The Canada Act Essays - Constitution Of Canada,

The Canada Act By 1980 the constitution was no longer as well suited for the country of Canada. Changes were needed to be made in the constitution which had not been touched over the last 113 years. The Prime Minister wanted to secure a bill of rights in the constitution but also wanted to patriate the BNA Act. This meant to bring the act from British hands into Canadian control. In 1931 an earlier attempt had been made to patriate the BNA Act. At the time British Parliament had just recently passed the Statute of Westminster, which gave all dominions under British influence complete independence and no longer held them to British Law. This law also applied to Canada but not including the BNA Act. This occurred because the Federal and Provincial governments could not agree on a way of revising the act. The Provincial Government rather liked this agreement because it kept the federal government from going out and acting on its own and violating provincial rights. The question of amending the BNA Act was discussed many times after 1931. In 1971 in Victoria an agreement was almost made. The provinces were given 10 days to go over the proposals made in Victoria but Quebec did not agree and it was all scrapped leaving them at square one once again. Ontario and New Brunswick's input on the changes in the constitution/BNA Act: - free to carry on business throughout the country - should not be restricted by provincial rules on trade - one parliament ruling Canada - manage economic power to distribute wealth easily - provincial wealth should be distributed throughout Other provinces, (mainly Quebec), input on the changes in the constitution/BNA Act: - provincial communities are equally important to Canadians as was the nation provincial governments should better understand the needs of the people - Ottawa was not the only voice for Canada - provinces wanted more power in federal policies that concerned provincial matters In September 1980 another federal - provincial conference was held to discuss amending the BNA Act once again. Unfortunately there were two conflicting views at these meetings. The Prime Minister, Trudeau, took on the view that we were all "Canadians" - not French or English, not Westerners or Easterners. Trudeau thought that Canadians would do best to have all the same freedoms across the country. He wanted to focus on breaking down the provincial barriers and unify Canadians as citizens. October 2, 1980, Prime Minister Trudeau announced that he was going to patriate the constitution on the federal initiative alone. This statement did not go over well with the provinces. The supreme court was consulted on wether this was legal and some changes were made after it was declared legal but a huge break in the traditional methods of doing things. During October and November 1981, last minute negotiations and changes were made and finally an agreement was reached between Ottawa and nine of the provinces on a constitutional package. Of course the disagreeing province was Quebec who refused to go along with the agreement because Quebec had not been given Veto power over amendments. Still the proposals were passed and in March 1982 the British Parliament gave its approval to the newly proposed constitution act. The New Constitution Act included amendments made over the years to the BNA Act. But there were additions that would have effect on the federal system of the future. The new act focuses on strengthening provincial government control over natural resources, defines the principle of equalization which intends to guarantee all Canadians will have access to basic public services no matter where they live. The rights also included protection of both French and English language rights. In a separate section the existing Native rights are also protected. The changes in the BNA Act and Canadas constitution follow in suite to the changing times. The changes made for this day and age may no longer be applicable 50 years from now and once again the act will be reviewed and probably renegotiated.

About the U.S. Department of Justice (DOJ)

