Was Andrew Jackson Democratic Essay Example for Free

Was Andrew Jackson Democratic Essay Throughout time changes have been made to our country’s government in hopes of improving it, and reducing the flaws it has. Andrew Jackson made changes to our country in hopes of increasing its chances of longevity; however his methods in doing so are to this day very controversial. While Andrew Jackson was known as â€Å"the people’s president† his methods for improving America were quite ambiguous, and the concept of Jacksonian democracy is highly criticized. Andrew Jackson made contributions to our country while holding office; however his tactics were anything but democratic. Growing up on the frontier Andrew Jackson was the first president to not grow up wealthy, later in his life it proved to be useful in trying to appeal to voters, which proved to be successful. Yet in the race for presidency, even though he had won the votes, he did not win the election; John Quincy Adams, with the help of Jackson’s enemy Henry Clay, became president. In the next election to come Andrew Jackson had proved to be more successful, in acquiring the role of the president, both Jackson, and his ally Martin Van Buren, created a political organization, in what is now known as the democratic party. All seemed well, and politically Andrew Jackson had not made a mistake yet, However although he was known as a man of the people, Jackson believed in and promoted slavery. Jackson owned a plantation named The Hermitage. The Hermitage was a huge self-sufficient plantation that raised cotton and relied on the labor of African American men, women, and children. On his plantation there was rigorous labor that his slaves preformed daily. Due to the hard work of Jackson’s slaves, he continued to profit, and allowed him to acquire more land, thus he bought more men women and children to work his land, and help continue prosperity the Jackson family. Moreover, Andrew Jackson was skilled in military tactics; however he used his knowledge to take millions of acres of land from Native Americans. In 1814 he commanded the U.S. military forces that defeated a faction of the Creek nation. In their defeat, the Creeks lost 22 million acres of land in southern Georgia and central Alabama. As president, he continued to try and acquire more Indian land for white settlers who wanted to grow cotton, much like him. In 1830 Jackson signed the Indian Removal Act which allowed the government to move the Indians out of cotton rich land, and into Indian  reservations out west. This travel took a toll on many of the tribes, and the journey the Indians took came to be known as the â€Å"Trail of Tears†. In addition, there was the Supreme Court case of Cherokee Nation v. Georgia, where the Supreme Court ruled in favor of the Cherokee Nation. This ruling of the Supreme Court did not stop Jackson and his followers from driving the Cherokees off of their land, which people viewed unconstitional from Jackson’s part. Furthermore, Jackson was also known for many â€Å"injustices† while holding office, and criticized for expanding the power of the presidency. He was also known for rewarding his political supporters with government jobs. When it was brought up to his attention, he responded by claiming he was replacing aristocrats with the common man. Jackson stated To the victor go the spoils, and thus created the spoils system in government. Lastly, Jackson was portrayed as a sort of tyrant by his enemies, they even named him â€Å"King Andrew the First,† this was due to Jackson having the most vetoes out of all the presidents that came before him. With so many vetoes on Jackson’s part sometimes it seemed difficult to get anything done. His denial of a bill to re-charter a Second Bank of the United States was a significant event in Jackson’s term. To conclude, While Andrew Jackson did have a few positive outcomes for our country while he was president, it doesn’t ensure that he was completely democratic. In fact, his actions were quite opposite of democratic views. He did not respect Native Americans or African Americans. He used His military background to assist in the removal of Indians from their land, so that white Americans can raise cotton, while the Indians were moved westward so that they would not make obstacles for white colonists who wanted to expand. And he contributed in the creation of the spoils system. Andrew Jackson did strengthen the two-party system, he was not completely democratic. Work Cited â€Å"Jacksonian democracy and modern America† USHistory.org 06 Nov 2014 http://www.ushistory.org/us/23f.asp â€Å"Slavery at the Hermitage† Thehermitage.com 06 Nov 2014 http://www.thehermitage.com/mansion-grounds/farm/slavery â€Å"Trail of Tears† History.com 06 Nov 2014 http://www.history.com/topics/native-american-history/trail-of-tears â€Å"Jacksonian Democracy† History.com 06 Nov 2014 http://www.history.com/topics/jacksonian-democracy

