Latino Celebrities Show the Diversity of Hispanics

No Escape From The Incessant Dream - 918 Words

There is no escape from the incessant dream. It encompasses every factor of the modern American lifestyle. It all begins with The American Dream, in which everyone strives to become part of something bigger then themselves. The obsession, that supposedly defines how happiness can be obtained. But happiness is not, contrary to the beliefs of the American Dreamers, measured on a checklist including 2.5 kids, 1 dog, 1 cat, baby blue house in suburbs, white picket fence, 2 car garage, and a perfectly manicured lawn. That image is a facade over the ever-crumbling ash heaps of our world. It is impossible to measure one s life or happiness on a scale of coffee spoons, cars, or annual income, yet many people continue to plug away like machines for no other reason than to make the money that they honestly believe will bring them true happiness. This idea is everywhere, leaving much of America longing for a life that does not exist and working toward a goal that could never be reached in this lifetime. Madonna Marsden said it best when she stated that, â€Å"From Ben Franklin in the 1740’s to Ross Perot in the 1990’s, money means power, status, and respect† (134). For everyone this dream may be different, yet the concept remains unchangeable. Marsden also stated, With hard work comes achievement, and with achievement comes material comforts of the American Dream and sometimes even great riches and a place in history (134). The Presidency of the United States of America is an officeShow MoreRelated Analysis of The Day of the Locust by Nathanael West Essay916 Words   |  4 PagesAnalysis of The Day of the Locust by Nathanael West Nathanael West’s The Day of the Locust tells the story of people who have come to California in search of the American Dream. 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Evaluation of Leadership at Coca Cola free essay sample

On October 24th 1997 Doug Ivester took over as the 10th CEO and Chairman of Coca Cola, the world’s largest soft drink company, after the tenure of his predecessor Roberto Goizueta came to an abrupt end due to his sudden and unexpected death. In the 16 years as CEO of Coca Cola Yale-educated Goizueta earned himself a reputation of setting high objectives and achieving all of them. Growth in total annual sales from $5 billion in 1981 to $18. 5 billion in 1997 and rises in net profits and company’s market capitalization of 700%, respectively 4000%, underline his more than successful leadership (Walter, Knopp Reavis 2005). In 1997 analysts expected former company president Doug Ivester, 50, who received unanimous support from the company’s board in the election process for the new CEO, to continuously meet annual financial targets set in the Goizueta era. The company’s board was completely convinced of Ivester’s qualification for the leading position in as he had already proven himself within in various tasks and jobs over the past decades (Walter, Knopp Reavis 2005). â€Å"Whenever he sets a target, he hits it† (Morris 1998) is a quote of board member Allen recorded at that time which describes the general perception of Ivester in 1997. Goizueta himself saw a â€Å"godsend† (Hays 2004, p. 36) in Doug Ivester, an aggressive worker, but most of all a financial mastermind. They worked together closely for more than a decade, kept on posting spectacular gains and beat market expectations constantly. Also, Goizueta referred to Ivester as his â€Å"partner† (Walter, Knopp Reavis, p. 4), his predetermined successor, the one he carefully groomed to give him the experience and expertise in essential leadership skills (Morris Sellars 2000). Nevertheless, only 26 month later in December 1999 Doug Ivester was pushed to resign from his job as the head of the company on account of outsized pressure from board directors who had lost confidence in his leadership. Under his tenure return on equity declined significantly from 57% in 1997 to 35% in 1999. (Morris Sellars 2000) Thus, the question arises, why did such a successful and celebrated manager fail at the very highest corporate stage and why did his tenure turn out as management story full of leadership lessons? In this paper Ivester’s behaviour, actions, and traits are discussed in coherence to leadership literature and theories to evaluate his approach to leadership and to draw recommendations for the future selection of CEOs at Coca Cola. Leadership Evaluation of Douglas Ivester Given Ivester’s financial background as an accountant at Ernst Young who at first worked for Coca Cola as an external auditor and was subsequently hired by officials in 1979 to work for the company’s financial department (Walter, Knopp Reavis 2005), his approach to business and work was about being direct and analytical (Hays 2004). Morris Sellars (2000) mention his total focus on discipline within his work approach and his deep conviction of the fact that organizations that are highly disciplined entail most creativity. In accordance to Walter, Reavis Knopp (2005) he was an introverted, even blunt leader who emphasized structure as a key issue in his leadership approach. Ivester compared business operations with chess games and imposed rigid control systems within the company. People referred to him as a brilliant and ambitious â€Å"adding-mashine† (Hays 2004, p. 34) until he was elected the new CEO of Coca Cola in 1997. At this point in time, his biggest strengths arguably turned into his biggest weaknesses when his tasks changed from executing corporate strategy to setting corporate strategy, representing and leading a global multinational corporation. Ivester’s lack of flexibility and undersized cognitive ability became obvious in his inflexible acquisition strategy of Cadbury Schweppes despite rising European regulatory concerns in 1998 and his misinterpretation of the contamination scandal in Belgium in 1999 when Ivester ignored the perception of the European population which was still sensitized by Britain’s ’94 mad-cow disease. In this respect Bazerman Chugh (2006) argue that total focus can limit awareness, an essential prerequisite for leadership. After all, Ivester’s misjudgements and failures in both cases turned out to be extremely costly and unfavourable for the company’s image (Walter, Knopp Reavis 2005). This indicates that Ivester simply lacked these character