About the U.S. Department of Justice (DOJ) The United States Department of Justice (DOJ), also known as the Justice Department, is a Cabinet-level department in the executive branch of the U.S. federal government. The Justice Department is responsible for enforcing the laws enacted by Congress, administration of the U.S. justice system, and ensuring that the civil and constitutional rights of all Americans are upheld. The DOJ was established in 1870, during the administration of President Ulysses S. Grant, and spent its early years prosecuting members of the Ku Klux Klan. The DOJ oversees the activities of multiple federal law enforcement agencies including the Federal Bureau of Investigation (FBI) and the Drug Enforcement Administration (DEA). The DOJ represents and defends the U.S. government’s position in legal proceedings, including cases heard by the Supreme Court. The DOJ also investigates cases of financial fraud, administers the federal prison system, and reviews the actions of local law enforcement agencies according to the provisions of the Violent Crime Control and Law Enforcement Act of 1994. In addition, the DOJ oversees the actions of the 93 U.S. Attorneys who represent the federal government in courtrooms nationwide. Organization and History The Department of Justice is headed by the United States Attorney General, who is nominated by the President of the United States and must be confirmed by a majority vote of the U.S. Senate. The Attorney General is a member of the President’s Cabinet. At first, a one-person, part-time job, the position of Attorney General was established by the Judiciary Act of 1789. At the time, the duties of the Attorney General were limited to providing legal advice to the president and Congress. Until 1853, the Attorney General, as a part-time employee, was paid substantially less than the other Cabinet members. As a result, those early Attorneys General typically supplemented their salary by continuing to conduct their own private law practices, often representing paying clients before state and local courts in both civil and criminal cases. In 1830 and again in 1846, various members of Congress tried to make the Attorney Generals Office a full-time position. Finally, in 1869, Congress considered and passed a bill creating a Department of Justice to be headed by a full-time Attorney General. President Grant signed the bill into law on June 22, 1870, and the Department of Justice officially began operations on July 1, 1870. Appointed by President Grant, Amos T. Akerman served as America’s first Attorney General and used his position to vigorously pursue and prosecute Ku Klux Klan members. During President Grants first term alone, the Justice Department had issued indictments against Klan members, with over 550 convictions. In 1871, those numbers increased to 3,000 indictments and 600 convictions. The 1869 law that created the Department of Justice also increased the Attorney Generals responsibilities to include the supervision of all United States Attorneys, the prosecution of all federal crimes, and the exclusive representation of the United States in all court actions. The law also permanently barred the federal government from using private lawyers and created the office of Solicitor General to represent the government before the Supreme Court. In 1884, control of the federal prison system was transferred to the Justice Department from the Department of the Interior. In 1887, enactment of the Interstate Commerce Act gave the Justice Department responsibility for some law enforcement functions. In 1933, President Franklin D. Roosevelt issued an executive order giving the Justice Department responsibility for defending the United States against claims and demands filed against the government. Mission Statement The mission of the Attorney General and the U.S. Attorneys is: â€Å"To enforce the law and defend the interests of the United States according to the law; to ensure public safety against threats foreign and domestic; to provide federal leadership in preventing and controlling crime; to seek just punishment for those guilty of unlawful behavior; and to ensure fair and impartial administration of justice for all Americans.†

Evaluation of alternative growth paths available to organizations Essay

Evaluation of alternative growth paths available to organizations - Essay Example Everything takes some time and any initiative taken by a new entrant takes some time to fructify and yield desired results. There are four different strategies that can be chosen by a new entrant to penetrate a new market. These strategies are embodied in what is popularly known as Ansoff’s Matrix (Pearce and Robinson 2007). The four pronged attack that a marketer must implement in order to make a mark in a new market are aptly embodied in this matrix which clearly identifies between existing products and new products and existing markets and new markets. The pictorial representation of the matrix is: (tutor2u 2009) It is quite obvious that the strategies differ in different situations. If a company wishes to make its presence felt in an existing market with existing products it needs to adopt strategies that would help it in penetrating the market. But if the company is attempting to introduce new product in an existing market, it needs to concentrate more on strategies relat ed to product development as that would help it in creating a firmer hold on the existing market. Similarly, if the company is attempting to introduce existing products in new markets, it must concentrate on strategies that are closely associated with market development. Whereas, if the company has grand plans of entering new markets with new products it must embark on a path of diversification and devise relevant strategies. Market Penetration Product/market placement This strategy attempts to increase the market share of an existing product in an existing market and is generally adopted by firms that want to increase their turnover without altering their product portfolios. Main Principles As the main emphasis is on increasing the turnover, management should concentrate on increasing sales personnel while offering attractive discounts and bargain sales that are made to appear genuinely appealing through aggressive sales promotion and advertising. However, there is no assurance tha t such moves would pay dividends and a firm should adopt such strategies only if it feels the market has not matured or its market share is steadily decreasing due to onslaught of rivals. Organizational Example The best example of such market penetration strategy is observed in the way Airtel is promoting its services in the mobile telephony market in India. Pros and Cons There is bound to be a lot of investment in advertising and promotion and per unit revenue gets reduced due to discounts. So, the sales volumes must be sufficiently large to offset these reductions. But that can never be guaranteed. However, if the venture becomes successful, the firm can earn substantial revenue. Market Development Product/market placement When a firm tries to discover new markets for an existing product it is termed as market development strategy. It is obvious that a new market would result in additional turnover and consequent bolstering of the bottom-line. Main Principles There are two basic m ethods of focusing on a potential market. Such a market can be configured on the basis of geographical location such as state, country, region or even a city, or it could be delineated on the basis of demographic divides as gender or age. It could even be demarcated on the basis of income or educational or family background. This move is obviously riskier than market penetration as the firm is entering new and uncharted territories and should be undertaken only after potential for further expansion in domestic market is exhausted. Organizational Example The best example of market development strategy is exemplified by the ventures made by Pakistan Oil Company in new markets in Afghanistan or the way Chinese products, especially consumer products that have expanded their market all over the world. Pros and Cons A

