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Factors Leading to the Outbreak Of World War One, 2007.
A discussion of the various possible causes of World War One.
2,158 words (approx. 8.6 pages), 6 sources, MLA, $ 67.95
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Abstract
This paper discusses the complex reasons for the outbreak of World War One (WWI). It discusses the various conflicts in Europe that existed in the four decades preceding the outbreak of WWI and describes how they may have contributed to it. The paper touches on issues of nationalism, imperialism, unresolved previous disputes, fragmented and convoluted governance, a breakdown in diplomatic communication, the arms race of previous decades and rigid military planning.
Table of Contents:
Introduction
The War to End All Wars
Social Darwinism
The Structure of Europe
Imperialism, Nationalism, and Colonial Expansion
The Arms Race
Over By Christmas
Conclusion
From the Paper
"World War I (1914-1918), was a military global conflict that primarily took place in Europe, and during which more than nine million soldiers lost their lives and millions of civilians perished. The conflict had a categorical impetus on the history of the twentieth century, causing the disintegration of four empires: the German, Russian, Austro-Hungarian, and Ottoman, and which "marked the end of the old world order, which had emerged after the Napoleonic Wars" (Christopher Ray. Britain and the Origins of the First World War, 2002)."
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World War I, 2002.
Examines events leading up to the start of World War I in 1914.
1,800 words (approx. 7.2 pages), 12 sources, $ 63.95
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Abstract
Examines events leading up to the start of World War I in 1914. Background. Causes of the conflict. Course of development. International relations and political development. Austro-Hungarian Empire's treatement of the Balkan nations. Conflicting goals of European alliances. Germany's political goals and quet for world power. Consequences of the War.
From the Paper
"FIRST WORLD WAR: BACKGROUND, CAUSES, COURSE, & CONSEQUENCES
Introduction
This study investigates the events leading up to the initiation of the First World War in 1914. The objectives of this study are as follows:
The first objective is to develop necessary background information on the First World War for the reader.
The second objective is to identify a factor or a combination of factors as the cause of the conflict.
The third objective is to provide a brief explanation of the course of the conflict.
The fourth objective is to draw conclusions relevant to the consequences of the conflict."
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Responsibility for World War I, 2002.
An analysis of the events leading up to the start of World War I in order to determine if Imperial Germany should have been held responsible.
1,150 words (approx. 4.6 pages), 3 sources, $ 44.95
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Abstract
This paper examines Imperial Germany's responsibility for causing World War I. The author discusses the pervasiveness of militarism in German society, Germany's determination to acquire a global colonial empire, the rigidity of the Schlieffen Plan, and the autocratic system of government in Germany, which placed all power in the hands of a flawed leader such as Kaiser Wilhelm II. All of these elements combined to cause World War I, and Germany must bear most of the blame, for German intransigence or aggressiveness was displayed at nearly every stage of the crisis in 1914.
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The Causes of World War I, 2007.
A comparison of four documents discussing the factors leading up to World War I.
2,488 words (approx. 10.0 pages), 4 sources, APA, $ 75.95
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Abstract
This paper discusses the factors contributing to the beginning of World War I. It compares and contrasts four documents that discuss the war and its causes. The paper then critiques the material that is used for sources to determine whether they are generally accurate, or whether they have ideas and beliefs in them that are not generally accepted among historians.
Table of Contents:
Introduction
Comparison and Contrast of Source Material
Critique of Source Material
From the Paper
"The United States tried to stay away from the War, but it finally became involved late in the game. United States troops worked with the other countries to force Germany to back off from the problems that it was causing, remove troops from other countries, and give restitution to many of the countries that it had wronged through its actions. The Treaty would have given much to all of the countries, including the United States, but it was not to be. Eventually, the United States Senate rejected the treaty of Versailles because it was fearful of becoming involved in European wars. In addition, the treaty was rejected because there was a great deal of Republican resentment when it came to Wilson's close wins of the elections of 1912 and 1916. Because of this, the United States chose not to enter into the League of Nations, which weakened it very much (Americanization, 1925)."
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A Borderless World?, 2008.
This paper examines the argument that the nation-state's obsolescence is leading to a borderless world.
4,075 words (approx. 16.3 pages), 22 sources, MLA, $ 109.95
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Abstract
The paper shows how many nation-states have lost some autonomy and the massive changes of globalization have blurred the borders of nation-states. The paper contends, however, that it is inaccurate to state that the obsolescence of the nation-state has rendered the world borderless. The paper maintains that despite global economic changes, political, cultural and historical factors will continue to bolster the nation-state, so that national borders will not be disappearing in the foreseeable future.
