Exam questions Essay Example | Topics and Well Written Essays - 2500 words

Exam questions - Essay Example Furthermore, the chapter reviews the success of fixed capital requirements in terms of maintaining the relations between desired capital and risk taking. It also analyzes ways through which banks reduce effectiveness by taking to riskier assets. Capital requirements are also referred to as capital adequacy or regulatory capital. This is the amount of capital that commercial banks hold due to the requirements of the financial regulator. These requirements are necessary for the financial industry; to ensure that commercial banks do not accumulate excess leverage which leads to insolvency. Commercial banks have some behavioral preference when allocating loans to individuals. However, the capital constraints can make the banks to review the behavioral preference. This means that the financial regulator could utilize the strong constraints in capital adequacy to; review the fluctuations of the Micro economy and direct the economy to the required direction through the financial intermediaries like banks (Altunbas)1. Based on the approval of the Basel II model, this discourse defines the research question in the following way: Are rigid pressures exerted by minimum capital requirements efficient in minimizing the risk-taking behavior of banks? The framework of the Basel II structure in the subprime crisis forms the basis within which professionals question the proposals. This area covers the inadequacy of the level of capital requirements. The focus on examining the efficiency of regulatory capital requirements during the implementation of the proposals in Basel I model report executed from 2002 is part of the entire discourse. However, the discourse does not aim at testing the Basel I framework. Instead, it assess the efficiency of the regulatory pressure in relation to the degree of capital cushion in cutting down on the risk-taking behavior of financial institutions in the

Management and leadership styles

Management and leadership styles Introduction Nike has been finding it difficult to find a replacement for Philip Knight, the founder and long time CEO of the organization. The purpose of this report is to explore possible management and leadership styles in relation to William Perezs role as the new CEO of Nike. This report identifies the processes related to change management and guides Perez through organizational transformation processes in order for him to be able to fulfil his role as CEO of Nike. This report stresses the importance of organizational development and transformation. Issues addressed in this report include the culture of the organization, different leadership styles, the structure of the organization, the processes of organizational development and future recommendations. Organizational Transformations primary goal is to help an organisation become more healthy and effective, especially during change. The key custodians of organisation health are not the internal or external HR or OD specialist; they are the organisations leaders and managers. Holbeche, L (08-09). Organizational Development Organizational development is a planned approach to organizational change designed to enable an organization to respond and adapt to changing market conditions and to set a new agenda. Organizational development is frequently linked to organization structure, which can act either as an enabling or restrictive mechanism for change. For organizational development to succeed, any policies or strategies introduced must fit with the corporate culture. In practice, Organizational Development can take on many forms, and typical OD activities can include some of the following: Team-building Organizational assessments Career development Training e-Learning Coaching Innovation Leadership development Talent management Change management Organizational Culture Culture is comprised of the assumptions, values, norms of organization members and their behaviours. Members of an organization soon come to sense the particular culture of an organization. Edgar H. Schein stresses that, When one brings culture to the level of the organization and even down to groups within the organization, one can see clearly how culture is created, embedded, evolved, and ultimately manipulated, at the same time, how culture constrains, stabilizes, and provides structure and meaning to the group members. These dynamic processes of culture creation and management are the essence of leadership and make one realize that leadership and culture are two sides of the same coin. Organizational change has a low success rate and it is critically important to get it right, this is support by Cameron who states that, The failure rate of most planned organizational change initiatives is dramatic. It is well known, for example, that as many as three-quarters of reengineering, total quality management, strategic planning and downsizing efforts have failed entirely or have created problems serious enough that the survival of the organization was threatened. According to Edgard Schein, Organizational learning, development and planned change cannot be understood without considering culture as the primary source of resistance to change. Culture can be broken down in to three levels, artifacts, espoused values and basic assumptions and values. Artifacts are the surface, the aspects which can be easily identified but hard to understand. Artifacts include the manners of address, the type of language used, the dress code. It is vital not to judge solely by the Artifacts, one may see Google staff as laid back, enjoying their time at work, having fun and jump to the conclusion that they are inefficient, this being far from the truth. Artifacts also include buildings, furnishings, settings, PR, rituals, Mission, stated values and technology. Beneath artifacts are the Espoused Values, these are the conscious strategies, goals and philosophies and ideology of the organization. The essence of culture is represented by the basic underlying assumptions and values which are difficult to discern because they are largely at an unconscious level. This is also known as the hidden