The Second Task Of Marriage Essays - Catholic Theology Of The Body

The Second Task Of Marriage John Coppola 4/26/00 THL 467 The Second Task of Marriage The accompanying article will endeavor to clarify in detail what precisely the second errand of marriage involves. Reproduction as an undertaking of marriage is by all accounts a genuinely straightforward and straight forward one from the start, however to completely get it, one must have a profound comprehension of the Catholic thought of affection, sexuality, epitome, and other good standards pertinent to different parts of this assignment of marriage. As to cherish, a wedded couple with the craving to have offspring of their own must have a specific kind of genuine love for one another before they are really prepared to have youngsters. When discussing sexuality, a couple must have a comprehension of Catholic convictions about sexuality which manage the importance of sexuality and the acts of sexuality thought about adequate and inadmissible by the Church. The subject of encapsulation is a wide one, and it is pertinent to pretty much every part of marriage since it has to do with the possibility that all people are exemplified in the picture of God. The accompanying exposition will cover, in more detail, every one of these thoughts so as to show how significant each is to the Catholic conviction about the second assignment of marriage. It has just been expressed that the second errand of marriage is administration to life through the activity of reproduction and training. Love assumes a significant job in achieving this errand both in how it is required for reproduction and the best possible childhood of kids. Inside marriage, a specific sort of affection must exist for the second undertaking of reproduction to be completed appropriately. As a matter of first importance, there is sentimental love that can come as desire, fixation, and wistful love. Sentimental love is a significant part to the relationship of a wedded couple, however sentimental love alone is an inadequate base on which to fabricate a solid marriage. The sort of adoration that is expected to make a solid, stable marriage is mindful, genuine love called agopic love. Agopic love is a sort of elusive love that must be picked up by being with someone else for a decent measure of time and really becoming acquainted with every little thing about them whi le keeping up your affection for them. What is implied by genuinely realizing the other individual is that the two people inside a relationship know and comprehend the incredible, the great, the reasonable, and the flawed things about one another to the point that no character attributes of one another go unrevealed. This sort of shared love can carry a couple so near one another that an unbreakable bond is made. The quality of agopic love is with the end goal that a couple could never consider isolating, and in this lies the motivation behind why agopic love is so significant for completing the second undertaking of marriage. It is the Catholic view that before a couple chooses to have kids they have to go to a shared understanding that they will make every effort to bring up their youngsters as well as can be expected as per Church educating. This incorporates deep rooted genuine love of youngsters and one another, on the grounds that, without affection the family can't live, develop, and ideal itself as a network of people (FC 32). Pope John Paul II puts it best in Familiaris Consortio when he says, the family has the strategic watchman, uncover and impart love, and this is a living impression of and a genuine partaking in God's adoration for mankind and the affection for Christ the Lord for the Church His lady of the hour (FC 31). Agopic love is the main sort of adoration similar to God's celestial love of every person, and it is an essential for the best possible achievement of administration to life through multiplication and instruction. The Catholic comprehension of sexuality is another significant factor that a wedded couple must be completely mindful of before endeavoring to do the second errand of marriage. The significance of sexuality relates for the most part to the demonstration of reproduction. The demonstration of sex, or marital love is viewed in Church instructing as sacrosanct. Marital fellowship establishes the establishment on which is

Explain These Terms Essay Example for Free

Clarify These Terms Essay †¢ Speech †A technique for verbally imparting to clarify needs, needs, feelings in an enunciated way †¢ Language †A strategy for conveying either in a verbal or composed way organized in a justifiable way to communicate the people point †¢ Communication †A technique for communicating sentiments, assessments, or data utilizing either verbal or non verbal structures for example non-verbal communication or outward appearances †¢ Speech, language, and correspondence needs †Shows manners by which an individual may require help to impart by either detailing sentences or utilizing sounds to make words so as to arrive sentiments or feelings over. This will show which zones they require help so as to have a full technique for imparting. 1. Clarify how discourse, language and relational abilities bolster every one of the accompanying regions in children’s advancement †¢ Learning †Speech, language and correspondence empowers a kid to build up a comprehension of the world by having the option to pose inquiries to fabricate suppositions yet in addition a comprehension. It likewise permits them to work there own connections and offer data. This makes them ready to communicate feeling and create thoughts which permit them to take care of issues. †¢ Emotions †Being ready to communicate feelings through discourse, language and correspondences empowers a kid to manufacture certainty and a confidence to become who they need to be. By building up their correspondence it implies that the kid likewise comprehends what are socially worthy guidelines and the social standards of how to show the feelings. For example it is satisfactory for a little child to pitch a temper fit in the road because of tiredness however when the individual grows up it isn't socially adequate so this empowers them to create habits of communicating feelings without crying or having a strap. †¢ Behavior †Children can utilize their discourse, language, and relational abilities to assist them with seeing good and bad. By doing this it empowers them to comprehend what they have fouled up and the ramifications for their activities. A case of this could be understanding the word no and mischievous. †¢ Social †Being ready to utilize discourse, language, and correspondence in a social way will permit them to make fellowships. By picking up kinships they will likewise become familiar with a comprehension of how individuals like to be dealt with. Utilizing language in a social viewpoint permits youngsters to learn new things yet additionally permits them to learn off other

Mindfulness Meditation - What It Is And How To Do It

Mindfulness Meditation - What It Is And How To Do It Meditation Print How to Practice Mindfulness Meditation By Cathy Wong Reviewed by Reviewed by Sara Clark on February 03, 2020 facebook Sara Clark is an EYT 500-hour certified Vinyasa yoga and mindfulness teacher, lululemon Global Yoga Ambassador, model, and writer. Learn about our Wellness Board Sara Clark Updated on February 03, 2020 Dougal Waters / Digital Vision / Getty Images More in Self-Improvement Meditation Happiness Stress Management Spirituality Holistic Health Inspiration Brain Health Technology Relationships View All Whether youre thinking about family life, work, school, what youre going to make for dinner, what you said at last nights party, or all of the above, its easy to get caught in a pattern of swirling thoughts. Sometimes we ruminate on past eventsâ€"even to the extent that it leads to anxietyâ€"or we focus on the could-be situations of the future. Mindfulness meditation is a mental training practice that can be helpful in these situations. It brings you and your thoughts into the present, focusing on emotions, thoughts, and sensations that youre experiencing in the now. While it can be initially difficult to quiet your thoughts, with time and practice you can experience the benefits of mindfulness meditation, including less stress and anxiety, and even a reduction in symptoms of conditions like IBS. Mindfulness techniques can vary, but in general, mindfulness meditation involves a breathing practice, mental imagery, awareness of body and mind, and muscle and body relaxation. Starting a Mindfulness Meditation Practice One of the original standardized programs for mindfulness meditation is the Mindfulness-Based Stress Reduction (MBSR) program, developed by Dr. Jon Kabat-Zinn, a student of the Buddhist monk and scholar Thich Nhat Hanh. His eight-week program guides students to pay attention to the present, decrease reactivity and arousal, and achieve a state of calm. Other more simplified, secular mindfulness meditation interventions have been increasingly incorporated into medical settings to treat stress,?? pain,?? and depression?? among other conditions. Learning mindfulness meditation is straightforward enough to practice on your own, but a teacher or program can help you get started, particularly if youre practicing meditation for specific health reasons. While some people meditate for longer sessions, even a few minutes every day can make a difference. Heres a basic technique to help you get started: Find a quiet and comfortable place. Sit in a chair or on the floor with your head, neck, and back straight but not stiff. Its also helpful to wear comfortable clothing so youre no distracted.Try to put aside all thoughts of the past and the future and focus on the present.Become aware of your breath, attuning to the sensation of air moving in and out of your body as you breathe. Feel your belly rise and fall and the air enter your nostrils and leave your mouth. Pay attention to the way each breath changes and is different.Watch every thought come and go, whether it be a worry, fear, anxiety, or hope. When thoughts come up in your mind, dont ignore or suppress them. Simply note them, remain calm, and use your breathing as an anchor.If you find yourself getting carried away in your thoughts, observe where your mind went off to, without judgment, and just return to your breathing. Remember not to be hard on yourself if this happens.As the time comes to a close, sit for a minute or two, becoming aware of where you are. Get up gradually. Incorporating Mindfulness Into Your Daily Life Theres no law that says you must be sitting on a cushion in a quiet room to practice mindfulness, says Kate Hanley, author of A Year of Daily Calm. Mindfulness meditation is one technique, but everyday activities and tasks provide plenty of opportunities to practice. Here are Hanleys tips on cultivating mindfulness in your daily routine. Washing the Dishes Have you ever noticed how no one is trying to get your attention while youre doing the dishes? The combination of alone time and repetitive physical activity makes cleaning up after dinner a great time to try a little mindfulness. Savor the feeling of the warm water on your hands, the look of the bubbles, the sounds of the pans clunking on the bottom of the sink. Zen teacher Thich Nhat Hanh calls this exercise washing the dishes to wash the dishesâ€"not to get them over with so you can go watch TV. When you give yourself over to the experience, you get the mental refreshment and a clean kitchen. Brushing Your Teeth You cant go a day without brushing your teeth, making this task the perfect daily opportunity to practice mindfulness. Feel your feet on the floor, the brush in your hand, and your arm moving up and down. Driving Its easy to zone out while youre driving, thinking about what to have for dinner or what you forgot to do at work that day. Use your powers of mindfulness to keep your attention anchored to the inside of your car. Turn off the radioâ€"or put on something soothing, like classical musicâ€"imagine your spine growing tall, find the half-way point between relaxing your hands and gripping the wheel too tightly, and whenever you notice your mind wandering, bring your attention back to where you and your car are in space. Exercising Watching TV while running on the treadmill may make your workout go more quickly, but it wont do much to quiet your mind. Flex both your physical and mental muscles by turning off all screens and focusing on your breathing and where your feet are in space as you move. Preparing for Bedtime Instead of rushing through your evening routine and battling with your kids over bedtime, try to enjoy the experience. Get down to the same level as your kids, look in their eyes, listen more than you talk, and savor any snuggles. When you relax, they will too. A Word From Verywell Of course, life can get in the wayâ€"maybe your little one calls for help while youre washing the dishes or a tricky traffic situation means you have to be even more focused on the road. But taking advantage of daily opportunities when theyre available to you can help build a more consistent mindfulness practice. Even if youre not settling into a seated position for 30 minutes every day, just a few minutes of being present can reap significant benefits. Simple Meditation Techniques to Try

