Defining Religion Essay Example | Topics and Well Written Essays - 500 words

Defining Religion - Essay Example ?s explanation of his duties as a warrior and the ways where he can elevate his consciousness to the level of Krishna made the Bhavad Gita a structured theology for the Hindus just like the Bible to the Christians. In the Gita, as it is simply known, contains the guide on how to live one’s life which led Hinduism to be â€Å"a way of life†. In the Gita, Lord Krishna explains to Prince Arjuna why he has to fight the Kuruskshetra War to restore his karma; that there is a cycle of birth and death and the soul does not really die but only the body that decays during the cycle of birth and death. This is to allow a person to improve on their karma through their lifetime of action until enlightenment and vijnana is achieved. Darsan for Hinduism is a way of seeing with reverence and devotion that one may receive blessings. It is the equivalent of the Christian faith’s â€Å"vision† of something holy or the divine. In simple practice, Darshan only involves seeing the image of god so that the devotee may experience spiritual upliftment (Pattnaik). The New Testament’s Gospel of Mark and Gospel of John are one of the synoptic gospels of the life of Jesus Christ, the central figure of the Christian faith. The Gospel of Mark is the narration of Jesus Christ’s baptism to His nailing to the cross to ascension. The Gospel of Mark Chapter 14 – 16 is the prelude to Jesus Christ’s nailing to the cross when Judas betrayed Jesus with a kiss. Jesus Christ knows about it as he already predicted the betrayal and had Last Supper with his Disciples before he was arrested. The miracles that Jesus Christ known to perform are also contained in the Gospel of Mark such healing of the sick. The Gospel of John on the other hand accounts the teachings of Jesus Christ when He was doing His ministry. It begun with Jesus Christ’s affirmation with St. John the Baptist and culminated with His resurrection from the dead. Gospel of John’s chapter 1 was Jesus Christ’s teaching

Greenhouse Effect and Environmental Law Coursework

Greenhouse Effect and Environmental Law - Coursework Example By studying a range of subjects regarding the emission and its factors of Greenhouse which are relevant to all environmental policy issues: like the objectivity of scientific information, asymmetry of costs and benefits over space (regional impacts) and time; risk, uncertainty and ignorance; institutional power over information and policy I found myself deeply indulge in research and posing serious challenges to the current conceptualisation of pollution as a technical problem which requires an engineered solution. When I collected various data regarding the destruction caused by the Greenhouse Effect, I was not aware of the Kyoto Protocol current conditions, particularly the way it is implemented on the Framework Convention on Climate Change. The Kyoto Protocol on Climate Change reflects its drafters' understanding that changes in the global economy, globalization of markets, emerging global governance in the areas of trade and services, privatization and internationalization of the energy sector, and the ascending role of the private sector are changing the context rapidly in which environmental problems must be addressed. As a result, the formation of Kyoto Protocol took place. The main purpose of the Kyoto Protocol is to provide a shield against the environmental hazards and catastrophes to the new generation of environmental treaties; those treaties which are negotiated in an age of globalization and are aimed at influencing important economic activities such as energy production and fore ign investment in order to minimize their impacts on the environment. The potential economic effects of the Protocol are so far-reaching that it is sometimes referred to as an economic instrument disguised as an environmental agreement. The Kyoto Protocol contains three mechanisms allowing for international implementation, which are aimed at achieving the environmental goals of the treaty by affecting market-based activities. These mechanisms are related to (1) greenhouse-gas (GHG) emissions trading, (2) joint implementation (JI), and (3) the clean development mechanism (CDM). Each of these mechanisms specifically includes provisions relating to the participation of non-state actors in its implementation. (Chambers, 2001) The first part of the report lays the foundation for tackling various factors that lead to Environmental change like pollution, burning of fossil fuels etc. After analyzation it is evident that the Kyoto Protocol is still in an unfinished state and the actual details will not be known until analyzing the final outcome of the lawful negotiations of the Protocol, I feel it is important to establish certain criteria for the substantive discussion contained in later parts of the report. In the beginning, Wilkinson has set out the unresolved issues from Protocol and what can be expected in future negotiations. Later the report has gone into greater detail on the outstanding issues of various changes and changes in variations by describing the potential role of non-state actors or, as the Protocol describes, legal entities. It is thought that any future Protocol negotiation anticipates a greater role for these actors. Selma Stern has also focused on different problems that contribute

