The three phase model of Crisis

The three phase model of Crisis Prevention is better than cure is a saying around the globe. This saying applies very well in a crisis which occurs to the organisation from nowhere. The organisational environment is often described as more hostile, uncertain, changeable and complex then it has been in the past (Borman, Ilgen, Klimoski, 2003). The complexity and the capriciousness of the current business environments are liable to stimulate numerous crisis events for organisations and their subunits (Choi Kim, 1999) (Lampel, Shamsie, Shapira, 2009) (Moynihan, 2009). Recently, crises have become a regular or even normal event for many organisations. (Ashby Diacon, 2000). Therefore it is very important and appropriate that managers should focus not only on whether a crisis will happen but also when and how it will occur. Crisis by their nature are unexpected and brief with few managers possessing either firsthand knowledge or practical experience (Guth, 1995). A basic definition as said by Clark (1995) is A crisis , is defined as any unplanned event that can cause death or significant injuries to employees, customers, or the public; shut down the business; disrupt operations; cause physical or environmental damage; or threaten the facilitys financial standing or public image. It is also important to know the types and causes of crisis and the damage which can be caused to cope with the crisis and effective crisis management in the organisation (Drach-Zahavy Freund, 2007) (Mitroff, Shrivastava, Udwadia, 1987). In todays world organisations operate in an environment which is characterised by high uncertainty, risk, and turbulence due to different events such as natural disasters, terrorist attacks, corporate scandals, and major product defects. These unforeseen crisis events, be they small or large scale, naturally occurred or humanly induced, have far-reaching and deep impact on organizations and individuals within (Mitroff, 1988)(Pearson Clair, 1998). To avoid or reduce such unanticipated impact requires effective crisis management practice. By that time, as the environment grows in complexity and uncertainty, it not only requires significant learning efforts on the part of organizations (Lagadec, 1997), but also makes the pace at which organisations learn a determining factor in its ability to survive or adapt (Schwandt Marquardt, 2000). With such difficult environment, constant and continuous learning has become a necessity for the survival of any organisation, adaptability, competitiveness and long term viability (Barnett Pratt, 2000). To cope with such environment and handle such events, crisis management is necessary for any organisation. Like crisis, crisis management is also defined differently by different people by their own perspective. One of the definition of crisis management as said by Darling et. al. (1996) Crisis management is defined as a series of functions or processes to identify, study and forecast crisis issues, and set forth specific ways tha t would enable an organization to prevent or cope with a crisis. The definition given above fills the purpose of this paper of describing crisis management. Many authors have developed different models or process to describe methods to deal with the crisis such as five phases model of crisis management (Mitroff I. I., 1993), some authors has taken different elements of the organisation to deal with to show crisis management such as Mitroff in (1989) used Hofstedes Onion diagram to show culture as a part of crisis management to show the different cultural profiles of organisations. Similarly Smith (1992) explained 7 Cs of crisis management which demonstrates the cultural web and other important elements of the organisation to be handle to prevent the crisis which is one of the crisis management model. Smith in (1990) also came up with another crisis model which is known as Three Phases of Crisis. This model describes about the different phases of the crisis event occurring in organis ation. This paper focuses on this model of Denis Smith describing the model in particular and focusing on which part of the model or which phase of the crisis is most challenging for an organisation to handle with the relevant examples from the organisation and other major events. The next section discusses about the three phase crisis model in brief particularly what does the model means. Followed by the discussion on most challenging phase of the model for an organisation to handle with relevant examples. Then summing up the whole model and describing the reason behind the challenging phase of the model to the organisation in conclusions. Three Phases of Crisis. Crisis management is relatively new field that has only received research attention in recent years (Pearson Mitroff, 1993). Denis smith in (1990) came after a proper research and study about the topic came up with a conclusion that in any crisis situation there are three distinct phases. He developed a model which is now known as three phases of crisis. Smith says that the crisis in any organisation is basically in three stages, the first stage is known as Crisis of Management, the second stage is Operational Crisis and the final stage of the model is Crisis of Legitimation. The Crisis of Management. This phase is the phase in which the situation appears to imperil the firms survival and places the firm under severe time pressure. (Ansoff, 1984). The first phase of this framework, the crisis of management represents that period in which the potential for a crisis becomes incubated. This phase addresses the strategic and system-level issues that can generate problems for organisations at the more functional and operational levels of activity. The first period is when the organisation fails to take account of imminent situation is about to occur which can be catastrophic for firms survival. The important elements here can be seen to be around communication, culture and decision-making processes and the ways in which these factors generate vulnerability. It is in this phase that the potential is developed that would allow an incident or an accident to escalate into a more serious event. This process has been termed tight coupling and interactive complexity by Perrow and reflects the speed of interaction between elements and the complex emergence of failure (Perrow, 1994). Perrow argues that such failures are designed into the system and often represents the normal way of working. Most of this potential for failure arises as a function of attempts at making the organisation more efficient or by the extended nature of its