From the Paper
"There has been a great deal of debate in recent years about globalization. Does it really exist? And if so, how pervasive is it? Is it reversible, or has it now become both irreversible and hegemonic? These debates embrace considerations of both economic and political globalization, although of course it must be borne in mind that the two are inextricably intertwined. When it comes to political globalization, Steger points out that much discussion is concerned with "the weighing of conflicting evidence with regard to the fate of the modern nation-state" (28). This is because globalization is widely assumed to be a threat to the continued sovereignty, autonomy and influence of the nation-state. In the same vein, many scholars see international economic forces as a form of economic globalization that could lead to the end of the nation-state as a meaningful economic unit. Moreover, for those who see economics as the primary force determining human society and history, this would also mean the end of the nation-state as a meaningful political and social unit."
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History of World War II, 2002.
An account of the events leading up to World War II.
2,100 words (approx. 8.4 pages), 4 sources, MLA, $ 65.95
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Abstract
This paper provides a brief description of Adolph Hitler, describes Hitler's beliefs and objectives as the leader of the Third Reich, offers a timeline of events of WWII, and concludes with a brief discussion of the consequences of WWII.
From the Paper
"Hitler believed that the German man, with his blonde hair, blue eyes, and tall stature was superior to other races. He named this race the Aryan race, and claimed they were the master race above all other races. So, if the Aryan race was superior to all other races, then there must be inferior, or subhuman races. These races must include the Jews, Czechs, Poles, and Russians. His focus was on the Jew, because as he dictated for his book, ?The mightiest counterpart to the Aryan is represented by the Jew.? He believed that the Jews were conspiring to keep the master race from assuming their ?rightful place?, by tainting the racial and cultural superiority. As an interesting side note, Hitler himself was short, had dark hair and dark eyes."
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Events Leading up to the Russian Revolution, 2002.
A paper which deals with the political and economical events leading up to the Russian Revolution in 1917.
2,800 words (approx. 11.2 pages), 8 sources, APA, $ 83.95
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Abstract
A paper which asserts that it was repeated wars, culminating with devastating internal effects of World War I that made it possible for the process of bringing Russia into step politically and economically with the rest of the world to be interrupted, and for Russia to go off in a new and more startling direction: the world?s first country governed by Communist totalitarianism.
From the Paper
"Allen (2002) quotes a biographer about Lenin?s comments regarding the revolt of 1905. According to this source, Lenin said, ??It [the revolt of 1905] was the great rehearsal, a blueprint for the revolution of 1917.?? This seems an accurate description. The growing Communist movement learned how to maneuver politically and how to capitalize on the fallout that comes from war. Although this revolt by itself did not overthrow the Czarist aristocracy, Nicholas II gained only temporary control over the revolutionaries. His failure to recognize this fully was another contributing factor to the Communist success in 1917."
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"Leading in a Culture of Change", 2004.
Book report on the book, "Leading in a Culture of Change", by Michael Fullan.
765 words (approx. 3.1 pages), 1 source, MLA, $ 27.95
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Abstract
The book, "Leading in a Culture of Change", by Michael Fullan discusses the essential factors that help develop effective leadership (and management) in a period and society that is dominated by cultural diversity. The writer explains that, by using the five components of effective leadership as the main core of the book?s organization, each chapter is a detailed discussion of each of these components, relating them to issues concerning leadership and management in a culturally diverse organization, especially in the workplace environment.
From the Paper
"The first component of effective leadership, Moral Purpose, is defined by Fullan as ?[a]cting with the betterment of employees in mind? (3). This definition clearly is clearly identified with leadership, since it takes into account the responsibility of the leader not only to his subordinates and colleagues, but to his/her self as well. Indeed, Fullan categorizes moral purpose in leadership as more concerned with the ?means? with which an organization approaches its decision-making process than its ?end? or outcome (13). Indeed, leaders should center their focus not only in formulating an effective solution or decision to a problem within an organization; it is equally important for leaders to determine carefully whether the decision arrived at benefits all the members of the organization or not. In effect, the first component establishes the most important and essential factor that motivates an individual to lead?that is, having a moral purpose and philosophy to live by."
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"Leading Without Power", 2006.