Jazz Report Essay -- essays research papers

I attended the University Symphony Orchestra's "An Evening of Handel, Schubert, and Haydn" on Thursday, September 30, 2003 in the Daniel Recital Hall. The hall was much more crowded than I expected. At the beginning of the concert, the orchestra was seated on the stage; the men wore tuxedos, and the women wore black dresses or pants. The concertmaster came out to tune the orchestra, and then the conductor made his entrance and gave a brief description of the piece that was about to be played. George Frideric Handel's Overture to Music for the Royal Fireworks was composed during the Baroque era. It has a homophonic texture and its genre is a suite. There is a wide variety of instruments (aerophones, chordophones, and membranophones) used in this piece. Among the wind instruments (woodwinds and brass) heard were bassoon, oboe, French horn, and trumpet. The strings played included the violin, viola, cello, and double bass. Finally, the percussion instrument used for this piece was the timpani. This movement is broken down into four sections by tempo: Adagio, Allegro, Lentement, and Allegro. The Adagio section begins with a slow introduction at a mezzoforte dynamic. This section is in a major key and set in quadruple meter. It has a wide range and an ascending melody. There are brief cadences and the section grows in a crescendo. The loudness and energy of this section holds the attention of the listener and creates a proud and joyful mood. The Allegro section begins...

Change Initiative

Change Initiative George Tautz Grand Canyon University Organizational Development & Change MGT 623 Dr. Kensler March 17, 2010 Change Initiative Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will â€Å"look† like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an implicit expectation to prepare for the advent of resistance and it consequences. A change agent’s tool box should contain a number of strategies which will support the process of change. Defining and re-defining the end result as well as the change process itself is a useful exercise in that clarity eventually overcomes obscure, poorly orchestrated attempts at invoking change. This paper will propose a change initiative designed for LC- an organization referenced previously in part I of a continuing anthology of LC’s attempts at facing change. Resistance to change will be examined within the context of how certain attributes of any successful change process operate to support or derail attempts at managing a successful change initiative. Managing change requires a vision which supports a renewal process (Moran & Brightman, 2001). Change doesn’t (or shouldn’t) occur for the sake of change. The stress which change places upon an organization isn’t likely to justify the price in terms of its effect on the people which make up the organization. Rather, change should be gauged in terms of its resultant ability to adapt to the needs of the organization’s external and internal customers (Burke, 2002). This should serve as the premise for any organizational change initiative. It is, therefore, the basis for any vision attributable to recognizing that the needs of an organization’s constituents is not being served or met. In practice, such a realization not only forms the basis for a vision of change, but also incites and solicits aberrant behavioral reactions by employees who are responsible for its implementation. Research and anecdotal examples support the fact that an initiative’s success or failure ultimately relies upon whether or not employees get in back of an initiative or stand in its way (Scheck & Kinicki, 2000). As mentioned, employee resistance is an integral component of a scenario for failure if not managed appropriately. Rampant cynicism portends what could ultimately become an abbreviated attempt at change. Symptomatic responses to resistance include withdrawal as well as decrements in performance criteria (Weeks, Roberts, Chonko, & Jones, 2004). Resistance does not necessarily have to be exclusively negative. However, it needs to be planned for and managed upon presentation. Whatever change is envisioned for LC, there must also be a strategy for harnessing employee reactions of uncertainty and control loss. In the case of LC, the precise vision of what the final outcome of change should be must be tempered by alternative strategies necessary to address resistance. In LC’s case, the vision is to become a more responsive organization able to adapt faster to environmental changes. A change in priorities coupled with an extinction of misdirected goals and objectives will require LC to utilize the coalition of support described previously in tandem with the overall goal of reviving the organization’s viability. Trusting management is an important component to the change process. If change is not managed well, employees will inevitably mistrust management. This leads to anger as well as cognitive resistance which is questioning the very need for change in the first place. Interestingly enough, too much poor quality information results in an overall exacerbation of resistance linked symptomology (Allen, Jimmieson, Bordia, & Irmer, 2007). The perceived quality of information offered greater chances for a successful initiative. This is more or less intuitive. So then, what is the best way to provide good quality information? Fortunately for LC, the mechanism is already in place. The coalition set up for LC will serve an instrumental role in developing, analyzing, and disseminating information to the rank and file employees at LC. However, it should be pointed out that the initial selection of coalition team members may prove to be one of the most important aspects of the change initiative. Poorly selected, unqualified or otherwise circumspect individuals who â€Å"leech† their way onto a planning and implementation team such as this one, tend to force more attention onto their own needs rather than on the needs of the organization. A further refinement is in order, however. What must be understood is the observation that employees tend to react differently to quality information based on its source. The reason for this apparent discordant phenomenon has to do with employees perceiving communications emanating from senior management as one way- not two way. One way communication channels do not allow the employee to ask questions. Two way channels offer two way communication. Therefore, the most ideal make up of the coalition team should be senior management as well as supervisors. Proceeding further, it should also be understood that the overall make up of the coalition should consist of experts contributing information appropriate to their expertise. Certainly, a coalition of change agents in a hospital setting, for example, would not do well if we included the landscaping staff whose contribution would be marginal at best to a positive outcome relating to decreasing mortality rates within the institution. In conclusion, trust in management is one of the most important contributing factors when considering the likelihood of resistance to change. To enhance trust, management should form a coalition of experts as well as line supervisors for the purpose of putting forth accurate information. The strategic initiative for LC is to promote a change in how the organization conducts its business. Sweeping changes are proposed which will resonate within all areas of the organization. Immunity from inclusion is unlikely even for the most obscure, entrenched employee. Change will re-define how LC presents its service delivery model to both internal and external clients. In order to garner support for change, LC must communicate to the employees what is being done and why. The company must offer an opportunity for a two way dialogue in order to circumvent employee cynicism. There are specific well orchestrated reasons for selecting the various team members. For example, all the major operations divisions should be represented since whatever is implemented will have far reaching effects on every division of the organization. The change initiative will determine how each division is accountable to the overall mission of the organization. Developing a vision for change is an important step for the change agent to engage in. Without clarity, it is unlikely that change will occur successfully. References Allen, J. , Jimmieson, N. L. , Bordia, P. , & Irmer, B. E. (2007). Uncertainty during organizational change: Managing perceptions through communication. Journal of Change Management, 7(2), 187-210. Burke, W. (2002). Organization Change: Theory and practice. Thousand Oaks, CA: Sage. Moran, J. W. , & Brightman, B. K. (2001). Leading organizational change. Career Development International, 6(2), 111-118. Scheck, C. L. , & Kinicki, A. J. (2000). Identifying antecedents of coping with an organizational acquisition: A structural assessment. Journal of Organizational Behavior, 21, 627-648. Weeks, W. A. , Roberts, J. , Chonko, L. B. , & Jones, E. (2004). Individual readiness for change, individual fear of change, and sales manager performance: An empirical investigation. Journal of Personal Selling and Sales Management, 24, 7-17.