The Possibility of Evil, Creative Dialogue Essay Example for Free

The Possibility of Evil, Creative Dialogue Essay Mrs. Foster stepped into the elevator and gave Miss Strangeworth a nod. Miss Strangeworth glance at her with embarrassment, knowing that that was the first time people had ever seen her after the operation. Without saying a word, she quietly turned and looked sideways. It had been two months since her transgressions circulated around the town. When she was about to sigh, the cart started shaking unexpectedly. Most of the elevator lights flickered and went off eventually. They could barely see each other’s faces. Dead stillness ruled the whole world, as though the elevator crashed down to a grave. Lovely day, Mrs. Foster,† Miss Strangeworth ventured, â€Å"People should have examined this elevator regularly. Don’t you think so? † Since she knew no one would pay any attention to her anymore, she was getting frustrated. â€Å"I think people will be coming soon to fix it. † Mrs. Foster paused, and then comforted her amicably, â€Å"We will be all right. † Miss Strangeworth intended to start another conversation, Mrs. Foster’s operation, for instance. But the words wouldn’t come out. â€Å"All right,† she loosened her hand that was holding the handle tightly, trying to maintain her dignity, and lowered her voice, â€Å"all right. Silence ensued. Miss Strangeworth could see Mrs. Foster out of the corner of her eye, wondering if she had recovered from the illness. Mrs. Foster was not as energized as she used to be, she thought. The shadow of Mrs. Foster’s face was casting on the wall, her plain face cracked into a smile. Miss Strangeworth was feeling like she was in a coffin, and the phrase from her letter kept coming to her mind, saying â€Å"the knife accidently slipped†. She was drawing back unconsciously until she was against the wall. She cried out suddenly, â€Å"Forgive me Mrs. Foster! I promise I would ever write the anonymous letters again! Forgive me, please. † â€Å"It is all right, every single person makes mistakes. † Mrs. Foster said gently with joy, â€Å"Did you hear that? People are fixing the elevator. † The elevator door was opened, the world were lightened. Miss Strangeworth and Mrs. Foster were surrounded by townsfolk. Everyone was concerned about their safety. â€Å"It is virtue to realize your mistakes and try your best to correct it. † Mrs. Foster whispered as she walked out of the door. Miss Strangeworth began to cry with a mix of joy and regret.

