Paradoxical Slogans in 1984 - 1661 Words

Sahil Aggarwal Williams IB English SL The Veracity of Paradoxical Slogans in 1984 The definition of a paradox is, â€Å"A statement that on the surface seems a contradiction, but that actually contains some truth.† In George Orwell’s, 1984, the use of paradoxes is exemplified in an attempt to allow the reader to understand the true intentions of a totalitarian government. By using war as a method of keeping peace in the society or even going so far as to further the degree of ignorance to greaten the government’s power, Orwell constantly expresses the oppression of people under a totalitarian rule, the central theme of the novel. In an effort to gain the further support of the people of Oceania, the controlling party writes the following†¦show more content†¦In Oceania, there are no means of comparison, as communication is under the Party’s influence. Knowledge is the Party’s threat, which once high enough, would lead to their annihilation. Knowledge grows through the education of the people, however this is hindered by the enforcement of various literary features. The motif, Newspeak, recurs throughout the novel, and illustrates how the government restricts knowledge through the limitation of language. Newspeak is a language that has a narrowed vocabulary in an attempt to exclude words that can raise awareness of any suppressive behavior that the Party exerts. â€Å"Don’t you see that the whole aim of Newspeak is to narrow the range of thought? In the end we shall make thought crime literally impossible, because there will be no words in which to express it.† This quote best illustrates the Party’s intentions for Newspeak in regards to this slogan. The first sentence establishes how this motif is increasing ignorance, by narrowing the range of thought. In doing so, the second sentence holds true as the more ignorance that is spread through society, the more strength and power the Party gains control over the people of Oceania. The telescreen, a television that is used to monitor the people of the societyShow MoreRelatedGeorge Orwell s Fahrenheit 451 1092 Words   |  5 Pagescondemning them to intellectual poverty. This concept of intellectual repression will be explored through two classic dystopian texts; 1984 and Fahrenheit 451. Orwell’s 1984 was committed to paper under the backdrop of the Stalinist totalitarian regime in the Soviet Union, where the freedom of thought had been abolished; which parallels the fascist sovereignty of 1984, governed under the omnipresent puppeteer, Big Brother. Intended to be a warning to humanity concerning the â€Å"poisons of totalitarianism†Read MoreMethods of Manipulation in George Orwells novel 19841511 Words   |  6 Pagesthat restrict the daily actions of humans. Additionally, these laws keep some freedoms for humans at bay. This paradox, along with many others, is taken for granted in everyday life. The slogans, formed through doublethink, and the ministries that are created by the Party in George Orwells novel 1984 are paradoxical in nature, as each individual aspect that seems self-contradictory, but contains a hidden truth. War is peace, Freedom is slavery, Ignorance is strength, and the four ministries of theRead MoreSlogans Of 19841164 Words   |  5 Pagesâ€Å"From where Winston stood it was just possible to read, picked out on its white face in elegant lettering, the three slogans of the Party: War is Peace, Freedom is Slavery, Ignorance is Strength.† In the story, 1984 by George Orwell, the Party places this slogan everywhere to make sure they have the power over everyone the people. Although the Party’s ideas seem to contradict one another, their ideas do make sense in a way. If there is war between two countries and they are fighting one another,Read MoreGeorge Orwell s Brave New World, 1984, And King Lear3482 Words   |  14 PagesPower and Control is presented in various ways in Brave New World, 1984, and King Lear. The ways in which the omnipresent governments in 1984 and Brave New World deploy power and control draw significant areas of comparison to each other, as well as contrasting to the presentation of power and control in King Lear. Various methods are utilised in order to exercise power and control in 1984, King Lear, and Brave New World. â€Å"Hypnopaedia† is employed in Brave New World as a method of mass control.Read MoreContemporary Management Issues9330 Words   |  38 PagesPARADOX OF COVERT RESISTANCE IN ORGANIZATIONS Peter Fleming p.fleming1@pgrad.unimelb.edu.au Andrà © Spicer a.spicer@pgrad.unimelb.edu.au Department of Management University of Melbourne Parkville, Vic 3010 Australia Chapter for Paradoxical New Directions in Organization and Management Theory. Edited by Stewart Clegg. Amsterdam: Benjamins. (Second Draft) July 2001 The problem of whether employee resistance is possible under corporate relations of power that target the veryRead MoreOrganizational Behaviour Analysis28615 Words   |  115 Pagesof a twist in places. Recent work on trust also covers important ground in the discussion of competition and co-operation (Coulson, 1997, 1998; Gambetta, 1988; Kramer Tyler, 1996; Misztal, 1996), as does the work on co-operation itself (Axelrod, 1984; Baker, 1996; Nowak, May Sigmund, 1995). 