beliefs and assumptions or shared tacit assumptions. Nike has had an evolutionary culture as opposed to a revolutionary culture. It has developed over many years without great intervention or change. Most of the key employees have been with Nike for many years and outsides sense they have their way of doing things. Nike is based on authenticity. Perez must ensure Nike is prepared for organizational change and that this is correctly implemented. As Drucker argues, a good organization structure might not always bring about a good performance, but a bad organization structure makes a good performance impossible no matter how good the workforce is. Perez must understand Nikes core values and maintain them, things like the association of Nike with key sportsmen from around the world and targeting the athletics segment of the clothing industry. Leadership Styles Leadership plays an important role in any organizations development. The personality of the leader and his style of leadership can determine the extent to which the organization will develop. Perez needs to be visionary and have the ability to influence others in order to bring about the required change to Nike. The leader can either reduce resistance to change, or increase the pressures for change, or be a pressure for change. Knight would have helped shape the organizational culture; he has his own effect on Nikes culture based on experiences and personality. In order for employees to be more efficient Perez must provide staff with a spirit of involvement, motivate them through co-operation and be willing to learn from the organization. Analysing different styles of leadership will help improve understanding and recommend which style Perez must adopt. Different leadership styles include: Authoritarian, Participative, Laissez fair also known as Delegative or Genuine. Authoritarian This style is where leaders tell their employees what to do and how to do it without consulting or negotiating with employees. This is often found within the army on the battlefield or by a chef in a kitchen. It is not to be confused with bossing people around, the leaders that adopt this style often need to and it can be the best style in particular situations. If the leader has time and wants to increase moral, motivate the employees and gain more commitment then they should use the participative style. Participative The participative leadership style, also known as democratic, involves the leader including one or more employees in the decision making process. Despite the fact that the leader consults with employees or managers to determine what to do and how to do it the leader maintains the final decision making authority. Leaders that adopt this style gain the respect of their employees. Laissez-fair Laissez fair or the management style of delegation style is often seen as giving a free reign to employees. The leader allows the employees to make decisions. However, the leader is still responsible for the decisions made. Employees are able to analyse the situation they are confronted with and decide what needs to be done and how to accomplish it. The leader cannot do everything therefore delegates tasks and prioritization responsibilities. This style is frequently used where the leader knows and trusts his managers. A good leader uses all three styles, dependent upon the situations requirements. For example Perez could adopt the authoritarian style of leadership with new employees, in order to form them to fit their job role and develop/settle in more rapidly. He may use the participative style with a team of workers, though he knows the problem he may not have all the information, the employees have faced this situation before and can be left to handle it. Perez can adopt the delegative approach when confronted with a situation where the employees know more than him. For example with a team of workers that have a highly specialized tasks, such as those in the RD department. They know their job and are best left to do it, provided they have proved their efficiency together and have previously made correct decisions, acting responsibly. The leadership style adopted by Philip Knight was mostly the genuine/laissez-fair style of leadership. Many of the employees had matured by his side through the years, he had given his managers the freedom to make their own decisions and this had been proved efficient for Nike. The structure of the Organization The organizational structure is the formal system of task and reporting relationships that controls, coordinates and motivates employees so that they can cooperate to achieve the organizations goals. Structure enables the organization to apply the process of management and creates a hierarchy of command which makes it clear for employees to identify their roles and tasks they are responsible for within each department. In small organizations there is less complexity than in larger ones, therefore the need for a structure increases with the size of the organization. Drucker argues that good organizational structures do not always lead to good performance but a bad organizational structure makes good performance an impossibility, regardless of how good the employees are. The managers obligation is to create an organizational structure and culture that motivates employees to work hard and develop themselves and allows groups to cooperate effectively. Large organizations are increasingly marginalizing the role of their founders. The founders of both Yahoo Dell have been replaced by professional managers at the shareholders demand. An organization can be split into several divisions such as production, marketing, finance, RD etc. According to Wall (2004) there are five organizational structures, these include: international division structure, international geographic/regional structure, international product structure, international functional structure, matrix or mixed structure. Philip Knight used the Matrix structure. This brings together the functional, geographical and product structures and combines them in an attempt to meet the needs of a specific activity or project. Once that activity or project is completed, the team is often disbanded and