The Corporate Culture Of Apple Inc Business Essay

The Corporate Culture Of Apple Inc Business Essay Apple incorporation is todays one of the biggest if not the biggest organisation culture change trend master, in the past few years apple as being in the light of it totally perceive genius ways of getting thing done with a different, however Apples corporate culture is constantly changing as a result of changes to its leadership/CEO from time to time. To gain an in-depth understanding of this we must dwell into apple historical background, it pros and cons, and the possibility of future management. Therefore the empirical question would be what is the culture of Apple? What is culture? Culture has been describe by many authors, school of thoughts, theories to mention a few in relation to its conceptual usage,it has been described for example as the dominant values espoused by an organisation, the commonly held and relatively stable set of beliefs, attitudes, values and norms that exit throughout an organisation the basic assumption and beliefs that are share by member of an organisation. In recent time culture has been refer to as the way things are done around here. Lynch (2006, p.37) culture refers to the shared understandings and meanings of that members have concerning an organisation. Rather as individuals have distinctive personalities organisation have their own particular culture. Some will be friendly, relaxed and informal while others will be highly formal aloof and hostile. Also Drenna(1992).in senior.B (1997).p101)says culture is what typical of the organisation, the habits the prevailing attitudes, the grown up pattern of accepted and expected behaviou r . The main feature of culture is that even though there are many organisational differences there seem to be share understandings within them. Culture tends to build gradually in rational thinking of groups with the system which later forms a sub/dominant culture. Using Handy (1993) cultural model, handy opine that A culture cannot be precisely define, for it is something that is perceived, something felt handy (p. 191).however he pointed out the four type of culture in organisation which are explain in fig1.1. Type Metaphor Characteristics Power Culture A web Control from centre; political and entrepreneurial ,personal power serves the figure-head and the leader Role Culture The Greek Temple Classical structure; bureaucratic; role identity position power predominate, serves the structure Task culture A net Valued individual expertise and contribution focus on completing the job, both personal and position powers are important; high level of collaboration base on group unity. Person culture A cluster or galaxy Combine of a lose collection of individuals-pursuing own goal but share common facility, power not necessary a focus because members are experts in their own field. This culture serves the individual. Fig1.1 The four culture type highlights how power and control are utilized by organisation and of whose interest are they serving? certainly theres an element of power culture at Apple inc, as noted in the case study, Steve Jobs entrepreneurship style had giving way for personal ideology and more-or-less gain control over the system, he is characterise as Apple itself, the span of control and politic is also associated with Steve upon returning back in late 1990s, when he changed the culture back to the way its use to be when he was at the apex Apple. Also the Role culture could be link with eras of sculley, and other leaders who try to formalize the structure by imposing their own rule, neglecting the important of project groups, which is central to the Task culture even though individual expertise at Apple is crucial to its innovation the only existing collaboration is based on secrecy. A typical reflection of Apple is the individual culture we may say is the Person culture as different g eeks work tiredly to bring about a unique invention based on their expertise. According to, Van backer(case study p.10), ( Backer)an analyst at Gartner inc, noted when Apple goes out to hire somebody, the no 1 criteria isnt how much experience you have or who you know .its whether they think you will fit into the culture. Nevertheless the culture seems unique but can it function without structure, the leadership, performance and strategy? Ideally, we can communicate this by a thorough analysis of the model below; take note that the model is a non linear model as all the elements are inter-related and interdependent. Fig1.2 a culture relation model Structure Noticeable in the case study is the commentators reference to Apple as a Unique culture, analysts argued that Steve jobs the CEO of Apple is the best marketer in the world, but his leadership style suggest a different view. For instance secrecy is the pinnacle of Apples strategic marketing culture. Apple was known to appreciate and value its employee, it worth noting that whereas motivational theories such as B.F Skinner (1974), Mintberg (1979), have highlighted the importance of reward and value as the ideological stimuli that motivate individual to work, in contrast, at Apple any universal concept of motivation might not work, because of how apple justifies its reward system with a do or die culture. More so the structure at Apple Inc is becoming complex as it evolves into a different pattern over the years. FIG2 Hierarchy and Flat structure The above is an illustration of a standardize structure of organisation formulated by many scholars over the year to explain organizational functionality; the flat is more prominent to entrepreneurship, with suitable element of informal, charismatic ,and informal leadership quality but grapevine in nature while the other is ideal for a larger