supply chains. In the same way, the failure of management to respond to incidents in an effective manner could allow an initial level to develop quickly into a crisis. This is the phase where decisions taken or not taken by the management or the shareholders or stakeholders in the organisation can proclaim the growth of the organisational culture. The processes through which this escalation can occur can occur are deal with at several points in this collection. The main issues for consideration within this initial phase of the process includes, role of management in the generation of errors lower down the organisation, weaknesses in the managem ent structure, constrained decision-making and communication, and the problems that arise as a result of the interaction between the organisation and its environment. In this culture and climate within which a relatively minor initiative event can intensify the whole system and can result in catastrophic failure. These issues will ultimately be reflected in the failure of contingency planning to address the scope and scale of the problems that face the organisation in the operational phase of crisis. The Operational Crisis. The Second Phase of the model is Operational Crisis it occurs when the event escalates to such a point that damage is caused or the reputation of the organisation becomes threatened. This phase comes when the organisation is in violent pangs of suffering from the operational crisis. David (1990) in Smiths research said This is the phase in which the human face of management is an important element in reducing the organizational impact of the event. In some larger organisations, this phase is often formally triggered when a senior manager determines that the event has the potential to damage the reputation of the group or the main parent company of the various business units (Smith D., 2004). This phase of a crisis is also unavoidably the most visible, due to the damage that it can cause. By the large, this damage requires that an additional level of resource is brought to bear in order to contain the demands of the events, and, eventually, to return them to normal. This phase is also defined by the role of external agencies usually acting in the role of rescuers who will often take short term control of the damaging event until such time as the demands return to a level that can be handled by more routine management processes. Nevertheless, where there is loss of life associated with the crisis then there will also be a requirement for the collection of evidence. This requirement may remain with external agencies for a considerable period of time after the operational phase. There is considerable potential for this process to escalate the crisis still further as media coverage of any investigation will have an impact upon reputation, share price and sometimes even to an extent of, legal status. Thus a crisis does not end at the point at which the minor problem is brought under control, but may escalate still further as the crisis moves to more of a reputational problem in the next phase which is legitimation phase. The Crisis of Legitimation. The final phase of this framework raises the issues of turnaround management, reputation recovery, and a range of processes aimed at securing the organisations legitimacy with its internal and external stakeholders. These are all issues that need to be considered by managers in the Crisis of Management phase rather than in the Operational and Legitimation phase. This final phase also includes the processes of organisational learning which is as generating many of the conditions necessary to deal with future problems of crisis incubation within the crisis of management (Elliott, Smith, McGuinness, 2000). In the ensuing post-crisis period there is often an attempt to search for scapegoat to blame on in an attempt to legitimise organisational operating procedures and different managerial styles. In this phase the organisation tries to restore external confidence in both its managerial structure and operating systems. Government normally tries to intervene in this phase of crisis as the y search for both to secure legitimacy and to take preventive measures. Many a times we see that the management responsible for the crisis is being transferred from one organisation to another or to dedicated crisis management unit or team. This usually occurs in the second phase of the model, as seen by the role of exigency services which comes into picture during the crisis situation in an attempt to resolve the crisis or reduce the damage which is being caused. We can also see such blame games or transfer in the third phase which is crisis of legitimation phase as in this phase attempts are made to apportion blame outside the organisation that played host to the crisis event. Normally, we see such transfers during transport accidents. Resulting in other organisations operating in same sector being affected may be due to close association with the crisis hit organisation or through more tight legislation coming into force during legitimation phase. We see here the impact of crisis being passed from one organisation to another which has to forcefully ch ange modify their pattern to meet the changes in regulation (Smith D. , Beyond contingency planning: towards a model of crisis management, 1990). From the model we can also see that there is a phase of Organisational Learning or what Smith said as Feedback Loop. Environmental factors such as a crisis can stimulate learning within an organisation (Dodgson, 1993) (Fiol Lyles, 1985). Learning has become an increasingly primary concern to many crisis management researchers (Elliott, Smith, McGuinness, 2000) (Stern, 1997). Smith in his model suggested that organisational learning is an integral part of the crisis. Organisations should learn the mistakes which they made during the crisis which let it occur, or the way they handled the crisis. Sundelis and Stern (2002) noted that members of organisation often use lesson from past crisis experiences as a guide for current action. In the same way, they may respond to positive or negative feedback on performances during a crisis experiences as a guide for current action (Sundelis Stern, 2002). The most challenging phase Looking at the whole model all the three phase of crisis are linked to each other. It is not easy to say which phase out of the model is most challenging phase for the organisation. But, if we compare all the three separately phase three which is Legitimation Phase can be the most challenging phase for the organisation. Many a times the post crisis phase runs