Its Time to Stop the Censorship Music with Explicit...

Its Time to Stop the Censorship Music with Explicit Lyrics Music with explicit lyrics or content started having black and white parental advisories on them in 1994 (http://www.riaa.org/Parents-Advisory-4.cfm). Are these labels necessary? Is controversial music molding our society and causing teenagers to turn to drugs? Is censorship necessary to protect the youth of our nation. Generally, younger people are against censorship on this issue. Music is an outlet and even an anti-drug for many teens; however, parents and society feel differently. Should parents censor their children or society, many parents would like to raise their own children. â€Å"Censorship, like charity should begin at home; but unlike charity, it should end there,†Ã¢â‚¬ ¦show more content†¦Ã¢â‚¬Å"It’s not the labels kids look for, it’s the music. Independent research shows kids put limited weight on lyrics in deciding which music they like, caring more about rhythm and melody. The warning label alone isn’t enough incentive.† (http:/ /www.riaa.org/Parents-Advisory-4.cfm). â€Å"Censorship, like charity should begin at home; but unlike charity, it should end there,† is a quote by Clare Boothe Luce (Fitzhenry, 84). Some parents are against the censorship of music. They believe that they should raise their kids, not some politicians who believe one nasty word will change a whole child’s future. Many music artists have had other people attempt or succeed to sue them for their explicit lyrics and sexual content. 2 Live Crew was one of these music groups. In June of 1990, a Broward County judge in Florida declared that their album, As Nasty as They Want to Be, was legally obscene. (http://www.xyno.de/) 2 Live Crew’s record was the first one in America to be deemed legally obscene although a Georgia appeal court later overturned this decision in May of 1992 (http://music.lycos.com/artist/bio.asp?QW=2+Live+CrewAN=The+2+Live+CrewMID=66486MH=). Some people believe that a label should be placed on albums by artists who have explicit content in their recordings. Others believe that the music should not be on the market for the public to access at all. Many believe that censorship should not be allowed at all because itShow MoreRelatedEssay on Censorship of Music1406 Words   |  6 PagesCensorship of Music In todays society, all types of music artists are expressing their views, opinions and feelings in their songs about what they see and what they know. This is on of the great things about this country, the freedom to express yourself. It is not fair, nor is it constitutional that music should be censored in anyway. It is not only rap music trying to be censored it is in all types of music. They are taking away their rights and it isnt fair. As reported in the New York TimesRead MoreEssay Censorship2029 Words   |  9 Pages2013 Censorship Have you ever been listening to the radio and heard a â€Å"beeeeep† in some parts of the song you’re listening to? You know, the annoying sound that interrupts the song? The sound is a familiar one among those of us that listen to the radio, in particular Rap/hip-hop music stations. This noise is heard because it’s used to bleep out/censor the word that was previously there; the word was most likely ‘bad’ or offensive. Censorship is a growing concern for our society, whether it’s becauseRead MoreEssay about Rap And Censorship2102 Words   |  9 Pagescomponent of rap music is thought to have been greatly influenced by Cab Calloway with his repetitive chants and scats, along with his call-and-response technique with the audience. 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In Paul Blanshard’s book The Right To Read: The Battle Against Censorship, he speaksRead MoreThe Censorship of Art Essay example14698 Words   |  59 PagesThe Censorship of Art While the censorship of art is not a new phenomenon, recent years have witnessed renewed and intensified attempts to control popular culture. In particular, rap and rock music have come under increasing attack from various sides representing the entire left and right political spectrum, purportedly for their explicit sexual and violent lyrical contents. In this paper is investigated which moral codes underlie these claims against popular music, how social movements mobilizeRead MoreCensorship Is Not Freedom, Morality, And Safety Of The People1549 Words   |  7 PagesWhen you think of the word, â€Å"censorship†, what do you think of? Secrecy? Morality? Oppression? Liberals often see censorship as a limit set by the government. A limit to suppress the capabilities of the human race. A limit that keeps a country’s citizens intact. A limit that keeps the people ignorant so that the powerful can stay powerful. But what if I told you that censorship isn’t what the l iberals say it is? What if I told you that censorship is the thing that is keeping our country togetherRead More mass commication and how it affects todays youth Essay2972 Words   |  12 Pages From Eminem’s hardcore explicit lyrics, to Lil Kim’s outrageous outfits to the late Tupac Shakur’s â€Å"thug life† image, the rap subculture has been under a lot of speculation. Many rappers lyrics contain violent messages that parents fear are encouraging youth to become violent. The media has a field day covering protests against rappers, such as Eminem about their explicit lyrics towards gays, women and their promotion of violence. The main concern is how rap is influencing today, particularly towardsRead MoreEssay about Negative Effects of Media Violence on Children3872 Words   |  16 Pageswill examine whether youth violence has risen from unattached parenting or because the lack of censorship and influence of the media. Through the presentation of documented support, it will be shown the rising rate of youth violence is the result of the lack of censorship of the media. According to psychologist Craig Anderson, research shows that violent video games, films, television, and music in the media increase the probability of violent and aggressive behavior in long-term and immediateRead MoreHuckleberry Finn Persuasive Essay1571 Words   |  7 Pagesword is really a large matter- ‘tis the difference between the lightning bug and lightning.