traits which Kirkpatrick Locke (1991) claim to be essential personal traits of successful leaders. In accordance to the situational leadership model of Hersey and Blanchard (1988) leaders are also required to adjust their styles contingent on present situations and the maturity of their followers. Being resistant to any kind of advice Ivester nevertheless kept on telling his employees what to do as he was convinced to know everything better than his employees (Morris Sellars 2000). His leadership was described as a â€Å"one-man highwire act† (Morris Sellars, p. 114+). This also portrays his arrogance and his underdeveloped emotional intelligence – people even referred to him as â€Å"the iceman† (Hays 2004, p. 174). Goleman (1998) argues that emotional intelligence includes five critical components. Besides self-awareness and self-regulation emotional intelligence perceives social and motivating skills as well as empathy as essentials for leadership success. Ivester, however, commonly showed no interest in small talk, he even discouraged staff by inappropriate criticism and intimidations. In general he refused to motivate and empower his employees. On account of his rigidity regarding corporate structures Ivester minimized information, responsibility, authority and trust provided to his staff demanding steady notifications and justifications about every single action (Hays 2004). He did so regardless of the fact that empowered people tend to be more committed to their tasks and as a result more creative and higher performing (Campling et al. 2008). Ivester who detested risk and kept his focus on the â€Å"sure-thing single† (Morris Sellars, p. 14+) ignored that innovative and sustainable successful companies require a certain extend of risk and flexibility. (Barsh, Capozzi Davidson 2008) Evaluating the leadership approach of Doug Ivester additionally it is to mention that effective leadership requires power to influence other people’s behaviour. Campling et. al. (2008) distinguishes between position power in the form of reward, coercive and legitimate and personal power in the form of expert and referent sources of power. The latter sources of power demand knowledge, charisma and interpersonal skills. Having established a rigid control system, Ivester exclusively relied on legitimate power to get things done (Hays 2004). Whetten Cameron (1991) argue that successful leadership requires all types of power and appropriate use to achieve goals and to pursue a shared vision in the long run. As such, Ivester’s leadership approach can basically be described as contrary to the one of his predecessor Robert Goizueta who considered management as a â€Å"people-relations business† (Walter, Knopp Reavis, p. 3). They complemented each other perfectly as long as they were leading the company together and Ivester flourished in his role as the financial mastermind of the company (Hays 2004). But as soon as Goizueta was gone it became obvious that Ivester who â€Å"knew the math, but not the music† (McKay, Deogun Lublin 1999) was not only unable to share visions and goals (Morris Sellars, p. 114+). On top of that he was not even able to set up clear visions and values for the company itself as â€Å"he seemed to lose sight of the big picture† (Morris Sellars, p. according to his oversized focus on details and numbers. Being a leader with visions and the ability to communicate them in a compelling sense however is an important characteristic of transformational leadership which Gardner (1998) urges to be the appropriate leadership style in settings with continuous and vast changes to retain sustainable corporate success. This leadership style requires charismatic leaders that inspire staff members with thorough uses of personal power, empowerment, motivation, rewards and intellectual stimulation. As previously discussed in the evaluation of Douglas Ivester’s leadership approach neither did he apply any of those tools nor did he value them at all. In accordance to Bass (1985) Ivester could best be described as a transactional leader as someone who is more methodical and structured in his leadership approach. This leadership style however is considered to be insufficient to cope with challenges and demands of dynamic work settings (Campling, et al. 2008). Recommendations concerning the election of a new CEO for Coca Cola In retrospect on his 26 month long tenure as the CEO of Coca Cola it became more and more obvious that Ivester emphasised â€Å"substance over style† (Morris Sellars, p. 114+). For more than a decade excellent financial expertise made him the perfect second in command but subsequently his narrow-mindedness also prevented him from being a successful leader. Given the tremendous impact of the selection of the CEO in the life of an organization the board of directors at Coca Cola Company are ought to be more careful in setting selection criteria regardless of the eligibility of internal candidates. Primarily, a strategic fit and leadership capability of candidates are essential and given the leadership lessons evaluated in this paper the election of an external candidate providing adequate leadership experience can often be the logical and more reliable choice in many cases. According to the evaluation of deficits in Doug Ivester’s leadership approach the board is therefore strongly recommended to consider characteristics of transformational leaders in their CEO-selection process who can accomplish excellent performance predominately by â€Å"providing followers with a vision that instills true commitment† (Johns Saks 2008). Also considering the fast changing organizational and economical environment this paper argues that future CEOs at Coca Cola need to embody not only flexibility but also proven skills in cognitive ability. Leaders have to be able to focus on the big picture and make the right decisions especially in times of crisis and change. On top of that the global dimension and worldwide operations of Coca Cola deserve attention within the selection process. Thus, future leaders of Coca Cola need to provide a global mindset, high tolerance for ambiguity and cultural adaptability. In accordance to Petrick et al. (1999) excellent global leadership competencies, which complement transformational leadership, will meet the demand for sustainable competitive advantage and result in superior corporate performance in the 21st century.