along to the breeding of another crisis. A thought should be given to the structure and culture of the organisation in order to assure that learning occurs within the organisation. When putting this model in Smiths 7 C model we see that two major part of the organisation which is culture and configuration falls under this phase. Describing this by Smith and Sipika (1993) they showed five major points in this phase by saying to restructure for a responsive structure, the management style of the organisation to be reviewed to avoid such crisis again, sometimes even the personnel of the organisations is being changed or removed, pr oper marketing if the crisis is caused due to the product fault, sometimes it even results in the acquisition of the crisis struck organisation by other organisation. The impact of crisis after it has stricken is very lethal some organisations sometimes are not able to handle the blow of crisis depends upon the size and nature of organisation. The biggest example recently which can be given is the fall of Lehman Brothers Bank during financial crisis. In September 2008 one of the worlds biggest bank, Lehman Brothers filed bankruptcy after hitting badly by the worst post world war financial crisis in 2008. Lehman Brothers which was once said as too big to fall was shut after the strong blow of sub-prime mortgage crisis (Baba Packer, 2009). Out here the working of the organisation in sub-prime mortgages pushed organisation to fall when the markets started to fall. This working was being incubated by the culture of the organisation. The fall of Lehman Brothers started one of the worst global financial crises. The effect here was passed to other organisations not only in the same sector but all over the world due to the size of the organisation. The involvement of government in this phase plays a very vital role as well, this can even save an organisation once the crisis is hit, structure or the working of an organisation can even change completely for example American International Group (AIG) was being rescued by the government of USA after hitting badly by recent financial crisis in2008. AIG was very much in the insurance of Credit Default Swaps(CDS) which turned to toxic assets later on during market crash. The nature of the organisation was very much in risk taking which caused a crisis for them as well. The government bailout given to the organisation helped them to stand back after the harsh blow of the financial crisis (Bernake, 2009). The first point discussed by Smith and Sipika proves the point out in the above given example which was restructuring for a responsive structure. Post Crisis phase or Legititmation Phase has always been proved challenging for the organisation in every way one more example of this phase was step down or change of CEO, Tony Hayward of the British Petroleum of USA branch due to worst oil spill in the history of USA (Bergin, 2010). The Chairman of BP Mr. Carl-Henric Svanberg said in one of the press release on 27th July 2010. The BP board is deeply saddened to lose a CEO whose success over some three years in driving the performance of the company was so widely and deservedly admired. The oil spill in Gulf of Mexico by BP was caused by deepwater horizon rig explosion, as of 9th August 2010 the cost to BP for the oil spill was $6.1bn (Â £3.8bn) which caused crisis to the organisation. Out here the fault was technical but the effect of the crisis (oil spill) not only changed the working of BP as in organisation, it affected in every way to the environment and also to the share prices of the company (Zangari, 2010) (BBC, 2010). The oil spill is almost shut now but the effect of the oil spill is still there to the environment and to the organisation, BP is being sued by the environmentalist and other people, along with BP even other companies involved in the oil spill are also being affected (Pael, 2010). Now-a-days due to globalisation there is always a chain effect of crisis from one organisation to another, as described by the Legitimation phase. Another recent due to faulty product was Cadbury Plc recall of its product made in China, Australia, Taiwan and India. The organisation has to recall its product after revealing tests which said may contain melamine-laced milk which killed four children in China and made many ill. Cadbury was under scrutiny after the revelation. It lost its major markets due to this event, the aftermath of this event caused Cadbury in major loses in the above mentioned region. The contamination was caused by leak of waste water. Around 1million bars of chocolate were recall which damaged the image of the organisation to the core and were almost unable to get back to their feet in one of the major markets around the globe (Hickley, 2008). It was after 2 years due their marketing practices they get back into the market of China and made profits. Similar was the case with Coca-Cola and Pepsi in Indian market which fell under a controversy of having pesticides in their product in 2006. It was then the CEO of PepsiCo. INC Indra Nooyi made a press release about the procedures followed in making of the product and safe to drink. This press release was also used as a marketing technique in Indian market to reduce the aftermath of the crisis. Many such crisis have spoiled the image of many organisations, the practices by organisation have also been changed. These examples show why Legitimation phase is one of the most challenging phase of the crisis model. The government intervention, impact of crisis, competition from the competitors, handling the image of the organisation, health safety and many such things makes the organisation difficult to comeback after the crisis has hit. Conclusion The paper has reviewed some of the issues relating to crisis management and detailed model which focuses on Smith (1990) the three main phases of Crisis and determining the effectiveness of management intervention in containing and preventing crisis escalation to see the various stages through which crises go. Most of the focus is shown on the post-crisis phase as organisations have attempted to manage the negative impact of the event. The phase also points out issues such as culture of the organisation that can increase or reduce the impact of the crisis. Paper also describes briefly about Legitimation phase, as the most challenging phase of the organisation in the crisis model with relevant live examples. Which focuses more on aftermath of crisis and Culture of the organisation, As culture is considered to be a soul of the organisation during the time of crises (Witoszek Tragardh, 2002).