Descriptive Essay Border Hopping - 1384 Words

Johnathan Sanchez Jose A. Intriago Suarez Humor Essay 09/09/2016 Border Hopping Ahh Mexico globally acclaimed for its really illustrious tourist destinations, revolutionary cuisine, and infamous for the drug cartel and the illegal immigrants that attempt to cross the border every year. I have crossed the border quite a number of times, legally of course. I travel to Mexico once or twice a year. Out of all the times, I have traveled there, the most amusing experience of the trip always lays within the border. Watch towers looking over the vast desert area, watchmen ready to pop anyone that even looks like it’s about to run, foot patrol with their M4 carbines and drug sniffing drugs trying to get a whiff of any illegal contraband trying to cross over into the great U.S of A. I will never forget these border crossing moments because what happens seems like something that would only happen in a movie or television show. There are a couple of ways to cross the border into Mexico, flying which I have never done before because, my dad is too easy on the pocketbook for airplane tickets and, driving which, was our main way of transportation. You see my family is a big family, composing of four boys, and of course our parents, so, being in a car with them for twenty-four hours wasn’t the highlight of the day. Once you reach the border there are thousands of people coming to and coming back from Mexico and as you would expect the border gets jam packed with people attempting to getShow MoreRelatedOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 PagesPHILADELPHIA Temple University Press 1601 North Broad Street Philadelphia, Pennsylvania 19122 www.temple.edu/tempress Copyright  © 2010 by Temple University All rights reserved Published 2010 Library of Congress Cataloging-in-Publication Data Essays on twentieth century history / edited by Michael Peter Adas for the American Historical Association. p. cm.—(Critical perspectives on the past) Includes bibliographical references. ISBN 978-1-4399-0269-1 (cloth : alk. paper)—ISBN 978-1-4399-0270-7Read MoreHuman Resources Management150900 Words   |  604 Pagesemployee involvement, more widespread employee learning, and greater employee ownership of problems are among the potential benefits.40 Some organizations have found favorable results with transnational teams as the challenges of managing across borders becomes more common and complex.41 Even virtual teams linked primarily through advanced technology can contribute despite geographical dispersion of essential employees. Virtual teams also can easily take advantage of previously unavailable expertiseRead MoreIgbo Dictionary129408 Words   |  518 Pagesillustrated the meaning and use of words; the great majority of the examples are due to him. Their merit is that they are not translations from English, but natural Igbo sentences elicited only by the stimulus of the word they illustrate. The short essays which appear from time to time (e.g. under o tà ¹tà ¹, à ²Ã¯â‚¬ ¤gbanÌ„je) on aspects of culture are also his work, as are the sketches which served as basis for the illustrations, a large number of new words, and various features of the arrangement. When he had