The Difference Between Avere and Tenere

Learning a new language is not only tough because there are thousands of new words to learn, but even tougher because those words often overlap in meaning. This is definitely the case with the two verbs in Italian - â€Å"tenere - to hold, to keep† and â€Å"avere - to have, to obtain, to hold†. What are the main differences? First, tenere is often understood as to keep or to hold, like to keep a window open, keep a secret or hold a baby. Avere is to understood as meaning, to have, in the sense of possession, like age, fear, or an iPhone. Second, tenere is used, more often in the south, particularly in Naples, in the place of avere, but grammatically, its incorrect. Meaning, even if you hear Tengo 27 anni or Tengo fame, its not grammatically correct. Here are some situations where choosing between avere and tenere might be tricky. Physical Possession 1.) To have/keep an item Ho una mela, ma voglio mangiare un’arancia. - I have an apple, but I want to eat an orange.Non ho una borsa che si abbina a/con questo vestito. - I don’t have a purse that matches this dress.Ho il nuovo iPhone. - I have a new iPhone. In the situation above, you couldnt use tenere as a substitute for avere. Tengo questo iPhone fino alluscita di quello nuovo. - Im keeping this iPhone until the new one comes out. 2.) To not have any money Non ho una lira. - I dont have any money. Here, you can use tenere, but avere is still preferred. Non tengo una lira. - I dont have any money. Non avere/tenere una lira is an expression that literally means, I dont have one lira. To Maintain a Situation 1.) Keep/have a secret È un segreto che tengo per Silvia, quindi non posso dirtelo. - Its a secret that Im keeping for Silvia, so I cant tell it to you. However, if you have a secret and youre not keeping a secret for anybody, you can just use avere. Ho un segreto. Ho un amante! - I have a secret. I have a lover! 2.) Have/keep in pockets Ha le mani in tasca. - He has his hands in his pockets. In this situation, both avere and tenere can be used. Tiene le mani in tasca. - He has (keeps) his hands in his pockets. 3.) Have/keep In mind Ti spiegherà ² quello che ho in mente. - Ill explain to you what I have in mind. In this context, avere and tenere can both be used although the sentence structure will change. Tieni in mente quello che ti ho detto ieri. – Keep in mind what I told you yesterday. To Hold Something 1.) Hold/have a baby in your arms Tiene in braccio un bimbo. Il bebà © ha sei mesi. - She is holding a baby in her arm. The baby is six months. In this situation, you can use avere interchangeably. Ha in braccio un bimbo. Il bebà © ha sei mesi. - She is holding a baby in her arm. The baby is six months. 2.) Have a bouquet of flowers Perchà © hai un mazzo di fiori? Hai molti spasimanti? - Why do you have a bouquet of flowers? Do you have a lot of admirers?Non posso rispondere perchà ¨ ho un mazzo di fiori in mano. - I can’t answer the phone because I’m holding a bouquet of flowers. Then, the person youre talking to might respond to you using the verb tenere. Rispondi, che te lo tengo io. - Answer, and I’ll hold it for you. 3.) Hold a bouquet with style La sposa tiene il bouquet con classe. - The bride holds the bouquet in her hands with style. In the example above, tenere is used to stress the way she holds the bouquet. To help make this easier, use tenere whenever you have something that youre physically holding in mano - in your hands or in braccio - in your arms. It can also be used in figurative expressions, as you saw tenere in mente, but since we would be likely to translate that as keep in mind, its easier to distinguish from avere. Avere, on the other hand, is used to talk about something you possess, either literally or figuratively. If you find yourself in conversation, and you cant think of which one is right to use, its best to ask yourself what the simplest meaning is.  For example, instead of saying, He had a change of heart, you can say, He changed his mind or â€Å"Ha cambiato idea†.

Why Car Interiors Get So Hot in Summer

Weve all heard the saying, If you cant take the heat, get out of the kitchen. But during summer, you could insert the word car  into that sentence just as easily. Why is it that your car feels like an oven, no matter if you park in the sun or shade? Blame the greenhouse effect.   A Mini Greenhouse Effect Yes, the same greenhouse effect that traps heat in the atmosphere and keeps our planet at a comfy temperature for us to live is also responsible for baking your car on warm days.  Your cars windshield not only allows you an unobstructed wide view while on the road, it also allows the sunlight an unobstructed pathway inside your cars interior. Just like , the suns shortwave radiation passes through a cars windows. These windows are only warmed a little, but the darker colored objects that the sunrays strike (like the dashboard, steering wheel, and seats) are heated immensely due to their lower albedo. These heated objects, in turn, heat the surrounding air by convection and conduction. According to a 2002 San Jose University study, temperatures in enclosed cars with a basic gray interior rise approximately 19 degrees F in 10 minutes time; 29 degrees in 20 minutes time; 34 degrees in half an hour; 43 degrees in 1 hour; and 50-55 degrees over a period of 2-4 hours.   The following table gives an idea of just how much above the outside air temperature ( °F)  your cars interior can heat up over certain periods of time.   Time Elapsed 70 F 75F 80F 85F 90F 95F 100F 10 minutes 89 94 99 104 109 114 119 20 minutes 99 104 109 114 119 124 129 30 minutes 104 109 114 119 124 129 134 40 minutes 108 113 118 123 128 133 138 60 minutes 111 118 123 128 133 138 143 1 hour 115 120 125 130 135 140 145 As you can see, even on a mild 75 degree day, the inside of  your car would warm to triple digit temperatures in just 20 minutes!  Ã‚   The table also reveals another eye-opening reality: that two-thirds of the temperature spike happens within the first 20 minutes! This is why drivers are urged not to leave children, the elderly, or pets in a parked car for any amount of time -- no matter how seemingly short -- because contrary to what youd think, the bulk of the temperature rise happens within those first few minutes.   Why Cracking the Windows is Useless If you think you can avoid the dangers of a hot car by cracking its windows, think again. According to the same San Jose University study, temperatures inside a car with its windows cracked down rise at a rate of 3.1  °F every 5 minutes, compared to 3.4  °F for closed windows. The   just isnt enough to significantly offset the .    Sunshades Offer Some Cooling Sunshades (shades that fit inside the windshield) are actually a better cooling method than cracking windows. They can reduce your cars temperature by as much as 15 degrees. For even more cooling action, spring for the  foil type since these actually reflect the suns heat back through the glass and away from the car. Why Hot Cars are a Hazard A stifling hot car isnt only uncomfortable, its also dangerous to your health. Just like overexposure to high air temperatures can cause heat illness such as heatstroke and hyperthermia, so can   but even faster since because they. this leads to hyperthermia and possibly death. Young children and infants, the elderly, and pets are most susceptible to heat illness because their bodies are less skilled at regulating temperature. (A childs body temperature warms 3 to 5 times faster than an adults.) Resources and links: NWS Heat Vehicle Safety: Children, Pets, and Seniors.   Heatstroke Deaths of Children in Vehicles. http://www.noheatstroke.org McLaren, Null, Quinn. Heat Stress from Enclosed Vehicles: Moderate Ambient Temperatures Cause Significant Temperature Rise in Enclosed Vehicles. Pediatrics Vol. 116 No. 1. July 2005.