What are some of the advantages and disadvantages of being a youth Essay

What are some of the advantages and disadvantages of being a youth mentor in a formal setting Evaluate with reference to two examples - Essay Example A mentor concentrates on creating a positive relationship with the youths under mentorship, as well as following the goals identified for the mentoring program towards the success of the mentee. The creation of a quality program for youth mentoring is majorly based on effective practice elements. According to the findings by Young and Wright (2001) on the positive effects of youth mentorship, quality practice standards are instrumental in fostering the desired outcomes for the participating youths. In essence, the formal youth mentoring practice is important in enhancing the emotional well-being and social skills of the youths. The youths also benefit from the improved cognitive skills through listening and dialogue, as well as serving as advocates and role models (Whitmore, 2002). The increased number of the mentoring programs has equally compromised the quality of the programs over the long time. According to Trzesniewski (2008), not all mentoring programs and relationships are beneficial to the mentees. In these findings, the mentoring programs that have stronger infrastructure can potentially produce greater positive impacts, since the infrastructure directly relates to the impact of the mentor on the mentees. The solidity of the relationship between the mentor and the mentee is essential towards the improvement of the attitudes of the mentees, together with their performances and behaviors (Tsangaridou, 2008). The formal mentorship programs, for instance, are important in providing the settings for maintaining and developing a solid relationship between mentees and the mentors. Literature highlights particular elements that are considered critical for the effectiveness of a mentorship program. Among the important elements exhibited in the formal mentorship program is the screening process, which facilitates the identification of the most effective personnel to act in the

Dr jekyll and mr hyde minor characters

Dr jekyll and mr hyde minor characters `Mr. Utterson is the narrator of the book, Utterson is a middle-aged lawyer, and a man in which all the characters confide throughout the novel. As an old friend of Jekyll, he recognizes the changes and strange occurrences of Jekyll and Hyde, and resolves to further investigate the relationship between the two men. He is perhaps the most circumspect, respected, and rational character in the book, and it is therefore significant that we view Hydes crimes and Jekylls hypocrisy through his observant, but generally sympathetic perspective. ` Dr. Lanyon, he is a famous doctor and Jekylls childhood friend. Also Mr. Uttersons close friend and he is the one who knows about Dr. Jekylls and Hydes secret. But how he knows that? Dr. Jekyll send a letter to Lanyon and in this letter there was some tasks to do for Lanyon for instance go my home, Poole will wait you with a carpenter and locksmith open my working rooms door, go inside, take the drawer that I told u where it is, go your home, wait for the man who I will send you at 12 o`clock and else Lanyon done whole of them and started to wait for the man that Jekyll will sent him. At 12 o`clock man is came they went inside of Lanyon`s house together Lanyon gave him the drawer and the man took some liquid and little drug dust he mixed both of them a green color appeared in tube that he use for mix them than he drunk it . What happened to the men, he changed to Jekyll. By this event Lanyon knew the secret between Dr. Jekyll and Mr. Hyde. Mr. Enfield , Mr. Utterson`s relative and was a famous person in London. They were always making Sunday walks. On one of this Sunday when they were walking Enfield asked Utterson about a house with a black dusty door. Then he started to narrate something about this house. In this event there was a men who called, Mr. Hyde , when he was walking in a street he crushed a girl and didn`t care about it and continued to walk in his way by girl`s screams people came out from their homes and they catches the Hyde than they thread him with something and they force him to pay money for girl`s family and then Hyde came this house and brought a cheque from inside but on cheque there was Dr. Jekyll`s name on it and Enfield , other suspect from Hyde and they slept together with Hyde in one hotel. After day they went to bank and changed cheque to money. Also Enfield related the details about Mr. Hyde. Then they decided to dont talk about this again. Poole is the butler of Jekyll; he brings information about Dr. Jekyll and Mr. Hyde also their unbelievable relation. One night when Mr. Utterson was sitting in this table and drinking his wine Poole is came they sat and talked about Dr. Jekyll. Poole told about what is going on in Jekyll house. He told that he never saw Dr. Jekyll face during a week, like he said Dr. Jekyll was sitting in his room without going outside and telling Poole that some drugs that Poole should buy from pharmacy and every time when Poole buys the drugs Jekyll told that this is not real go and find me the real one price is not important. And like Poole says Jellys hand writing, his voice and something else changed on him. He hoped that someone killed Jeklly and still hiding in his room. After Utterson and Poole went to Jeklly`s home and they broke the door of Jeklly`s working room and at that moment they saw the Hyde`s unloving body on the ground with a empty bottle next to him. By that Poole helped Mr. Utter son to solve the secret between Dr. Jeklly and Hyde. Carew, a well-known member of Parliament who is murdered by Hyde 2 . Carew was a famous man in London, the book. Hyde killed him by a hard stick in the middle of a street next to river. It was a misty night with fully silent street in London. There was a woman who was cleaning lady in one house she was looking outside from the window her seeing the Hyde when he was beating Carew with the stick. Then suddenly she faint against this terrible situation happening in street. When she gets up, she went to police to explain everything that she saw. When police came to the place that crime happened Hyde was disappeared but there were some pieces of stick that Hyde killed Carew with. From Carew`s pocket police found a letter headed by MR. UTTERSON. In the early morning police went Utterson`s house and when Utterson heard the Hyde`s name she was almost going to be crazy. Utterson helped to police for find Hyde they went Hyde`s house but Hyde wasnt at home a women opened the door police and Utterson went in and they found a stick piece which was the same type of stick that police found in the crime street. And a cheque book which was in the chimney half burned book. Than police start waited for Hyde to go bank and try to change cheque to money†¦ Conclusion: In the essay Mr. Enfield was Utterson`s relation and the starting point of Hyde search from Utterson`s side. Dr. Lanyon was the men who knows Jeklly`s and Hyde`s secret and due to this he killed by Hyde. Poole was the butter of Jeklly and helped Utterson for the solve the secret by[ they couldnt understand anything by the way.] bring information about Jeklly`s situation at that moment and house. Carew was the man who murdered by Hyde. References : Dr. Jeklly and Mr. hyde [book]/2 www.Sparknotes.com/1