†(Mark Twain). Mark Twain, the author of an extraordinary yet controversial novel; The Adventures of Huckleberry Finn had a great way of capturing moments in time and bringing them to life through the use of meaningful and direct diction. The Adventures of Huckleberry Finn has been a vexed novel for it s a use of the â€Å"N-word†. However, many scholars and associations have devised a â€Å"solution† for this problemRead MoreOppression Of African American Body Essay1933 Words   |  8 Pagesthe white America decided to plant it’s secret weapons in the very thing they knew could affect a large society at one time, mass media. Using the main concepts, and systems that built America they were able to make a weapon more silent than ever. hooks goes on to explain in her book, â€Å"Black Looks: Race and Representation†, the systems of domination, imperialism, colonialism, and racism, all the core –ism’s in helping building modern day America and protects â€Å"it’s people†, yet still actively, â€Å"coerce

The Contribution of Processual and Emergent Perspectives to Strategic Change Free Essays

string(32) " related to contingency theory\." Change is ubiquitous. Organisational change has become synonymous with managerial effectiveness since the 1980s (Burnes, 1996; Wilson, 1992). However, north American influence over the quest for commitment, efficiency and improved performance, appears to have fallen back upon largely Tayloristic notions of management, with the result that organisational change is widely perceived to be controllable by modern management, with organisations themselves instrumental in their in their hands (Collins, 1997). We will write a custom essay sample on The Contribution of Processual and Emergent Perspectives to Strategic Change or any similar topic only for you Order Now However, this ‘scientific’ approach appears to have diffused with scant regard to contextual variables that may serve to modify and constrain contemporary managerial rhetoric for change (Hatch, 1997). One perspective that attempts to refocus the debate on wider issues has come to be known as the processual or emergent approach to organisational change (Collins, 1997), and it is this perspective that this paper seeks to evaluate You can read also Waves First, the inevitability of change is briefly considered as the time frame selected for organisational analysis tends to dictate the substance of investigation. This leads into a critique of planned change under the umbrella of strategic choice, with its core assumptions based upon managerial hegemony. This approach is then contrasted with the processual and emergent perspectives that seek to widen management appreciation to include factors beyond the organisation and its immediate environments. The implications of the apparent divergence between theory and practice are briefly outlined before concluding that the subjectivist paradigm of the processual/emergent approach is best seen as a modification to theories of strategic choice, which may add to effective managerial practice in the future. This argument is qualified by the need to support such a modification by a fundamental change in modern managerial education. The Inevitability of Change ‘Change’ exudes temporality. While it may be a truism that in any field of activity, all periods may be characterised by change and continuity, the time frame selected will tend to highlight change or continuity (Blyton and Turnbull, 1998). For example, a focus upon organisational change during the last two-decades may reveal a period of rapid change. However, a perspective encompassing the last two hundred years may indicate a basic continuity in the capitalist social mode of production (ibid). Consequently, differentiating between whether organisational change should be analysed from the perspective of a strict chronology of ‘clock’ or linear time, with its associated notions of relentless progress, planning and implementation, or whether changed is viewed from the perspective of a processual analysis over tracts of time, has given rise to a vigorous debate on how change should be understood as it applies to complex business organisations (Wilson, 1992). Two paradigms dominate the analysis of organisational change. On the one hand, a positivist view holds that change is objectively measurable, and thus controllable, embracing notions of rationality, temporal linearity and sequence – change is an outcome of deliberate action by change agents (Hatch, 1997; Kepner and Tregoe, 1986). On the other hand, a subjectivist view holds that change is dependent upon the temporal context of the wider social system in which it occurs and is thus a social construction – while organisations define and attempt to manage their change processes, outcomes are not necessarily the result of the top-down cascade advocated by the planned approach (Pettigrew, 1985). Consequently, as a point of departure, planned organisational change shall be discussed before moving on to examine the emergent approach as a challenge to the rational model. The Planned Perspective Contemporary US and UK managerial ideology may be identified as an outcome of, and a contributor to, neo-liberalist voluntarism (Dunlop, 1993). This ideology is mobilised through the agency of management to protect capital’s interests above all others. Consequently, management and managers come to be considered