1997 that govern the discipline of students with disabilities. Incidents of misbehavior may also result when students refuse to learn concepts because they are unable to see the relationship between the skillsShow MoreRelatedEducation Is An Integral Part Of Our Lives1420 Words   |  6 Pagesworld around us a nd changes it into something better. 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Management Refers Process Of Transformation-Myassignmenthelp.Com

Question: Discuss About The Management Refers Process Of Transformation? Answer: Introduction According to Burnes (2012) change management refers to the process of transformation of organizations current working into more better and innovative way, so that the future objectives of an organization are fulfilled (By, Burnes, Oswick 2012). The author also believes that change management is a complex process performed by the companies which has rigid obligations to follow. In contrast to this notion some exerts exclaimed that change management do not need any blue print or standardized form to apply in an organization. In basic words, change management in an organization is adoption of an idea, procedure by the company to make an effective change in the organization and its performance. The change in management shall be new and shall redefine the statement and management of the organization (By, Burnes, Oswick 2011). Change is an externally driven process, also the terms corporate transformation and organizational transformation are words which are used as synonyms. Thus through this statement it can be understood that for any change in the management of the company firstly the organization need to adapt that change from the corporate environment of the market. the change management is a mere term used to make innovation and implementation plan in the internal management which shall influence the external factors of the companys well and shall give effective profit to the organization (Gassmann, Enkel, Chesbrough 2010). There can be different aims for different organizations for which they shall initiate management change but the major reason for which change in management process is applied is the need to implement a structured plan for successful globalization and innovation of business. Activities such an e-commerce, use of social media for promotion effective HRM techniques are a part of the change management process only (Chatenier 2010). The change says that if business environment and the companies experience so much variation and change in their daily process, then they shall adapt the capability to change according to that change present in the environment. A flexible organization will grow more than an orthodox and rigid form of organization. It is a clear fact the all organizational environments are fluctuation and to survive in that kind of environment, the companies also need to work according to the market conditions. Then the need of change management appears in an organization (Boger s West 2012). There are many types of change management process and models present in the environment but an effective management change has four basic steps to perform which explained below: Recognition of change in broad business concept: this is the kind of change identified in the internal process of the organization. The change management also includes the competence of the company to adjust their employee according to change because they are the only source who regulate change in the organization (Poff Zimmerman 2010). Response to fluctuation as per company need: under the change management process firstly the company needs to analyze the market conditions prevailing in the environment. Further according to those conditions the management of the company needs to initiate responses to those changes. Further the company shall plan to amend the changes in the organization (Hayes 2014). Preparation of employee development plan for training: any change in the organization is accepted and implemented by the employees of the company (Serenko Bontis 2017). The employees of an organization are regarded as the most important asset of the organization. Thus, the company makes a program for the training and development of the human resource of the organization so the change management objectives are fulfilled (Hon, Bloom, Crant 2014). Achievement of standards: at the company the company will analyze and compare the organizational results with the objectives defined by the company. Changes in an organization are associated to recover the drawback of the company. Thus after the process of change management the company shall compare the results with expected standards (Hornstein 2015). The theory of change management holds three type of model under the approach. Further the details of models are discussed below: Lewins Force Field Analysis The model was developed by Kurt Lewin in the year 1947. The model is named as the three step model as well. And the three phases are as follows: Unfreezing: it refers to the process of keeping aside the old and rigid laws which used to hamper the growth of the company. Process aims to open the mind of the people of the organization for new and immediate changes. The manager of the company shall help the employees to have an open minded thinking ability. Thus unfreezing basically refers to a task changing the mindset of people against different conditions of the market (Lozano 2013). Change: change or transition refers to the step under which new ideas are learned and applied by the management of the company. The management of the companies takes the initiative to help the employees to adapt changes and think for new ways to perform the functions of the management. The change may also lead to some issues within the organization, but the employees need to be patient in that case and act responsibly in all matters (Cameron, Green 2015). Refreezing: refreezing refers to the process of change management under which whatever has been taught to the employees by the management shall be taken in to action (Sallis, Owen, Fisher 