The Destructive Effects of Cult Conversions Essay

A cult is a group of sadistic people that harm and take advantage of young, innocent people that are ripped away from their families and into a cold, dangerous world. There are many questions as to are cults really harmful. Cult leaders have many persuasive ways to trick you into believing their beliefs and their twisted ways of life. One common way that cult groups usually do is they pick out the most innocent and lonely victim. Then they make you feel comfortable and welcome and raise you on a pedestal, but then they start judging on how you choose to live and usually use religious ways to persuade you into their cult, tricking you into their society. Cult leaders frequently use brainwash and many other techniques that are†¦show more content†¦Even behind prison, they carved swastika symbols, (a symbol characterized with Nazis) onto their palm of their hands to praise their leader. The women who were convicted of the murders were convinced that they were doing no harm. Sti ll to this day Charles Manson has many followers that continue to praise him and his beliefs. The Ku Klux Klan have brained washed many people into believing that their race is superior to anybody else’s. The Ku Klux Klan along with Hitler were responsible for murdering millions of Jews. â€Å"The intent of such a group is to control and keep its members for life or until the victims cease to be of value to the leader.† (According to the Cult information Centre) To the Ku Klux Klan, the more warriors they recruit, the more powerful they become. The Ku Klux Klan does not dress up in sheets but they are still around trying to â€Å"fix† the world. The Branch Davidians were in a class of their own. They believed that their leader, David Koresh was the son of God. They believed that if they followed his scripture then they would go to heaven or in a paradise of their own. The Branch Davidian’s beliefs were so strong that they died believing that they were goi ng to go to heaven. Some of the survivors still to this day believed that David Koresh was the son of God. In an article in Caltech Counseling Center followers believed that, â€Å"We can rest assured that both spiritual forces and principles of our newShow MoreRelatedTragedy of Deforestation Essays2447 Words   |  10 Pagesmedicines, food, building materials, firewood, water, and all the spiritual elements that assist them. The decline of the forest means a loss of their elements which in turn comes malnutrition, increase in illnesses, dependency, adapting to another cult or custom, and in many cases live else where or the community eventually disappears. Secondly, deforestation impacts on a regional level. Forests guarantee the preserving of water, soils, plants, and wildlife. Their destruction causes, much seriousRead MorePapua New Guinea: Religion, Tradition and the Ensuing Violence1815 Words   |  8 Pageshospitals are some of the only places for these people to receive care. 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Corporate Social Responsibility Now and Then - 1537 Words

With the recent corporate scandals involving such companies as Enron and Martha Stewart, the concept of corporate social responsibility (CSR) has once again made its way to the forefront of contemporary management ideologies. However, CSR itself is not a new concept. In fact, societies as far back as the Ancient Mesopotamians (circa 1700 BC) incorporated CSR in their businesses. King Hammurabi introduced a code in which builders, innkeepers or farmers were put to death if their negligence caused the deaths of others, or major inconvenience to local citizens. With each new Enron managers of similar corporations are suddenly placed in the spotlight, causing plans to be put into action to create a more socially responsible company.†¦show more content†¦In Enron s case, Kenneth Lay s morality leaves something to be desired, even though his employees were taught all along to buy into this whole CSR thing. Senior management can put into action all the plans in the world to im plement better CSR within their corporations, but if they themselves do not practice social responsibility there is no hope for their company to become more socially responsible. For example, say a large automotive manufacturer has recently decided to become more socially-conscious, but its plant manager has continually ordered the waste oil of that day to be dumped into the river behind the plant. Since the executives have no idea this has been happening, they do not provide the manager with any increased budget to properly dispose of the waste oil. Not wanting to lose his job he turns the other cheek as his employees continue to dispose of the oil as before. Who s responsible here? 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Foundation and Empire 18. Fall Of The Foundation Free Essays