A discussion of Max De Pree's "Leading Without Power: Finding Hope in Serving Community."
1,359 words (approx. 5.4 pages), 1 source, MLA, $ 45.95
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Abstract
This paper examines "Leading Without Power: Finding Hope in Serving Community" by Max De Pree, and explains how De Pree's lessons apply to modern society. The paper looks at De Pree's theory that non-profit organizations can be used as a model for corporation culture, and discusses the Soviet theory of input measurement, and how De Pree applies the theory to getting results in modern day corporations.
From the Paper
"Max De Pree, author of Leading Without Power: Finding Hope in Serving Community, was the CEO of Herman Miller, the office furniture company, and had written two books before this one. This one explores an interesting anomaly in American culture: The fact that the nation with the most vibrant business sector on the planet also has a thriving non-profit sector, and it is that sector that provides most of the satisfaction individuals derive from their lifetime pursuits."
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Delacroix's "Liberty Leading the People", 2006.
This paper examine's Eugene Delacroix's artwork, "Liberty Leading the People" via iconography and iconology.
1,125 words (approx. 4.5 pages), 9 sources, $ 44.95
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Abstract
This paper explores Eugene Delacroix's best known work of political romanticism, "Liberte Leading the People", attending to its iconographic, allegorical appeal, and the iconology of symbols and connected meanings. Like all art of the kind, the canvas appeals to human emotive tendencies and beliefs, as opposed to the more banal and disputed facts of July 1830 that saw the house of Orleans brought to power.
From the Paper
"Iconography addresses the meaning of works of art, as compared to their form, towards exploration of iconology, as opposed to the viewer's merely intuitive recognition of what a work represents. Panofsky outlined the iconographic approach's focus on images and allegories as compared to more symbolic values obtained through iconological interpretation. (Meaning 40-41) James Rubin's article on Eugene Delacroix's work of the 1820s describes a young man whose career coincided with the rise of French romanticism, in the dissatisfaction preceding the revolution of July 28, 1830."
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"Leading Change "--A Review, 2007.
This paper reviews John P. Kotter's management classic entitled "Leading Change".
1,613 words (approx. 6.5 pages), 1 source, APA, $ 52.95
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Abstract
In this review of "Leading Change," the writer outlines author John P. Kotter's eight crucial steps in facilitating change acceptance within an organization. Each step is defined and described. Additionally, the paper highlights Kotter's belief in measurable short-term and long-term goals and the importance of leadership in management. The writer cites Kotter's view that it is the manager who motivates his workers to accept change, and the manager must change from within before he can hope to encourage others to implement change.
From the Paper
"It is evident in these principles that, for Kotter, change is not a numbers-based formula or about choosing the best practices alone. It is also about getting the right people to enforce new changes, and it requires psychological strategies of motivation as well as simply reinforcing the purpose of the change in the long term. To reinforce the title of his work--leadership, or wanting to make other persons fulfill a vision is key, rather than mere management, or merely passing on orders to other persons. Many can manage, but few can lead."
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Leading with the Soul, 2007.
This paper examines the book 'Leading with the Soul' by L.G. Bolman, and T.E. Deal, which discusses leadership and management.
794 words (approx. 3.2 pages), 2 sources, APA, $ 28.95
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Abstract
In this article, the writers note that like many books on management and leadership, "Leading with the Soul" by L.G. Bolman and T.E. Deal address common concerns that organizations and individuals have when addressing important leadership issues. The writers point out that the difference between this book and other leadership books is that the authors take a spiritual look at concepts including leadership and management philosophy. The paper further explains that the book examines leadership by exploring it using philosophical, religious and spiritual inquiry. The authors also examine how psychotherapy can influence one's leadership ability and success within the organization.
Outline:
Book Overview
Reflection
Conclusion
From the Paper
"Bolman & Deal suggest there are many gifts that come with leadership, among them authorship over others, power and significance. A leader has an obligation to give to those under him to encourage others to try new things or new ways of doing things to inspire hope, success and achievement. The authors suggest the "gift of authorship" allows leaders to create successful organizations because it encourages greater knowledge sharing and encourages employees to take responsibility for their success and that of the organization. The "gift of love" as described by the authors is sharing the idea that any organization has to create a culture that embraces each member as members of a family. For this family to work each member, whether an employee or manager must learn to listen to one another and appreciate each member's contributions to the team."
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Leading Change, 2005.