Red, White, and Black by Gary Nash Essay

Gary Nash author of Red, White, and Black purpose to their readers is describing the early colonists, but also the relationships toward Europeans, the Indians, and the Africans. Nash successfully analyzes the impact of the colliding three cultures and interprets them to give an overall theme about the relationships between those who made America what it is today. He has shown another point of view to his reader that we grew up and was raise in a white people land; learning only the White people point of view through history. His purpose of writing Red, White & Black was to prove that Native Americans and Africans were not victims, but played as a active role to American history. Nash major theme that he covers in his book was about the three cultures in America and to interpret them overall. The theme is about the issue that Americans have towards the Native American and Africans. He wanted to examine and studied other culture history instead of only learning from the American side. He figures out that they were victims to the history and was just a role in the American history. His main point of time frame was from 1492-1796. The introduction to Nash research took place in Eastern and Northern America. Nash was against how the founding fathers came to America and affected the Natives and Africans. He was against how the founding fathers came to their land and changed their destiny of lives and culture because they took what belong to them first. Anthropologists call this process â€Å"transculturation† and historians call it â€Å"Social change. † His argument towards the historical terms is that we are studying a dynamic process of interaction that shaped the history of American Indians, Europeans, and Africans in the North America in the 17 & 18 centuries. Gary B. Nash was arguing of something different than what is written to us. He believes of what the founding father want us to know and was marked down through history. But reality during those times American Indians and Africans had a big destiny change when the European came along. They changed and affected their lives in there home land. Gary B. Nash written Red, White, and Black purpose was mainly to let people know that, what’s ever that was passed down from the founding father in history is only what their views were and marked down in papers. How the Americans European changed the lives of all Native American and African that was located at Eastern and Northern America.

