BlacksacademyBlacksacademy2007-03-05T15:25:02-05:00ExpressionEngineCopyright (c) 2007, SiteAdminElliot Jacques -tag:businessfocusgroup.net,2007:index.php/blacksacademy/8.1262007-03-05T15:21:02-05:002007-03-05T15:25:02-05:00Who is Elliot Jacques?
Elliot Jacques developed a theory of measuring the value of work by the time span of 'discretion' that elapses before the decisions are monitored. He noted that a confusion of roles or unclear boundaries of responsibility lead to frustration and insecurity, and to a tendency in management to avoid authority and accountability.
A worker may see his 'real' boss - the one he feels he has a chance of getting a decision about himself - as someone quite different from the person next in line up the hierarchy.
resource links2007-03-05T15:21:02-05:00SiteAdmininfo@topcv.comMost Popular ResourcesThe Symmetrical Family - Michael Yong and Peter Willmotttag:businessfocusgroup.net,2007:index.php/blacksacademy/8.1252007-03-05T15:02:29-05:002007-03-05T15:12:29-05:00What is the Symmetrical Family?
According to Michael Young and Peter Willmott in their book The Symmetrical Family the family in England has gone through four stages.
(1) The Pre industrial family.
At this stage the family is the unit of production; husband, wife and children work as a unit in the production of agricultural items or textiles.
(2) The early industrial family.
Members of the family are now employed as wage earners. This kind of family predominated in the C19th when wages were low and there was the threat of unemployment. Families responded by extending their network of relationships to include relatives. Women were largely responsible for this. There was a central relationship between a mother and her married daughter; by contrast the husband-wife relationship was weak. Women formed an 'informal trade union' from which men were excluded. This kind of family may still be found in long established working class areas.
(3) The symmetrical family.
The nuclear family has become separated from the extended family and the 'trade union' of women has been disbanded. The husband is important once again within the family. Husband and wife share decisions, and work together, hence the term 'symmetrical'. This kind of family predominates more in the working classes than in the middle-classes. Work is important in shaping the nature of family life.
(4) The Stage 4 family.
Young and Wilmott predict the development of a stage 4 family, which is an extension of their theory of the 'Principle of Stratified Diffusion'. According to this theory patterns of living diffuse down the social structure. Thus families at the bottom of the social order will copy the habits of those at the top. Applying this theory, they observe that managing directors lives are work centred rather than home-centred.
resource links2007-03-05T15:02:29-05:00SiteAdmininfo@topcv.comMost Popular ResourcesPassendaletag:businessfocusgroup.net,2007:index.php/blacksacademy/8.1242007-03-04T20:51:31-05:002007-03-04T20:53:31-05:001916 Offensive and Passendale
Lloyd George sought for a unified Allied strategy, and to this effect he proposed an offensive on the Italian front, but the Italian general, Cardorna, declined the responsibility. In 1916 Joffre was sacked as French commander-in-chief and replaced by Nivelle. He proposed another offensive on the Western front. Robertson agreed, and Lloyd George, once he had accepted the plan, became wholly committed to it. The success of Nivelle's plan would require swift action to achieve complete surprise; instead there were extensive delays in the preparations owing to the opposition of the British generals to the plan. However, Lloyd George forced it through, and the offensive commenced on 9-14th April with a British attack at Arras. The British losses were close to twice those of the Germans, and the Germans were not diverted. Nivelle's attack was a failure, the French army nearly mutinied, and Nivelle was dismissed in May. The French army was not able to mount another offensive in 1917.
The failure of Nivelle's offensive gave Haig the freedom to plan his own – an offensive in Flanders. The underlying idea was good, but the tactical problem of how to achieve a breakthrough in the first place had not been resolved. The bombardment merely turned the fields of Flanders into impassable mud. Lloyd George was opposed to the plan from the start, but he was overcome by the unity of the generals, and on 25th July the war cabinet endorsed Haig's plan. The offensive commenced on 31st July 1917. It is termed the third battle of Ypres, or more popularly, the battle of Passendale, after the final stage. It was a failure from the beginning. Although Haig had said that he would not continue beyond the first day if things went wrong, he persisted for three months. The British gained four miles. British losses were 3 dead for every 2 Germans.2007-03-04T20:51:31-05:00SiteAdmininfo@topcv.comMost Popular ResourcesMinimum Efficient Scaletag:businessfocusgroup.net,2007:index.php/blacksacademy/8.1232007-03-04T20:42:45-05:002007-03-04T20:44:45-05:00Minimum efficient scale
The minimum efficient scale is defined to be the first point on the LRAC (long-run average cost) curve.
