Peter Fritzche s Book Germans Into Nazis - 1599 Words

Peter Fritzche’s book, Germans into Nazis, contends that, â€Å"Germans became Nazis because they wanted to become Nazis and because the Nazis spoke so well to their interests and inclinations†¦however, voters did not back Hitler mainly because they share his hatred of the Jews†¦but because they departed from established political traditions in that they were identified at once with a distinctly popular form of ethnic nationalism and with the basic social reforms most Germans counted on to ensure national well-being.† (8-9) His argument rests on the notion that the Nazis had a vision for Germany that incorporated Germans into a national community, throwing off the restraints of a tired government, and propelled them towards a future that would†¦show more content†¦He urged the people, â€Å"go into your churches, kneel before God, and implore his help for our brave army.†(25) This moment hinted at a more independent minded approach to tradition al authority. When coupled together, the emotions of the crowds and the ability of groups like the Fatherland Party to find a footing in the political arena, gives reason to believe that the German people were ready to make a change that served their newfound interests. Fritzche explicitly makes this point, â€Å"the patriotism that Germans displayed was of their own making and suited to new conceptions of nation and citizenship which invited rather than discouraged public participation.† (66) At the conclusion of the war, millions of people were at a loss, and the Nazis stepped in to fill a void left by their opposition who had stoked the flames of nationalism but failed to capitalize on its apparent momentum. This included a strong message that laid blame for the German surrender at the feet of those in charge. Also, previous notions of class were turned upside down or, for the Nazis, right side up, making it possible for an illiberal, fascist community to become the norm. Simply put, â€Å"Basic elements of the Nazi message spoke to the political aspirations that burghers had held for more than ten years.† (192) Germans became Nazis by their own choosing, they were not forced to

The Challenges Of Professional s Infectiveness - 923 Words

Schon (1983) states, â€Å"We look to professionals for definitions and solutions of our problems and through them we strive for social progress†(p.4). Professionals and practitioners are individuals that are highly educated in a certain field of study. For example, our government looks to them for expertise for certain public problems. They are an essential part to our society. They work in favor of the public good because they come up with expert solutions to public problems. Professionals have their challenges and have been known in some incidences to negatively impact the society. Professional’s infectiveness is a challenge that professionals face when trying to come up with solutions. Some solutions are just as bad or even worse than intended to be. According to Schon, advocates for peace and the civil rights of minorities joined forces and turned against experts of whom they saw as instruments of an all-powerful establishment. Some public problems should be solve d by moral and political choice (Schon, 1983, p.9-11) All public servants overcome challenges faced in their positions. The public servant role of a Municipal Court Judge faces many challenges during his/her judgeship. In an interview with Judge Sybil Cleveland, she stated that a challenge of judgeship is following the judicial code of ethics (personal communication, November 7, 2015). There is a code of conduct for all United States Judges, which includes federal, state and local judges. According to United States

Differentiate Between Management and Leadership Free Essays

Individual paper: Differentiate between management and leadership. Be specific 1. Describe the roles and responsibilities that organizational managers and leaders play in creating and maintaining a healthy organizational culture. We will write a custom essay sample on Differentiate Between Management and Leadership or any similar topic only for you Order Now 2. ————————————————- Recommend at least two strategies that organizational managers and leaders can ust to create and maintain a healthy organizational culture. Support your concepts w/the concepts discussed in class. Management and leadership both play an important role in the success of a company. However, each role has a different function and in order to be successful in either position, you must have a clear understanding of what each role entails. This paper seeks to provide an understanding of the difference between management and leadership positions. It will expound on the role and responsibilities of each position because often times the two are viewed as having the same function. Managing a company is the process of moving the company forward implementing identified goals and objectives. Managing is the process of planning, organizing and allocating the necessary resources to accomplish these goals and objectives. He/she will be responsible for developing control mechanisms to motivate employees, measure the companies achievements, as well as ensure projects and operations are run efficiently, cost saving, and effective. 3. Leadership is more abstract when considered separately from management. Leadership is guiding a person or group toward the best results. It is having sound understanding to determine and ability to articulate visions and goals. Leadership is in par with management, but takes on precedence for strategic management and long-term success. How to cite Differentiate Between Management and Leadership, Papers