Followership and Model I and II

The model of followership presented by Goffe and Jones indicates the significance of three emotions which an individual produces in a person which leads them to follow him. These three emotions are summarized as given below. (a) The first emotional response an individual evokes is that of a feeling of   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   significance or importance. Thus leaders who create an impression in people that they matter will be able to obtain even the, â€Å"heart and soul† of their followers.    This is not just a response of blind adulation. It flows from an appreciation by   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   the leader not just their personalities but also their work. Thus the follower will    give loyalty and even implicit obedience. (b)   The second response is that of a feeling of community, a sense of belonging to an organization where the leader creates unity of purpose around the work   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   which they all do. The leader is one who the follower sees as having created a   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   feeling of the community. (c)   The third emotional response is the feeling of buzz, an excitement which is   Ã‚   created by the sheer presence of the leader. His energy and enthusiasm is   Ã‚  Ã‚   contagious.   Followers are willingly led by such leaders who provide them   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   excitement, challenge and a passion to live their lives. This may be called as    charisma but actually is much more than that. Argyris and Schon (Dick. Dalmau, 1990) have provided an understanding of the conscious and subconscious processes of reasoning. This fits in well with the emotional aspects of followership indicated by Goffe and Jones. Argyris Model II ideally fits into the theory of followership espoused by Goffee and Jones. In Model II, the leader provides a scope for double loop learning. This implies that there is open inquiry of issues thereby which people are placed in a position of significance and respond to a situation based on a community based pattern of involvement which is highlighted in double loop learning model of Argyris. The emotional feeling of a buzz created by a leader’s presence is heightened in the Model II for the leader provides inspiration. On the other hand, Model I is based on the single loop theory through which most leaders operate till they understood the advantage of the double loop theory (Argyris et al.   1985, p.   89). The excessive control exercised by the leader in Model I is not conducive to creating an emotional feeling of importance as well as a sense of belonging to a larger organization or establishment (Argyris, et al. 1985, p.   89). Power: How Its Meaning in Corporate Life is Changing Gary in his summary on the various views of power has provided us how perception of power has changed over the years. In the initial years it was the emotional response of charisma, the buzz that is categorized as the third factor by Goffee and Jones that was the essence of power in leaders. However gradually this perception has changed and power came to regarded as an issue for organizations productivity. This is the power used for creating a feeling of community of belonging and one which provided a unity of purpose. Thus we see a shift in power from Model I to Model II very gradually. Model II or the double loop theory propounded by Argyris is a power paradigm which can be associated with that advocated by David McCelland and David Burnham. Thus managers in this model were democratic and more willing to share their power with others with a view to creating a community feeling in the organization but one which was primarily driven towards achieving goals of the organization (McCelland. Burnham, 1995). James Hillman in his in depth analysis of power has indicated that there could be more elements or purposes to power than that indicated by the purely simplistic explanation of exercising coercive force. He provides a benign expression of power that of providing service to the organization (Hillman, 1995). While Model I denoted by Argyris has indicated power in its coercive function as defined by Hillman, for in it the leader will attempt to control unilaterally, the subsequent transformation indicates development towards Model II   (Argyris. 1985). Power in the Hillman model is to seek followership in which it is linked with the two emotions of making people feel important and creating a community feeling for achieving corporate goals. Ronald Heifetz indicates that power does not necessarily imply the ability to protect people from threat but to let them feel the threat through simulation and adaptation. This is the new model of power which is aligned to Argyris’ Model II wherein the protection offered by Model I which also includes protection of ones group of followers is done away with. By exposing followers to disorientation by the threats which are the essence of a new age, the 21st Century, it will lead people to transformations required to fit into the new age (Heifetz, 1994). The Living Company The Living Company is one which survives because leaders consider the company as a congregation of people and not as an organization which produces goods and services. Thus people are more valued than assets. This focus on the people is what makes these organizations perform consistently over a long period in some cases as the Sumitomo over the centuries. People are given importance which is due to them because they are working in the company efficiently and effectively. They provide a feeling of belonging to the organization such as Unilever and finally they have a series of leaders who define the trajectory of growth for individuals as well as the company. These leaders see themselves as shaping a human community The Living company follows the Argyris Model II with powerful double loop learning systems which effectively provides feedback, creates internal commitment as well as leads to informed decision making. This in turn continuously provides a perception of the deficiencies to the management which undertakes continuous improvements. This also leads to generation of new ideas and development of new businesses. Managing in the Cappuccino Economy The companies in the Cappuccino economy provide a high degree of importance