There was an atmosphere about the Time Vault that just missed definition in several directions at once. It was not one of decay, for it was well-lit and well-conditioned, with the color scheme of the walls lively, and the rows of fixed chairs comfortable and apparently designed for eternal use. It was not even ancient, for three centuries had left no obvious mark. We will write a custom essay sample on Foundation and Empire 18. Fall Of The Foundation or any similar topic only for you Order Now There was certainly no effort at the creation of awe or reverence, for the appointments were simple and everyday – next door to bareness, in fact. Yet after all the negatives were added and the sum disposed of, something was left – and that something centered about the glass cubicle that dominated half the room with its clear emptiness. Four times in three centuries, the living simulacrum of Hari Seldon himself had sat there and spoken. Twice he had spoken to no audience. Through three centuries and nine generations, the old man who had seen the great days of universal empire projected himself – and still he understood more of the Galaxy of his great-ultra-great-grandchildren, than did those grandchildren themselves. Patiently that empty cubicle waited. The first to arrive was Mayor Indbur III, driving his ceremonial ground car through the hushed and anxious streets. Arriving with him was his own chair, higher than those that belonged there, and wider. It was placed before all the others, and Indbur dominated all but the empty glassiness before him. The solemn official at his left bowed a reverent head. â€Å"Excellence, arrangements are completed for the widest possible sub-etheric spread for the official announcement by your excellence tonight.† â€Å"Good. Meanwhile, special interplanetary programs concerning the Time Vault are to continue. There will, of course, be no predictions or speculations of any sort on the subject. Does popular reaction continue satisfactory?† â€Å"Excellence, very much so. The vicious rumors prevailing of late have decreased further. Confidence is widespread.† â€Å"Good!† He gestured the man away and adjusted his elaborate neckpiece to a nicety. It was twenty minutes of noon! A select group of the great props of the mayoralty – the leaders of the great Trading organizations – appeared in ones and twos with the degree of pomp appropriate to their financial status and place in mayoral favor. Each presented himself to the mayor, received a gracious word or two, took an assigned seat. Somewhere, incongruous among the stilted ceremony of all this, Randu of Haven made his appearance and wormed his way unannounced to the mayor’s seat. â€Å"Excellence!† he muttered, and bowed. Indbur frowned. â€Å"You have not been granted an audience. â€Å" â€Å"Excellence, I have requested one for a week.† â€Å"I regret that the matters of State involved in the appearance of Seldon have-â€Å" â€Å"Excellence, I regret them, too, but I must ask you to rescind your order that the ships of the Independent Traders be distributed among the fleets of the Foundation.† Indbur had flushed red at the interruption. â€Å"This is not the time for discussion.† â€Å"Excellence, it is the only time,† Randu whispered urgently. â€Å"As representative of the Independent Trading Worlds, I tell you such a move can not be obeyed. It must be rescinded before Seldon solves our problem for us. Once the emergency is passed, it will be too late to conciliate and our alliance will melt away.† Indbur stared at Randu coldly. â€Å"You realize that I am head of the Foundation armed forces? Have I the right to determine military policy or have I not?† â€Å"Excellence, you have, but some things are inexpedient.† â€Å"I recognize no inexpediency. It is dangerous to allow your people separate fleets in this emergency. Divided action plays into the hands of the enemy. We must unite, ambassador, militarily as well as politically.† Randu felt his throat muscles tighten. He omitted the courtesy of the opening title. â€Å"You feet safe now that Seldon will speak, and you move against us. A month ago you were soft and yielding, when our ships defeated the Mule at Terel. I might remind you, sir, that it is the Foundation Fleet that has been defeated in open battle five times, and that the ships of the Independent Trading Worlds have won your victories for you.† Indbur frowned dangerously, â€Å"You are no longer welcome upon Terminus, ambassador. Your return will be requested this evening. Furthermore, your connection with subversive democratic forces on Terminus will be – and has been – investigated.† Randu replied, â€Å"When I leave, our ships will go with me. I know nothing of your democrats. I know only that your Foundation’s ships have surrendered to the Mule by the treason of their high officers, not their sailors, democratic or otherwise. I tell you that twenty ships of the Foundation surrendered at Horleggor at the orders of their rear admiral, when they were unharmed and unbeaten. The rear admiral was your own close associate – he presided at the trial of my nephew when he first arrived from Kalgan. It is not the only case we know of and our ships and men will not be risked under potential traitors. Indbur said, â€Å"You will be placed under guard upon leaving here.† Randu walked away under the silent stares of the contemptuous coterie of the rulers of Terminus. It was ten minutes of twelve! Bayta and Toran had already arrived. They rose in their back seats and beckoned to Randu as he passed. Randu smiled gently, â€Å"You are here after all. How did you work it?