A critique of John Kotter's model on leading a change project.
3,910 words (approx. 15.6 pages), 17 sources, MLA, $ 106.95
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Abstract
The focus of this paper is to evaluate John Kotter's model of Leading Change. Experiences from the Experience change simulation as well as different models of change based on organisational behaviour theories are also taken into consideration.
Outline
Introduction
Perspectives of Change
Theories on Organisational Behaviour
Where Does Kotter Fit in?
Experience Change Simulation
Advantages of OD Models (John Kotter/Experience Change)
Evaluation of John Kotter's Change Model
Evaluation Based on Strategy and Structure
Evaluation Based on the Perspectives of Change
Evaluation Based on Contingency Theory
Evaluation Based on Power, Politics and Organisational Change
Conclusions
From the Paper
"In an attempt to regain strategic and structural fit, change can be thought of in terms of a continuum in which we have the perspective 'voluntarism' at one end, the perspective 'environmental determinism' on the other and 'weak voluntarism' or 'soft determinism' in the middle (Genus 1998). The voluntaristic perspective is the domain of planned views of strategy and change and the most of OD change models is based on this perspective. Mintzberg's planning school and Porters positioning school follow the voluntaristic perspective (Mintzberg, Ahlstrand & Lampel 1998). Different planned models like Lippet et. al., Cummings & Huse, Bullock & Battern etc... elaborated from Lewin's model unfreezing, changing & refreezing change model fall under this category (Burnes 1996). In the environmental deterministic perspective, choice is severely constrained by external forces. This limit to choice or the inability of the organization to predict the rules of the environment is referred to strict population ecology or natural selection (Clark & Staunton cited in Genus 1998). Population ecology emphasizes on organization ecology which advocates organization adaptiveness and corporation between firms (Genus 1998). The change model in this category is the garbage can model of organizational choice (Cohen et. al. cited in Genus 1998)."
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"Leading Strategic Change", 2005.
A review of J Stewart Black and Hal Gregersen's "Leading Strategic Change: Breaking Through the Brain Barrier".
1,548 words (approx. 6.2 pages), 1 source, MLA, $ 50.95
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Abstract
This paper discusses Black and Gregersen's book which claims that 70%of all organizations that seek strategic change, fail in their attempts to reform poor past practices and adapt to new challenges. It explains that this book attempts to analyze why this is so, and provides some potential solutions and guidelines for change-focused managers in organizations.
From the Paper
"Over the course of Leading Strategic Change, J. Stewart Black and Hal B. Gregersen examine the central reasons behind organizational failures to make necessary changes to adapt to circumstances. The authors trace organizational fears of change and failures to implement necessary changes in a sustainable fashion back to the tendency in human individuals to resist change. Black and Gregersen call these individual psychological obstacles 'brain barriers' that prevent organizational strategic changes becoming success stories. They call these brain barriers 'failures'-the failure to see, failure to move, and the failure to finish. The failure to see "keeps the change process from even getting started." But sometimes, even when change is put into motion, the "failure to move" keeps an organization's actors from fully entering the fray of the marketplace, and the "failure to finish" prevents the desired organizational changes from being implemented in a lasting fashion. (13-14)"
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Leading and Sustaining Change, 2006.
A review of recommendations for leading and sustaining change.
2,316 words (approx. 9.3 pages), 7 sources, MLA, $ 71.95
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Abstract
This paper centers on the topics of recommended leadership behaviors needed to sustain the momentum of change and evaluating the elements of an organization's culture that influence the implementation of both IT and line-of-business strategies. The paper continues with definitions of strategies for dealing with organizational cultures as they relate to adopting or rejecting change, and finally discusses post-implementation management strategies for change.
Outline:
Recommended Leadership Behaviors to Sustain Momentum
Evaluating the Elements of an Organization's Culture and their Influence on Implementation
Strategies for dealing with Organizational Culture
Post-Implementation Management Strategies
From the Paper
"The research completed by Perrow (1967) is directly applicable to Long Beach Mortgage Broker Front-office Tool (BFOT) change management strategies. What Perrow is saying is that when processes are re-defined to make brokers, sales persons, and everyone selling and supporting Long Beach Mortgage customers more successful, there will be less "searching" for the right solution to a customer problem and overall sealing, service and profitability performance will increase. Processes cure confusion is what Perrow is saying in essence, and this is a major reason why change must happen in companies. "
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