Managing Stress In Projects Using Coaching Leadership Tools

Question: Discuss about the Managing stress in projects using coaching leadership tools. Answer: Article 1 Larsson, J.,Eriksson, P.,Olofsson, T., Simonsson, P.(2015). "Leadership in Civil Engineering: Effects of Project Managers Leadership Styles on Project Performance."J. Manage. Eng., 10.1061/(ASCE)ME.1943-5479.0000367, 04015011. Successful completion of project requires the ability to co-ordinate the activities of several employees participated in the project of an industry. Thus, project manager plays an important role to set the ground rules and cultivate the combined approach, which strongly influence the performance of a project (Larsson et al., 2015). Article 2 Saif Ur Rehman Khan, Long, C. S., Syed Muhammad Javed Iqbal. (2014). Authentic leadership: An emerging issue in project management.Research Journal of Applied Sciences,8(11), 1377-1383. With the advancement in the project management, todays project leaders have to be specific to their field in term of technical and behavioral approach. Authentic leadership would be most appropriate leadership style for project management in an industry (Saif et al., 2014). In this leadership, the project leaders would keep build honest relationship with the follower participated in the project. Article 3 Stagnaro, C., Piotrowski, C. (2014). Shared leadership: A critical component in IT project management.Journal of Technology Research,5, 1. Information technology fields are evolving rapidly and thus it requires innovation and creativity of the employees participated in the IT project. Distributed leadership approach of the leaders are best suited for the project success as it allows the project participants to lead each other and thus helps in creativity of each other (Stagnaro Piotrowski, 2014). Article 4 Mokhtarisani, M., Zarei, M. M., Leman, Z. (2014). Influence of leadership behavior on project management performance in malaysian industries. Paper presented at the, 564673-677. In todays industrial environment, effective leadership approach has become the prime importance to successfully completing the project and thus bringing competitive edge to the industry (Mokhtarisani et al., 2014). Effective leadership style can minimize the cost of the project by completing the project in right time. Article 5 Krog, C. L., Govender, K. (2015). The relationship between servant leadership and employee empowerment, commitment, trust and innovative behaviour: A project management perspective.SA Journal of Human Resource Management,13(1) In todays competitive era, the success of the project not only dependent on the altitudinal characteristic of the leader but also it is dependent on the positional power of the leaders (Krog Govender, 2015). It is related to wisdom, emotional healing and persuasive mapping quality of the leaders to get the work done by the project worker. Article 6 Clarke, N. (2012). Shared leadership in projects: A matter of substance over style.Team Performance Management: An International Journal,18(3/4), 196-209. Most of the industrial and government project are globalized in nature and thus frequently needs changes in the project procedures. Hence, in this case if a project leaders show shared leadership then the employees would be allowed to lead each others works and thus change their working criteria easily for the successes of the project (Clarke, 2012). Article 7 Yang, L., Huang, C., Hsu, T. (2014). Knowledge leadership to improve project and organizational performance.International Journal of Project Management,32(1) Great project leaders always tend to find way to help the project participant in delivering high performance for the success of the project. Recent project leaders show knowledge leadership for their followers through sharing their knowledge throughout the organization (Yang et al., 2014). Article 8 Lundy, V., Morin, P. (2013). Project leadership influences resistance to change: The case of the canadian public service.Project Management Journal,44(4), 45-64. The success of the project sometimes depends on the ability of the project to adopt the changes of the market. In this case, project participant may sometimes resistant to change (Lundy Morin, 2013). The resistance of the project participants can only be overcome through effective engage leadership of the project leaders. Article 9 Nixon, P., Harrington, M., Parker, D. (2012). Leadership performance is significant to project success or failure: A critical analysis.International Journal of Productivity and Performance Management,61(2), 204-216. Having a