† â€Å"Magnifico was our politician,† grinned Toran. â€Å"Indbur insists upon his Visi-Sonor composition based on the Time Vault, with himself, no doubt, as hero. Magnifico refused to attend without us, and there was no arguing him out of it. Ebling Mis is with us, or was. He’s wandering about somewhere.† Then, with a sudden access of anxious gravity, â€Å"Why, what’s wrong, uncle? You don’t look well.† Randu nodded, â€Å"I suppose not. We’re in for bad times, Toran. When the Mule is disposed of, our turn will come, I’m afraid. â€Å" A straight solemn figure in white approached, and greeted them with a stiff bow. Bayta’s dark eyes smiled, as she held out her hand, â€Å"Captain Pritcher! Are you on space duty then?† The captain took the hand and bowed lower, â€Å"Nothing like it. Dr. Mis, I understand, has been instrumental in bringing me here, but it’s only temporary. Back to home guard tomorrow. What time is it?† It was three minutes of twelve! Magnifico was the picture of misery and heartsick depression. His body curled up, in his eternal effort at self-effacement. His long nose was pinched at the nostrils and his large, down-slanted eyes darted uneasily about. He clutched at Bayta’s hand, and when she bent down, he whispered, â€Å"Do you suppose, my lady, that all these great ones were in the audience, perhaps, when I†¦ when I played the Visi-Sonor?† â€Å"Everyone, I’m sure,† Bayta assured him, and shook him gently. â€Å"And I’m sure they all think you’re the most wonderful player in the Galaxy and that your concert was the greatest ever seen, so you just straighten yourself and sit correctly. We must have dignity.† He smiled feebly at her mock-frown and unfolded his long-boned limbs slowly. It was noon – and the glass cubicle was no longer empty. It was doubtful that anyone had witnessed the appearance. It was a clean break; one moment not there and the next moment there. In the cubicle was a figure in a wheelchair, old and shrunken, from whose wrinkled face bright eyes shone, and whose voice, as it turned out, was the livest thing about him. A book lay face downward in his lap, and the voice came softly. â€Å"I am Hari Seldon!† He spoke through a silence, thunderous in its intensity. â€Å"I am Hari Seldon! I do not know if anyone is here at all by mere sense-perception but that is unimportant. I have few fears as yet of a breakdown in the Plan. For the first three centuries the percentage probability of nondeviation is nine-four point two.† He paused to smile, and then said genially, â€Å"By the way, if any of you are standing, you may sit. If any would like to smoke, please do. I am not here in the flesh. I require no ceremony. â€Å"Let us take up the problem of the moment, then. For the first time, the Foundation has been faced, or perhaps, is in the last stages of facing, civil war. Till now, the attacks from without have been adequately beaten off, and inevitably so, according to the strict laws of psychohistory. The attack at present is that of a too-undisciplined outer group of the Foundation against the too-authoritarian central government. The procedure was necessary, the result obvious.† The dignity of the high-born audience was beginning to break. Indbur was half out of his chair. Bayta leaned forward with troubled eyes. What was the great Seldon talking about? She had missed a few of the words- â€Å"-that the compromise worked out is necessary in two respects. The revolt of the Independent Traders introduces an element of new uncertainty in a government perhaps grown over-confident. The element of striving is restored. Although beaten, a healthy increase of democracy-â€Å" There were raised voices now. Whispers had ascended the scale of loudness, and the edge of panic was in them. Bayta said in Toran’s ear, â€Å"Why doesn’t he talk about the Mule? The Traders never revolted.† Toran shrugged his shoulders. The seated figure spoke cheerfully across and through the increasing disorganization: â€Å"-a new and firmer coalition government was the necessary and beneficial outcome of the logical civil war forced upon the Foundation. And now only the remnants of the old Empire stand in the way of further expansion, and in them, for the next few years, at any rate, is no problem. Of course, I can not reveal the nature of the next prob-â€Å" In the complete uproar, Seldon’s lips moved soundlessly. Ebling Mis was next to Randu, face ruddy. He was shouting. â€Å"Seldon is off his rocker. He’s got the wrong crisis. Were your Traders ever planning civil war?† Randu said thinly, â€Å"We planned one, yes. We called it off in the face of the Mule.† â€Å"Then the Mule is an added feature, unprepared for in Seldon’s psychohistory. Now what’s happened?† In the sudden, frozen silence, Bayta found the cubicle once again empty. The nuclear glow of the walls was dead, the soft current of conditioned air absent. Somewhere the sound of a shrill siren was rising and falling in the scale and Randu formed the words with his lips, â€Å"Space raid!† And Ebling Mis held his wrist watch to his ears and shouted suddenly, â€Å"Stopped, by the â€Å"Ga-LAX-y, is there a watch in the room that is going?