return to their original position within the divisional or other structures of the organization. Employees report to different bosses in different departments to accomplish the different tasks. Change Management Management of change theories have been conceptualized to answer how successful change can happen within an organization. It refers to changes in the work environment that necessitates the workforce to make certain adaptations to way they are used to working. The ability of an organization to adapt to change is crucial for successful organizations such as Nike, if not properly implemented the company could face huge difficulties. In order to implement change effectively, barriers such as resistance to change must be successfully removed. The need for organizations to adapt has become vital to their survival, however individuals or groups in different departments have different opinions of how tasks should be carried out therefore a common vision must be shared by all in order for the change to be successful, this can be very time consuming. Organisational Change Management issues are often under-estimated or ignored entirely. In fact, people issues collectively account for the majority of project failures. This survey by KPMG looked at disastrous projects. One of the questions asked for the prime cause of the failure of change implementation. Although the result did not state people as the cause, it is interesting to note that many of the causes were to do with the behaviour and skills of the participants. Arguably all but the technical issues were related to the capabilities, attitudes and behaviour of people. Lewins Three Step Model Lewin (1951) introduced the three step model for successful change management. The first step in the process is called unfreezing the situation. Unfreezing Unfreezing is necessary to overcome individual resistance and group conformity. This can be achieved in three ways. Firstly by increasing the driving forces that direct behaviour away from the situation. Secondly, by decreasing the restraining forces that negatively affect the change. Lastly by finding a combination of the first two methods. These steps can include activities such as motivating the employees by preparing them for the change, encouraging and reassuring them of the need for change and make the employees contribute to the change process by helping identify problems and brainstorming solutions. Movement The second step of Lewins model for change is movement. This transformational process is made up of convincing the employees to agree that the current situation is not beneficial to them and encourage them to look at the problem from another perspective. The employees should know what the change is actually for, most resist because they are not aware why the change is taking place or needed. Refreezing The third step is refreezing, this must take place after the change has been implemented in order for it to be sustainable, otherwise employees can revert back to their old behaviours. This step stabilizes both the driving and the restraining forces. This can be accomplished through the introduction of procedures for the employees. This would also help new employees will find it easier to fit in with the organization. Lippitts Phases of Change Theory Lippitt, Watson and Westley (1958) extended Lewins three step model to include seven steps. This focused more on the role and responsibility of the change agent than on the evolution of the change itself. Lippitts seven steps Diagnosis of the problem Assessing the motivation and capacity for change Assessing the resources and motivation of the change agent. This includes the change agents commitment to change, power and stamina. Choosing progressive change objects. Action plans and developed and strategies established. The roles of the change agents should be chosen and clearly understood by all employees so that the outcomes and expectations are clear. Maintaining the change. Communication, feedback and group coordination are necessary elements. Gradually terminate from the helping relationship. The change agent should gradually withdraw from their role over time. This will happen when the change becomes part of the organizational culture (Lippitt, Watson and Westley 1958-1959). Lewins model is rational and goal oriented. It is however limited because it does not take into account personal factors such as human feelings that can affect the change process. Lippitts Phases of Change is an extension of Lewins Three-Step Theory. The focus is on the change agent rather than the change itself. Lewin analyses the forces that impacts change. Activities Contributing to Effective Change Management. Cummings and Worley (2008) have identified the following activities contributing to effective change management. Motivating change is the phase in the successful implementation of change. Motivation is vital because changing from the norm is regarded as a daunting experience. Employees feel their future in the organization is uncertain. They must feel that the change is necessary, this way they will understand they are part of the change process and help this occur. Creating a vision is the second phase. This is done by the leader and provides a common goal for all employees, allowing them to understand what the change is for and how it will benefit the entire organization. Develop political support. Organizations are made up of powerful individuals and groups that can either block or promote change. Individuals within the organization have different interests, opinions and concerns about how the change may affect their positions and levels of authority within their groups. Leaders and change agents need to gain their support to implement changes. The fourth phase is managing the transition, this is moving from the current state to the future state. This is not an instant process, it needs the organization to discover how to proceed with the implementation of change in to reach the goal. This is done through the planning of special management structures for operating the organization during the transition. Sustaining the momentum is the final stage. When the changes are implemented there