4 Although intended to be funny, Scott Adams (1996) The Dilbert Principle is also worth a look for its acute observations about the experience of change at low levels in an organisational hierarchy. Read MoreAnalysis of Life Cycle of Ibm4448 Words   |  18 Pagesof initiatives that collectively demonstrated an unwavering faith in his workers: he hired the company s first disabled worker in 1914, he formed the company s first employee education department in 1916, and in 1915 he introduced his favourite slogan, THINK, which quickly became their corporate mantra. Watson boosted company spirit by encouraging any employee with a complaint to approach him or any other company executive – his famed Open Door policy. He also sponsored employee sports teamsRead MoreOn the Interface between Operations and Human Resources Management16889 Words   |  68 Pagesplant of a large computer manufacturer that was also plagued by low throughput. Recognizing that worker contributions were essential, management embarked on a motivational campaign, which included shirts, pep talks, and illuminated signs with slogans such as â€Å"I love my job.† Not only did these efforts fail to promote higher output, but also the workforce was put off by them and became cynical about improvement efforts in general. Eventually, the circuit-board plant adopted an alternate approachRead MoreRastafarian79520 Words   |  319 Pagesadjustments or further systematizations of the prevailing ideas, but by espousing new ideas, making new demands, and creating new visions for potential followers. That rationalization and charisma should embody Webers view of social change is somewhat paradoxical and may lead to the accusation that Weber is somewhat contradictory. The source of the alleged contradiction lies in the fact that Weber claims that charisma is irrational and anti- rational, the opposite of rationalization or rationality.18 HoweverRead MoreOrganisational Theory230255 Words   |  922 Pagesthe Post Industrial Society, P. Sadler, 1988, Ashgate; Figure 5.2 J Gross/Getty Images/Sport; Figure 5.3 after Manpower strategies for flexible organizations, Personnel Management August, Chartered Institute of Personnel and Development (Atkinson, J. 1984); Figure 5.4 from Kalleberg, A., Flexible firms and labour market segmentation: effects of workplace restructuring on jobs and workers, Work and Occupations (Vol. 30 Issue 2) pp. 154–175, copyright 2003 by Sage Publications, reprinted by permission

Skill - 5329 Words

European Journal of Social Sciences – Volume 13, Number 3 (2010) 387 Relationship between Interpersonal Communication Skills and Organizational Commitment (Case Study: Jahad Keshavarzi and University of Qom, Iran) Hassan Zarei Matin Associate Professor, University of Tehran, Iran Golamreza Jandaghi Associate Professor, University of Tehran, Iran Fateme Haj Karimi Graduate, Public Management, University of Tehran, Iran Ali Hamidizadeh Graduate, Public Management, University of Tehran, Iran Abstract The aim of this paper is to identify the interpersonal communication skills that enhance organizational commitment. To do so in a descriptive survey, the models provided by Robbins and Hunsaker and by Allen and Meyer were used to†¦show more content†¦Transmission of message by the process of encoding and decoding the message, which may result in short-term perception, is not adequate for the success of communication. Communication should be in such a way that will give opportunity for the respondent or receiver to take decision with regard to the message he perceived (master, 2008 :5). The concept of interpersonal communication skills was firstly introduced in 1950s (Berko et al., 1998/1378: 58). Interpersonal communication skills have been defined as ability to work well with people, and involve your acceptance of others, without prejudice. This does not always mean that you like the person, but you are able to overcome your dislike in order to achieve your tasks (Smith, 2009b : 1). Interpersonal communication skills are ability to respond