organisation. However, of all the supportive research is the work of Canadian academic, Henry Mintzberg. According to Mintzberg (1979) an organisational structure is the sum total of the way in which it divides its labour into distinct tasks and then achieve coordination between them. also structure is define as the established pattern of relationship between the components parts of an organisation, out lining both communication control and authority patterns .supportive to this also is Wilson and Rosenfeld(1990) explained that structure distinguishes the parts of an organisation and delineates the relationship between them. This is supported by Apples trend in organisation structure which is more complex than initially perceived, for instance Apple is seen as the pioneer of work hard play hard ethic. Equally important is the frequent changes in culture as different leaders tried to adopt a different approach to reorganise the structure, it is interesting that analyst said Apple adopted a style that was not too far too formal or hierarchical and that the approach was more result-driven. In ugly circumstances as a reference to the case study, any poor performance at Apple will not be consistent with its culture; it is important to say that any change in culture will resort in change in structure, however if the structure cannot survive without the culture then where do we inject the leadership style to bring about ultimate performance? Apple structure is neither hierarchy nor flat we could say its more of a hybrid or matrix unlike hierarchy which is prone to bureaucracy=read further according to Webber (1947),in his analysis of organisation he had identified the principle of bureaucracy as a continuous organisation that is bound by rules. Webber outline the importance of ideal bureaucracy to an organisation as positive and rational unlike the other which he described as domination as charismatic authority and traditional authority .mention adocrasy=read further Fig 2.1 A representation of Apples organisation formation structure. AGENT OF TRANSFORMATION Leadership as a concept has been an interesting centre piece to different fields of thought, to the ordinary man; a leader is just a symbolic head, but as a supportive element by theorists and analysts a definite category of classification; it is said the most important type of leaderships are of the following: the charismatic, the traditional, the situational, the appointed, the functional and the principle centred leader for the purpose of this essay we will look at leadership from management perspective, according Cole(2004), leadership is define as the following: leadership at work is a dynamic process whereby one individual in a group is not only responsible for the group results but actively seeks the collaboration and commitment of all the group members in a achieving group goals in a particular context and against the background of a particular national culture INNOVATORS The leadership style of Apple is highly represented by their iconic CEO Steve job that is highly regarded for his innovative, creative and marketing strategies. Using classification of leadership his style could be linked as the transformational leader which is characterised by the transformation of organisation, creativity and innovation with the purpose to engender commitment. However the simplicity of his approach could resort in the downfall of his perceived personality and organisational performance, for instance if this was ideal for the organisational culture then the question would be the sited instances of global workforce revolting against the culture of secretary used by Apple as an accepted way to move the company forward. If apple is to maintain its status quo as the number one most valued company in the world then it needs to engage itself in some form of leadership re orientation as over the past decade different management/leaders have tied to change the culture of ap ple and its structure only to head back to the starting point which is where they are today, Steve job certainly must be doing some right, concrete evidence suggest that Steve job must have outperformed his expectation to the board of management as emphasized in the case study. CONSTRAINTS the ripple effect of change of leaders/managers at Apple inc emphasis the need for change in culture, however this changes also brought about change in structure as each leader tries to implement his/her own ideology, arguable is the internal problem that apple faces from its reorganisation, for instance the appointment of Sculley who was credit for making Apple one of the biggest and fastest-growing corporation in the US.(case study p.5 ).A series of failure in the early 90s again brought another power shift when the board decided it time for leadership change and Micheal spindler was appointed in 1993 to replace Sculley, Spinder also fail to perform as expected ,Amelio could have being the one man that brought the last drastic change into apple because of his focus on Apple product line and workforce reduction but fail follow Apples corporate culture, once more Steve was back in business to turn things Around. A key point to his transformational leadership style, nevertheless it wo uld appear that the board were more interested in performance rather than leadership quality or style; however performance cannot be divorced from leadership. THE ACHIEVER Performance, theres no generalised definition of performance; it has being said that performance cannot be easily defined as you cannot measure or manage it. However few management researchers have noted the core different of performance from other fields in comparison to management sectors. Performance is more adapted to performance management day in day out, therefore