Forum on China-Africa Cooperation - Addis Ababa Action Plan :: Politics Political

Forum on China-Africa Cooperation - Addis Ababa Action Plan 1.1 We, the ministers in charge of foreign affairs and international economic cooperation from China and 44 African countries, met in Addis Ababa, capital of Ethiopia from 15-16 December 2003 for the Second Ministerial Conference of the Forum on China-Africa Cooperation. 1.2 In conformity with the principles and objectives of intensifying consultations and expanding cooperation as upheld by the Forum on China-Africa Cooperation (hereinafter the "Forum"), we reviewed the progress of joint implementation by China and African countries (hereinafter the "Two Sides") of the follow-up actions of the Forum on China-Africa Cooperation-Ministerial Conference Beijing 2000, held consultations on cooperation between the Two Sides in the fields listed below for the period from 2004 to 2006 and adopted unanimously this Action Plan. 1.3 We are convinced that the Action Plan will facilitate the implementation of the principles and objectives set out in the Beijing Declaration of the Forum on China-Africa Cooperation and the Programme for China-Africa Cooperation in Economic and Social Development. We are determined to make the new China-Africa partnership a highly dynamic and effective one by working together to implement the Action Plan with concrete measures. 2. POLITICAL AFFAIRS, PEACE AND SECURITY 2.1 High-level Exchanges and Political Dialogue 2.1.1 We note that since the Forum on China-Africa Cooperation-Ministerial Conference Beijing 2000, the Two Sides have maintained frequent exchange of high-level visits, which has led to a high-level political dialogue and cooperation. The Forum mechanism has improved and the consultation mechanism and dialogue channels between the Two Sides are diversified with the establishment of political consultation mechanisms and joint committees on economic cooperation and trade and on science and technology between China and some African countries, laying a sound political foundation for the implementation of the follow-up actions of the Forum and development of friendly and cooperative relations between the Two Sides in different fields. 2.1.2 We recognize the importance of high-level visits and the dialogue to enhancing consultation and cooperation between the Two Sides under the new situation and agree to promote the exchange of high-level visits and meetings between our leaders, enrich the contents of such visits and political dialogues, and with regards to peace and development and other important issues, expand common ground, coordinate positions, deepen cooperation, share experiences and pursue common development. 2.1.3 We reaffirm that the principles enshrined in the Charter of the United Nations and the Constitutive Act of the African Union, the Five Principles of Peaceful Co-existence as well as other universally recognized norms governing international relations must be respected.