† His voice was a roar. Twenty wrists went to twenty ears. And in far less than twenty seconds, it was quite certain that none were. â€Å"Then,† said Mis, with a grim and horrible finality, â€Å"something has stopped all nuclear power in the Time Vault – and the Mule is attacking.† Indbur’s wail rose high above the noise, â€Å"Take your seats! The Mule is fifty parsecs distant.† â€Å"He was,† shouted back Mis, â€Å"a week ago. Right now, Terminus is being bombarded.† Bayta felt a deep depression settle softly upon her. She felt its folds tighten close and thick, until her breath forced its way only with pain past her tightened throat. The outer noise of a gathering crowd was evident. The doors were thrown open and a harried figure entered, and spoke rapidly to Indbur, who had rushed to him. â€Å"Excellence,† he whispered, â€Å"not a vehicle is running in the city, not a communication line to the outside is open. The Tenth Fleet is reported defeated and the Mule’s ships are outside the atmosphere. The general staff-â€Å" Indbur crumpled, and was a collapsed figure of impotence upon the floor. In all that hall, not a voice was raised now. Even the growing crowd without was fearful, but silent, and the horror of cold panic hovered dangerously. Indbur was raised. Wine was held to his lips. His lips moved before his eyes opened, and the word they formed was, â€Å"Surrender!† Bayta found herself near to crying – not for sorrow or humiliation, but simply and plainly out of a vast frightened despair. Ebling Mis plucked at her sleeve. â€Å"Come, young lady-â€Å" She was pulled out of her chair, bodily. â€Å"We’re leaving,† he said, â€Å"and take your musician with you.† The plump scientist’s lips were trembling and colorless. â€Å"Magnifico,† said Bayta, faintly. The clown shrank in horror. His eyes were glassy. â€Å"The Mule,† he shrieked. â€Å"The Mule is coming for me.† He thrashed wildly at her touch. Toran leaned over and brought his fist up sharply. Magnifico slumped into unconsciousness and Toran carried him out potato-sack fashion. The next day, the ugly, battle-black ships of the Mule poured down upon the landing fields of the planet Terminus. The attacking general sped down the empty main street of Terminus City in a foreign-made ground car that ran where a whole city of atomic cars still stood useless. The proclamation of occupation was made twenty-four hours to the minute after Seldon had appeared before the former mighty of the Foundation. Of all the Foundation planets, only the Independent Traders still stood, and against them the power of the Mule – conqueror of the Foundation – now turned itself. How to cite Foundation and Empire 18. Fall Of The Foundation, Essay examples

New Public Management Essay Example For Students

New Public Management Essay INTRODUCTIONPublic sector reforms adopted in a number of countries such as USA, UK and New Zealand in the last fifteen years and characterised by efficiency units, performance management, contracting out, market type mechanisms, and agency status have come to be known as the New Public Management or NPM. Appearance of the NPM as shifting the paradigm from the old traditional model of administration has been promoted by a remarkable degree of consensus among the political leadership of various countries and is presented today as the major tool for public sector management reforms. The elements of NPM have been implemented in diverse forms in different countries depending on their historical nature of bureaucracy and public sector management and reform objectives. For instance, more emphasis was given to performance management in Scandinavian countries, while a stronger accent was on market type mechanisms, contractualisation of the public service and systematic approaches to improving service quality in New Zealand, the UK and the USA. The long-term benefits from these reforms have not been empirically validated. Nevertheless, the major donors are agreed that what developing countries must do to improve public sector management is to sweep away the traditional public administration paradigm that underpins their bureaucracies and introduce the new public management (Turner and Hulme 1997: 230). Mongolia has not escaped from this trend. The Government of Mongolia is preparing to introduce public administration reforms based on the New Zealand experience of contract relationship between resources used and outputs purchased. However, there is a question mark about Mongolias capacity to implement such reforms and wether they meet current needs. Therefore, assuming that the concepts of NPM are quite familiar, attempts have been made to asses the Mongolian situation against prescriptions of the New Zealand model of Public Sector Reform, particularly in relation with the countrys transitional circumstances. THE NEW ZEALAND MODEL OF PUBLIC MANAGEMENTThe proponents of the New Public Management have often identified New Zealand as a good example of this contemporary mode of administrative reform called NPM. New Zealand has implemented an enormous number and range of management reforms since 1988. These