performance could be agreed to be of relevance to situational changes. Armstrong and Baron (1998) define performance management as a strategic and integrated approach to delivering sustained success to organization by improving the performance of the people who work in them by developing the capability of team and individual who work in them.. Therefore, it provides avenue for knowledge on organizational objectives and goals and a spectrum to manage and train individual in order to achieve to such objectives Armstrong stress that performance is strategic because it is concern with broader issues facing organizational effectiveness. As evidence in the case study the market value of Apple against the backdrop of its financial performance over the years in Exhibit VIII, it is clear that in the past decade there being a major profit share in the company, more so recently Apple posted all time record revenue with increase earnings of 78 percent, as of July 2010. Apple posted record revenue of $15.7 billion and also quarterly profit of $3.25 billion,. Surely the share holders would be very pleased with the result. These results compare to workforce engagement and the strategy used to achieve result cannot be overlooked, Apple was known to appreciate its employees. It was consider a great place to work for people who are personate about what they did. (Case study p.3) also experts felt one of the key success to Apples performance is its ability to attract and retain key personnel in technical, marketing and staff positions Nevertheless financial performance in one comfort zone for the company identity externally but d oes this speak the same for the internal general audit of employee of Apple who work tirelessly for over 60hours to get this results out. Then how engaged are the staff of Apple incorporation. The unique culture of Apple which is base on the leadership style of one man approach: Steve jobs, can it survive after the exit of jobs. its plausible to say yes as jobs himself claim he had trained others to manage whenever he is no longer available, however the determination of each individual could result in systemic failure of the culture as every leader approach with a different goal setting. If the goal serve as the basis for motivation, and the goals are set by managers, industrial standard or base on negotiation, how then do you motivate individual, researchers noted that one can be motivated by target set against the others while you could be de-motivated by over pressured standard. levison(1972)highlights this in Asinine attitude towards motivation, in relation to reward or punishment to motivate workers, more so borrowing the work of Hygiene theory of motivation by Herzberg (1968),which he claim that the most important motivator or satisfier are Achievement Recognition Work itself Responsibility Advancement. While the following called hygiene factors or dissatisfies Company policy and administration. Supervision-the technical aspects. Salary. Interpersonal relations-supervision Working conditions. Herzberg pointed out that these factors were intrinsically related to the content of work, i.e. with intrinsic challenge, interest and the individual responses generated by them. If applied to Apple, how do we justify the working condition of staff who work for long hours to get the job done, or does the secrecy atmosphere bring about individual motivation or fear of punishment has whoever fail to comply to the culture is noticeably punished, the reward scheme in apple for those that come up with innovative technology like iphone, mac ipad could result in esteem of individual while the punishment approach on the other hand is detrimental to the public image of Apple as any failure leads to sacking individual or leakage of secret will automatically result in dismissal. Therefore we could say any universal concept of motivation might not work in Apple cooperate culture base on perceived punishment and reward of staff performance, thus Apple cooperate culture is zero experience and no stability of staff until now though it has worked for the company. Even though the strategy may be consider risky. Apple target young staff recruits with less commitment and more glory seeking rather than experience. However is worth saying the older generation are not mush expandable. This could be explain using Maslow (1956) Hierarchy of needs, which he associated the important of needs to motivate individual, starting from basic needs called physiological needs, follow by safety needs, then love needs, esteem needs, and self actualisation. He emphasis that as one needs is fulfil we move up to another. Goal setting (locke,shaw sari latham 1981)A change in goal will foreseen a better Apple as a company, for example Apple has always focus on improving on a previous product i.e. Iphone1,2,3..4.e.tc while not come up with something entirely different and innovative. Even though Apple came up with a micro palm device name ipad,it still relied entire on the old operating system which is gradually facing out as competition grows in the technology industry. Again the past ten years down the line Steve Jobs was back the in same job at the apex of the company after many failures of different managers at various stages of cultural development within Apple inc. even though Jobs is making money for apple for now the question is will same strategy that fails at the initial past decade in culture, work for the future? A do or die culture was Apples it it ideal for apple? For instance sculleyl tried for Apple for about five years, thus due to cultural strategy of sculley, the board got rid of him. At this juncture the answer would be it all depends on many factors conserving strategy culture and variable element to forecast the future.