single leadership approach throughout the whole project is not appropriate for the success of the project. The circumstances of the project may change and the project leaders should change the leadership style to accommodate the change (Nixon et al., 2012). Article 10 Tyssen, A. K., Wald, A., Spieth, P. (2014). The challenge of transactional and transformational leadership in projects.International Journal of Project Management,32(3) The commitment of the project participants is vey essential to make a project successful. Therefore, effective leadership is very vital to engage project participants in the success of the project (Tyssen et al., 2014). Modern leaders generally follow transformational leadership to engage project participants in the project work. Article 11 Zhang, L., Cheng, J. (2015). Effect of knowledge leadership onKnowledge sharing in engineering project design teams: The role ofSocial capital.Project Management Journal,46(5) The success of the project depends on effective knowledge sharing of the leader. Hence, effective knowledge sharing depends on the appropriate knowledge of the leader to promote collaborative and trustworthy working environment and develop shared vision of the project (Zhang Cheng, 2015). Article 12 Berg, M. E., Karlsen, J. T. (2013). Managing stress in projects using coaching leadership tools.Engineering Management Journal,25(4), 52-61. The work of a modern project team leader is very difficult, demanding and challenging, as they have to manage many works together (Berg Karlsen, 2013). When the project is complex in nature and the purpose of the project is unclear, the project leaders should be very interactive with the project participant. Article 13 Kissi, J., Dainty, A., Tuuli, M. (2013). Examining the role of transformational leadership of portfolio managers in project performance.International Journal of Project Management,31(4), 485-497. In order to handle multiple activities of a project effectively, the recent project leaders apply transformational leadership style in the workplace. It increases the motivation of the project participants as they are allowed to make creative idea for the project success (Kissi et al., 2013). Article 14 Senam, M. R., Rashid, K. A., Sarkawi, A. A., Zaini, R. M. (2014). Construction project leadership from the perspective of islam.International Journal of Islamic Thought,6, 46-56. Most of the projects of the industry are globalized in nature. Therefore, the project leaders have to manage diverse group of people involving in his project. In such case, project leaders use ethical leadership, in which the leaders respect value of all people and consider their dignity for motivating them towards the success of the project (Senam et al., 2014). Article 15 Muller, R., Geraldi, J., Turner, J. R., Handelshgskolan vid Ume universitet (USBE), Ume universitet, Samhllsvetenskapliga fakulteten. (2012;2011;). Relationships between leadership and success in different types of project complexities.IEEE Transactions on Engineering Management,59(1), 77-90. Successful completion of a complex project is highly dependent on intelligence quotient and emotional quotient and the leader (Muller et al., 2012). Through using the intelligence quotient the project leaders breaks down the whole project into several simpler projects and make this project easier for the project participants. Article 16 Morgan Tuuli, M., Rowlinson, S., Fellows, R., Liu, A. M. M. (2012). Empowering the project team: Impact of leadership style and team context.Team Performance Management: An International Journal,18(3/4), 149-175. Most of the time, the effective leaders use person oriented leadership for completing a complex project. It is positively related to the psychological empowerment of the project participants for their hard work (Morgan et al., 2012). This leadership style concentrates more on valuing the people involved in the project. Article 17 Kaminsky, J. B. (2012). Impact of nontechnical leadership practices on it project success.Journal of Leadership Studies,6(1), 30-49 For the success of an IT project, it is necessary for a project leader to apply adaptive leadership in the project completion. Adaptive leadership helps individual as well as adapt a challenging environment for the success of the project (Kaminsky, 2012). Article 18 Thamhain, H. (2012). The changing role of team leadership in multinational project environments.Revista De Gesto e Projetos,3(2), 4-38 In order to create a high performance project team, the leaders should be very much concerned about the fact that personal and professional needs