a social elite through their exercise of ‘god-like’ control over a logical and rational process of adaptation, change and ever-improving performance. The organisation is thus instrumental in the hands of management (Collins, 1997; Daft, 1998; Hatch, 1997; Kepner and Tregow, 1986). Generally referred to as ‘strategic choice’, the planned approach, according to Wilson (1992:22) is constructed upon the following theories of organisation: 1 Organisational Development (OD) and Behavioural Modification (BM); 2 Planned incrementalism; 3 The ‘enterprise culture’, best practice and ‘gurus’ as change agents. These perspectives have all in common the role of human agency, whereby, ‘†¦human decisions make an important difference†¦ a voluntarism in which human courage and determination count’ (Gouldner 1980, cited in Wilson, 1992:25). OD and BM (closed system) approaches emanate from the field of psychology, positing that organisational change is implemented by management through changing the behaviour of individuals. OD aims to foster consensus and participation on the basis that management attributes resistance to change to poor interpersonal relations (Wilson, 1992). BM is a systematic approach to the conditioning of managerially defined ‘appropriate’ behaviour, based upon Skinnerian psychological theories of learning (reward and punishment) and motivation (ibid). Both approaches are based on the assumptions that managers are capable of identifying internal barriers to change, determining appropriate behaviours, and designing and implementing programmes to achieve desired outcomes. Consequently, there is a plethora of ‘frameworks’, ‘recipes’ and ‘how to’ packages aimed at managerial audiences (Collins, 1997) A central feature of many of these packages is Lewin’s (1951) ‘force field’ framework, which proposes that change is characterised as a state of imbalance between pressures for change and pressures against change. It is suggested that managers are capable of adjusting the equilibrium state of zero-change, by selectively removing or modifying specific forces in the required direction (Senior, 1997). Implicit is the normative nature of planned change: managers should know the various forces as they apply to their own particular situation, and should understand and possess the means to exert influence over them. It follows that, ceteris parebus, without deliberate managerial action, change, at worst is unlikely to occur and, at best, is unlikely to realise desired outcomes without the intervention of chance (Collins, 1997). Planned incrementalism argues that change is constant and evolutionary and should be planned in small steps based on an orderly adjustment to information flowing in from the operating environment (Quinn 1980, cited in Senior, 1997). This approach is related to contingency theory. You read "The Contribution of Processual and Emergent Perspectives to Strategic Change" in category "Papers" The argument runs that the most effective way to organise is contingent upon conditions of complexity and change in the environment. Thus, the organisation should achieve congruence with its market environment and managers should support their strategies with appropriate structures and processes to enhance the likelihood of success (ibid). Turning to the final ‘ingredients’, Wilson (1992:37) argues that ‘enterprise culture’, ‘best practice’ and ‘management gurus’ are different faces of the same ideology. Enterprise culture denotes best practice and grows from a particular interpretation of management theory. This interpretation shapes the role of external consultants and thus determines who are the gurus; the ideology becomes self-supporting. Thus the ideology of strategic choice is mobilised in support of managerial ideology: to be successful in a free market system (entrepreneurial), firms should be modelled by managers upon best practice (currently, from the US and Japan), should adopt flexible specialisation and decentralised structures, and should seek to create organisational cultures congruent with managers’ own. The ‘successful’ manager comes to be defined as a ‘change master’ (Kanter, 1993; see Peters and Waterman, 1982). The Emergent, Processual Perspective A common critique of the planned perspective is that the ability of management to rationally plan and implement organisational change ignores the influence of wider, more deterministic forces outside the realms of strategic choice (Wilson, 1992). Largely in opposition to this perspective and generally referred to as ‘systemic conflict’, the emergent approach, according to Wilson (ibid:22) is constructed upon the following theories of organisation: 1 Contextualism; 2 Population ecology; 3 Life cycles; 4 Power and politics; 5 Social action. While also tending to acknowledge the role of human agency in effecting change, these approaches serve to widen the debate to include the impact of human interaction at micro and macro levels, thus constraining strategic choice (ibid). Contextualism is based upon an open systems (OS) model which views any organisation as being an interdependent component of a much larger whole (Pettigrew, 1985). Serving as a direct intellectual challenge to closed system perspectives, fundamental is the notion that no organisation exists in a vacuum. Emery and Trist (1960, cited in Wilson, 1992) argue that OS reveals the following characteristics: Equifinality – no one best way of achieving the same outcomes; Negative entropy – importing operating environment resources to curtail or reverse natural decay; Steady state – relationship stability between inputs, throughputs, outputs; Cycles and patterns – cash flows, stock-turns and so on. Thus, OS enables the variances between organisations’ performances to be explained by external influences, facilitating