2015). The activities shall now be incorportated in the regular working of the employees. Such change shall be adopted by the employees with the help of change management. This step is the final stage of the model under which actual performance is seen and analyzed. Thus, in summarized form the model works in such a way that, initially the workings of employees are being freeze, further with their training they are being incorporated with the knowledge of change of change management and its activities. Further in the process of transition the employees get the ability to adapt change occurring within the organization due to change in market conditions (Johnston Marshall 2016). The workings of the employees are made flexible so that efficiency is initiated in all kinds of environment. Once the change is adopted by the employees, then the management refreezes the activities of the organization. This is done so that the employees can work and easily show their skills and abilities in the organization. By the end of freeze period the employees shall work according to the skills taught in the process of change management (Shirey 2013). Beckhards Change Plan The Plan was developed by Richard Beckhard who incorporated the following segments in the plan of change management: Adjustment of goals and standards as per the future change conditions of the organization (Langley, et. al., 2013). Identification of current action plan implemented as per the current objectives set. Defining proper change management activities as per the future changed objectives of the organization. Development of adequate tool of strategies to manage the transition process and future uncertainty (Coghlan, Rashford, de Figueiredo 2015). The organizations shall inspect their quarterly reports and then amend changes accordingly which are required in the functioning of the organization in the competitive market. The beckhard model provides long run approach to improve the organizational competencies by initiating to change the whole organizational management not just a department of the company (Fry 2017). The model gives support to the top management by helping them to initiate new regulations in the organization. Also this plan helps the lower level management to comply with the new provisions made by the top management. All the members connected with the organized are aligned together to contribute a positive change in the organization. Further under this plan, Marshak stated that the plan rationally gives an idea to the organization that how to initiate changes and what outcome will appear after such initiation. Although the steps present in the plan can be molded according to the profitability of the organization, but they shall give an effective change in the organizational change management system (De Waal et. al., 2014). Thorleys Model of Change This model was introduced by K. Thurley; the researcher gave five major strategies to companies to maintain changes within the organization (Million, Bossaller 2015). Further the strategic changes are explained below: Directive: this strategy refers to the obligation of the company to make changes at the time of crisis when all the other programs of management have failed. Bargained: this approach gives a view that the powers of the management are shared between the employer and employee (Ouma 2017). Also some negotiations, compromises are required in such change. Hearts and minds: it refers to the change in the attitude and belief of the human resource. This approach seeks positive assurances of the employees for the changes. Analytical: under this strategy the management needs to plan the process of change. Firstly by creating a blue print and analyzing the possible outcomes of it, also defining the subsequent stages of the process (Johnson 2015). Action-based: the strategy identifies the way through which managers perform the change management theoretical and analytical models of change management. Kotters model of Change This model was developed for the purpose of changing the vision and mission statement of the organization strategically and transforming the changes for the betterment of the organization (Calegari, Sibley Turner 2015). The approach involves eight steps which are as follows: John P. Kotter initiated this understand the changes better. The first step suggests that there shall be creation of sense of surgery. The organization assumes that there are negligible changes in the internal as well as external environments of the organization, contradicting to the situation, and the events of the organization are not certain at all. Thus due to such state of mind change in the internal process is avoided (Pollack, Pollack 2015). The second step approaches the organization to build a strong alliance of employees to work with resistance. Resulting to which the management shall create a plan to optimize the vision statement and plan strategies accordingly. The fourth step of this model includes the process of communication of the vision statement and other mandatory changes. So that people are aware with the fact that the organization has planned changes, thus they do not need to battle with difficulties for a longer period of time (King, Hopkins, Cornish 2017). The next step deals with the process of encouraging and inspiring the employees and other people to recognize and adapt changes for efficiency. The process will help the organization in resolving the barriers easily and initiating co-operation in the management (Carter et. al., 2013). Also, another benefit which this will give is that the organization will become a creative problem solver expert, which will increase the satisfaction level of employees towards the company. In order to initiate the process of change management effectively, the company shall provide short term benefits and rewards to the people time to time, so that they get motivated and satisfied as well (Brigham, Ehrhardt 2013). The final step involves refining the process and amending changes in the system if required. This