Leadership Taxonomy Free Essays

Introduction There a numerous leadership theories that help manage a successful business. These theories include techniques that have been developed and constantly improving since 1888. Theorists such as Thomas Carlyle, Kurt Lewin, and James Kouze, have developed characteristics they believe will shape the leaders of tomorrow. We will write a custom essay sample on Leadership Taxonomy or any similar topic only for you Order Now These characteristics are structured together to create theories based on personality, relationships, and developmental styles. The following will provided an organized overview of ten theorists and the characteristics they believe to develop successful leaders. Theorist |Theory Title |Theory Characteristics |Year | |Thomas Carlyle |Great Man |â€Å"According to this theory, you’re either a natural born leader or |c. 1888 | | | |you’re not. The term â€Å"Great Man† was used because, at the time, | | | | |leadership was thought of primarily as a male quality, especially in | | | | |terms of military leadership. (About, 2011) | | | | | | | | | |The Great Man leadership theory became more prevalent during the 19th| | | | |century and was developed from the success of several famous leaders. | | | |A famous quote that sums up this theory is â€Å"great leaders are born, | | | | |not Made. † (Changing Minds, 2011) | | Cherry, K. (2011). The Great Man Theory of Leadership. In About. Retrieved October 2, 2011, from http://psychology. about. com/od/leadership/a/great-man-theory-of-leadership. htm Straker, D. (2011). Great Man Theory. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/theories/great_man_theory. htm |Gordon Allport |Personality Trait Theory |â€Å"The trait approach to personality is one of the major theoretical |c. 1936 | | | |areas in the study of personality. The trait theory suggests that | | | | |individual personalities are composed broad dispositions. (About, | | | | |2011) | | | | | | | | | |Allport discovered that there are more then 4,000 words to describe | | | | |personality traits. Allport categorized those traits into three | | | | |different levels, Cardinal, Central and Secondary traits. | | | | | | | | | |Cardinal traits were characterized as traits that dominate an | | | | |individual’s whole life. Central traits are general characteristics | | | | |of an individual personality that would affect their leadership | | | | |quality. â€Å"Terms such as intelligent, honest, shy and anxious are | | | | |considered central traits. (About, 2011) Secondary traits reefers | | | | |to attitudes or preferences that appear in certain situations or from| | | | |the result of a specific circumstance. | | Cherry, K. (2011). Trait Theory of Personality. In About. Retrieved October 2, 2011, from http://psychology. about. om/od/theoriesofpersonality/a/trait-theory. htm Cherry, K. (2011). Leadership Theories – 8 Major Leadership Theories. In About. Retrieved October 2, 2011, from http://psychology. about. com/od/leadership/p/leadtheories. htm |Kurt Lewin |Lewin’s leadership styles |Lewin’s developed three leadership styles, autocratic, democratic |c. 1939 | | | |style and Laissez-Faire style. | | | | | | | | |â€Å"In the autocratic style, the leader takes decisions without | | | | |consulting with others. The decision is made without any form of | | | | |consultation. In Lewin’s experiments, he found that this caused the | | | | |most level of discontent. † (Changing Minds, 2011) | | | | | | | | | |The autocratic style is used when the result from a decision would | | | | |not change if it had the input from others. | | | | | | | | |â€Å"In the democratic style, the leader involves the people in the | | | | |decision-making, although the process for the final decision may vary| | | | |from the leader having the final say to them facilitating consensus | | | | |in the group. (Changing Minds, 2011) | | | | | | | | | |The democratic style is a group decision making process. This style | | | | |usually opens it up for individuals to voice their opinions and can | | | | |create adversity and problems. | | | | | | | | |â€Å"The laissez-faire style is to minimize the leader’s involvement in | | | | |decision-making, and hence allowing people to make their own | | | | |decisions, although they may still be responsible for the outco me. | | | | |(Changing Minds, 2011) | | | | | | | | | |When individuals are motivated to make their own decisions and there | | | | |is no need for a central coordination, the laissez-faire style would | | | | |be best suited for that situation. | | | | | | | | | | | | Straker, D. (2011). Lewin’s leadership styles. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/styles/lewin_style. htm |F. E. Fiedler |Least Preferred Co-worker |â€Å"Leaders prioritize between task-focus and people-focus. |c. 1964 | | |(LPC) Theory |Relationships, power and task structure are the three key factors | | | | |that drive effective styles. † ( Changing Minds, 2011) | | | | | | | | | |Fiedler used a scoring system to be able to determine if that leader | | | | |would work with that person again. | | | | | | | | |â€Å"High LPC leaders tend to have close and positive relationships and | | | | |act in a supportive way, even prioritizing the relationship before | | | | |the task. Low LPC leaders put the task first and will turn to | | | | |relationships only when they are satisfied with how the work is | | | | |going. (Changing Minds, 2011) | | | | | | | | | |Three identifying factors | | | | | | | | | |Leader-Member Relations | | | | |Task structure | | | | |Leader’s Position-power | | Straker, D. (2011). . In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/theories/fiedler_lpc. htm Rensis Likert |Likerts leadership styles |Likerts four style of leadership were developed around decision |c. 1967 | | | |making and how much people are involved in the decision making | | | | |process. | | | | | | | | | |Likerts four styles are exploitive authoritative, benevolent | | | | |authoritative, consultative, and participative. | | | | | | | | |The Exploitive authoritative style is a style where the leader has | | | | |low- no concern on how their actions will psychologically affect | | | | |people. This style is based off of fear and threats in order to | | | | |accomplish the task at hand. | | | | | | | | | |The Benevolent authoritative style is a complete opposite of the | | | | |Exploitive authoritative style. This style involves higher ranked | | | | |leaders in an organization listening to the concerns of individuals | | | | |lower in the organization. | | | | | | | | | |The consultative theory is focused on still listening to the upward | | | | |flow of information, but generally decisions are still centrally | | | | |made. | | | | | | | | |The participative theory’s where leaders maximize methods to engage | | | | |with people lower down in the organization in the decision-making | | | | |process. | | | | | | | | | | | | Straker, D. (2011). Likert’s leadership styles. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/styles/likert_style. htm |D. J. Hickson |Strategic Contingencies |The strategic contingencies theory states that if a person does|c. 1971 | | |Theory |no they charisma but that person possesses the ability to solve| | | | |problems they still can be a effective leader. | | | | | | | | | |â€Å"The theory helps to objectify leadership techniques, as | | | | |opposed to relying on personalities. (Leadership-Central, | | | | |2011) | | | | | | | | | | | | Strategic Contingencies Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. com/strategic-contingencies-theory. html#axzz1ZeSf2sGc |Dr. Paul Hersey, |Situational Leadership |Hersey and Blanchard leadership model was developed into four styles|c. 972 | |Ken Blanchard |Model |(S1 to S4) to match the employee development level (D1 to D4). | | | | | | | | | |â€Å"Leaders should adapt their style to follower development style (or | | | | |’maturity’), based on how ready and willing the follower is to | | | | |perform required tasks (that is, their competence and motivation). | | | | |(Straker, 2011) | | | | | | | | | | | | | | |Style one is Telling/Directing which is designed for an employee at | | | | |a D1 level. This employee is a t a low competence, low commitment | | | | |level to the company. | | | | | | | | |Style two is Selling/ Coaching which is designed for a employee at a| | | | |D 2 level. This employee has some competence and a variable | | | | |commitment to his/her position. | | | | | | | | | |Style three is Participating/ Supporting which is designed for an | | | | |employee at a D3 level. This employee has high competence but still | | | | |a variable commitment to his/her position and the company. | | | | | | | | | |Style four is Delegating/ Observing which is designed for a employee| | | | |at D 4. This employee with have a high competence and a high | | | | |commitment to the company. | | | | | | | | | | | | | |At level S1 the leader is high task focus and not real focus on the | | | | |relationship. As you reach a S4 the leader has a low task focus and | | | | |a low relationship focus. At S3 that is where the leader builds a | | | | |strong relationship to develop that employee into a D4. | | | | | | Straker, D. (2011). Hersey and Blanchard’s Situational Leadership. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/styles/situational_leadership_hersey_blanchard. htm Situational Leadership- About us (2011). In Situational Leadership. Retrieved October 2, 2011, from http://www. situational. com/about-us/ |Dansereau, Graen, |Leader-member Exchange (LMX)|â€Å"How a leader maintains leadership through working with her or |c. 1975 | |and Haga |his supporters, those entrusted with responsibility and advisers | | | | |defines the Leader-member Exchange theory as a method for | | | | |exerting and maintaining leadership. † (Leadership-Central, 2011) | | | | | | | | | |LMX is a intuitive theory and would be more expected from a | | | | |leader-group structure. LMX uses three stages of development. | | | | | | | | |Organizational Stage | | | | |Role Development | | | | |Leader-led relationship | | | | | | | | | |Leaders in this theory can range from a person leading a small | | | | |discussion group or a supervisor of a work crew to heads of | | | | |countries or empires. â€Å"The more complex the task and | | | | |organization, the more factors enter into the organizational | | | | |dynamics. † (Leadership-Central, 2011) | | | | | | | Leader-Member Exchange Theory â€⠀œ LMX (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. om/leader-member-exchange. html#axzz1ZeSf2sGc |James MacGregor |Burns Transformational |â€Å"Burns Transformational leadership Theory, in other words, |c. 1978 | |Burns |Leadership Theory |Burns focuses upon motivations and values in assessing how a | | | | |leader approaches power. This aspect of having that basic | | | | |ethical system sets leaders apart from those merely aspiring to| | | | |power. (Leadership-Central, 2011) | | | | | | | | | |Burns theory appeals to those interested in developing social | | | | |values and individual purpose. Burns theory asks a fundamental | | | | |question of what the ultimate goal of leadership is and why one| | | | |should be a leader. | | | | | | Burns Transformational Leadership Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. com/burns-transformational-leadership-theory. html#axzz1Z eSf2sGc |Bass, B. M. |Transformational Leadership |‘Bass defined transformational leadership in terms of how the |c. 1985 | | |Theory |leader affects followers, who are intended to trust, admire and | | | | |respect the transformational leader. (Straker, 2011) | | | | | | | | | |Bass described three ways which leaders can transform their | | | | |followers. | | | | |Easing their awareness of task importance and value. | | | | |Getting them to focus first on team or organizational goals, rather| | | | |than their own interests. | | | | |Activating their higher-order needs. | | | | | | | | | | | | | | | | | | | | | Bass Transformational Leadership Theory (2011). In Leadership-Centeral. Retrieved October 2, 2011, from http://www. leadership-central. com/bass-transformational-leadership-theory. html#axzz1ZeSf2sGc Straker, D. (2011). Bass’ Transformational Leadership Theory. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/theories/bass_transformational. htm |James Kouze and |Leadership Participation |â€Å"Specific factors are listed in a checklist form that |c. 1987 | |Barry Posner |Inventory |organizers can use to assess a group’s affinity to a leader. | | | | |While they are subjective, they are better than nothing and can| | | | |help in a focus on organizational problems. † | | | |(Leadership-Central, 2011) | | | | | | | | | |Five characterizes for successful leadership | | | | | | | | | |1. Role Model | | | | |2. Inspiration: | | | | |3. Facing Adversity | | | | |4. Empowerment | | | | |5. Generates Enthusiasm | | | | | | | | | | | | | | | | | | | | | | Leadership Participation Inventory (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. com/leadership-participation-inventory. html#axzz1ZeSf2sGc How to cite Leadership Taxonomy, Papers