[Diagram goes here - download the original pdf to see it.]
This graph is also drawn to illustrate the idea that the LRAC is often "flat-bottomed". This means that there is a range of sizes of firm at which there is maximum efficiency. The minimum efficient scale is the smallest firm at which this maximum efficiency is obtained. It is the MES (minimum efficient scale) that determines the structure of an industry.
To show why, suppose, for example, that the market requires an output from the industry of 100 units of a given product. Suppose that the MES is at 20 units. Then this implies that the industry will be an oligopoly with [Equation goes here - download the original pdf to see it.] competing firms. If the LRAC was "flat-bottomed" then the industry would be highly competitive; because that would mean that each of the 5 competing firms could increase profit by increasing output, On the other hand, suppose the market requires an output of 10,000 units and the MES is just 1 unit. Then there would be 10,000 firms each producing just one unit, and the industry would be in perfect competition. So it is the minimum efficient scale that determines the basic structure of the market.
The larger the MES (minimum efficient scale) the closer the industry structure to monopoly becomes.
resources links2007-03-04T20:42:45-05:00SiteAdmininfo@topcv.comMost Popular ResourcesJapanese Invasion of Manchuriatag:businessfocusgroup.net,2007:index.php/blacksacademy/8.1222007-03-04T20:31:50-05:002007-03-04T20:36:50-05:00Japanese invasion of Manchuria, September 1931
Whilst the Disarmament conference was running, the Japanese invaded Manchuria. The Japanese invasion on 18th September 1931 of Manchuria signalled the end of the period of apparent internationals stability. Ironically, only one week earlier, Viscount Cecil, on behalf of the British government, addressed the Assembly of the League of Nations, saying, "there has scarcely been a period in the world's history when war seems less likely than it does at present."
The Chinese appealed for help to the League on 22nd September! The onus of responsibility for action to oppose the Japanese aggression fell on the British, since they were the only major power with vested interests in the region.
The event coincided with the crisis over the gold standard, whilst the Washington naval treaty had given the Japanese naval superiority in the region, which the British were unable to counter since they had not developed Singapore into a naval base. Foreign minister, Sir John Simon, sought to reconcile China and Japan at Geneva where the League met. He initiated a commission headed by Lord Lytton to investigate the rights and wrongs of the matter. After touring the Far East the commission reported at the end of 1932 that the Japanese grievances were justified, and, whilst the report condemned the Japanese use of force, Japan herself was not sanctioned.
However, Japan withdrew from the League when the Lytton report was adopted. The Chinese accepted the loss of the province and concluded the truce of Tangku with Japan in 1933. Thus, Britain rid itself of the responsibility for enforcing the covenant of the League against Japan. It was inconceivable that Britain could act alone, and the United States would not join Britain in any action, since they had the bulk of the trade with Japan.
resources links2007-03-04T20:31:50-05:00SiteAdmininfo@topcv.comMost Popular ResourcesWeltpolitiktag:businessfocusgroup.net,2007:index.php/blacksacademy/8.1212007-03-04T20:26:17-05:002007-03-04T20:29:17-05:00Weltpolitik I
German Policy after Bismarck, 1890-96 Wilhelm II’s Chancellors
Following the fall of Bismarck Wilhelm II appointed a succession of Chancellors, none of whom had the vision or experience of Bismarck.
Their position was ultimately dependent on the goodwill of Wilhelm. The first, General Leo von Caprivi (Chancellor 1890 - 1894), was appointed in 1890 to oversee the legalisation of Germany’s socialists. He resigned in 1894 when the Kaiser, having made a volte-face in his policy, wanted him to introduce a Subversion Bill directed against socialists!
Caprivi’s successor, Prince Hohenlohe (Chancellor 1894 - 1900), was an elderly Bavarian aristocrat with a reputation for indecision and procrastination. Thus Hohenlohe became a figure-head and Bülow, his foreign minister, exerted a powerful influence under him. In time Bülow became Chancellor between 1900 – 1909.