strategy focuses on the process of making further changes if required, and also fixing the changes permanently. Kotter suggested that the changes should be reinforced in such a way that it demonstrates a relationship between behavioral change and organizational success (Helfat Martin 2015). Beer and Nohria explained the E and O change theories. The E theory is considered to be hard approach to comply as it focuses on changing the economic values of the organization. Whereas the theory is O is comparatively an easier approach to comply as it aims to make changes in the corporate culture and the human resource of the organization. Further the companies which effectively combine both the theories in fulfillment of their organizational objective can gain success and productivity in the organization (Shirey 2013). Conclusion Thus in the limelight of above event it shall be noted that the process of change management requires strict strategy and procedures to follow those actions. There are certain models defined to apply the change management with the organization. It initiates competence and flexibility within the organization (Benn, Dunphy, Griffiths 2014). Hence, concluding the above statements it can be said that this type of management in the organization provides many benefits to the organization if done in a correct way otherwise the management can become more ineffective among employees. References Benn, S., Dunphy, D. Griffiths, A., 2014.Organizational change for corporate sustainability. Routledge. Bogers, M. West, J., 2012. Managing distributed innovation: Strategic utilization of open and user innovation.Creativity and innovation management,21(1), pp.61-75. Brigham, E.F. Ehrhardt, M.C., 2013.Financial management: Theory practice. Cengage Learning. By, R.T., Burnes, B. Oswick, C., 2011. Change management: The road ahead. Journal of Change Management, 11(1), pp.1-6. By, R.T., Burnes, B. Oswick, C., 2012. Change management: Leadership, values and ethics. Journal of Change Management, 12(1), pp.1-5. Calegari, M.F., Sibley, R.E. Turner, M.E., 2015. A Roadmap for Using Kotter's Organizational Change Model to Build Faculty Engagement in Accreditation.Academy of Educational Leadership Journal,19(3), p.31. Cameron, E. Green, M., 2015.Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Carter, M.Z., Armenakis, A.A., Feild, H.S. Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change.Journal of Organizational Behavior,34(7), pp.942-958. Chatenier, E.D., Verstegen, J.A., Biemans, H.J., Mulder, M. Omta, O.S., 2010. Identification of competencies for professionals in open innovation teams.Rd Management,40(3), pp.271-280. Coghlan, D., Rashford, N.S. de Figueiredo, J.N., 2015.Organizational change and strategy: An interlevel dynamics approach. Routledge. De Waal, G.A., Maritz, A., Scheepers, H., McLoughlin, S. Hempel, B., 2014. A conceptual framework for guiding business transformation and organizational change in innovative ICT projects.International Journal of Organizational Innovation (Online),7(2), p.6. Fry, R., 2017. Richard Beckhard: The Formulator of Organizational Change.The Palgrave Handbook of Organizational Change Thinkers, pp.91-105. Gassmann, O., Enkel, E. Chesbrough, H., 2010. The future of open innovation.Rd Management,40(3), pp.213-221. Hayes, J., 2014.The theory and practice of change management. Palgrave Macmillan. Helfat, C.E. Martin, J.A., 2015. Dynamic managerial capabilities: Review and assessment of managerial impact on strategic change.Journal of Management,41(5), pp.1281-1312. Hon, A.H., Bloom, M. Crant, J.M., 2014. Overcoming resistance to change and enhancing creative performance.Journal of Management,40(3), pp.919-941. Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity.International Journal of Project Management,33(2), pp.291-298. Johnson, A.R., 2015.The effect of leadership style on employee engagement within an organizational environment of change: A correlational study(Doctoral dissertation, Capella University). Johnston, M.W. Marshall, G.W., 2016.Sales force management: Leadership, innovation, technology. Routledge. King, S., Hopkins, M. Cornish, N., 2017. Can models of organizational change help to understand success and failurein community sentences? Applying Kotters model of organizational change to an Integrated Offender Management case study.Criminology Criminal Justice, p.1748895817721274. Langley, A., Smallman, C., Tsoukas, H. Van de Ven, A.H., 2013. Process studies of change in organization and management: Unveiling temporality, activity, and flow.Academy of Management Journal,56(1), pp.1-13. Lozano, R., 2013. Are companies planning their organisational changes for corporate sustainability? An analysis of three case studies on resistance to change and their strategies to overcome it.Corporate Social Responsibility and Environmental Management,20(5), pp.275-295. Million, A.J. S. Bossaller, J., 2015. Strike While the Iron Is Hot: Change Management in the Context of a New Political Administration.Journal of Library Administration,55(2), pp.92-113. Ouma, C., 2017. Planning for Organizational Change and the Role of Leadership in Implementing Change.International Journal of Innovative Research and Development,6(7). Poff, N.L. Zimmerman, J.K., 2010. Ecological responses to altered flow regimes: a literature review to inform the science and management of environmental flows.Freshwater Biology,55(1), pp.194-205. Pollack, J. Pollack, R., 2015. Using Kotters eight stage process to manage an organisational change program: Presentation and practice.Systemic Practice and Action Research,28(1), pp.51-66. Sallis, J.F., Owen, N. Fisher, E., 2015. Ecological models of health behavior.Health behavior: theory, research, and practice. 5th ed. San Francisco: Jossey-Bass, pp.43-64. Serenko, A. Bontis, N., 2017. Global ranking of knowledge management and intellectual capital academic journals: 2017 update.Journal of Knowledge Management,21(3). Shirey, M.R., 2013. Lewins theory of planned change as a strategic resource.Journal of Nursing Administration,43(2), pp.69-72.