to staffs needs positively, fostering a non-discriminatory work environment where staff can develop to their full personal potentials, and delegating authority (Avkiran, 2000 :656). Interpersonal communication competence consists of a set of skills, knowledge about communication, and self-evaluation. Competent interpersonal communication skills include selfdisclosure, owned feelings and thoughts, and descriptiveness and support. (Robinson, 2006: 1). Robbins and Hunsaker (2003) reviewed a large number of studies and synthesized the interpersonal skills that surfaced on most lists .Most of these skills belong to three categories – leadership, the process ofShow MoreRelatedSkills And Skills Of The Career Success760 Words   |  4 PagesSkills USA. An organization that has given the opportunity to lead and hone the skills of both High School and College students. It has grown into a society that many people strive to be in to gain career and technical skills. It has a reputation for allowing students to learn the abilities necessary to be successful in adulthood. I am here today carrying out the task to talk about this year’s theme, â€Å"Connecting You to Career Success,† as way to help me develop my public speaking skills. As a memberRead MoreSkill Acquisition1216 Words   |  5 PagesPDHPE ESSAY Skill acquisition refers to the process that athletes use to learn or acquire a new skill. A skill can be defined as an act or task such as typing or drawing, or in the instance of sport, catching, throwing, and running. Skill acquisition is a gradual developmental process that requires our cognitive (thinking) processes to work with our physical abilities to learn how to perform movements that we were previously unfamiliar with. For performers and coaches to produce peak performanceRead MoreOrganisational Skills1433 Words   |  6 PagesCapability PDP3 Personal Development Plan for:- Elizabeth Croft Tutor:- Aarti Vyas-Brannick Course:-BAAB Date of Submission:- 14TH May 2007 Tutor Approved YES/NO/ (if no see attached sheet) A. LEARNING CAPABILITY The skill I developed most in the Learning Capability quadrant was my learning profile. Becoming more organised was an aspect of my personal development which I thought most important as a basis on which to grow and develop my professional capabilities. WhatRead MoreSkills for Workplace1676 Words   |  7 PagesIMPORTANT SKILLS FOR WORKPLACE Important skills for the workplace today Nguyen Dang Dinh Van Kaplan University Dip FM 1888. Class 18B SSPDP Ms. Deepa Pillai September 30, 2010 Important skills for the workplace today Nowadays, workers are being requested getting more and more challenges and difficulties in every aspects of working environments. Employers are looking to people who have special skills which can apply directly to many different tasks. Therefore, people haveRead MoreTransferable Skills1385 Words   |  6 PagesTransferable Skills? We all have â€Å"learned† abilities and â€Å"natural† abilities. Learned abilities are our skills and natural abilities are our talents. So what are Transferable skills or job-related skills? Simply put, transferable skills are the skills and abilities you have acquired during any activity in your life – your jobs, classes, projects, volunteer work, parenting, hobbies, sports, virtually anything – that are applicable to what you want to do in your next job. Learned abilities are skills you developRead MoreQuestions On Skills And Skills922 Words   |  4 PagesSkills Approach Introduction The area of leadership skills and abilities has been studied by many researchers. One of the models was put forward by Katz in which he determined three various levels of skills that leaders in organizations must have. These skills included technical skills, human skills and conceptual skills (Northouse, 2015). The researcher stated that these skills tend to differ from qualities or traits of leaders as skills describe what leaders can attain while traits describe whoRead MoreSkill Learning And Skill Classification1087 Words   |  5 PagesDemonstrate and understand the skill learning and skill classification - Skill Classification State and explain the classification of your skill in relation to; Serving a tennis ball left handed requires many skills such as Fine/Gross, Open/Closed and Discrete/Serial/Continuous. Fine and Gross Fine motor skills are used as this involves the movement of small muscle groups, gross motor skills are also required as this involves the movement of large muscle groups. Fine is the ability to use smallRead MoreTalent vs Skill1090 Words   |  5 Pagesï » ¿Talent vs Skill â€Å"Talent† and â€Å"skill† are often used