He was a manipulator and self-seeker who pandered to the emperor. He became unpopular with the Kaiser following the Daily Telegraph affair, and was replaced by Bethmann-Hollweg, who was Chancellor between 1909 – 17. He was a hard-working and well-meaning bureaucrat lacking experience in foreign affairs, and ignorant of military issues.
resources links2007-03-04T20:26:17-05:00SiteAdmininfo@topcv.comMost Popular ResourcesWho is Sue Sharpetag:businessfocusgroup.net,2007:index.php/blacksacademy/8.1202007-03-04T20:15:19-05:002007-03-04T20:20:19-05:00Sue Sharpe: Just Like a Girl
Sue Sharp conducted an influential study of girls' expectations whilst at school in 1972 and in 1994 she replicated this study. During the interval there were some background changes in society and the economy, such as
(a) the passage of the Thatcher era, which presented possible new female role-models;
(b) high levels of structural unemployment and corresponding increases in the number and diversity of training schemes.
However, these background influences do not appear to have had much influence of girls' attitudes. The principle finding was that girls in the 1990s still expect to undertake work that could be described as 'women's work' ? that is teaching, health work, air hostesses, beauticians, working with children and clerical work in banks.
However, there were some changes:
(a) the expectation or desire to do office work had significantly diminished. This may be attributed to changes in technology;
(b) diminished expectations to become shop assistants;
(c) some interest in car mechanics, engineering or firefighting.
Other findings were
(a) a greater stress on equality with men, increased sense of assertiveness and confidence;
(b) a greater emphasis on the importance of having a job or career and being able to support themselves, especially in the event of a breakdown of marriage;
(c) no desire generally to identify themselves as feminists;
(d) less positive attitudes to marriage;
(e) the expectation to combine work and family life; the expectation that husbands or partners would help with housework and childcare. However, realisitically, the feeling that 'new man' was a bit of a joke.
(f) Young women continue to "look forward to a future in which they are likely to end up juggling work and domestic life like their mothers before them."
resources links2007-03-04T20:15:19-05:00SiteAdmininfo@topcv.comMost Popular ResourcesPaschendaletag:businessfocusgroup.net,2007:index.php/blacksacademy/8.1192007-03-04T20:01:09-05:002007-03-04T20:07:09-05:001916 Offensive and Paschendale
Lloyd George sought for a unified Allied strategy, and to this effect he proposed an offensive on the Italian front, but the Italian general, Cardorna, declined the responsibility. In 1916 Joffre was sacked as French commander-in-chief and replaced by Nivelle. He proposed another offensive on the Western front. Robertson agreed, and Lloyd George, once he had accepted the plan, became wholly committed to it. The success of Nivelle's plan would require swift action to achieve complete surprise; instead there were extensive delays in the preparations owing to the opposition of the British generals to the plan. However, Lloyd George forced it through, and the offensive commenced on 9-14th April with a British attack at Arras. The British losses were close to twice those of the Germans, and the Germans were not diverted. Nivelle's attack was a failure, the French army nearly mutinied, and Nivelle was dismissed in May. The French army was not able to mount another offensive in 1917.
The failure of Nivelle's offensive gave Haig the freedom to plan his own – an offensive in Flanders. The underlying idea was good, but the tactical problem of how to achieve a breakthrough in the first place had not been resolved. The bombardment merely turned the fields of Flanders into impassable mud. Lloyd George was opposed to the plan from the start, but he was overcome by the unity of the generals, and on 25th July the war cabinet endorsed Haig's plan. The offensive commenced on 31st July 1917. It is termed the third battle of Ypres, or more popularly, the battle of Passchendale, after the final stage. It was a failure from the beginning. Although Haig had said that he would not continue beyond the first day if things went wrong, he persisted for three months. The British gained four miles. British losses were 3 dead for every 2 Germans.
resources links2007-03-04T20:01:09-05:00SiteAdmininfo@topcv.comMost Popular ResourcesOVERVIEW - Select Department Heretag:businessfocusgroup.net,2007:index.php/blacksacademy/8.772007-02-17T20:32:30-05:002007-02-19T08:17:29-05:00BUSINESS STUDIES
SOCIOLOGY2007-02-17T20:32:30-05:00SiteAdmininfo@topcv.comDepartments