must be a continued focus in maintaining them. This phase is the equivalent of Lewins refreezing. The employees might return to their previous behaviours if the changes are not sustained. Resistance to Change Resistance to change is what individuals or groups do when they perceive that a change that might occur is a threat. The risk of change is seen as greater than the risk of standing still. Employees resist change because they have to learn something new. In many case there is not a disagreement with the benefits of the new process, but rather a fear of the unknown future and about their ability to adapt to it. People are reluctant to leave the familiar behind. We are all suspicious about the unfamiliar, we are naturally concerned about how we will get from the old to the new, especially if it involves learning something new and risking failure. Resistance to change is defined as the fear that one will not be able to develop new skills and behaviours that are required in the new working environment. According to Kotter Schlesinger (1979), if an employee has a low tolerance for change, the increased uncertainty that arises as a result of having to perform their job differently would likely cause a resistance to the new way of doing things. An employee may understand that a change is needed, but may be emotionally unable to make the transition and resist for reasons they may not consciously understand. Resistance can be positive in certain situations. Managers see resistance as negative and the employees who resist are regarded as disobedient and obstacles the organization must overcome in order to implement the changes. However, employee resistance can play a positive role in organizational change. Constructive criticism and debate can produce better understanding as well as additional options and solutions. de Jager (2001) claims, the idea that anyone who questions the need for change has an attitude problem is simply wrong, not only because it discounts past achievements, but also because it makes us vulnerable to indiscriminate and ill-advised change. Overcoming Resistance to Change Kotter and Schlesinger (1979) set out six approaches to deal with resistance to change. Education and Communication are essential. One of the best ways to overcome resistance to change is to educate people about the change effort beforehand. Up-front, honest communication and education helps employees see the logic in the change effort, this reduces unfounded and incorrect assumptions and rumours concerning the effects of change in the organization. Participation and Involvement of employees. Where the initiators do not have all the information they need to design the change and where others have considerable power to resist. When employees are involved in the change effort they are more likely to approve change than resist it. Facilitation and Support is important as employees may have adjustment problems, by the managers being supportive at difficult times they can avoid potential resistance. Managerial support helps employees deal with fear and anxiety during a transition period. Special training or counselling can help ensure the staff do not perceive the change as detrimental. Negotiation and Agreements help managers combat resistance through incentives to employees not to resist change. This can be done by allowing change resistors to veto elements of change that are threatening, or change resistors can be offered incentives to leave the company through early buyouts or retirements in order to avoid having to experience the change effort. This approach is appropriate if all else fails and those resisting change are in a position of power. Manipulation and Co-option can be used when other strategies do not work or are too expensive. Kotter and Schlesinger $date$page number- suggest that: an effective manipulation technique is to co-opt with resisters. Co-option involves the patronizing gesture in bringing a person into a change management planning group for appearances rather than their actual contribution. This often involves selecting leaders of the resisters to participate in the change effort. These leaders can be given a symbolic role in decision making without threatening the change effort. Still, if these leaders feel they are being tricked they are likely to push resistance even further than if they were never included in the change effort leadership. Lastly Jotter and Schlesinger argue Explicit and Implicit Coercion can be used. Where circumstances arise that speed is absolutely essential and to be used only as last resort. Managers can explicitly or implicitly force employees into accepting change by making clear that resisting change can lead to losing jobs, firing, transferring or not promoting employees. Conclusion In todays fast paced world the ability to change and innovate is key to survival, the strategic recommendations have been made after thoroughly analysing Nike together with different approaches and strategies from several reputable academics. Change is unavoidable and it is human to resist unknown, however this research shows that with the right preparation and strategic systems in place it is possible to overcome and successfully implement changes which will lead to the organization developing in line with its vision and mission. The recommendations below will support the conclusions drawn from the above analysis and research. Recommendations: On the basis of the above analysis I recommend Perez proceeds with the transformational strategy, while monitoring and revising it periodically. The change must start at the top. Philip Knight had his methods of running the business which have proved successful as received the backing of the employees. Though Perez is experienced he has a very different way of functioning, he cannot expect the employees to follow his lead from day one, he must also adapt to fit into the organization and gain the acceptance of the employees. Perez should familiarize himself with the organization; he must understand the current culture in order to devise a plan to change this. If he tries to bring about change too quickly this will most probably fail as Nike is an organization with a well