What extent did Augustus establish a monarchy between 31BC and 19BC Essay Example

What extent did Augustus establish a monarchy between 31BC and 19BC Essay The key component of monarchy as a political system is generally considered to be the rule, usually in this period absolute, of one person over a state for the duration of their lifetime. It also contains an inherently hereditary nature, with the holder of the office not being elected or appointed through a political process, but named by their predecessor as heir. Rome of the first century BC, however, boasted a strong tradition of proud Republicanism; a tradition with which the concept of monarchy seemed wholly incompatible. Despite the virtual collapse of the Roman Republic in the foregoing years of military demagogues and civil war, and the systematic murder of vehement Republicans such as Cicero under the Triumvirate, the concept of hereditary rule was still widely regarded with hostility following the Battle of Actium. Memories of Julius Caesars adoption of quasi-monarchical powers in Rome loomed large, and the civil war had left the concept of monarchy indelibly associated with the eastern despotism and excess of the reviled Cleopatra. Such different systems of government are seemingly irreconcilable, being as they are inherently antagonistic. Yet Augustus Caesar, one of the most consummate politicians of the ancient world, somehow managed to achieve what had eluded all his predecessors; the establishment and maintenance of sustainable political dominance in Rome. We will write a custom essay sample on What extent did Augustus establish a monarchy between 31BC and 19BC specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on What extent did Augustus establish a monarchy between 31BC and 19BC specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on What extent did Augustus establish a monarchy between 31BC and 19BC specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Throughout his long period of rule, Augustus was careful to cloak the reality of his power in Republican phraseology and custom, yet, in bequeathing the Roman world a legacy of hereditary rule in many ways akin to monarchy, he simultaneously destroyed the very fabric and ideals of the Republican tradition. Following his victory over Antony at Actium, Caesars young heir, was, by his own admission, in complete control of affairs1 in Rome. At this point, Octavian enjoyed power similar to that of his adoptive father. Yet, although the true foundations of his pre-eminence his imperium over a vast army, granted in 43BC,2 his triumphant emergence from the civil war, and his command of unparalleled financial resources- had been established, Octavian was in no sense a monarch at this point. His regime lacked stability, especially since his position may have had little constitutional validity. His official term as triumvir had ended in either 33 or 32BC, and there is little solid evidence that he was ever granted additional extraordinary powers, although this possibility cannot be discounted. The Res Gestae inevitably points to the rather ambiguous universal consent,3 as the foundation of this dominance, which, given that Octavian had defeated the unpopular Antony and that all hopes of the peace Rome desperately craved now lay with the young man, may actually contain a grain of truth. Whether universal consent was the sole basis of his power or not, support was likely to have a finite duration, given that Octavians dominance was redolent of the political systems most despised, monarchy and dictatorship. The precedent of his adoptive father, however, loomed large, and Octavian, a consummate politician, was all too aware of the probable peril of riding roughshod over Republican sentiment; assassination. He recognised that, for his power to be sustainable, it would have to develop a basis acceptable to the Roman conscience. This is not necessarily proof that Octavian held any genuine desire to fully revive the Republic; whilst Suetonius asserts that twice Augustus seriously thought of restoring the Republican ystem,4 the princeps actions reveal any such intention, if it did ever exist, quickly evaporated. Octavian, despite his propagandist assertions to the contrary in the Res Gestae, was in all probability interested in maintaining and sustaining his power; in translating Caesars dream of permanent, stable family dominance into the realm of the possible and achievable. To do this, he had to create a monarchy veiled in Republican terminology and tradition, and establish himself as a mo narchical figure acceptable to the Romans. Dio leaves us in little doubt as to Octavians motives, claiming that he was eager to establish the monarchy in very truth. 5 In terms of establishing a stable political system in which his own power was accepted, Octavian used two main tactics. Firstly, he had to secure a constitutional legitimacy for his continued dominance, and, as Suetonius claimed, take great trouble to prevent his political system from causing any individual distress,6 particularly to the conservative political classes. Octavian, as quoted by Suetonius, was eager to build firm and lasting foundations for the Government of the State. 