comparative analysis, the establishment of sectoral norms and the identification of ‘supra-normal’ practices (Wilson, 1992). Population ecology (and perhaps institutional theories) is based upon the Darwinian notion of ‘survival of the fittest’ (Hatch, 1997). Thus strategic change is aimed at maximising ‘fitness’ within the general population of organisations, through the identification of ‘market’ niches and strategies of specialisation, differentiation or generalism (Porter, 1980, 1985). Competitive advantage is thus created and sustained through the construction of distinctive and inimitable structures, processes and cultures, eg: erecting high barriers to entry through technological investment, or eliminating threats of product substitution through high R D investment and thus (desired) innovation (ibid). The life cycle perspective explicitly recognises the temporal nature of organisational change. Though linear in nature (all life cycle theories assume birth, growth, maturity, decline and death as givens), this approach provides insights into the potential internal and external conditions (and constraints) that an organisation is likely to encounter during distinct life cycle phases (Greiner, 1972 cited in Senior, 1997). However, this approach suffers from a similar critique to those levied at models of planned change. ‘Cycles’ are not in fact cycles (suggesting reincarnation). Development is linear and progressive and an organisation’s location on the ‘cycle’ is highly subjective. Perhaps the major contribution of the emergent approach to organisational change, is the highlighting of the role of power and politics in moderating managerial efforts to effect fundamental and sustainable change (Handy, 1986). Essentially, three political models of power reveal that outcomes are incapable of being considered independently of processes and personal stakes. First, overt power is the visible manifestation of localised influence over preferred processes and outcomes (eg: ‘it’s the way we’ve always done things around here’). Second, covert power is less visible and related to the extent of information sharing and participation in change processes afforded by organisational sub-groups (eg: senior management) to others – the phrase ‘inner circle’ is a common indicator of covert power relations in operation. Finally, third, contextual power suggests that outcomes are mediated by societal forces and the economic structure of society itself (eg: elites, notions of social justice, and so on) (Burrell and Morgan, 1979). Postmodern analysis reveals the influence of discourse, symbol and myth as interchangeable between organisations and societies in the endorsement of preferred solutions. Thus, contextual power may be utilised to shape the wider justification and acceptability for organisational change( eg: ‘restructuring’ for labour stripping; ‘reingeering’ for work intensification; ‘partnership’ for collective labour coercion; ‘TQM’ for zero-tolerance and panoptican managerial control). Moreover, the contextual power perspective also reveals the hegemony of accounting ideology in neo-liberal systems (itself positivist, reductionist and inextricably linked to Taylorism). Thus serving to expose the influence of elite groups, notably silent under the strategic choice framework (Wilson, 1992). Finally, social action theories depict organisational culture (OC) as the structure of social action (ibid). The strategic framework choice would hold that OC is a possession of the organisation and is thus capable of manipulation . In contrast, the systemic conflict framework depicts OC is something an organisation is (a contrasting ontological position) and is therefore largely beyond managerial influence (Legge, 1995). Nevertheless, ‘strong’ (integrated) notions of OC are eulogised by the so-called gurus (see Kanter, 1993; Peters and Waterman, 1982), despite receiving severe criticism for their weak methodological foundations (See Guest, 1992). The emergent approach appears to be at odds with the strong culture = high performance proposition at the heart of most change programmes; its causality is unclear. Implications As the above discussion illustrates, the management of change appears to hold sway over the analysis of change (Wilson, 1992). This implies that understanding has been exchanged for expediency. Put differently, managing change is both a learnable and teachable skill. In view of the short-termism inherent in the US and UK economies, with their shareholder emphasis on maximum financial returns and minimal financial risk (itself a contradiction with the notion of ‘entrepreneur’), it is hardly surprising that ‘recipes for success’ are so eagerly sought after by under pressure managers and eagerly supplied by management gurus with pound-signs in their eyes. Practice appears to be on a divergent path from theory (Collins, 1997). Collins (ibid) attributes this apparent divergence to managerial education, which itself (as must any educative process) be viewed as a perpetuation of ideology. With respect to organisational change, management education serves to promote the aggrandisement of managers as †Canute-like rulers of the waves’. Epitomised by the MBA (Master of Bugger All?) with its roots in north America, such programmes are themselves reductionist and short-term in nature. Thus, students are precluded by time constraints from exposure to the theoretical foundations of change and, consequently, may be discouraged from challenging received wisdom. This is not to assert that ‘hands on’ skills are unimportant, rather to expose that they lose potency in the absence of the appreciation of the wider context which MBA ‘babble’, among a wider range of programmes, serves to suffuse. Conclusion – a rejection of Positivism? The investigation of