of the project participants are successfully balanced (Thamhain, 2012). Article 19 Braun, F. C., Avital, M., Martz, B. (2012). Action-centered team leadership influences more than performance.Team Performance Management: An International Journal,18(3/4), 176-195 Action centered project leadership practice helps in creating a project team environment that promote knowledge and learning collaboration along with job satisfaction and individual performance of the project participants (Braun et al., 2012). Article 20 Muganda, N., Pillay, K. (2013). Forms of power, politics and leadership in asynchronous virtual project environment.International Journal of Managing Projects in Business,6(3), 457-484 Effective leadership can minimize conflict among the project participant through maintaining participative leadership in the project execution (Muganda Pillay, 2013). Minimizing conflicts among the project participants would ultimately lead the success of the project. References Berg, M. E., Karlsen, J. T. (2013). Managing stress in projects using coaching leadership tools.Engineering Management Journal,25(4), 52-61. Braun, F. C., Avital, M., Martz, B. (2012). Action-centered team leadership influences more than performance.Team Performance Management: An International Journal,18(3/4), 176-195 Clarke, N. (2012). Shared leadership in projects: A matter of substance over style.Team Performance Management: An International Journal,18(3/4), 196-209. Kaminsky, J. B. (2012). Impact of nontechnical leadership practices on it project success.Journal of Leadership Studies,6(1), 30-49 Kissi, J., Dainty, A., Tuuli, M. (2013). Examining the role of transformational leadership of portfolio managers in project performance.International Journal of Project Management,31(4), 485-497. Krog, C. L., Govender, K. (2015). The relationship between servant leadership and employee empowerment, commitment, trust and innovative behaviour: A project management perspective.SA Journal of Human Resource Management,13(1) Larsson, J.,Eriksson, P.,Olofsson, T., Simonsson, P.(2015). "Leadership in Civil Engineering: Effects of Project Managers Leadership Styles on Project Performance."J. Manage. Eng., 10.1061/(ASCE)ME.1943-5479.0000367, 04015011. Lundy, V., Morin, P. (2013). Project leadership influences resistance to change: The case of the canadian public service.Project Management Journal,44(4), 45-64. Mokhtarisani, M., Zarei, M. M., Leman, Z. (2014). Influence of leadership behavior on project management performance in malaysian industries. Paper presented at the, 564673-677. Morgan Tuuli, M., Rowlinson, S., Fellows, R., Liu, A. M. M. (2012). Empowering the project team: Impact of leadership style and team context.Team Performance Management: An International Journal,18(3/4), 149-175. Muganda, N., Pillay, K. (2013). Forms of power, politics and leadership in asynchronous virtual project environment.International Journal of Managing Projects in Business,6(3), 457-484 Muller, R., Geraldi, J., Turner, J. R., Handelshgskolan vid Ume universitet (USBE), Ume universitet, Samhllsvetenskapliga fakulteten. (2012;2011;). Relationships between leadership and success in different types of project complexities.IEEE Transactions on Engineering Management,59(1), 77-90. Nixon, P., Harrington, M., Parker, D. (2012). Leadership performance is significant to project success or failure: A critical analysis.International Journal of Productivity and Performance Management,61(2), 204-216. Saif Ur Rehman Khan, Long, C. S., Syed Muhammad Javed Iqbal. (2014). Authentic leadership: An emerging issue in project management.Research Journal of Applied Sciences,8(11), 1377-1383. Senam, M. R., Rashid, K. A., Sarkawi, A. A., Zaini, R. M. (2014). Construction project leadership from the perspective of islam.International Journal of Islamic Thought,6, 46-56. Stagnaro, C., Piotrowski, C. (2014). Shared leadership: A critical component in IT project management.Journal of Technology Research,5, 1. Thamhain, H. (2012). The changing role of team leadership in multinational project environments.Revista De Gesto e Projetos,3(2), 4-38 Tyssen, A. K., Wald, A., Spieth, P. (2014). The challenge of transactional and transformational leadership in projects.International Journal of Project Management,32(3) Yang, L., Huang, C., Hsu, T. (2014). Knowledge leadership to improve project and organizational performance.International Journal of Project Management,32(1) Zhang, L., Cheng, J. (2015). Effect of knowledge leadership onKnowledge sharing in engineering project design teams: The role ofSocial capital.Project Management Journal,46(5)