founded pop culture which developed over decades under Knight. An operations team should be formed and meetings organized in which the requirements should be set-out to enable the employees to be involved, this increasing motivation and provide all stake holders with a sense of ownership of the transformational process. A feedback system needs to be created to help the employees feel more comfortable and know their views are taken into consideration. The transformation process must be transparent with the employees understanding and being involved in the transformation strategy. Adapting the culture successfully will be difficult as many of the employees have spent most of their careers working within Nike, it has become part of who they are, but getting all the employees on board will lessen the resistance to change. The feedback must be monitored, staff confidence levels should be monitored. When they show the first signs of losing faith their problems must rapidly be addressed. Training employees is essential; to encourage motivation, increase self awareness and productivity surrounding their new roles and responsibilities. This will also help sustain the transformation. Perez must agree with Knight exactly what his role in the organization is. This will avoid any problems in the future running of the organization. The responsibilities of both, and the levels of authority must be clear and not overlapping. Founders are often difficult to replace, they see the organization as something they can intervene in whenever they want. This however has proven to be bad for business and has caused some catastrophic events. This has been done to many founders of huge organizations such as Michael Dell within the Dell organization. The founders of Yahoo, Jerry Yang and David Filo are no longer directly involved in the management of the organization. Jerry Yany the ex-CEO has now been given the title of Chief Yahoo and sits on the board. They were replaced by professional managers that the investors saw as more appropriate for the evolution of their organization. Removing Knight from the organization completely may be a difficult task however a clear agreement und erstood by both parties must be reached in order for Perez to be able to successfully take lead of Nike. References Linda Holbeche, CIPD, Director of research and policy http://www.cipd.co.uk/NR/rdonlyres/35F49ABC-0436-40D3-B02B-5B6838CCEEF2/0/Impact_28_org_develop_qanda.pdf [Accessed 08/09]. Wall, S. 2004. International Business. p283. Lipptitt, R, Watson, J and Westley. 1958. The Dynamics of Planned Change. Kotter, J. P., Schlesinger, L.A. 1979. Choosing strategies for change. Harvard Business Review de Jager, P. 2001. Resistance to change: a new view of an old problem. The Futurist, Bloisi, W., 2003. Management and organisational Behaviour. McGraw-Hill. Cummings. G, Worley.G,. 1996. Organisation development change. 6th edition, south western college publishing, Cincinnati. Mcshane Von Glinov., 2003. Organisational behaviour. McGraw-Hill Morgan, G., 1997. Images of organisation. Sage. Mullins, L.J., 2007. Management and organisational behaviour. 8th ed. Prentice hall/ Financial times. Rollinson, D. Broadfield, A., 2002. Organisational behaviour and analysis. 2nd ed. Financial times/Prentice hall. Wilson Rosenfield., (1999. Managing organisations. McGraw-Hill. Mullins, L. J., (2007. Management and Organisational Behaviour. 8th ed. Harlow: Financial Times Prentice Hall. Martin, J., 2005. Organisational Behaviour and Management. 3rd ed. London: Thomson. Cummings, T. G. Worley, C.G., 2005. Organization Development and Change. 8th ed. London: Thomson. Schein, E.H., 2004. Organizational culture and Leadership. 3rd ed. San Francisco: Jossey-Bass

Students Deserve A College Tuition Essays -- financial aid, pell grant

Think about this: a straight F student with a family that has a sufficient amount of money. This student gets to go to the best college that their family’s money can buy, which will probably go to waste on partying. Now compare that to a straight A student, living in a too-small temporary place, and no way to pay the bills. This student is everything a college could dream of having, and they actually care about their education. Sadly enough, though, they will never go because how can someone possibly go to college when their family cannot even pay the bills? Considering this scenario, should students in temporary living situations with 3.0 GPAs or higher earn free college tuition? I believe that students in these situations with a 3.0 GPA or above should earn free college tuition. I feel that students willing and determined to excel in their education deserve to have equal, if not more, opportunities than anybody else interested in college, no matter what. Students in temporar y living situations have financial problems which cause stress for the students; therefore, if given the chance to earn free college tuition, their stress levels would decrease rapidly.It is astonishing how rare it is for students in a poverty situation to have a 3.0 GPA or above, let alone to go to college. I strongly believe that having college paid for would mean so much to them and be such a great accomplishment and reward. First of all, I heartily believe in a situation where a student is sincerely willing and determined to excel in all aspects of their education, they deserve to have every opportunity that anybody interested in attending college has, no exceptions. In August, President Obama made a proposal to rate colleges based on qualifications. Qu... ...| Student Aid Alliance." Student Stories | Student Aid Alliance. N.p., n.d. Web. 2 Dec. 2013. . "Federal Pell Grant Program." Federal Pell Grant Program. N.p., n.d. Web. 1 Dec. 2013. . "Pell Grant." Wikipedia. Wikimedia Foundation, 12 Mar. 2013. Web. 4 Dec. 2013. . "Jones/Book Review: Beating the Odds: How the Poor Get to College." Jones/Book Review: Beating the Odds: How the Poor Get to College. N.p., n.d. Web. 4 Dec. 2013. . Documentary "First Generation--The Documentary | The Journey Of Four High School Students Who Are First In Their Families To Go To College." First GenerationThe Documentary. N.p., n.d. Web. 14 Nov. 2013. .