7 Secondly, and just as importantly, he had to secure his personal popularity amongst the Roman people, and cultivate a new, acceptable image of monarchy far removed from popular images of tyranny and despotism. In terms of achieving a new constitution, Octavian realised that he would have to tread exceptionally carefully, given that resistance to overt displays of power was strongest amongst the conservatives of the Senate. Ever the shrewd politician, Octavian quickly realised that, paradoxically, the best way to obtain sustainable personal power was to appease the elite by posing as the defender, rather than the destroyer, of the Republican tradition. Octavian, once known for his ruthless ambition, suddenly and seamlessly metamorphosed into the saviour of Roman liberty, an image which he would cultivate until his death. The settlement of 27BC was the striking culmination of this tactic; Octavian appeared before the senate and resigned all of his extraordinary powers. The Res Gestae alludes to the event only briefly, but, given its propagandist purpose, understandably implies that Augustus was acting benevolently as he transferred the republic from my power to the dominion of the senate and people of Rome. 8 The ambiguity of this statement conceals the true nature of the settlement, which Dio more accurately paints as a clever trick to have his supremacy ratified by the Senate9 and the Res Gestae fails to mention the vast provincia that Octavian, now rewarded with the cognomen Augustus, received in return. Suetonius, who also addresses the settlement only peripherally, informs us that Augustus kept for himself all the more vigorous provinces;10 these were Gaul, Spain (excluding Baetica), Syria and Cyprus, over which he gained proconsular authority for a ten year period, in addition to Egypt, which he administered as virtually his own private kingdom. Suetonius and the Res Gestae, however, both neglect to mention that Augustus retained control of all the legions (although Dio to an extent implies this in saying that Augustus took the more powerful11). In addition, Augustus continued to stand for, and was elected to, the consulship. This was an unprecedented move, as no previous public figure had held both consular and proconsular authority concurrently. Undoubtedly, the settlement was not a service12 to Rome as Augustus implied, but an enormously clever manipulation of the Senate that simultaneously gave Augustus vast powers within the Republican system, legitimised his position, and won him mass acclaim. The claims in the Res Gestae that after this time I possessed no more official power than others who were my colleagues in several magistracies13 are strictly true, but what is omitted is the fact that Augustus had an unparalleled accumulation of magistracies. Dio even dates the foundation of the monarchy to the settlement of 27BC, claiming In this way the power of both people and senate passed entirely into the hands of Augustus, and from this time there was, strictly speaking, a monarch14 Arguably, this statement needs to be qualified on two grounds. Firstly, Augustus did not have absolute legal power; he still ultimately accountable to the law. Additionally, many facets of the Republic were restored, albeit in a modified form the Senate regained control over the more peaceful provinces, and all magistrates performed their traditional functions. Secondly, the settlement did not instantaneously establish a monarchy; it merely provided the constitutional basis for, and therefore enhanced the legitimacy of, Augustus dominance within the Republic. Further enhancements were made to the political settlement in 23BC, when Augustus renounced the perpetual consulship and gained instead all the components of tribunician power, in addition to imperium maius over the other consuls that was valid even with the boundary of the pomerium. This settlement is alluded to neither in the Res Gestae (Augustus simply mentions that he was awarded tribunician power15) or in Suetonius, whose coverage of constitutional matters is sketchy. Dio mentions that Augustus was granted tribunician power, but only vaguely implies a political purpose in saying Augustus resigned the consulship n order that as many as possible might become consuls16 The reason for these changes is unclear; one interpretation is that Augustus wanted to make his power even less overt, perhaps as a result of a conspiracy against his life in 24BC (although Dio dates the conspiracy to 22BC, the year after the settlement,17 which may suggest that it occurred as a response to the settl ement), another is that referred to above by Dio, namely, that he realised his monopoly of the consulship was infuriating other politicians as it limited their possibilities of advancement to the position. Although the second settlement ostensibly reduced Augustus power, depriving him of his consular imperium, and probably, therefore, his imperium within Rome itself, it transpired that the period of 24BC-19BC was key in the establishment of the principate. To what extent Augustus anticipated the constructive effects of the settlement is difficult to gauge, but given his immense political acumen, it cannot be discounted that the settlement was a highly calculated move. To the politically unsophisticated masses, this settlement indicated Augustus resignation from Roman politics. Fortuitously for Augustus, this resignation coincided with damaging floods and food shortages, which the superstitious interpreted as negative omens. In consequence, there were demands for Augustus to accept the dictatorship or the perpetual consulship,18 a clear validation of his continued dominance. Augustus refused, claiming that I would not accept any office inconsistent with the custom of our ancestors. 