to people even in junior positions by allowing them to make independent decisions. They are in turn spurred by the faith placed by the management in their abilities even for critical decisions which affect the company’s bottom line. On the other hand the non cappuccino companies do not provide such freedom to the management. The results achieved by these companies are of a higher order which is benchmarked by the rise in equity of these companies by the author. The top end companies of the Cappuccino economy follow Model II which comprises of empowerment and sharing in decision making right down to the last level. These companies also delimit control by the higher executives though given Argyris predictions once the companies grow, the instinctive response to control may come back. However by establishing training and coaching, Argyris has indicated that Model II skills can be built up in these companies on a continuous basis. The non Cappuccino companies on the other hand follow Model I; thereby they are unable to adjust to the changing circumstances lacking a double loop feedback. Empowerment : The Emperor’s New Clothes Empowerment implies enhancing an employee’s self worth which in turn will build his commitment to the organization. Thus a firm which demonstrates to an employee that he can control his own destiny, that he is important will get maximum commitment from him. On the other hand Argyris also indicates that the process of change itself does not make people feel important as it only indicates to them what change is required (Argyris, 1998).   It is change that is more important than the employee, thus he may not be fully committed to the process. Empowerment is many times inhibited by leadership in most organizations. These executives are control oriented, hence are unable to be seen as charismatic, â€Å"light houses†. He has also indicated that many people do not want to be empowered. They feel more comfortable in being led. Argyris also feels that it is performance per se which is the most important factor and not empowerment (Argyris, 1998). Thus some organizations in their enthusiasm for empowering the employee by making him feel important, tend to overlook the results that are produced by him. This empowerment is considered self defeating. Argyris Model I corresponds to external commitment that does not provide much leeway to employees to define their own goals and tasks. This thus does not profess empowerment (Argyris, 1998)   Control remains with the management or the higher leadership and employees are expected to merely follow the laid down norms. Argyris has advocated Model I for most routine jobs which may not entail too much empowerment. Such jobs are better performed through external commitment rather than internal. Argyris Model II corresponds to an organization which offers its employees internal commitment. This enables maximum participation by employees in the project in turn enhancing the way in which they are empowered. However implementing Model II as per Argyris is an extremely difficult and challenging process, hence many organizations profess rather than practice the same. Why Should Anyone be Led by You? Inspirational leaders are known to possess four basic qualities, they demonstrate willingly their own weakness, they rely on intuition for seeking the appropriate time for an intervention, empathize freely yet firmly with followers and are not afraid to demonstrate their own uniqueness. By showing to the followers that they have weaknesses as other men they convey a feeling of being human thereby building up a sense of community in the group. This also helps in establishing a common bond based on a feeling of want or need. The intuitiveness and unique differences that they demonstrate contributes to the charisma which creates a buzz about them and inspires other people. The demonstration of difference is also appreciated by followers as it indicates a spirit of adventure denoted by leaders as Sir John Harvey-Jones, CEO of ICI. By empathizing with their followers, the leaders indicate to them that they are an important facet of their lives, providing the led the sense of being of consequence, thereby inviting greater loyalty. The inspirational leader is also able to use the right quality amongst this at the most appropriate time. The last quality is what is most important for practical application as it enables leaders to practice leadership by being themselves rather than creating a faà §ade. The inspirational leader denotes Model II provided by Argyris which is evident from the fact that he is not only open to a double loop feedback but also welcomes it. He uses this to sustain and support the overall good of the organization. The leader in this case is willing to share control over his self with his followers which provides them a unique sense of empowerment building an infinite sense of loyalty. Leaders are also able to gain intuitive feedback of the system thereby contributing to the double loop of Model II. By being open, fair, transparent and appropriately empathizing with their subordinates, these leaders are the anti thesis of Model I organizations where leaders are aloof, directional and do not expect or welcome a feedback. Inspirational leaders thus seem to fit in ideally with a Model II organization. Reference:- Argyris, C.   (1985) Strategy, change & defensive routines.   Boston: Pitman. Argyris, C., Putnam, R., & McLain Smith, D.   (1985) Action science: concepts, methods, and skills for research and intervention.   San Francisco: Jossey-Bass. Dick, B., & Dalmau, T.   (1990) Values in action: Applying the ideas of Argyris and Schon.   Brisbane: Interchange. Heifetz, Ronald. (1994). Leadership without Easy Answers. Belkap Press. Hillman, James. (1995) Kinds of Power. Currency Books. McClelland, David. Burnham, David. Power is the Great Motivator. Harvard Business Reprint. Jan-Feb 1995. (Case Study) Gary, Loren. Power: How Its Meaning in Corporate Life is Changing. (Case Study) Goffee, Robert. Jones, Gareth. Followership. Harvard Business Review. (Case Study). Gues, Arie de. The Living Company. (Case Study). Shapiro, Eileen C. Managing in the Cappuccino Economy. (Case Study). Argyris, Chris. Empowerment : The Emperor’s New Clothes. Harvard Business Review. May-June 1998. (Case Study) Goffee, Robert. Jones, Gareth. Why Should Anyone be Let by You?   Ha rvard Business Review. September – October 2000.