Symbolism In Native Son Essay Example For Students

Symbolism In Native Son Essay The novel Native Son was published by Richard Wright in 1940. The book represents the tragedy of Bigger Thomas, a black boy raised in the Chicago slums during the great depression. Wright uses symbolism extensively in the novel. There is even symbolic meaning behind the titles of each of the three parts of the novel. It is symbolism that allows Wright to explain the entire novel in the first few pages. Even though symbols are widely used in the novel, there are only three that are very important. The three most important symbols are the black rat, blindness, and the kitchenette. One of the major symbols in Native Son is the black at in the first chapter of the novel. The rat symbolizes the fate, feelings, and actions of the main character. The parallels between the rat and Bigger Thomas are unmistakable. The black rat is seen as an invader and is killed. The same eventually happens to Bigger later in the novel (Lee 50). Robert Lee argues that the black rat is symbolic of several things. According to Lee, one symbolic function of the black rat is that it sets up a motif that resonates throughout the novel. The rat points forward to the figure Bigger himself will become, the part-real, part-fantasy denizen of a grotesque counter Darwinian world in which uman life-his own, Marys, Bessies-seems to evolve backward into rodent predation and death. Whether in pursuit or the pursued, Bigger becomes damned either way, just as he victimizes others while doubling as both his own and societys victim. These inner meanings of the novel also lie behind Wrights three-part partition of fear, flight, and fate (Lee 51). We will write a custom essay on Symbolism In Native Son specifically for you for only $16.38 $13.9/page Order now Secondly, the rat is symbolic of the terrified helplessness of the Thomas family and Biggers response to it: The rats belly pulsed with fear. Bigger advanced a step and the rat emitted a long thin song of defiance. Bigger crushes the rat utterly and, in triumphant bravado, launts the bloody corpse in his sisters face, enjoying her terror. Lee recognizes the significance of this episode of fear, rage, and violent action. He states that the entire novel is an extension, with the roles inverted of this chilling metaphor (Lee 58). Finally, the killing of the rat is symbolic of Biggers attempt to assert himself as someone important. Lee argues that Bigger actually hated his family. He hated them because he knew that they were suffering and that he was powerless to help or protect them. The killing of the rat represents, perhaps, Biggers one chance to protect his other and younger siblings as the patriarch of the Thomas family (Lee 68). Edward Margolies views blindness, which affects everyone throughout the novel, as the most important symbol. He believes that Wright uses blindness to illustrate the relationship between the races. His symbolic use of blindness illustrates how blind whites are to the humanity and existence of black people. Whites prefer to think of blacks in easily stereotypical images-in images of brute beast, or happy minstrel. They are incapable of viewing blacks as having sensitivity and intelligence. Even well meaning people like the Daltons re blind to the suffering of blacks. The Daltons lavish millions of dollars on black colleges and welfare organizations-while at the same time they continue to support a rigid caste system that is responsible for black degradation in the first place (Margolies 45). To support his belief, Margolies illustrates how this symbolic blindness affects all of the characters. Bigger is blind to the realities of black life as well as to the humanity of whites. Bigger vaguely discerns the white enemy as white tides, icy white walls, and looming white mountains. He is therefore unable to accept Jans offer of riendship, because he blindly regards all whites as symbols of oppression. Mary, Jan, and Max are just as blind to the humanity of blacks as the others-even though they presumably want to enlist blacks as equals in their cause. .u4f8a4b1689611c9927c23c1254785c21 , .u4f8a4b1689611c9927c23c1254785c21 .postImageUrl , .u4f8a4b1689611c9927c23c1254785c21 .centered-text-area { min-height: 80px; position: relative; } .u4f8a4b1689611c9927c23c1254785c21 , .u4f8a4b1689611c9927c23c1254785c21:hover , .u4f8a4b1689611c9927c23c1254785c21:visited , .u4f8a4b1689611c9927c23c1254785c21:active { border:0!important; } .u4f8a4b1689611c9927c23c1254785c21 .clearfix:after { content: ""; display: table; clear: both; } .u4f8a4b1689611c9927c23c1254785c21 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u4f8a4b1689611c9927c23c1254785c21:active , .u4f8a4b1689611c9927c23c1254785c21:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u4f8a4b1689611c9927c23c1254785c21 .centered-text-area { width: 