19 He thus managed to simultaneously emerge with an enhanced reputation, and with popular support that could potentially be used as leverage to force the senators into acquiescence. Any loss of power, too, seems to have been temporary, for Dio indicates that in 19BC Augustus gained [authority of] consul for life,20 although he did not formally hold the post. This is not mentioned in the Res Gestae, but, given that the constitutional basis of Augustus dominance is largely ignored, this is unsurprising. Between 31BC and 19BC, Augustus established the legal foundation of his predominance extremely successfully. His tactic of acting inside the Roman constitution had allowed him to amass considerable power whilst avoiding offence to Republican sentiment. He had, indeed established the legal foundations of a new position that, although strictly a composite of constitutional positions, allowed him to gradually assume monarchical authority. Augustus choice to omit mention of his legal powers, or potestas in the Res Gestae means that it is easy to underestimate their importance, but by 19BC his legal rights were indeed great; not only did he have proconsular authority over half the empire and control of most of the legions, but his imperium maius enabled him to intervene even in senatorial provinces, whilst the consular imperium he may have received in 19BC gave him legal pre-eminence in Rome itself. Although tribunician power was primarily symbolic, giving Augustus an image as defender of the people, it did allow him to propose legislation and veto the laws of the Senate. Despite these successes in establishing increasing dominance, there were still key differences between the constitutional powers of Augustus and the powers usually associated with monarchy. Augustus ultimately did not enjoy absolute power, as he was accountable to the constitution and the law. Indeed, many of his special rights, namely his proconsular authority over his provincia, were officially only granted for periods of five or ten years, although they would never be revoked. What is paramount, however, is that although Augustus recognised the importance of having his position ratified in constitutional terms, largely in order to secure the acquiescence of the governing class, he did not intend to have his authority continuously scrutinised in terms of legal minutiae. Augustus potestas, or legal powers, clarified his role and legitimised his pre-existing dominance, but Augustus never intended for them to provide an exhaustive description of his role or to limit his powers. Instead, Augustus hoped that, with success and popularity, he would evolve into a monarchical figure acceptable to the Romans, and would be able to issue commands without people inquiring by virtue of what statute he was acting. This unofficial influence, or auctoritas, was a key component of Augustus power. Augustus auctoritas was largely derived from his unparalleled achievements, and, fortuitously for the princeps, these continued to occur after 31BC. Augustus exploited the true foundations of his power, namely his military success and enormous wealth, plus his considerable political skill, to gain triumphs for the Empire. Between 31BC and 19BC he achieved more success in the provinces, pacifying Gaul and Spain and annexing Galatia and Lyconia. In 25BC the Temple of Janus was closed, which, as is mentioned in the Res Gestae, symbolised that victories had secured peace through land and sea throughout the whole empire of the Roman people. 21 Military success was combined with striking munificence; in the Res Gestae Augustus highlights that between 31BC and 19BC he gave 700 sesterces to each of the Roman plebs, that after the war he gave 1000 sesterces to each of his soldiers, and that in 23BC he bought grain to help ease the food shortages. 22 This was in addition to his lauded building programme; by 19BC his immense spending on public works had begun. The inevitable result of such achievements was popularity amongst both the masses and, increasingly, the Senate, and as more people concurred with Augustus dominance his auctoritas further increased. Interestingly, Augustus chose to highlight his auctoritas rather than his potestas in the Res Gestae, which contains the implicit assumption throughout that great successes merited great rewards and influence. Indeed, whilst barely mentioning his imperium and omitting his provincia totally, Augustus confidently asserts that he excelled all in influence. 