Macbeth Essay :: essays research papers

Macbeth A Comparison of the characters Macbeth and Lady Macbeth   Ã‚  Ã‚  Ã‚  Ã‚  The play Macbeth, written by the playwright William Shakespeare, has two main characters, Macbeth and Lady Macbeth. Macbeth is a general of Duncan’s army, and Lady Macbeth is his wife. Each of these two characters have different personalities and traits, however they are married to each other and appear to be in love.   Ã‚  Ã‚  Ã‚  Ã‚  Macbeth first appeared in the play in (i.ii). He is a Scottish general fighting under Duncan’s rule. He is portrayed as a valiant soldier and a powerful man with honor and allegiance to his country. Duncan, the king of Scotland, also gave him the title of the Thane of Cawdor, which is a high honor.   Ã‚  Ã‚  Ã‚  Ã‚  However, as the play proceeds, the reader becomes aware that Macbeth has some other personality traits as well. When Macbeth first meets with the three witches, and they tell him their prediction of him becoming a future king, the first characteristics that the reader learns now coincide with some new ones, self-doubt, and the realization that others can easily influence Macbeth.   Ã‚  Ã‚  Ã‚  Ã‚  Lady Macbeth first comes across to us as an evil person. When the reader first comes into contact with Lady Macbeth (i.v), she receives a letter telling her about the witches’ prophecy of Macbeth becoming king; she immediately begins to plan Duncan’s murder. She believes that by making Macbeth kill Duncan, she would be able to get closer to the throne of Scotland, which then would give her an immense power. Lady Macbeth appears to be driven by the longing for power throughout the first two scenes of the play, and also comes across with tons of power over her husband.   Ã‚  Ã‚  Ã‚  Ã‚  When Macbeth first speaks to Lady Macbeth about the prediction that the three witches had of him becoming king, she encourages him to kill Duncan. Macbeth, on the other hand, is nervous about the consequences and the repercussions of committing murder, and almost decides not to do it. Lady Macbeth then proceeds to almost make fun of Macbeth by questioning his purpose as a man.

The Vietnam War - The 1968 Tet Offensive :: Vietnam War Essays

The Vietnam War - The 1968 Tet Offensive For several thousand years, Vietnamese Lunar New Year has been a traditional celebration that brings the Vietnamese a sense of happiness, hope and peace. However, in recent years, It also bring back a bitter memory full of tears. It reminds them the 1968 bloodshed, a bloodiest military campaign of the Vietnam War the North Communists launched against the South. The "general offensive and general uprising" of the north marked the sharp turn of the Vietnam War. Today there have been a great number of writings about this event. However, it seems that many key facts in the Communist campaign are still misinterpreted or neglected. In the mid-80, living in Saigon after being released from the Communist "re-education camp," I read a book published in the early 1980's in America about the story of the 1968 Tet Offensive. It said that the North Vietnamese Army supreme command had imitated one of the greatest heroes of Vietnam, King Quang Trung, who won the most spectacular victory over the Chinese aggressors in the 1789 counter-attack - in planning the 1968 operations. The book quoted King Quang Trung's tactic of surprise. He let the troops celebrate the 1789 Tet Festival one day ahead so that he could launch the attacks on the first three days of the lunar new year while the Chinese troops were still feasting and not ready to organize their defense. Those who claimed the similarity between the two campaigns certainly did not know the whole truth, but jumped into conclusion with wild imagination after learning that the North Vietnamese attacking units also celebrated Tet "one day ahead" before the attacks. In fact, the Tet Offensive broke out on the Tet's Eve - in the early morning of January 30, 1968 at many cities of Central Vietnam, such as Da Nang and Qui Nhon, as well as cities in the central coastal and highland areas, that lied within the Communist 5th Military Region.. The other cities to the south that included Saigon, were attacked 24 hours later at the small hours of January 31. Thus the offensive lost its element of total surprise that every tactician has to respect. But It surprised me that some in the American media were still unaware of such tragic story. The story started some 5 months previously. On August 8, 1967, the North Vietnam government approved a lunar calendar specifically compiled for the 7th time zone that covers all Vietnam, replacing the traditional lunar calendar that had been in use in Asia for hundreds of years. That old calendar was calculated for the 8th time zone that Beijing falls