Leadership Taxonomy Free Essays

Introduction There a numerous leadership theories that help manage a successful business. These theories include techniques that have been developed and constantly improving since 1888. Theorists such as Thomas Carlyle, Kurt Lewin, and James Kouze, have developed characteristics they believe will shape the leaders of tomorrow. We will write a custom essay sample on Leadership Taxonomy or any similar topic only for you Order Now These characteristics are structured together to create theories based on personality, relationships, and developmental styles. The following will provided an organized overview of ten theorists and the characteristics they believe to develop successful leaders. Theorist |Theory Title |Theory Characteristics |Year | |Thomas Carlyle |Great Man |â€Å"According to this theory, you’re either a natural born leader or |c. 1888 | | | |you’re not. The term â€Å"Great Man† was used because, at the time, | | | | |leadership was thought of primarily as a male quality, especially in | | | | |terms of military leadership. (About, 2011) | | | | | | | | | |The Great Man leadership theory became more prevalent during the 19th| | | | |century and was developed from the success of several famous leaders. | | | |A famous quote that sums up this theory is â€Å"great leaders are born, | | | | |not Made. † (Changing Minds, 2011) | | Cherry, K. (2011). The Great Man Theory of Leadership. In About. Retrieved October 2, 2011, from http://psychology. about. com/od/leadership/a/great-man-theory-of-leadership. htm Straker, D. (2011). Great Man Theory. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/theories/great_man_theory. htm |Gordon Allport |Personality Trait Theory |â€Å"The trait approach to personality is one of the major theoretical |c. 1936 | | | |areas in the study of personality. The trait theory suggests that | | | | |individual personalities are composed broad dispositions. (About, | | | | |2011) | | | | | | | | | |Allport discovered that there are more then 4,000 words to describe | | | | |personality traits. Allport categorized those traits into three | | | | |different levels, Cardinal, Central and Secondary traits. | | | | | | | | | |Cardinal traits were characterized as traits that dominate an | | | | |individual’s whole life. Central traits are general characteristics | | | | |of an individual personality that would affect their leadership | | | | |quality. â€Å"Terms such as intelligent, honest, shy and anxious are | | | | |considered central traits. (About, 2011) Secondary traits reefers | | | | |to attitudes or preferences that appear in certain situations or from| | | | |the result of a specific circumstance. | | Cherry, K. (2011). Trait Theory of Personality. In About. Retrieved October 2, 2011, from http://psychology. about. om/od/theoriesofpersonality/a/trait-theory. htm Cherry, K. (2011). Leadership Theories – 8 Major Leadership Theories. In About. Retrieved October 2, 2011, from http://psychology. about. com/od/leadership/p/leadtheories. htm |Kurt Lewin |Lewin’s leadership styles |Lewin’s developed three leadership styles, autocratic, democratic |c. 1939 | | | |style and Laissez-Faire style. | | | | | | | | |â€Å"In the autocratic style, the leader takes decisions without | | | | |consulting with others. The decision is made without any form of | | | | |consultation. In Lewin’s experiments, he found that this caused the | | | | |most level of discontent. † (Changing Minds, 2011) | | | | | | | | | |The autocratic style is used when the result from a decision would | | | | |not change if it had the input from others. | | | | | | | | |â€Å"In the democratic style, the leader involves the people in the | | | | |decision-making, although the process for the final decision may vary| | | | |from the leader having the final say to them facilitating consensus | | | | |in the group. (Changing Minds, 2011) | | | | | | | | | |The democratic style is a group decision making process. This style | | | | |usually opens it up for individuals to voice their opinions and can | | | | |create adversity and problems. | | | | | | | | |â€Å"The laissez-faire style is to minimize the leader’s involvement in | | | | |decision-making, and hence allowing people to make their own | | | | |decisions, although they may still be responsible for the outco me. | | | | |(Changing Minds, 2011) | | | | | | | | | |When individuals are motivated to make their own decisions and there | | | | |is no need for a central coordination, the laissez-faire style would | | | | |be best suited for that situation. | | | | | | | | | | | | Straker, D. (2011). Lewin’s leadership styles. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/styles/lewin_style. htm |F. E. Fiedler |Least Preferred Co-worker |â€Å"Leaders prioritize between task-focus and people-focus. |c. 1964 | | |(LPC) Theory |Relationships, power and task structure are the three key factors | | | | |that drive effective styles. † ( Changing Minds, 2011) | | | | | | | | | |Fiedler used a scoring system to be able to determine if that leader | | | | |would work with that person again. | | | | | | | | |â€Å"High LPC leaders tend to have close and positive relationships and | | | | |act in a supportive way, even prioritizing the relationship before | | | | |the task. Low LPC leaders put the task first and will turn to | | | | |relationships only when they are satisfied with how the work is | | | | |going. (Changing Minds, 2011) | | | | | | | | | |Three identifying factors | | | | | | | | | |Leader-Member Relations | | | | |Task structure | | | | |Leader’s Position-power | | Straker, D. (2011). . In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/theories/fiedler_lpc. htm Rensis Likert |Likerts leadership styles |Likerts four style of leadership were developed around decision |c. 1967 | | | |making and how much people are involved in the decision making | | | | |process. | | | | | | | | | |Likerts four styles are exploitive authoritative, benevolent | | | | |authoritative, consultative, and participative. | | | | | | | | |The Exploitive authoritative style is a style where the leader has | | | | |low- no concern on how their actions will psychologically affect | | | | |people. This style is based off of fear and threats in order to | | | | |accomplish the task at hand. | | | | | | | | | |The Benevolent authoritative style is a complete opposite of the | | | | |Exploitive authoritative style. This style involves higher ranked | | | | |leaders in an organization listening to the concerns of individuals | | | | |lower in the organization. | | | | | | | | | |The consultative theory is focused on still listening to the upward | | | | |flow of information, but generally decisions are still centrally | | | | |made. | | | | | | | | |The participative theory’s where leaders maximize methods to engage | | | | |with people lower down in the organization in the decision-making | | | | |process. | | | | | | | | | | | | Straker, D. (2011). Likert’s leadership styles. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/styles/likert_style. htm |D. J. Hickson |Strategic Contingencies |The strategic contingencies theory states that if a person does|c. 1971 | | |Theory |no they charisma but that person possesses the ability to solve| | | | |problems they still can be a effective leader. | | | | | | | | | |â€Å"The theory helps to objectify leadership techniques, as | | | | |opposed to relying on personalities. (Leadership-Central, | | | | |2011) | | | | | | | | | | | | Strategic Contingencies Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. com/strategic-contingencies-theory. html#axzz1ZeSf2sGc |Dr. Paul Hersey, |Situational Leadership |Hersey and Blanchard leadership model was developed into four styles|c. 972 | |Ken Blanchard |Model |(S1 to S4) to match the employee development level (D1 to D4). | | | | | | | | | |â€Å"Leaders should adapt their style to follower development style (or | | | | |’maturity’), based on how ready and willing the follower is to | | | | |perform required tasks (that is, their competence and motivation). | | | | |(Straker, 2011) | | | | | | | | | | | | | | |Style one is Telling/Directing which is designed for an employee at | | | | |a D1 level. This employee is a t a low competence, low commitment | | | | |level to the company. | | | | | | | | |Style two is Selling/ Coaching which is designed for a employee at a| | | | |D 2 level. This employee has some competence and a variable | | | | |commitment to his/her position. | | | | | | | | | |Style three is Participating/ Supporting which is designed for an | | | | |employee at a D3 level. This employee has high competence but still | | | | |a variable commitment to his/her position and the company. | | | | | | | | | |Style four is Delegating/ Observing which is designed for a employee| | | | |at D 4. This employee with have a high competence and a high | | | | |commitment to the company. | | | | | | | | | | | | | |At level S1 the leader is high task focus and not real focus on the | | | | |relationship. As you reach a S4 the leader has a low task focus and | | | | |a low relationship focus. At S3 that is where the leader builds a | | | | |strong relationship to develop that employee into a D4. | | | | | | Straker, D. (2011). Hersey and Blanchard’s Situational Leadership. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/styles/situational_leadership_hersey_blanchard. htm Situational Leadership- About us (2011). In Situational Leadership. Retrieved October 2, 2011, from http://www. situational. com/about-us/ |Dansereau, Graen, |Leader-member Exchange (LMX)|â€Å"How a leader maintains leadership through working with her or |c. 1975 | |and Haga |his supporters, those entrusted with responsibility and advisers | | | | |defines the Leader-member Exchange theory as a method for | | | | |exerting and maintaining leadership. † (Leadership-Central, 2011) | | | | | | | | | |LMX is a intuitive theory and would be more expected from a | | | | |leader-group structure. LMX uses three stages of development. | | | | | | | | |Organizational Stage | | | | |Role Development | | | | |Leader-led relationship | | | | | | | | | |Leaders in this theory can range from a person leading a small | | | | |discussion group or a supervisor of a work crew to heads of | | | | |countries or empires. â€Å"The more complex the task and | | | | |organization, the more factors enter into the organizational | | | | |dynamics. † (Leadership-Central, 2011) | | | | | | | Leader-Member Exchange Theory â€⠀œ LMX (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. om/leader-member-exchange. html#axzz1ZeSf2sGc |James MacGregor |Burns Transformational |â€Å"Burns Transformational leadership Theory, in other words, |c. 1978 | |Burns |Leadership Theory |Burns focuses upon motivations and values in assessing how a | | | | |leader approaches power. This aspect of having that basic | | | | |ethical system sets leaders apart from those merely aspiring to| | | | |power. (Leadership-Central, 2011) | | | | | | | | | |Burns theory appeals to those interested in developing social | | | | |values and individual purpose. Burns theory asks a fundamental | | | | |question of what the ultimate goal of leadership is and why one| | | | |should be a leader. | | | | | | Burns Transformational Leadership Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. com/burns-transformational-leadership-theory. html#axzz1Z eSf2sGc |Bass, B. M. |Transformational Leadership |‘Bass defined transformational leadership in terms of how the |c. 1985 | | |Theory |leader affects followers, who are intended to trust, admire and | | | | |respect the transformational leader. (Straker, 2011) | | | | | | | | | |Bass described three ways which leaders can transform their | | | | |followers. | | | | |Easing their awareness of task importance and value. | | | | |Getting them to focus first on team or organizational goals, rather| | | | |than their own interests. | | | | |Activating their higher-order needs. | | | | | | | | | | | | | | | | | | | | | Bass Transformational Leadership Theory (2011). In Leadership-Centeral. Retrieved October 2, 2011, from http://www. leadership-central. com/bass-transformational-leadership-theory. html#axzz1ZeSf2sGc Straker, D. (2011). Bass’ Transformational Leadership Theory. In Changing Minds. Retrieved October 2, 2011, from http://changingminds. org/disciplines/leadership/theories/bass_transformational. htm |James Kouze and |Leadership Participation |â€Å"Specific factors are listed in a checklist form that |c. 1987 | |Barry Posner |Inventory |organizers can use to assess a group’s affinity to a leader. | | | | |While they are subjective, they are better than nothing and can| | | | |help in a focus on organizational problems. † | | | |(Leadership-Central, 2011) | | | | | | | | | |Five characterizes for successful leadership | | | | | | | | | |1. Role Model | | | | |2. Inspiration: | | | | |3. Facing Adversity | | | | |4. Empowerment | | | | |5. Generates Enthusiasm | | | | | | | | | | | | | | | | | | | | | | Leadership Participation Inventory (2011). In Leadership-central. Retrieved October 2, 2011, from http://www. leadership-central. com/leadership-participation-inventory. html#axzz1ZeSf2sGc How to cite Leadership Taxonomy, Papers