Medieval baghdad

Europe there was the Saxons, the Vikings and the franks, these were the three sides of conflict. Europe was filled with violence, illiterate people, superstition and no medical knowledge. They still believed that disease was caused by evil spirits or god(s).. The Islamic empire can reveal a respect for knowledge from all cultures; this made it significant. In their hospitals and pharmacies they would let anyone practice as a doctor. Also they would let anyone be a patient no matter what culture, country or religion. This reveals that the Islamic empire was religiously tolerant.It also is remarkable as the scholars were the first people to build hospitals with different wards for different illnesses. The scholars also collected knowledge from all countries and religions because it didn't what race you are, if you have new knowledge it was valuable. They collected knowledge from India, china, Greece, Italy, all over the empire: in fact it would take someone a whole year to go from one side of the empire to the other. This shows that they were willing to give up at least a year of their time to collect knowledge.Medieval Baghdad should be remembered for the contribution it made to our lives today. The scholars discoveries in medicine are still relevant today as they were the first people to do complicated surgeries. This includes cesareans and eye surgeries. What was remarkable was the fact that they had a 60% success rate on the eye surgeries. Our knowledge of medicinal practices would not be advanced if it were not for them. The scholars gathered information like a new way of writing numbers. This meant that they could write all the numbers from O to infinity with only 10 humbly.The person who did this was called AAA-Swarming. In fact we would not have any computerized technology without the numbers O or 1. This resulted in change as they found a whole new way Of writing numbers which actually made calculations easier. The layout of the city of Baghdad which had double walls and only certain places that you could enter inspired the design of the castles in Europe. Our castle would not the same in any way, shape or form if it were not for the architects designing the city of Baghdad.Also they would not have defended s well if it were not for them either. The reason we do not remember Baghdad for what it used to be is because there is no record of the books they wrote or that they collected the knowledge. Baghdad lost power over its empire as the smaller caliphs decided that they did not want to know more about science, math or astronomy. People called the Mongols destroyed the library which had held all of the books and knowledge that they had spent so long collecting.

Trucking provisions in NAFTA

Trucking provisions in NAFTA What are the potential economic benefits of the trucking provisions in the NAFTA treaty? Who benefits? The North American Free Trade Agreement (NAFTA) is aimed at reducing the costs incurred by nations in transportation of goods by road. The member states of the treaty are to benefit. The policy is expected to increase efficiency in transportation of goods to member states. The time spent in unloading and reloading of goods from Mexican trucks to American trucks was a great impediment to fast movement of goods. However, with the implementation of the NAFTA, trucks from every nation would be crossing borders and delivering goods direct to their customers. This will result in huge economic benefits to the member nations because time spent at the border to unload and reload goods will be a thing of the past. Increased competition from Mexican companies involved in trucking services would result in lower charges in road transportation. It is also argued that the policy would result in si gnificant savings in cross-boarder trade. This is due to the fact that two-thirds of goods within the NAFTA nation go by roads.Advertising We will write a custom case study sample on Trucking provisions in NAFTA specifically for you for only $16.05 $11/page Learn More What do you think motivated the Teamsters to object to the trucking provisions in NAFTA? Are these objections fair? Why did Congress align itself with the Teamsters? Teamsters union represents truck drivers in the United States in America. It strongly opposed the provisions in NAFTA. The union maintained that Mexican drivers had poor driving habits that resulted in many accidents. It also argued that drivers in Mexico routinely violated safety and environmental rules. The union argued that there were no strict punitive measures in Mexico to punish errant drivers. In the United States, the union maintained, drivers are suspended for committing serious traffic offences. It also rejected the truc king provision on grounds that Mexican trucks are older and dirtier than the American trucks. The objections by the union are not fair. The pilot study that was launched by the government yielded very satisfying results from the Mexican trucks. The pilot program showed that Mexican drivers had safer driving records than their American drivers. In addition, the union lobbied the Congress to stop the program immediately. If the union was fair in its objections, then it could not have lobbied the Congress to terminate the pilot program which was yielding good results from the Mexican drivers. The Congress aligned itself with the Teamsters because the opposition members were approached by the union and lobbied to oppose the plan by the government to honor the trucking provision. The Congress proposed and passed a motion detailing 22 new safety standards that would be met by Mexican trucking companies to operate in the United States. Does it make economic sense for the United States to b ear the costs of punitive tariffs as allowed for under NAFTA, as opposed to letting Mexican trucks enter the United States? The punitive tariffs imposed by the Mexican government do not bear economic benefits for the United States. The punitive measures imposed tariffs amounting to 2.4 billion USD. Many goods were affected by the punitive measures. Some of these were wine, almonds, grapes and pears. Exports from California were also affected by the 20 percent tariff imposed by the Mexican government.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The goods from California were jewellery and personal hygiene products. Other United States exports impacted by the punitive measures include tableware from Illinois, and oil seeds from North Dakota. The economic impact is so huge that the U.S Chamber of Commerce has estimated loss of approximately 25,600 jobs. It does not make econ omic sense for the United States to bear the measures imposed by the Mexican government for failing to honor the NAFTA. The resulting economic losses are too huge for the United States export companies.