23 His choice to emphasise his unofficial power rather than his potestas was again politically expedient, reinforcing the image that Augustus was not the destroyer of the Republican tradition, but a great man who had been rewarded for service to his country. The latter image was far more acceptable to the conservative nobility, who, as a result of the peace and success that Augustus had heralded, and also due to the memories of the functi oning Republic becoming more distant, were increasingly prepared to collaborate with Augustus and accept his diluted version of monarchy. Allied to his pursuit of personal popularity, Augustus also attempted to reduce the instinctive Roman hostility towards one man having overt control through creating an image of hereditary rule far removed from previous notions of tyranny and poor government. A skilled propagandist, Augustus presented himself simultaneously as a benevolent patriarch, a skilled general who actively championed the liberty of the Republic24and added to its glory, and a great statesman. He also manipulated his position as the divi filius of the deified Caesar, and encouraged, particularly in the provinces, the development of an imperial cult. To propagate these images, Augustus employed subtle yet pervasive propaganda. Coins were minted and statues built in praise of Augustus achievements, and poets such as Horace and Virgil were encouraged to write in praise of the princeps and the Empire. Commonly ascribed to him were the virtues of, as he writes in the Res Gestae, courage, clemency, justice and piety,25 and even the cognomen Augustus was suggestive, meaning revered one. Although the amassing of auctoritas continued until his death, by 19BC Augustus had certainly started to evolve into a monarchical figure who boasted the support of the Roman people and had largely overcome resistance to his rule. Whilst Augustus longevity and continued success would allow his power to further increase, by 19BC he had, as Suetonius claimed was his aim, built firm and lasting foundations for the Government of the State. 26 His next concern was to ensure that these foundations which I have established for the State will abide secure. 27 This appears to be a veiled reference to his wish to appoint a successor, which is perhaps the best proof that Augustus aim was always to develop hereditary monarchy in Rome. Even before 19BC, Augustus was preoccupied with the issue of the succession, particularly during his serious illness of 23BC. Although Dio asserts that Augustus did not, to be sure, appoint a successor,28 he, perhaps surprisingly, states that all were expecting that Marcellus would be preferred for the position29 (Augustus seemed to instead prefer Agrippa). The latter quotes suggests that even as early as 23BC, there was a growing acceptance of hereditary rule, one of the most important precepts of monarchical government. By 19BC, the precepts of monarchy, only recently anathema to proud senators and politicians, were beginning to become the undeniable realities of a Roman political system increasingly dominated by one individual, Augustus Caesar, who had carefully yet systematically undermined the values of the Republican system he had purported to protect. Whilst Augustus did not officially possess monarchical power and was ultimately subject to the law and constitution, his skill in amassing numerous offices, powers and honours, combined with his popularity and unparalleled auctoritas, meant that his authority was increasingly unchecked. Even after only 15 years of rule, Caesars heir had skilfully laid the foundations for a monarchy distinctly Roman, a monarchy cloaked in Republican phraseology and custom, yet which would consign the Republic itself forever to history.

7 Reasons to Eat More Saturated Fat Essays

7 Reasons to Eat More Saturated Fat Essays 7 Reasons to Eat More Saturated Fat Essay 7 Reasons to Eat More Saturated Fat Essay 7 reasons to eat more saturated Fat Dr. Mercola – Foodconsumer. org The idea of this article is to describe how the scary idea of saturated fat wasn’t so bad for you. In fact the article states seven reasons why we need it. One reason why you need it is to improve cardiovascular risks. It says in the article that saturated fat plays a key role in cardiovascular health. The research says that when women diet, those eating the greatest percentage of the total fat in their diets as saturated fat lose the most weight. A second reason why you need it is because it strengths your bones. Calcium requires saturated fat to have any effect to the bones. A third reason why is because it improves liver health. Saturated fat has show to protect the liver from alcohol and medications that are used for pain or arthritis. A fourth reason is because it helps healthy lungs. Inside lungs there is a thin coat of fat, which is if coarse is 100% saturated fat. A fifth reason is because it provides for a healthy brain. Similar to the lungs the brain is made of fat and cholesterol. With out it, lack of saturated fat will rob your brain of the raw materials needed to function optimally. A sixth reason is that it provides as a proper nerve signaler. The fat will help send signal messages. And lastly it provides for a strong immune system. Saturated fat plays key roles in immune health. Over all, this article intrigued me because I always thought I needed to steer away from any thing with saturated fat. Now I come to know that I need saturated fat in my every day diet!