include accrual basis accounting and appropriations. Budgeting for outputs rather than inputs, separation of service delivery functions from advisory and regulatory functions, replacing permanent department heads with chief executives appointed for a fixed term, discretion for managers to spend their operating budgets as they deem fit, individual employment contracts for most senior managers, annual purchase agreements between ministers and their departments, annual reports, and audited financial and performance statements (Schick 1998:2). Every element of reform has been designed to establish or strengthen contract-like relationship between the government and ministers as purchasers of goods and services, and departments and other entities as suppliers. This ?new contractualism replaced the relational contracts that characterise traditional public administration (Schick 1998:3). Managerial reform is based on a simple principle: managers cannot be held responsible for results unless they have freedom to act, that is, to spend and hire within agreed budgets as they see fit, to make their own choices concerning office accommodation and other purchases, and to run their organisation free from ex ante control by outsiders. The New Zealand experience shows how effective management practices in the private sector can be brought into a public sector environment and adapted. The change was driven by ideas that have only recently entered mainstream economics and they have been applied with full fidelity to their internal logic. Although one can justify that the country has vastly enlarged the stockpile of public management ideas and practices, however, there remain concerns related to contract-like arrangements in the public sector and there is much more to be accomplished before a final assessment can be made (Schick 1998:4). TRANSITIONAL FEATURES OF PUBLIC ADMINISTRATION IN MONGOLIAAfter the collapse of the socialist block, radical political and economic changes occurred in most former socialist countries. According to Hesse (1993) the former socialist countries have a number of common characteristics, such as:? a transition from one party rule to a multi-party, pluralist system with democratic and accountable government;? the deconcentration and decentralisation of political power;? the creation of distinct spheres of economics and politics; and,? economic liberalisation. No socialist country has yet completed the full process of economic liberalisation. This is mainly because the task of transforming a former socialist economy is significantly more complicated than the issues facing a typical developing country. In many cases even rudimentary institutions that can be easily converted to market concepts and terminology. The process can be characterised not simply by a transition to a new economic system but also as a fundamental transformation of the whole society and all of its institutions in line with the market philosophy. Earlier literatures on civil service reforms in developing countries indicate that strategically administrative reform was successful, when it was implemented as part of the main economic and political change. There was less chance of its success, when it was undertaken on its own as a separate activity. Unfortunately those who are involved in the design of main economic and political change strategies underestimate the fact that administrative change needs to be undertaken before or together with economic and political change. It is often assumed that there is no political support and not adequate financial and technical resources to undertake public administration reforms. As a result public administration lags behind other sectors and is often criticised for being an obstacle to reforms in other sectors. This characterises the current situation in Mongolia. Despite the profound political and socio-economical changes, which have taken place in Mongolia since 1990, public administration remained the same until recently. The organisation and activities of all levels of the former public management institutions were no longer appropriate for attaining the goals of the reforms in all spheres of economic and political life. This finds its expression in the weakening of the prestige of all state institutions, their inefficient and non-operational activities, and also the ineffectiveness of Mongolian legislation and decisions of public and management institutions. Socrates oresteia EssaySUITABILITY OF THE NEW ZEALAND MODEL FOR MONGOLIAThe reasons explaining why the Government wants such a radical approach to public administration reform in the country are quite clear. The previous administrative reforms did not bring significant improvements in the public sector management and were limited by a number of structural changes in state institutions. Although there were the first attempts by the Government to separate policy coordination, regulatory and implementing functions, the question of whether the structures and functions of recently established agencies are appropriately designed to ensure efficiency and effectiveness of government operations has not been clear. At the same time, the