Warren Harding Error

Malcolm Gladwell in this book proposes that people have the ability to unconsciously think without consciously thinking. That we could arrive at decisions, resolutions, and judgments without thinking too much and it is likely to be as good as when we consciously think deeply. Gladwell defines thin-slicing as that ability of our unconscious to find patterns in situations and behavior based on very narrow slices of experience. He tells us that we have a crucial brain activity that keeps us able to function by silently processing daily stimulus called our adaptive unconscious.An individual is unaware of such brain process thus making it to a great extent uncontrollable. He gave a good example called the â€Å"Warren Harding Error† which is thin-slicing in a superficial level and giving too much emphasis on the snap judgment. The author used a combination of scientific studies (Implicit Association Test), historical accounts (Warren Harding), social happenings (discrimination), no table trends (Coke v Pepsi), and simple day to day observations regarding the creation of snap-judgments called thin-slicing.The book opens our eyes to the fact that in coming up with judgments and decisions, we are not always value-neutral. That in coming up with these judgment and decisions regarding just about anything there is the factor of time and careful investigation. The author used evidences that strengthen the theory that we indeed rely on our own adaptive unconscious and that we are capable at arriving on a decision that is accurate. An example would be the how the fake kouros was identified from a mere hunch. He points out also there is an also likely chance that our way of thinking would be impaired by day to day bombardment of stimulus.An example would be the Warren Harding Error which lets us stop from thinking beyond what we already figured. It keeps us away from weighing the need to look beyond what we thin-slice. It is important for us not to rely too much on our snap judgment and we should know when to apply such judgments. Crucial moments and decision making in such moments still require thinking twice and doubting and thin-slicing must then give way to rational thinking and decision making. Along this line, the author also wishes for us to remember that stereotyping is also a tool for thin-slicing.It is then important for us to consciously be able to look beyond our stereotyped ideas. While it may be unconsciously done, our knowledge of our disposition would bring it out in the conscious level. Finally, it should also be noted that at times there is a need for the isolation of our criteria for judgment. The unconscious is able to seep through the creation of the judgment although it is not in line with the true nature of our decision (you may hate President Bush not because of his policies on war but because of his southern drawl).In this situations there is a need to focus on what really should be considered. The book is applicable in al most all facets of life. Even in law, the theories pushed by the author finds application . Although not apparent, its application to the legal system tells us that Law is governed by human features (i. e. flaws and strengths). Think about how often we thin –slice, judges or juries are also able to thin-slice without them knowing it.It is value neutral yet it never takes away the fact that it could work for or against anyone thus reasonability and equality really does not exist. What is crucial at this point is that we accept that people indeed thin-slice and that we really are able to come up with a sound judgment regardless of the length of time that we think and whoever we are. We may never realize this but we thin-slice every day, we thin slice people at the first moment we meet them, we thin slice every day, we stereotype, and we need to realize this.

