This is amplified by the fact that the larger pressure groups can leave many smaller ones in their shadow. For example, the British Stammering Association is a small pressure group with a good cause but one that many people will not have heard of due to its lack of funds and support. Many say that pressure groups holding the government to account and challenging authority is a sign of a healthy democracy. After all, a democracy is a system of government where decisions are arrived at by majoritarian principles. If a certain group of people do not feel that they are being represented then a democracy has to be able to recognise them for anything to change.
The strive for power and control can change people; it can cause many to betray their own - to become the ‘controller.’ Is it because we want to be in control, or is it because we don’t want to be controlled; ruled. People cannot be trusted with power. But are people ever truly the real power? True power cannot be controlled. It cannot be contained.
Power and rebellion are concepts that pair very well, in that you cannot have rebellion without having someone in power who is making rules, or without someone who is powerful enough to challenge those rules. It is unclear what they want, per say, but, from the story, it can be speculated that they were refusing to let the men’s policies define what is or isn’t sexual about their wardrobe,
Fisher and Ury recognize that "behind opposed positions lie shared and compatible interests, as well as conflicting ones". Therefore many negotiations include integrative as well as distributive components. The authors' principle based approach perfectly works out for integrative negotiations which have the aim to create value for both parties according to their individual interest. Nevertheless their approach does not provide satisfying results for the second, the distributive part, of the negotiation. The recommendation to develop objective criteria in order to fairly distribute the value is not appropriate in reality.
Epictetus offers his famous distinction between things that do not depend on us (ie our body, fame, power …) and things that depend on us (our judgments about things, our desires, our dislikes …). To be free is to focus on the things that depend on us, and do not give importance to those that do not depend on us. Indeed, they do not depend on our own will, but the chance of external circumstances, for example, fame to which we aspire does not depend entirely on our talent, but also those who will come and bother discover this talent. In this type of action, we do not have total power, we are not only active cause and determining the success of our action. As a result, we are exposed to setbacks or disappointments that will make us unhappy.
The decision-making process is only effective if the manager has all the information and options available in order to make the correct choice for the organisation’s survival. Making important choices based on assumptions is poor managerial practice although sometimes necessary if certain
In his article, Carr stated that as it is the case of infrastructure, It become a very rare recently for IT to generate a competitive advantage. Moreover, Carr mentioned that scarcity what makes a resource truly strategic not ubiquity. According to Carr, “When a resource becomes essential to competition but inconsequential to strategy, the risks it creates become more important than the advantages it provides.” His point of discussion is the difference between the infrastructure technology and proprietary technology. Infrastructure technology lost its competitive advantage for being shared and available to everyone while proprietary technology derive the company a strategic value for being unique and owned by the company which differentiate it from others. 3- According to Carr, can a company derive strategic value from investing in IT?
The fact that a lot of talent goes unnoticed is due to many factors both within a person and on external uncontrollable factors. The first section of Outliers does make a lot of good points on how certain birth dates and opportunistic situations make a difference on how successful a person can be. I think that for unnoticed talent to be recognized people need to think in a more innovative way and behave accordingly, they basically need to set themselves apart from the rest. Unfortunately personal effort won’t always be enough, many times we need others to give us a push in the right direction, for example, a manager
While there are always some exceptions, an award tends to represent one's significance and contributions rather than create new challenges. Some may say that this achievement is double-handed in the sense it creates a need for responsibility, but I believe it is responsibility in the good sense: responsibility of setting a standard for people seeking to be in one's footsteps. In conclusion, there are so many different types of personal achievement that it is almost impossible to describe a true representation of its challenge producing notion. Globally political achievements are more usually the ones that produce an enduring challenge, simply because the world is never consistent. It teems with differing ideas from political
Generally, the word patronage has a negative connotation that this straight-forward definition fails to convey. Patronage suggests the transgression of real or perceived boundaries of legitimate political influence, the violation of principles of merit and competition in civil service recruitment and promotion. Governments desire the most productive bureaucratic apparatus possible. This desire may be induced by the goal of remaining in office. Governments may need to ensure a