demand for accelerating public reform with the aim to improve overall efficiency has been increased by the pressures from donor organisations. However, it should be noted that there is not sufficient justification and factual arguments developed by both the advocates and the opponents for why the country should not adopt the New Zealand model. Before making a final decision the questions such as what are the real obstacles to success of NPM in Mongolia and what are the real recipes for potential success need to be answered, in other words, there is a need to study the consequences first. It must be admitted that the task to make such a complete analysis is beyond the scope of the current work and for the time being there is very limited literature available to make a base for developing the arguments for why the country should implement NPM. Schick stresses the importance of preconditions for successfully implementing the NPM approach and claims that countries striving to uplift themselves after decades of mismanagement should not ignore these preconditions. He identifies the establishment of a formal public sector, which is based on strong civil service system and long standing habit of public managers to spend public money according to prescribed rules as one of the preconditions. In addition, he notes that if contracts and the rule of law are underdeveloped in business relations, it is highly improbable that they can be safely or effectively applied in the conduct of the governments business (Schick 1998:6). Whether Mongolia has these preconditions may be even questionable that some other developing countries, the public sector of which were operating under colonial systems and in which market mechanisms have been established for years. The transitional features of the public management of Mongolia mentioned earlier could serve as an explanation for why such emphasis should be made. If the New Zealend model is all about applying the best techniques of private sector management in public management, the question of whether just newly emerging private sector of Mongolia has accumulated those techniques and practices is even more doubtful. NPM is often attempted assuming that proper capacity exists, which is not always the case. The actual capacity of Mongolia to apply NPM should be thoroughly investigated, especially when it comes to managers ability decide and to have responsibility. Otherwise the reform may have a impact on the public confidence in the government operations. In Addition, as Hughes (1994: 83) claims, implementation is a real problem if there is insufficient attention paid to it. Implementation is much more costly in developing countries where a traditional model bureaucracy is not well developed and some basic preconditions are not ensured. In Mongolia, informal estimates have been made that USD 20 million are required to implement NPM reforms. This accounts only for the transitional periods from the old to the new system. Some potential donors like the Asian Development Bank and the World Bank are committed to provide technical assistance and program loans in support of the reforms. So far neither the national government nor the donor agencies have made an estimation of how much the country would benefit from the reforms. It is not meaningful to think that if USD 20 million were available to the country today, this would have an automatic impact on the structure, efficiency and vision of the public administration and sustainability of reforms. NPM requires good planning and a very good estimate of the real capacities to implement it and a good program of assistance or training to build these capacities. To some extent, the donors commitments are influenced by their willingness to show at least ane developing or transitional country, where the NPM model will successfully work and it has been encouraged by the interest of the current Government of Mongolia in the model. The major donors are often quick to sell a model that is pre-packaged without carefully looking at the implementation side of it. Public management reform is a difficult process to define and implement in general. In the developing countries problems of inefficiency, culture impact, political pressure and other factors such as corruption and a lack of competitiveness and sophisticated markets render this task even more difficult. Reform programs should have a long-term perspective and be free from political ambitions that could negatively affect their long-term effects and objectives. As there has always been a tendency for the public sector reforms to be donor driven, it is much more desirable to develop a Mongolian version of reform that satisfies the needs of the country and its administrative environment and reality, which may or may not be NPM. The conclusion to be made here is that sooner or later the country should move towards some forms of NPM. However, rather than taking such an extreme and prompt action to immediately adopt the most advanced model of it, the focus should be on capacity building to ensure necessary pre-conditions have been established for its future successful implementation. Political Issues