Leadership Change Management Is Organized †Myassignmenthelp.Com

Question: Discuss About The Leadership Change Management Is Organized? Answer: Introducation According to Hayes (2014), change management is an organized way to deal with progressing people, groups, and associations from a present state to a coveted future state, to satisfy or execute a dream and methodology. It is an authoritative procedure went for engaging representatives to acknowledge and grasp changes in their present condition. There are a few unique streams of belief, which have molded the act of change management. Change management is the formal procedure for hierarchical change, including an orderly approach and use of learning. Change management implies characterizing and receiving corporate methodologies, structures, systems, and innovations to manage change coming from inward and outside conditions. Change management is a basic piece of any venture that leads, oversees, and empowers individuals to acknowledge new procedures, advances, frameworks, structures, and qualities. It is the arrangement of exercises that enables individuals to progress from their present method for attempting to the coveted method for working. A change exertion or activity must begin with a dream. Regardless of whether change is incited by outer (political, monetary, social or technological) or interior variables (policy, frameworks or structure), making a dream will clear up the heading for the change. Moreover, the vision will help in rousing those that are affected to make a move the correct way (K. Vora, 2013). Leadership and change management: According to Burke (2017), leader implies somebody who has the leadership and power to control a gathering of individuals and get it sorted out for a specific assignment or objective. Leader has an unmistakable vision for the welfare of his association and improvement of his association. Administration is that nature of leader by which he drives the group or his gathering. Leadership has six essential identity qualities named as; self-assurance, aspiration, drive and perseverance, authenticity, mental transparency, craving for learning, inventiveness, decency and devotion. To include different individuals from group in basic leadership is additionally the piece of administration. Hornstein (2015) shows three establishment attributes for a man to be in an influential position in the advanced associations and they are of a designer, an instructor, and a steward. These three qualities help with illuminating mission, vision and qualities; distinguishing procedures, structure and strategies; creating productive learning forms; and encouraging subordinates to build up their mental model persistently and think methodically. For a compelling change, several researches have uncovered that charismatic leadership and trust in top administration both are essential. They are firmly related with change executing conduct, observing of anticipators, administration level, and division association. As indicated by Bolman Deal (2017), the leader, as a man, is the most critical device for change. The leader's soul, knowledge, insight, empathy, qualities, and learning aptitudes are immeasurably imperative features in the abilities to lead others to grasp change and upgrade. The leader who prompts change inside a firm is regularly subject to rough idea. It is the leaderships conduct that rolls out the improvement circumstances more compelling. Because of the present financial condition for fruitful authoritative improvement, the key characterized by Gollenia (2016) is epitomized in the administrative leaders' states of mind, and the equivalent considerations and sentiments imparted to the world, both inside and outsi de of their associations. Role of management in implementing change: According to Goetsch Davis (2014), management is responsible for distinguishing inclines in the full scale condition and additionally in the microenvironment in order to have the capacity to recognize changes and start programs. It is likewise essential to evaluate what affect a change will probably have on behavior of the employees, work forms, innovative necessities, and inspiration. Management must survey what employees responses will be and create a change program that will offer help as specialists experience the way toward accepting change. The program should then be actualized, spread all through the association, observed for adequacy, and balanced where essential. Associations exist inside a dynamic domain that is liable to change because of the effect of different change "triggers, for example, advancing technologies. To keep on operations adequately inside this natural turbulence, associations must have the capacity to change themselves because of inside and outside initia ted change. In any case, change will likewise affect upon the people inside the association. Viable change management requires a comprehension of the conceivable impacts of the changes upon individuals and the ways to oversee potential wellsprings of imperviousness to that change. Change can be said to happen where there is an imbalance between the present state and the environment. Lewinss change management model: The idea of change management is well-known in many associations today yet how they oversee change (and how fruitful they are) fluctuates massively relying upon the idea of the business, the change and the general population included. According to Gollenia (2016), associations that handle change well seem to flourish, while those that don't may battle to survive. A key piece of this relies upon how far individuals inside the association comprehend and manage the change management. One of the foundation models for understanding authoritative change was produced by Kurt Lewin in the 1950s, is as yet utilized today. His model is a simple and straightforward structure for overseeing change known as Unfreeze Change Refreeze. Lewin clarified hierarchical change utilizing the similarity of changing the state of a square of ice, i.e. unfreezing an expansive solid shape of ice to transform it and change it into a cone of ice. By perceiving these three unmistakable phases of progress, one ca n plan to actualize the change required. One begins by making the inspiration to change (unfreeze) as it is important to change existing mentalities towards working practices and set up the ground. Correspondence about the proposed change is important at this stage if individuals are to comprehend and bolster it. One travels through the change procedure by advancing successful correspondences and enabling individuals to grasp better approaches for working and learn new esteems, states of mind and practices. Issues are distinguished and activity designs are created to empower execution. Greatest adaptability is required in the arranging and execution of the change (Matos Marques Simoes, Esposito, 2014). The procedure closes when the association comes back to a feeling of steadiness (refreeze) and the advantages of the change are acknowledged, which is vital for making the certainty from which to leave on the next unavoidable change. Acclaim, rewards and other fortification by manage rs are required on an individual level and more successful execution at an authoritative level. Not until the point that the change has turned out to be consolidated into the way of life would it be able to be said to be solidified. Figure: Lewins Framework for change (Source: Hayes, 2014) Kotters change model: Kotter believed that it is essential to go through several steps in order to successfully implement changes within an organization. The first step involves creating a sense of urgency. According to him, for a change to be successful, more than 75 percent of the management of the company must feel the need and urgency of the change. The change must be implemented as soon as it is identified as any delay in implementing change might lead to losses and inefficiency of the organizations. The second step involves creating a guiding coalition. This step mentions that it is necessary to involve the organizational people in order to successfully implement the change because the senior management and executives can not alone implement the change. The senior authorities are required to guide the employees of the organization and help them to adapt with the changes. The third step involves developing a vision and strategy. It is necessary to develop a proper strategy and vision (Van der Voet, 2 014). The change manager is responsible for developing appropriate strategies that will guide the change process. They are required to involve all the key stakeholders in the change management process. The fourth step is conveying the change vision. It is very necessary to communicate the changes that are to be implemented within an organization that shall affect the key stakeholders. Change can not be implemented successfully by mere planning the change instead, it is necessary to convey the changes to the related stakeholders so that they can prepare themselves for the changes to be implemented within the organization. The fifth step involves empowering employees. In this step, the change is not only conveyed to the related stakeholders but also they are allowed to come up with their thoughts, fears and ideas regarding the change. It is essential to involve the people who shall be affected due to the changes so that there is no resistance and the change is implemented without any hurdles (Pollack Pollack, 2015). The sixth step involves generating short- term wins. Maintaining momentum is essential for the successful implementation of change. Short- term wins is one of the strategies that help in the successful implementation of changes by achieving early success. The seventh step involves consolidating gains. In this step the short- term wins shall have a positive impact on the related people and they shall be encouraged to further implement the change in order to obtain long- term gains. The eighth step involves anchoring new approaches in the culture (Fullan, 2014). The organizations must be constantly involved in developing new approaches that help in the organizational development because the approaches that have been successful in the past might not be successful in the future. Therefore, the organizations must be creative and innovative and come up with a new approach when the previous approaches seem to be of no use. Change management in Nestle: Nestle is a Swiss multinational company that is involved in production of transnational food and drink. The company produces dairy products, confectionaries, coffee, tea, snacks and several other food and drinks items. The company is ranked among the top 100 companies in the world (https://www.nestle.com/). However, the company faced several issues in its pyramidal model that required several changes. Several changes were required to be implemented in the organizational structure in order to keep it functioning effectively. The company moved towards becoming a non-pyramidal association that empowers a system culture implied that Nestl needed to decrease its various hierarchical levels. In 2002, the company began to survey its overall association, with the motivation behind building a coordinated and adaptable authoritative structure, while keeping up its development. Inspiring administration Nestle needed to change the way directors wanted commitments from their staff. Obviously, in the event that they needed greater arrangement, knowledge, collaboration, and activity, it would need to begin with an adjustment in the way supervisors drove their kin. Two projects were created to address this issue: The Nestle Leadership Program and the Develop People activity (https://www.nestle.com/). According to the Nestle Leadership Program, the company needed both leaders and managers. Nestle built up this program around four principle convictions. In a progressive association authority change should begin with the top line. Authority abilities could be enhanced just if chiefs acknowledged that they could enhance and in this way it should have been a self-advancement program, not an appraisal apparatus. Both direct administration inclusion and any connection with pay were disposed of. Thusly, it must be keep running with an outside association, generally administrators may not concede that they can make strides. Besides, they could feel that their conceivable shortcomings would not conflict with them as far as reward. The program ought to be founded on real criticism from every administrator's associates that involved companions, bosses and subordinates. This input, additionally gathered by the outside association and incorporated the individual himself/herself, was the most imperative piece of the program. Results were given to the administrators by proficient mentors and full privacy was guaranteed. Around 450 administrators went to in the vicinity of 2003 and 2006. Besides, Nestle broadened the program and moved it out to another 4,000 center supervisors beginning mid 2006 (https://www.nestle.com/). Nestle utilized a similar association to convey this decentralized program. It had a universal system with three focuses: Singapore, Miami and London. Extraordinary care was taken to guarantee that the decentralized program had an indistinguishable attributes from the best line program and that it was of a similar quality. In 2006 alone somewhere in the range of 1,200 members went to at a cost of about $25 million (https://www.nestle.com/). The Leadership Program did a ton to advance "Nestle on the Move" amid the program. Top officials were as one with the more youthful era, which extraordinarily helped the difference in mindset. This change helped in the further development of the organization. References: Bolman, L. G., Deal, T. E. (2017).Reframing organizations: Artistry, choice, and leadership. John Wiley Sons. Burke, W. W. (2017).Organization change: Theory and practice. Sage Publications. 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. Fullan, M. (2014).Leading in a culture of change personal action guide and workbook. John Wiley Sons. Goetsch, D. L., Davis, S. B. (2014).Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Gollenia, L. A. (2016).Business transformation management methodology. Routledge. Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan. Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity.International Journal of Project Management,33(2), 291-298. Vora, M. (2013). Business excellence through sustainable change management.The TQM Journal,25(6), 625-640. Matos Marques Simoes, P., Esposito, M. (2014). Improving change management: How communication nature influences resistance to change.Journal of Management Development,33(4), 324-341. Nestle.com. Retrieved 18 August 2017, from https://www.nestle.com/ 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), 51-66. Van der Voet, J. (2014). The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure.European Management Journal,32(3), 373-382.