Analysis †I have written my article about cloning Essay

I have written my article about cloning. The opinions I have used in it are a highly exaggerated depiction of extremist views. I have shown, how ridiculous and outrageous these views are by overstressing every point and going to immense extremities, such as the â€Å"master race† and the â€Å"worker race†, these are so severe that the worker race would even be kept underground. I used pictures in my writing to make it easier for people to visualize the images that I am talking about because then they will be able to understand my ideas better. I have inserted a picture of Britney Spears, as she is a well-known, famous star, that many people like, or would like to be. The reason that I have included this particular image is because many people long to live like these stars and by using the image I am implying that if we introduce cloning and the so- called â€Å"master race† then everyone will be able to live like this. Many people believe that she is a â€Å"perfect† human being and this is the idea that I am trying to convey with the â€Å"master race†, that after using the system for a couple of decades, what will be left will be a, supposedly, perfect human race, which for many people the picture used illustrates perfectly. If I had room for more pictures on the page I would have used a picture of another stereotypical â€Å"perfect† male star to appeal to both sexes, but I wanted the article to look professional so I tried to keep the number of pictures too minimum. The picture will also encourage people to read the article because if they have turned over the page and they then see the picture of Britney. If they are an admirer, then they will most probably turn back to the start of the article to read it the whole way through. The reason that the picture has been repeated three times is because it shows what could be achieved by cloning, not just one, allegedly, flawless human being but as many as wanted, a whole race of them even. The repetition shows the main process of cloning as well, making an identical copy of something/ someone. I also use pictures of Morlocks from the film of the book â€Å"The Time Machine† by H. G Wells. The book and the films are set far into the future, this is also a little indication of the fact that this is could really happen in the future. These creatures were humans but as time has passed they started to live underground as they were using all of the earth’s resources, that is the main reason that I am using this picture to show what the, as I have called them in my article, â€Å"worker race†, would be like as my extreme plan is to have them working day and night, underground to provide the â€Å"master race† with everything they need. The reason that I have used such a ghastly picture is because I want it shock the reader, it will also draw attention to the article. The workers won’t be good-looking, as they will never of had sunlight on their skin and never of had any of the beauty products and treatments we take for granted so the picture is an accurate representation of what they would actually look like. The contrast between the purportedly â€Å"picture perfect† Britney and the hideous, unsightly Morlock should make people start to think that they would much rather be with the â€Å"master race† rather than the â€Å"workers†. There is also the idea that this is what the human race has become as it has evolved and that cloning could save us from this atrocious fate and instead bring us to the attractive future that the â€Å"master race† offers. Two of the pictures are in black and white, these are the pictures of the â€Å"worker race†, these are in black and white to give a feel of darkness to the pictures and to imply that this is the sort of life they would have, never seeing any colour, whereas the picture of the master race is brightly coloured and shows an image that people feel drawn to look at unlike the pictures of the Morlocks and the ants. This means that the contrast is even more noticeable between the two sets of pictures. I have used the layout of having the pictures cutting into the writing, so that you can’t help looking at the pictures while you are reading, helping the readers to picture the ideas I am putting into their heads, I have also put captions underneath the pictures to show what the pictures are of and how they relate to the topic of the article. The pictures are large and stand out from the page causing them to catch the reader’s eye whilst they are flicking through the paper, meaning that they read the article. I have used a strong title, â€Å"Hitler Was Right†, to fascinate the reader even before they have started reading the article. Including a strong political figure compels people to read the article as it looks like it could be an article of great importance. They will straight away wonder what the article could be about, causing suspense that will keep them reading until the very end of the article when they will realize that I was simply, apparently, agreeing with one very simple part of Hitler’s range of ideas, that the world would be a better place if just one master race was to occupy it. This title has been written in Times New Roman and is in font size 36, I have done this so that the title stands out from all of the other things on the page. People won’t be able to help noticing the title and this will generate interest in the article. The main body of the writing is in a quite large text; this is because I want it to stand out and not to be too small. The effect of this is that the article will not look as much of a difficult task to read, encouraging more people to read it. The prologue to the article is written in bold writing slightly bigger than in the main body of the text, this is so that this will stand out just a little bit more and people will read it before they read the main article. The writing in this prologue is encouraging people to read the main article. By ending it with a question † the question is: why not? † It makes people read on, as they want to find out the answer to this question, Straight away, in this first prologue I have shown â€Å"my† opinion, that I agree with cloning and all of the brilliant ideas that come along with it, this means that people will be under no disillusion while they are reading the article.