100%; position: relative ; } .u4f8a4b1689611c9927c23c1254785c21 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u4f8a4b1689611c9927c23c1254785c21 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u4f8a4b1689611c9927c23c1254785c21 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u4f8a4b1689611c9927c23c1254785c21:hover .ctaButton { background-color: #34495E!important; } .u4f8a4b1689611c9927c23c1254785c21 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u4f8a4b1689611c9927c23c1254785c21 .u4f8a4b1689611c9927c23c1254785c21-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u4f8a4b1689611c9927c23c1254785c21:after { content: ""; display: block; clear: both; } READ: Memento EssayFor Mary and Jan, Bigger is an abstraction- a symbol of exploitation rather than someone whose feelings they have ever tried to understand. Mrs. Daltons blindness is symbolic of the blindness of the white liberal philanthropic community (Margolies 50). Margolies believes that in all cases but Mrs. Daltons, blindness is psychosomatic. Like others, however, Mrs. Dalton has a spiritual handicap as well as a physical one. She and her husband, as Max points out, cannot see the malevolent condition, which they serve and perpetuate. Similarly, Mary and Jan cannot see the emptiness of their charity. At different points in the novel Bessie is blinded by tears and fright, while Bigger is blinded by snow, light and rage. In the presence of Jan and Max he feels transparent and invisible. At the end of the novel Max groped for his hat like a blind man. The two abstract conceptions, love and justice, which inform Native Son are also traditionally blind (Margolies 52). Finally, Margolies argues that only one person, Bigger vercomes this symbolic blindness. Bigger gains a kind of sight in the novel. The sight Bigger gains is distorted though. It is made up of images that appear when one holds a magnifying glass close to the face, and then moves it further and further away from ones eyes until the picture reflected in the glass comes in at once clearly and upside down. Bigger begins the story seeing everything in a haze. The sight, which he eventually achieves, is in sharp focus, but out of whack (Margolies 55). Dan McCall differs from both Lee and Margolies. McCall argues that the most powerful symbol Wright uses in Native Son is the kitchenette. He views the opening scene as symbolic of how people driven so closely together are driven violently apart. The kitchenette throws desperate and unhappy people into an unbearable closeness of association, thereby increasing latent friction, giving birth to never-ending quarrels of recrimination, accusation, and vindictiveness, producing warped personalities. The full recognition of how the kitchenette forms Biggers sensibility-or how it deprived him of one- is what makes this symbol so important (McCall 3). McCall points to the kitchenette as the reason why Bigger thought the way he did. The kitchenette constantly eminded Bigger that he is black, and that is how he is supposed to live. The kitchenette is responsible for making Bigger black crazy. He is incapable of nonracial thought. His obsession produces what McCall calls the state of exaggeration. This state of exaggeration serves to show the emotional intensity with which Bigger attacks ordinary, daily problems (McCall 5). This state of exaggeration is clearly seen in the kitchenette, argues McCall. It is seen in the overwhelming fear of being looked at that the Thomas family has. On the first page of Native Son, when people get out of bed, the first words are Turn your head so I can get dressed. Day after day in the ghetto that is the call to society; and on the second day of Wrights novel, Vera repeats the line Turn your head so I can get dressed. Even when one is dressed, the fear and horror of being seen continues (McCall 6). McCall argues that Wrights point is to show that for those urban slum dwellers the folk culture was swallowed in unbearable closeness. This emptiness and fear of being looked at Bigger carries with him all day long. The scene which begins the book is present at the very center of the crime where Bigger is hysterical at not being able to get the entire human form into a tight place. He has to cut off the head. Biggers head, his sensibility, was cut off in the kitchenette (McCall 7). Without the use of symbolism, Native Son would not have had the impact it did. Bigger Thomas symbolizes the truth about the relationship between blacks and whites. Native Son had a huge impact in America because it exposed the horrible truth about that relationship. Bigger Thomas symbolically represents the consequences of a relationship based on abuse, inequality, and fear. However, in order to understand Bigger Thomas, one first must understand the symbolism behind the black rat, the kitchenette, and the element of blindness.