Industrial Engineering Technicians Essays - Manufacturing

Industrial Engineering Technicians Industrial Engineering Technicians Marc Yops For the subject of my research paper I chose the occupation of Industrial Engineering Technology. This job is very similar to one I might have since my major might be Industrial Technology. The industrial field is one that I am very interested in and offers many different jobs to choose from. A few of the jobs included in the industrial field are; Industrial Engineer, Mechanical Engineer, Industrial Distributor (sales), and various management positions. All of these are demanding and important careers, without such professionals businesses would be unable to produce products necessary for the survival of both the company and the economy. The industrial field is therefore a promising one because of its constant need for someone to fill the jobs it includes. Industrial engineering technologists must be able to do many things. I will list a few of the requirements of an industrial engineering technologist in the rest of this paragraph. Industrial engineering technicians use the principles and theories of science, engineering, and mathematics to solve problems in research and development, manufacturing, sales, construction, and customer service. Many engineering technicians assist engineers and scientists, in research and development. Others work in production or inspection jobs. Industrial engineering technicians study the efficient use of personnel, materials, and machines in factories, stores, repair shops, and offices. They also prepare layouts of machinery and equipment, plan the flow of work, make statistical studies, and analyze production costs. Those in research and development build or set up equipment, prepare and conduct experiments, calculate and record results, and assist engineers in other ways. Those in manufacturing prepare specifications for materials, devise or run tests to ensure product quality, or study ways to improve efficiency. Industrial engineering technicians generally work for manufacturing companies and do most of their work with; electrical and electronic machinery and equipment, transportation equipment, and industrial machinery equipment. Industrial technicians must be able to work with charts , blueprints, layouts, graphs, diagrams and statistics. My uncle Jim has a job very similar to that of an Industrial Engineering Technologist. Jim works for a company named AMP Incorporated which is located in Winston Salem, North Carolina. Jim has been working at AMP for about four years and is the group leader of the second shift production team. Jim's job is to make sure that production in the plant runs smoothly, to repair machines, and to make sure that the other workers are doing what is needed. Jim has been promoted several times within the past few years and was originally hired by AMP as a temporary worker doing hand assembly. Jim went to Forsyth technical college and majored in Manufacturing Engineering Technology, which is a two year major. He went back to school shortly after he first began working for AMP. Jim said that he loves his job at AMP and enjoys the type of work that he is doing. He also told me that all of his co-workers are treated as equals and that they all work as a team. Each shift works in teams with each person being responsible for something. The MET major that Jim took is very similar to my major of Industrial Technology. Both of these majors deal with manufacturing and industrial sciences, and it is very possible that after graduating I will have a job very similar to my uncle's. The job my uncle has is one that requires the understanding of materials and processing. This type of knowledge is provided in an Industrial Technology major. Jim told me that the company is very good to its employees and supports an open door policy throughout the different levels of management. He seemed pleased with the benefits and medical coverage AMP provided, which to me seemed excellent. The workers at the plant seemed to work well together from what I saw during my visit. Each employee has their own station and specific jobs that they are required to do. The plant produces mostly electrical connectors used primarily in telephone applications, although other work is done in the plant and other AMP facilities. The parts that are produced are made of plastics, specially treated metals, and various other chemicals and laminar composites. Jim told me that the plant produces almost a billion of the more basic styles of connectors in a year. The plant was very impressive and seemed to go on forever in each direction. I felt as if anything could be made there because of all the technical equipment I saw. One of the companies I was able to learn about during career day was Milliken & Company. Milliken is