organisational change has not escape the inexorable north American ‘shift’ towards hypothetico-deductive perspectives of economics and psychology, with their positivist paradigms focused upon atomisation akin to the natural sciences (Cappelli, 1995). From a temporal perspective, while organisational change is viewed as inevitable in much the same way as in nature, the time frame selected for analysis tends to dictate the scope and degree of change to be investigated. Short-termism, it appears, is a form of temporal reductionism in the search for objective truth, that is a key factor behind the notion that managers can be trained to manage change through sets of skills that imply mastery over the ‘natural’ world and therefore, time itself. In this view, planned models of change, rooted in classical theories of management, may be accused of being an ideological construct of assumed legitimacy and authenticity. On the other hand, a subjectivist systemic tension approach, rejects reductionist ‘tool kits’ and lays claim to the inclusion of contextual variables at work throughout an organisation, its operating environment and beyond. In this view, while change is clearly not beyond managerial influence, its management is reliant upon wider understanding of the interplay of these variables, of which power relations may be prominent, in order to be able to predict the likely outcomes of managerial actions. However, for something to exist it must be capable of theoretical explanation. That practitioners have opted for voluntarist models of strategic change is not surprising given the elitist ideology of modern management: to control is to manage; short-termism equates to reduced risk and increased control; the institutions of Western corporate governance and finance thus have their goals met by such an approach. Yet, this is to obfuscate the quintessential qualities of the processual, emergent contribution to organisational change. While not refuting planned change, it perhaps serves to modify it – for any change to be understood, explained and sustained, the duality of voluntarism and determinism must be acknowledged and incorporated into the managerial knowledge base. The emergent approach exposes the potential folly of the extremes of positivism as applied to organisations as social entities, thus throwing open the debate to multi-disciplinary perspectives and enriching the field or organisational change. To be of value, such enrichment must be reflected in managerial education itself. How to cite The Contribution of Processual and Emergent Perspectives to Strategic Change, Papers

Hero Journey free essay sample

First, throughout a person’s journey, there are challenges that help shape the hero stronger. For example, â€Å"He plutered the stronghold on the proud height of Troy. † (4-5). This shows how Odysseus stood up for his men while battling in Troy for the Trojan War. This also shows how he had to face many people to become that strong and capable to do these things. An example in my life is when I helped my mom create a baseball clinic for young children. This makes me feel very proud of myself to be able to complete this because it took a lot of time and effort. After all, I would not be able to be so cooperative because it ook a while and I had to be very patient. In the end, Odysseus and I have had many challenges that we have to complete to make a better person out of ourselves. We will write a custom essay sample on Hero Journey or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Second, a hero’s journey will contain allies / mentors to help you succeed. For example, â€Å"She warns him that his palace is overrun by more than 100 suitors who, believing Odysseus is dead, want to marry Penelope. † (blue). With this help, Odysseus was able to disguise himself and fight for Penelope. If Odysseus did not have this help, he would not have known that men were competing to take what he has. An example in my life is my mom. She is always there for me ight by my side no matter what giving me advice and offering me guidance. With this help, I got through a lot of situations easier because I had help and good advice. If I did not get this help I would not be where I am today and have grown into the person I am today. In the end, Odysseus and myself both have assistance on our journeys because even on a hero journey, people need help and guidance. Lastly, in everyone’s journey there is the biggest challenge yet. The hero must overcome this challenge. For example, â€Å"Thus the battle with the suitors comes to an end, and Odysseus prepares himself for Penelope. † (blue). This reflects that Odysseus was able to conquer all of the suitors and win Penelope back. Following on that, Odysseus can finally be happy with Penelope again. An example in my life is when I had to quickly improve my GPA by . 5. This makes me very proud that I was able to accomplish this because of how many times I was tempted to give up. Without this happening, I would have not been so confident in myself that I could do anything I set my mind to. In the end, both Odysseus and I had challenges we had to overcome. The Odyssey teaches its readers that you have challenges ho shape you are, you have allies / mentors who help you along the way and there is always one big challenge that you must face and overcome. I have changed in many ways based on everything that has occurred along my life journey so far. I would not be who I am today if these things did not happen. Remembering everything that has happened will help me for the new things that are going to tak e place in my life and how I should solve them along the way. Self Score : 4 I would give myself a 4 because I worked very hard. I had all quotes and used good vocabulary. I also used good transitions and had a lot to say.