Up from Slavery, Down to the Ground Sailing Amistad. A Movie Review

Up from Slavery, Down to the Ground Sailing Amistad. A Movie Review It is hard to pin down why historical movies are so hard to shoot. Whether it is the conflict of a desire to both stay true to the source material and at the futile attempts to whitewash the history, or simply the inability to depict every single historical event without adding here and there generic characters, historical movies definitely offer a plethora of challenges for both the director and the cast. Exaggerating historical facts to the nth degree, Amistad yet offers a unique experience and sufficient food for thoughts.Advertising We will write a custom essay sample on Up from Slavery, Down to the Ground: Sailing Amistad. A specifically for you for only $16.05 $11/page Learn More The plot of the movie is rather complicated, mostly because it is based on real historical events. At the very start of the movie, the audience is immediately taken onto the Amistad, the ship on which Africans are taken to Spain to become slaves. Thus, the movie immediately in forms the audience about the settings, which are the XIX-century USA. Further on, Senjbe Pieh, aka Cinque, one of the slaves and the movie’s main protagonist, is introduced to the audience. He manages to release himself and the rest of the Africans; thereafter, they kill almost entire crew. Arrested in Connecticut, the Africans are to undergo the trial. After a range of unfair actions towards the African accused, such as switching the judges from kind and sympathetic Juttson to cold-blooded and cruel Coglin, the Africans nearly lose all hope. Eventually, the barrister, John Quincy Adams, delivers his final speech: â€Å"The Declaration of Independence? What of its conceits? All men created equal, inalienable rights, life, liberty, and so on and so forth? What on Earth are we to do with this? I have a modest suggestion† (Amistad), and tears the Declaration in halves. The Africans are free. However, the fact that Cinque learns that his family has been sold into slavery a s he returns home adds a bitter note to the movie, as if saying, â€Å"There is still a lot to be done.† Rethinking the movie’s significance, it is most reasonable to start with the lead character. Although the audience doubtlessly sympathizes with Cinque, he is quite compelling. It is worth appreciation that the movie does not portray him as a martyr, turning him into a paper-thin element of black-and-white reality; on the contrary, there is a lot of controversy about him. Not only does he start a revolt on the ship, but also kills one of the crew members. Cinque is a criminal, which makes the emphasis on equal rights even stronger – he needs to be prosecuted as a human should be, not just sent to a slaughterhouse like a beast: â€Å"Give us, us free† (Amistad).Advertising Looking for essay on art and design? Let's see if we can help you! Get your first paper with 15% OFF Learn More As for the supporting cast, the introduced chara cters work quite well into the overall tone of the movie. Which is even more important, they not only serve as the growing foil for Cinque, but also help to tell the story and make it more graphic. For instance, Van Buren is portrayed in a very specific manner. He is not a negative character, but something in-between, a man who wants neither to have the reputation of a monster nor to break the state balance, admitting basic human rights to the African people: â€Å"its the independence of our courts that keeps us free† (Amistad). Even John Quincy Adams, the historical figure obviously used as a plot device, adds a specific epic flair to the movie. As a matter of fact, his character arch at times is even more interesting than Cinque’s; for example, it is quite peculiar to watch him switching from passionate speeches (â€Å"You and this young so-called lawyer have proven you know what they are. Theyre Africans† (Amistad)) to providing solid pieces of evidence in t he course of the trial (â€Å"How is it that a simple, plain property issue has should now find itself so ennobled as to be argued before the Supreme Court of the United States of America† (Amistad)), from sarcastic (â€Å"in the courtroom, whoever tells the best story wins† (Amistad)) to sincere (â€Å"Give us the courage to do what is right† (Amistad)). Of course, there are serious political and historical flaws in the movie. Senjbe Pieh had already been kidnapped and enslaved several times before appearing on Amistad; likewise, Adams was portrayed in a way too dignified manner; Theodore Joadson is a figment of the screenwriter’s imagination; this list can go on even longer than the movie does. However, the big deciding point is whether the movie conveys its message successfully, and it does – the audience can feel the agony of the lead character, the movie makes it clear that equality is what the entire world should strive for and that every sin gle human being should have the same rights as the others. Hence, one can turn a blind eye to some of the historical flaws. Therefore, Amistad can be viewed as a Making Movie 101 – every single element of the film is tightly intertwined with the other ones, the characters are memorable, and even the elements used as a compromise between the movie originality and the existing standard for historical movies of such scale, work for the advantage of the film. Though it has been properly sanitized, it still deserves watching, not as a way to render the historical events, but as a way to make sure that human rights still remain a topical issue even in the XXI century. Amistad. Ex. Prod. Laurie McDonald and Walter Parkers. Universal City, CA: DreamWorks. 1997. DVD.Advertising We will write a custom essay sample on Up from Slavery, Down to the Ground: Sailing Amistad. A specifically for you for only $16.05 $11/page Learn More