Full Text of General Act of the Berlin Conference on West Africa

Full Text of General Act of the Berlin Conference on West Africa Signed by the representatives of the United Kingdom, France, Germany, Austria, Belgium, Denmark, Spain, the United States of America, Italy, the Netherlands, Portugal, Russia, Sweden-Norway, and Turkey (Ottoman Empire). (Printable version  of this text) GENERAL ACT OF THE CONFERENCE AT BERLIN OF THE PLENIPOTENTIARIES OF GREAT BRITAIN, AUSTRIA-HUNGARY, BELGIUM, DENMARK, FRANCE, GERMANY, ITALY, THE NETHERLANDS, PORTUGAL, RUSSIA, SPAIN, SWEDEN AND NORWAY, TURKEY AND THE UNITED STATES RESPECTING: (1) FREEDOM OF TRADE IN THE BASIN OF THE CONGO; (2) THE SLAVE TRADE; (3) NEUTRALITY OF THE TERRITORIES IN THE BASIN OF THE CONGO; (4) NAVIGATION OF THE CONGO; (5) NAVIGATION OF THE NIGER; AND (6) RULES FOR FUTURE OCCUPATION ON THE COAST OF THE AFRICAN CONTINENT In the Name of God Almighty. Her Majesty the Queen of the United Kingdom of Great Britain and Ireland, Empress of India; His Majesty the German Emperor, King of Prussia; His Majesty the Emperor of Austria, King of Bohemia, etc, and Apostolic King of Hungary; His Majesty the King of the Belgians; His Majesty the King of Denmark; His Majesty the King of Spain; the President of the United States of America; the President of the French Republic; His Majesty the King of Italy; His Majesty the King of the Netherlands, Grand Duke of Luxemburg, etc; His Majesty the King of Portugal and the Algarves, etc; His Majesty the Emperor of all the Russias; His Majesty the King of Sweden and Norway, etc; and His Majesty the Emperor of the Ottomans, WISHING, in a spirit of good and mutual accord, to regulate the conditions most favourable to the development of trade and civilization in certain regions of Africa, and to assure to all nations the advantages of free navigation on the two chief rivers of Africa flowing into the Atlantic Ocean; BEING DESIROUS, on the other hand, to obviate the misunderstanding and disputes which might in future arise from new acts of occupation (prises de possession) on the coast of Africa; and concerned, at the same time, as to the means of furthering the moral and material well-being of the native populations; HAVE RESOLVED, on the invitation addressed to them by the Imperial Government of Germany, in agreement with the Government of the French Republic, to meet for those purposes in Conference at Berlin, and have appointed as their Plenipotentiaries, to wit: [Names of plenipotentiaries included here.] Who, being provided with full powers, which have been found in good and due form, have successively discussed and adopted: 1. A Declaration relative to freedom of trade in the basin of the Congo, its embouchures and circumjacent regions, with other provisions connected therewith. 2. A Declaration relative to the slave trade, and the operations by sea or land which furnish slaves to that trade. 3. A Declaration relative to the neutrality of the territories comprised in the Conventional basin of the Congo. 4. An Act of Navigation for the Congo, which, while having regard to local circumstances, extends to this river, its affluents, and the waters in its system (eaux qui leur sont assimilà ©es), the general principles enunciated in Articles 58 and 66 of the Final Act of the Congress of Vienna, and intended to regulate, as between the Signatory Powers of that Act, the free navigation of the waterways separating or traversing several States - these said principles having since then been applied by agreement to certain rivers of Europe and America, but especially to the Danube, with the modifications stipulated by the Treaties of Paris (1856), of Berlin (1878), and of London (1871 and 1883). 5. An Act of Navigation for the Niger, which, while likewise having regard to local circumstances, extends to this river and its affluents the same principles as set forth in Articles 58 and 66 of the Final Act of the Congress of Vienna. 6. A Declaration introducing into international relations certain uniform rules with reference to future occupations on the coast of the African Continent. And deeming it expedient that all these several documents should be combined in one single instrument, they (the Signatory Powers) have collected them into one General Act, composed of the following Articles: CHAPTER I DECLARATION RELATIVE TO FREEDOM OF TRADE IN THE BASIN OF THE CONGO, ITS MOUTHS AND CIRCUMJACENT REGIONS, WITH OTHER PROVISIONS CONNECTED THEREWITH Article 1 The trade of all nations shall enjoy complete freedom- 1. In all the regions forming the basin of the Congo and its outlets. This basin is bounded by the watersheds (or mountain ridges) of the adjacent basins, namely, in particular, those of the Niari, the Ogowà ©, the Schari, and the Nile, on the north; by the eastern watershed line of the affluents of Lake Tanganyika on the east; and by the watersheds of the basins of the Zambesi and the Logà © on the south. It therefore comprises all the regions watered by the Congo and its affluents, including Lake Tanganyika, with its eastern tributaries. 2. In the maritime zone extending along the Atlantic Ocean from the parallel situated in 2 º30 of south latitude to the mouth of the Logà ©. The northern boundary will follow the parallel situated in 2 º30 from the coast to the point where it meets the geographical basin of the Congo, avoiding the basin of the Ogowà ©, to which the provisions of the present Act do not apply. The southern boundary will follow the course of the Logà © to its source, and thence pass eastwards till it joins the geographical basin of the Congo. 3. In the zone stretching eastwards from the Congo Basin, as above defined, to the Indian Ocean from 5 degrees of north latitude to the mouth of the Zambesi in the south, from which point the line of demarcation will ascend the Zambesi to 5 miles above its confluence with the Shirà ©, and then follow the watershed between the affluents of Lake Nyassa and those of the Zambesi, till at last it reaches the watershed between the waters of the Zambesi and the Congo. It is expressly recognized that in extending the principle of free trade to this eastern zone the Conference Powers only undertake engagements for themselves, and that in the territories belonging to an independent Sovereign State this principle shall only be applicable in so far as it is approved by such State. But the Powers agree to use their good offices with the Governments established on the African shore of the Indian Ocean for the purpose of obtaining such approval, and in any case of securing the most favourable conditions to the transit (traffic) of all nations. Article 2 All flags, without distinction of nationality, shall have free access to the whole of the coastline of the territories above enumerated, to the rivers there running into the sea, to all the waters of the Congo and its affluents, including the lakes, and to all the ports situate on the banks of these waters, as well as to all canals which may in future be constructed with intent to unite the watercourses or lakes within the entire area of the territories described in Article 1. Those trading under such flags may engage in all sorts of transport, and carry on the coasting trade by sea and river, as well as boat traffic, on the same footing as if they were subjects. Article 3 Wares, of whatever origin, imported into these regions, under whatsoever flag, by sea or river, or overland, shall be subject to no other taxes than such as may be levied as fair compensation for expenditure in the interests of trade, and which for this reason must be equally borne by the subjects themselves and by foreigners of all nationalities. All differential dues on vessels, as well as on merchandise, are forbidden. Article 4 Merchandise imported into these regions shall remain free from import and transit dues. The Powers reserve to themselves to determine after the lapse of twenty years whether this freedom of import shall be retained or not. Article 5 No Power which exercises or shall exercise sovereign rights in the abovementioned regions shall be allowed to grant therein a monopoly or favour of any kind in matters of trade. Foreigners, without distinction, shall enjoy protection of their persons and property, as well as the right of acquiring and transferring movable and immovable possessions; and national rights and treatment in the exercise of their professions. PROVISIONS RELATIVE TO PROTECTION OF THE NATIVES, OF MISSIONARIES AND TRAVELLERS, AS WELL AS RELATIVE TO RELIGIOUS LIBERTY Article 6 All the Powers exercising sovereign rights or influence in the aforesaid territories bind themselves to watch over the preservation of the native tribes, and to care for the improvement of the conditions of their moral and material well-being, and to help in suppressing slavery, and especially the slave trade. They shall, without distinction of creed or nation, protect and favour all religious, scientific or charitable institutions and undertakings created and organized for the above ends, or which aim at instructing the natives and bringing home to them the blessings of civilization. Christian missionaries, scientists and explorers, with their followers, property and collections, shall likewise be the objects of especial protection. Freedom of conscience and religious toleration are expressly guaranteed to the natives, no less than to subjects and to foreigners. The free and public exercise of all forms of divine worship, and the right to build edifices for religious purposes, and to organize religious missions belonging to all creeds, shall not be limited or fettered in any way whatsoever. POSTAL REGIME Article 7 The Convention of the Universal Postal Union, as revised at Paris 1 June 1878, shall be applied to the Conventional basin of the Congo. The Powers who therein do or shall exercise rights of sovereignty or Protectorate engage, as soon as circumstances permit them, to take the measures necessary for the carrying out of the preceding provision. RIGHT OF SURVEILLANCE VESTED IN THE INTERNATIONAL NAVIGATION COMMISSION OF THE CONGO Article 8 In all parts of the territory had in view by the present Declaration, where no Power shall exercise rights of sovereignty or Protectorate, the International Navigation Commission of the Congo, instituted in virtue of Article 17, shall be charged with supervising the application of the principles proclaimed and perpetuated (consacrà ©s) by this Declaration. In all cases of difference arising relative to the application of the principles established by the present Declaration, the Governments concerned may agree to appeal to the good offices of the International Commission, by submitting to it an examination of the facts which shall have occasioned these differences. CHAPTER II DECLARATION RELATIVE TO THE SLAVE TRADE Article 9 Seeing that trading in slaves is forbidden in conformity with the principles of international law as recognized by the Signatory Powers, and seeing also that the operations, which, by sea or land, furnish slaves to trade, ought likewise to be regarded as forbidden, the Powers which do or shall exercise sovereign rights or influence in the territories forming the Conventional basin of the Congo declare that these territories may not serve as a market or means of transit for the trade in slaves, of whatever race they may be. Each of the Powers binds itself to employ all the means at its disposal for putting an end to this trade and for punishing those who engage in it. CHAPTER III DECLARATION RELATIVE TO THE NEUTRALITY OF THE TERRITORIES COMPRISED IN THE CONVENTIONAL BASIN OF THE CONGO Article 10 In order to give a new guarantee of security to trade and industry, and to encourage, by the maintenance of peace, the development of civilization in the countries mentioned in Article 1, and placed under the free trade system, the High Signatory Parties to the present Act, and those who shall hereafter adopt it, bind themselves to respect the neutrality of the territories, or portions of territories, belonging to the said countries, comprising therein the territorial waters, so long as the Powers which exercise or shall exercise the rights of sovereignty or Protectorate over those territories, using their option of proclaiming themselves neutral, shall fulfil the duties which neutrality requires. Article 11 In case a Power exercising rights of sovereignty or Protectorate in the countries mentioned in Article 1, and placed under the free trade system, shall be involved in a war, then the High Signatory Parties to the present Act, and those who shall hereafter adopt it, bind themselves to lend their good offices in order that the territories belonging to this Power and comprised in the Conventional free trade zone shall, by the common consent of this Power and of the other belligerent or belligerents, be placed during the war under the rule of neutrality, and considered as belonging to a non-belligerent State, the belligerents thenceforth abstaining from extending hostilities to the territories thus neutralized, and from using them as a base for warlike operations. Article 12 In case a serious disagreement originating on the subject of, or in the limits of, the territories mentioned in Article 1, and placed under the free trade system, shall arise between any Signatory Powers of the present Act, or the Powers which may become parties to it, these Powers bind themselves, before appealing to arms, to have recourse to the mediation of one or more of the friendly Powers. In a similar case the same Powers reserve to themselves the option of having recourse to arbitration. CHAPTER IV ACT OF NAVIGATION FOR THE CONGO Article 13 The navigation of the Congo, without excepting any of its branches or outlets, is, and shall remain, free for the merchant ships of all nations equally, whether carrying cargo or ballast, for the transport of goods or passengers. It shall be regulated by the provisions of this Act of Navigation, and by the rules to be made in pursuance thereof. In the exercise of this navigation the subjects and flags of all nations shall in all respects be treated on a footing of perfect equality, not only for the direct navigation from the open sea to the inland ports of the Congo, and vice versa, but also for the great and small coasting trade, and for boat traffic on the course of the river. Consequently, on all the course and mouths of the Congo there will be no distinction made between the subjects of riverain States and those of non-riverain States, and no exclusive privilege of navigation will be conceded to companies, corporations or private persons whatsoever. These provisions are recognized by the Signatory Powers as becoming henceforth a part of international law. Article 14 The navigation of the Congo shall not be subject to any restriction or obligation which is not expressly stipulated by the present Act. It shall not be exposed to any landing dues, to any station or depot tax, or to any charge for breaking bulk, or for compulsory entry into port. In all the extent of the Congo the ships and goods in process of transit on the river shall be submitted to no transit dues, whatever their starting place or destination. There shall be levied no maritime or river toll based on the mere fact of navigation, nor any tax on goods aboard of ships. There shall only be levied taxes or duties having the character of an equivalent for services rendered to navigation itself, to wit: 1. Harbour dues on certain local establishments, such as wharves, warehouses, etc, if actually used. The tariff of such dues shall be framed according to the cost of constructing and maintaining the said local establishments; and it will be applied without regard to whence vessels come or what they are loaded with. 2. Pilot dues for those stretches of the river where it may be necessary to establish properly qualified pilots. The tariff of these dues shall be fixed and calculated in proportion to the service rendered. 