interchangeably in conversations and perceptions. Both words pertain to the ability or potential of an individual to deal, work, and perform a particular task. However, their main difference is their point of origin. A talent is defined by resources as the ability by a person that is inherent, inborn, or naturally occurring. A talent is said to be a special ability to do something without prior experience, study, or tutelage. It is often classifiedRead MoreCounseling Skills Essay1034 Words   |  5 Pagesdiscussing is empthy, which is discussed in Chapter six (Shebib, 2003). Empathy is the ability to correctly interpret another persons feelings to show them you understand. So, empathy is not something we have, but something we do. Empathy is a skill and an attitude and not a feeling (sympathy is a feeling). It is about being able and willing to understand another person from their own point of view, without your own thoughts, feelings, opinions and judgements getting in the way of this understandingRead MoreCelta - Language Skills984 Words   |  4 PagesLanguage Skills Assignment Section 1: Choice of authentic text The authentic text chosen is â€Å"Eight ways to work out at work†. It was published by our local Star newspaper on 8 April’13. It is also available online (please refer to Appendix 1, page 2 for the text). The choice of the authentic text was based on the following: From a learner perspective: 1. Connection to own life/situation: The text is of an interesting subject matter which learners can connect to as many of them use computers

Perth Arena Case Study and Business Management

Question: Case Study: The Perth Arena Answer: The Perth Arena Designed to be the citys most spacious, multi-purpose indoor sports and entertainment venue, The Perth Arena is located on the Northbridge Link site in Perths CBD. The Arena is being constructed with an intent to hold and sporting entertainment events to an assemblage of between 5000 and 14000 people. The planning, tendering and contracting for the Arena was under the Department of Housing and Works (DHW). The project was scheduled for completion by 2009 but in December 2007, soon after commencement of construction, responsibility of the Arena was given to the Office of Strategic Projects (OSP) who was to report directly to the Minister for Housing and Works. Summarising the Governance Problems Perth Arena has been a significant project for Western Australia and the above preamble has been given to illustrate how high profile this project had become for the state authorities. Still, governance was not adequate and the project went three years behind the schedule of its completion and was commissioned in 2012. Why the planning[1] went wrong can be understood from the following factors, which emerged after a deep analysis. The authorities arrived at the cost and time estimates well before making a thorough analysis of the project. This resulted in escalation of the cost to $483 million, which was $323 million more (an escalation of 200%) than the estimated cost of $160 million announced at the time of planning in September 2005. DHW accepted an offer which was fundamentally different from the original conception of the Arena. This resulted in a tender process that became problematic and the contract negotiations created more problems than solutions. DHW made another mistake by changing the design without fully appraising the prices nor did it did made an analysis whether these represented value for money[2]. Most of the key decisions regarding the fundamental changes in the contract document were taken without making adequate assessment of the risks involved, legal opinion or consideration of available alternative options. The state had to bear the escalated costs and risks because DHW did not transfer the responsibility of scheduled completion of the Arenas design to the contractor. These inadequacies in governance of the prestigious Arena project exposed the State to greater levels of risk, both on time and money. The OSP also lacked in fulfilling its duties by not keeping the Minister or the Cabinet about its decisions and key risks associated with the project. This shown how lackadaisical was the projects governance, and though the governance arrangements were subsequently strengthened, risks remained of further cost escalation and delays[3]. 