Museum Essay Example | Topics and Well Written Essays - 250 words

Museum - Essay Example Museums can be broadly taken as custodians of society’s artefacts and specimens that may include art galleries. Museum always reflect public interest through their open invitation of visitors, promotion of deeper understanding and advancement of people enjoyment while supporting the sharing of authentic natural and cultural heritage. The other role of museum to the society is serving as a custodian of societies exhibits. Here, the museums collect, preserve, study, interpret and display both the tangible and intangible evidences of a society and its nature. Lastly museum serves as educational institution where physical forum is provided to help in carrying out important inquiries and investigations. Different types of museums exist depending on how they are managed, owned and funded. These museums include: National museums, Local authority museums, University museums, Independent museums, Historic properties and heritage sites, and National Trust properties. Other types of museums are Art Museums, Botanical Gardens, Children’s Museums, History Museums, Historic Houses/ Sites, Historical Societies, Living History, Sites, Military Museums/ Battlefields, Natural History Museums, Science Museums/ Science Centers and Special Interest

Assignment4 Assignment Example | Topics and Well Written Essays - 500 words - 1

Assignment4 - Assignment Example This would make operations easier to use and thus manage more processing capabilities fast and easy. However, there exist barriers to building this technology, Quantum computers only run probabilistic algorithms, and the devastating part of classical calculations is that they cannot be accelerated on a quantum computer and the open problem, time. A molecular switch usually has a single molecule which can move controllably between two unwavering states. The trigger that switches the states can be a change in the chemical environment, or even light a change in temperature or an electrical current. They include Crown Ether Switches, Rotaxanes, Photochromic Switches and Nanoparticle Switches. Research has facilitated the production of single-molecule switches by manipulating the state of switchable molecules (Tian, Yang, n.d). The prospects for building a computer that uses this technology will occur when the emphasis of development will have to change to practical applications, to build Nano electronics, Nano processors and high-density data storage. A laser diode is made of a junction between a positive and negative semiconductor forming a p-n junction. There is also a lens to focus the laser beam, and a terminal to collect electricity. These semiconductors are incredibly reduced in size as they are structured in very thin slices of semiconducting material, and with careful engineering to form a perfect p-n unction. Examples a barcode scanner used in grocery stores and even supermarkets. Its advantages in transmitting information through fibre optics are that it, provides light amplification of the information being sent as well as help in providing gain and thus serve as gain media in the fibre optics that are a high output power. Yes, we are moving in the direction stated in the video, in that every information is available on the web use of digital media to