12 Angry Men Essay

12 Angry Men Essay Every man put on trial is considered innocent until proven guilty. In 12 Angry Men Essay this theory can almost be considered false to the jurors involved in this murder case. But one man can be credited with sticking to the innocent until proven guilty theory that most likely saved a mans life. This juror must show 11 other jurors that he can prove with enough valid evidence that this boy is be wrongfully accused of killing his father. Reginald Rose shows us how that one mans integrity can prove to make a big difference in a kids life. Juror #8 can be credited with saving someones life. Under intense and hostile scrutiny juror #8 is the only juror to vote not guilty on the stabbing death of a boys father. #8 doesnt believe straight out that this boy is innocent of this crime. #8 believes that it would wrong to send a boy off to be executed without discussing it first. Jurors #3 and #10 are the most hostile of the jurors. They believe deep down that this boy killed his father. They believe that everything they heard in the courtroom holds true and they dont really want to see this kid live any longer. Juror #8 still had reasonable doubt about the murder. He doesnt want to vote guilty until he has enough evidence that this boy did indeed kill his father. Many different points are made about the boy who supposedly stabbed his father, that are cross examined well by juror #8 who still stands alone at not guilty. All of the evidence that the 11 jurors found contains flaws in them. For instance the woman who supposedly witnessed the stabbing wasnt wearing her glasses. Also the stab wound in the boys father was made so that a taller man or boy could have made that type of wound with a switchblade knife. When these key pieces of evidence becomes clearer to the 11 jurors we start to see jurors questioning there own guilty vote. #9 is the second juror to vote guilty, because he too has some reasonable doubt. As more evidence is put on the table the 12 jurors come together and decide that this boy is innocent. In conclusion, juror #8 believes that every person is innocent until proven guilty. He was given many pieces of key evidence that showed this boys guilt but the evidence was examined carefully, and as more evidence was put out more jurors believed this boy was indeed innocent bringing them all together to believe this boys innocence Bibliography dont got one .

Corporate social responsibility and ethical dilemmas Essay

Corporate social responsibility and ethical dilemmas - Essay Example When organizations are hiring employees, they tend to be concerned on the capability of the employees to follow the company ethics and values. This is because company ethics and values are crucial in decision-making. Managers are concerned with overseeing the day-to-day running of an organization. They are thus required to possess adequate skills on the ethics that characterize local national and global societies. In the recent past, globalization has resulted in increased competitiveness in the corporate sector and change of production from national level to a global one by most companies. With globalization, the corporate sector is increasingly becoming vulnerable to global forces. This has resulted in numerous challenges in corporations, which managers are required to address. Additionally, people and organization have become more concerned and interested in business ethics. This section will focus on the ethical and value challenges that face individuals working in financial sect ors in companies and financial institutions. Additionally, the paper will analyze how the challenges can aid employees in the financial profession to meet their goal of enhancing responsible business operations. ... Actually, there has been increased awareness on business ethics requiring companies to be more vigilant in their operations. Traditionally, companies focused on making profits since theories such as the one suggested by Friedman argued that the sole responsibility of a firm is to increase the shareholders’ value. However, this notion has been changing due to the need for sustainable responsible business (Burchell 2008; Cameron 2002). Ethical issues that may arise in the financial organization are likely to affect all the stakeholders. This is because all stakeholders depend on financial services directly or indirectly. Personal and corporate ethics are a common source of dilemma for professions working in financial management. This is because of the challenges emanating from conflict that may arise due to disparity in personal ethical values and organizational ethics (Klempner 2009). Ethics are fundamental in financial management since they ensure that financial managers are h onest while dealing with financial situation. My career as a financial manager will require me to be honest. Ethics are crucial since finances are closely intertwined with people. One major ethical issue facing banks regards the method to compensate sales driven planners as well as planners. The dilemma is on whether to use commission or fees. Some compensation strategies often result in exploitation of the investor. Whichever the strategy of compensation used leads to ethical issues since the planners have to subordinate their benefits to those of the customers. This ethical issues results in swaying of planners. A good example of a bank that has benefited from corporate social responsibility is Scotiabank. This bank has

The Reckless Decade Essay Example | Topics and Well Written Essays - 250 words

The Reckless Decade - Essay Example Rockefeller. While they amassed wealth for themselves, those at the bottom of the economic heap earned poorly, an account in chapter three given by a journalist, Jacob Riis, which Jane Addams also contributed to. The lords of Chicago and Tammany bosses of New York City corruptibly laid the foundation for a big city government. In the fourth chapter, Brands focuses on the labour movement, giving a description of Eugene Debs’ career, the strike of Pullman and the bizarre incidence involving Coxey’s Army (129). Populism arose due to agricultural depression and immense division on the standard of gold, factors that also promoted the unsuccessful, though democratic presidency bid for William Jennings Bryan. The 1896 Supreme Court ruling of Plessy vs. Ferguson promoted the erosion of black civil rights through acceptance of separate, though equal, measure. The imperialistic country thus found a reason to get involved in Hawaii, the Philippines, Venezuela and Cuba. Thus, Brand s, through this book, gives a vivid narrative of momentous challenges that faced America towards an uncertain future. The author perceives the existence of parallels between the then America and the current one which still faces social, economic, political and technological