2(a) Stakeholder Circle The Stakeholder Circle is a tool which can be used to provide an effective way of visualising the power and influence of the stakeholders which may make an impact on the success or failure of the project. This tool is developed for a project to identify and prioritise the key stakeholders of the project and develop a strategy to build and illustrate the relationships between the key stakeholders. The key stakeholders in The Arena are OWNERS The Honourable Minister for Housing and Works Although the Honourable Minister is the main decision maker for all the projects which come under the jurisdiction of his ministry, it is not practical for him to keep a day-to-day control over each and every project[4]. He has dedicated departments and personnel who are designated to monitor, carry out the ministers instructions and see that the project finishes on schedule. The Office of Strategic Projects (OSP) As discussed above, the OSP was given the overall responsibility of The Arena Project with the binding that it shall keep the minister posted on the developments concerning the progress of the project. Department of Housing and Works DHW was the supervising agency for the project and was responsible for acting on behalf of the government of Western Australia. Department of Treasury and Finance The responsibility of this department was to control the financial transaction connected with the project[5]. GOVERNANCE VenuesWest the owners (on behalf of State of Western Australia) VenuesWest can be termed as the CEO of the project. The Stakeholder circle STAKEHOLDERS Ashton Raggatt McDougall (Architectural firm) This firm had the responsibility of designing the project and supervise its implementation. Cameron Chisholm Nicol (Architectural firm) This firm had the responsibility of designing and implementing the projects accessories which included seating arrangements, control panels and administrative sections. CSR Buckeridge Group of Companies (the contractors) The company which won the contract for building the entire project. AEG Ogden Management Consultants The responsibility of the management consultants was to take charge of the finished project and manage its day-to-day operations[6]. 2(b) Stakeholder Circle Analysis High Importance Low Importance Low Influence High Influence KEHOLDERSSStakeholder Analysis OWNERS The Honourable Minister for Housing and Works The Honourable Minister carries overall responsibility for all the projects which are under his ministry, but it is not possible for him to keep control over every project. This is the responsibility of his dedicated departments and personnel who are authorised to monitor the projects. The Office of Strategic Projects (OSP) The OSP got charge of The Arena Project after the blunders done by DHW but this department also failed in carrying out its responsibility with full impunity. Department of Housing and Works DHW failed miserably right from the beginning of the project. Department of Treasury and Finance This department was to control the financial transaction connected with the project, but it also failed in proper monitoring of the finances. GOVERNANCE VenuesWest the owners (on behalf of State of Western Australia) VenuesWest can be termed as the CEO of the project and it duly and diligently performed its responsibilities post taking control of the management. STAKEHOLDERS Ashton Raggatt McDougall (Architectural firm) This firm also failed in carrying oy its responsibility of designing the project effectively. Cameron Chisholm Nicol (Architectural firm) This firm was to look after the designing and implementing the projects accessories which included seating arrangements, control panels and administrative sections and proved to be successful. CSR Buckeridge Group of Companies (the contractors) The company which won the contract for building the entire project was not at fault as it was the design factor which led to cost escalations. AEG Ogden Management Consultants The responsibility of the management consultants was duly discharged successfully by this company. List of References Barnes, R. and Doidge, G. Managing Your Investment Property: The Essential Guide to Property Management in Australia and New Zealand. Milton, QLD: John Wiley Sons, 2010. Christensen, S. and Duncan, W.D. Professional Liability and Property Transactions. Annandale, NSW: Federation Press, 2004. Emerald Gems (ed). Built Environment and Property Management: A Focus on Australia. Bingley: Emerald Group Publishing Limited, 2015. Marshall, A., Williams, N. and Morgan, J. (ed). Land of Sweeping Plains: Managing and Restoring the Native Grasslands of South-eastern Australia. Clayton South, VIC: Csiro Publishing, 2015. Parker, D. Global Real Estate Investment Trusts: People, Process and Management. Milton, QLD: John Wiley Sons, 2012. Spoehr, J. (ed). State of South Australia: From Crisis to Prosperity? Kent Town: Wakefield Press, 2009.53.