3. Charges raised to cover technical and administrative expenses incurred in the general interest of navigation, including lighthouse, beacon and buoy duties. The lastmentioned dues shall be based on the tonnage of vessels as shown by the ships papers, and in accordance with the rules adopted on the Lower Danube. The tariffs by which the various dues and taxes enumerated in the three preceding paragraphs shall be levied shall not involve any differential treatment, and shall be officially published at each port. The Powers reserve to themselves to consider, after the lapse of five years, whether it may be necessary to revise, by common accord, the abovementioned tariffs. Article 15 The affluents of the Congo shall in all respects be subject to the same rules as the river of which they are tributaries. And the same rules shall apply to the streams and river as well as the lakes and canals in the territories defined in paragraphs 2 and 3 of Article 1. At the same time the powers of the International Commission of the Congo will not extend to the said rivers, streams, lakes and canals, unless with the assent of the States under whose sovereignty they are placed. It is well understood, also, that with regard to the territories mentioned in paragraph 3 of Article 1 the consent of the Sovereign States owning these territories is reserved. Article 16 The roads, railways or lateral canals which may be constructed with the special object of obviating the innavigability or correcting the imperfection of the river route on certain sections of the course of the Congo, its affluents, and other waterways placed under a similar system, as laid down in Article 15, shall be considered in their quality of means of communication as dependencies of this river, and as equally open to the traffic of all nations. And, as on the river itself, so there shall be collected on these roads, railways and canals only tolls calculated on the cost of construction, maintenance and management, and on the profits due to the promoters. As regards the tariff of these tolls, strangers and the natives of the respective territories shall be treated on a footing of perfect equality. Article 17 There is instituted an International Commission, charged with the execution of the provisions of the present Act of Navigation. The Signatory Powers of this Act, as well as those who may subsequently adhere to it, may always be represented on the said Commission, each by one delegate. But no delegate shall have more than one vote at his disposal, even in the case of his representing several Governments. This delegate will be directly paid by his Government. As for the various agents and employees of the International Commission, their remuneration shall be charged to the amount of the dues collected in conformity with paragraphs 2 and 3 of Article 14. The particulars of the said remuneration, as well as the number, grade and powers of the agents and employees, shall be entered in the returns to be sent yearly to the Governments represented on the International Commission. Article 18 The members of the International Commission, as well as its appointed agents, are invested with the privilege of inviolability in the exercise of their functions. The same guarantee shall apply to the offices and archives of the Commission. Article 19 The International Commission for the Navigation of the Congo shall be constituted as soon as five of the Signatory Powers of the present General Act shall have appointed their delegates. And, pending the constitution of the Commission, the nomination of these delegates shall be notified to the Imperial Government of Germany, which will see to it that the necessary steps are taken to summon the meeting of the Commission. The Commission will at once draw up navigation, river police, pilot and quarantine rules. These rules, as well as the tariffs to be framed by the Commission, shall, before coming into force, be submitted for approval to the Powers represented on the Commission. The Powers interested will have to communicate their views with as little delay as possible. Any infringement of these rules will be checked by the agents of the International Commission wherever it exercises direct authority, and elsewhere by the riverain Power. In the case of an abuse of power, or of an act of injustice, on the part of any agent or employee of the International Commission, the individual who considers himself to be aggrieved in his person or rights may apply to the consular agent of his country. The latter will examine his complaint, and if he finds it prima facie reasonable he will then be entitled to bring it before the Commission. At his instance then, the Commission, represented by at least three of its members, shall, in conjunction with him, inquire into the conduct of its agent or employee. Should the consular agent look upon the decision of the Commission as raising questions of law (objections de droit), he will report on the subject to his Government, which may then have recourse to the Powers represented on the Commission, and invite them to agree as to the instructions to be given to the Commission. Article 20 The International Commission of the Congo, charged in terms of Article 17 with the execution of the present Act of Navigation, shall in particular have power- 1. To decide what works are necessary to assure the navigability of the Congo in accordance with the needs of international trade. On those sections of the river where no Power exercises sovereign rights the International Commission will itself take the necessary measures for assuring the navigability of the river. On those sections of the river held by a Sovereign Power the International Commission will concert its action (sentendra) with the riparian authorities. 2. To fix the pilot tariff and that of the general navigation dues as provided for by paragraphs 2 and 3 of Article 14. The tariffs mentioned in the first paragraph of Article 14 shall be framed by the territorial authorities within the limits prescribed in the said Article. The levying of the various dues shall be seen to by the international or territorial authorities on whose behalf they are established. 3. To administer the revenue arising from the application of the preceding paragraph (2). 4. To superintend the quarantine establishment created in virtue of Article 24. 5. To appoint officials for the general service of navigation, and also its own proper employees. It will be for the territorial authorities to appoint sub-inspectors on sections of the river occupied by a Power, and for the International Commission to do so on the other sections. The riverain Power will notify to the International Commission the appointment of sub-inspectors, and this Power will undertake the payment of their salaries. In the exercise of its functions, as above defined and limited, the International Commission will be independent of the territorial authorities. Article 21 In the accomplishment of its task the International Commission may, if need be, have recourse to the war vessels of the Signatory Powers of this Act, and of those who may in future accede to it, under reserve, however, of the instructions which may be given to the commanders of these vessels by their respective Governments. Article 22 The war vessels of the Signatory Powers of this Act that may enter the Congo are exempt from payment of the navigation dues provided for in paragraph 3 of Article 14; but, unless their intervention has been called for by the International Commission or its agents, in terms of the preceding Article, they shall be liable to the payment of the pilot or harbour dues which may eventually be established. Article 23 With the view of providing for the technical and administrative expenses which it may incur, the International Commission created by Article 17 may, in its own name, negotiate loans to be exclusively guaranteed by the revenues raised by the said Commission. The decisions of the Commission dealing with the conclusion of a loan must be come to by a majority of two-thirds. It is understood that the Governments represented on the Commission shall not in any case be held as assuming any guarantee, or as contracting any engagement or joint liability (solidarità ©) with respect to the said loans, unless under special Conventions concluded by them to this effect. The revenue yielded by the dues specified in paragraph 3 of Article 14 shall bear, as a first charge, the payment of the interest and sinking fund of the said loans, according to agreement with the lenders. Article 24 At the mouth of the Congo there shall be founded, either on the initiative of the riverain Powers, or by the intervention of the International Commission, a quarantine establishment for the control of vessels passing out of as well as into the river. Later on the Powers will decide whether and on what conditions a sanitary control shall be exercised over vessels engaged in the navigation of the river itself. Article 25 The provisions of the present Act of Navigation shall remain in force in time of war. Consequently all nations, whether neutral or belligerent, shall be always free, for the purposes of trade, to navigate the Congo, its branches, affluents and mouths, as well as the territorial waters fronting the embouchure of the river. Traffic will similarly remain free, despite a state of war, on the roads, railways, lakes and canals mentioned in Articles 15 and 16. There will be no exception to this principle, except in so far as concerns the transport of articles intended for a belligerent, and in virtue of the law of nations regarded as contraband of war. All the works and establishments created in pursuance of the present Act, especially the tax collecting offices and their treasuries, as well as the permanent service staff of these establishments, shall enjoy the benefits of neutrality (placà ©s sous le rà ©gime de la neutralità ©), and shall, therefore, be respected and protected by belligerents. CHAPTER V ACT OF NAVIGATION FOR THE NIGER Article 26 The navigation of the Niger, without excepting any of its branches and outlets, is and shall remain entirely free for the merchant ships of all nations equally, whether with cargo or ballast, for the transportation of goods and passengers. It shall be regulated by the provisions of this Act of Navigation, and by the rules to be made in pursuance of this Act. In the exercise of this navigation the subjects and flags of all nations shall be treated, in all circumstances, on a footing of perfect equality, not only for the direct navigation from the open sea to the inland ports of the Niger, and vice versa, but for the great and small coasting trade, and for boat trade on the course of the river. Consequently, on all the course and mouths of the Niger there will be no distinction made between the subjects of the riverain States and those of non-riverain States; and no exclusive privilege of navigation will be conceded to companies, corporations or private persons. These provisions are recognized by the Signatory Powers as forming henceforth a part of international law. Article 27 The navigation of the Niger shall not be subject to any restriction or obligation based merely on the fact of navigation. It shall not be exposed to any obligation in regard to landing-station or depot, or for breaking bulk, or for compulsory entry into port. In all the extent of the Niger the ships and goods in process of transit on the river shall be submitted to no transit dues, whatever their starting place or destination. No maritime or river toll shall be levied based on the sole fact of navigation, nor any tax on goods on board of ships. There shall only be collected taxes or duties which shall be an equivalent for services rendered to navigation itself. The tariff of these taxes or duties shall not warrant any differential treatment. Article 28 The affluents of the Niger shall be in all respects subject to the same rules as the river of which they are tributaries. Article 29 The roads, railways or lateral canals which may be constructed with the special object of obviating the innavigability or correcting the imperfections of the river route on certain sections of the course of the Niger, its affluents, branches and outlets, shall be considered, in their quality of means of communication, as dependencies of this river, and as equally open to the traffic of all nations. And, as on the river itself, so there shall be collected on these roads, railways and canals only tolls calculated on the cost of construction, maintenance and management, and on the profits due to the promoters. As regards the tariff of these tolls, strangers and the natives of the respective territories shall be treated on a footing of perfect equality. Article 30 Great Britain undertakes to apply the principles of freedom of navigation enunciated in Articles 26, 27, 28 and 29 on so much of the waters of the Niger, its affluents, branches and outlets, as are or may be under her sovereignty or protection. The rules which she may establish for the safety and control of navigation shall be drawn up in a way to facilitate, as far as possible, the circulation of merchant ships. It is understood that nothing in these obligations shall be interpreted as hindering Great Britain from making any rules of navigation whatever which shall not be contrary to the spirit of these engagements. Great Britain undertakes to protect foreign merchants and all the trading nationalities on all those portions of the Niger which are or may be under her sovereignty or protection as if they were her own subjects, provided always that such merchants conform to the rules which are or shall be made in virtue of the foregoing. Article 31 France accepts, under the same reservations, and in identical terms, the obligations undertaken in the preceding Articles in respect of so much of the waters of the Niger, its affluents, branches and outlets, as are or may be under her sovereignty or protection. Article 32 Each of the other Signatory Powers binds itself in the same way in case it should ever exercise in the future rights of sovereignty or protection over any portion of the waters of the Niger, its affluents, branches or outlets. Article 33 The arrangements of the present Act of Navigation will remain in force in time of war. Consequently, the navigation of all neutral or belligerent nationals will be in all time free for the usages of commerce on the Niger, its branches, its affluents, its mouths and outlets, as well as on the territorial waters opposite the mouths and outlets of that river. The traffic will remain equally free in spite of a state of war on the roads, railways and canals mentioned in Article 29. There will be an exception to this principle only in that which relates to the transport of articles destined for a belligerent, and considered, in virtue of the law of nations, as articles contraband of war. CHAPTER VI DECLARATION RELATIVE TO THE ESSENTIAL CONDITIONS TO BE OBSERVED IN ORDER THAT NEW OCCUPATIONS ON THE COASTS OF THE AFRICAN CONTINENT MAY BE HELD TO BE EFFECTIVE Article 34 Any Power which henceforth takes possession of a tract of land on the coasts of the African continent outside of its present possessions, or which, being hitherto without such possessions, shall acquire them, as well as the Power which assumes a Protectorate there, shall accompany the respective act with a notification thereof, addressed to the other Signatory Powers of the present Act, in order to enable them, if need be, to make good any claims of their own. Article 35 The Signatory Powers of the present Act recognize the obligation to insure the establishment of authority in the regions occupied by them on the coasts of the African continent sufficient to protect existing rights, and, as the case may be, freedom of trade and of transit under the conditions agreed upon. CHAPTER VII GENERAL DISPOSITIONS Article 36 The Signatory Powers of the present General Act reserve to themselves to introduce into it subsequently, and by common accord, such modifications and improvements as experience may show to be expedient. Article 37 The Powers who have not signed the present General Act shall be free to adhere to its provisions by a separate instrument. The adhesion of each Power shall be notified in diplomatic form to the Government of the German Empire, and by it in turn to all the other signatory or adhering Powers. Such adhesion shall carry with it full acceptance of all the obligations as well as admission to all the advantages stipulated by the present General Act. Article 38 The present General Act shall be ratified with as little delay as possible, the same in no case to exceed a year. It will come into force for each Power from the date of its ratification by that Power. Meanwhile, the Signatory Powers of the present General Act bind themselves not to take any steps contrary to its provisions. Each Power will address its ratification to the Government of the German Empire, by which notice of the fact will be given to all the other Signatory Powers of the present Act. The ratifications of all the Powers will be deposited in the archives of the Government of the German Empire. When all the ratifications shall have been sent in, there will be drawn up a Deposit Act, in the shape of a Protocol, to be signed by the representatives of all the Powers which have taken part in the Conference of Berlin, and of which a certified copy will be sent to each of those Powers. IN TESTIMONY WHEREOF the several plenipotentiaries have signed the present General Act and have affixed thereto their seals. DONE at Berlin, the 26th day of February, 1885. [Signatures included here.]