European Politics Essay

Not long after taking office as President, Nicolas Sarkozy initiated a bold agenda of sweeping governmental and economic reform which enflamed controversy and engendered violent confrontation within the French government and among the French population regarding both the state of economic parity within French society, and France’s role in a swiftly changing global-political climate. Sarkozy, a former member of the National Assembly, a two-time appointee as Minister of the Interior, and a past President of the UMP, rose to prominence as a widely popular (and also widely unpopular) figure in the conservative wing of French politics. Although Sarkozy’s personal and romantic life as well as his financial dealings and his â€Å"public image† have all fallen under the intense scrutiny of the French and International media, the most controversial issues associated with President Sarkozy have generally been and continue to be issue and policy oriented. Prior to being elected President, Sarkozy made International news headlines when, as Minister of the Interior, â€Å"Sarkozy, insisted that Muslim women pose bare-headed for official identity photographs† (Scott, 2005), a move which provoked a storm of opposition within France and throughout the globe. However, Sarkozy’s intentions were even much wider than revealed by his policy regarding identity photos; Sarkozy’s â€Å"main recommendation, accepted by Chirac in January 2004, was for a law prohibiting the wearing of ostentatious signs of religious affiliation in public schools. This is now the law of the land† (Scott, 2005). Sarkozy’s record prior to becoming President indicated that he was a man unafraid to pursue a controversial course of action. As president, one of Sarkozy’s first publically criticized actions was his handling of a Libyan hostage crisis which involved the retrieval of Belgian health-care workers who had been held in Libya. In return for releasing the Belgians, the Libyan dictator Gaddafi was able to gain President Sarkozy’s signature on a treaty which transferred hundreds of millions of euros, along with important military equipment to Libya. This move was met not only with criticism but with a call for an investigation at the parlimentary level which was requested by the head of the French Socialist Party. Although this single example may seem slight in light of the forthcoming discussion regarding governmental reform and the EU policy on climate change which will form the heart of the present study of Sarkozy’s administration, the incident is illustrative of the odd duality which seems to stamp itself on many of Sarkozy’s policies, programs, and initiatives. The duality is one rooted on one side in what many might consider a superficial, yet effective, understanding of public image and political theater; on the other side, it is rooted in what many might call brutally pragmatic economics. Critics of Sarkozy go further than to call the President an economic pragmatist. Many members of Sarkozy’s own conservative party, the UMP, have criticized the President for being a strong advocate of free-trade while simultaneously backing sweeping reforms in the working-class sector including his â€Å"loi de modernisation de l’economie† (Lawday, 2007), or â€Å"Modernization of the Economy Law† which in addition to relaxing federal restrictions on retail prices and work-regulations, allowed workers who worked over thirty-five hours a week to collect their overtime pay tax-free. If, basically, Sarkozy’s economic policies reflect â€Å"a free-market, self-responsibility venture that he claims every advanced country in Europe, from Britain to those in Scandinavia, and lately Germany, has adopted to its advantage† (Lawday, 2007) they also reflect an essentially conservative philosophy which stands in odd contrast to Sarkozy’s iconoclastic image as an agent of change. As one observer phrased it, Sarkozy’s economic philosophy and national economic program â€Å"represents not so much novelty as catch-up politics with a conservative twist† (Lawday, 2007) and, as such, Sarkozy’s economic programs include the curbing of labor unions and their power. These aspects of Sarkozy’s approach to government and economic matters leaves little room for doubt that — at least in relation to financial matters — the President is a true conservative, although his vision may be, overall, a bit more modern than that which is commonly associated with conservatism, the end-result is the same. Sarkozy’s economic philosophies are important not only because they impact one of the most crucial sectors of public policy and governmental influence in France — the economy — but also because they indicate the aforementioned duality of purpose and bearing which seems to stand as part and parcel of Sarkozy’s political career. If on e the one hand, Sarkozy wanted to â€Å"amend the 35-hour working week so that it is no longer the reposeful regulation it implies† (Lawday, 2007), he also sought to simultaneously â€Å"force strikers to maintain a minimum service for trains, buses and other public services† (Lawday, 2007) and to â€Å"slice into the bloated state bureaucracy, where the unions are strongest, by permitting one replacement for every two retiring government office workers† (Lawday, 2007) while at the same time admitting — in the face of the recent global economic crisis — that laissez faire capitalism is dead. The economic platform and policies which Sarkozy has advocated indicate that — above all else — Sarkozy is a pragmatist. This fact is s very useful fact because, by keeping it firmly in mind, a more complete understanding of Sarkozy the politician can be gained. In point of fact, most of what passes for â€Å"populism’ in Sarkozy’s public image is precisely due to his pragmatic approach. His populist reputation as a French nationalist who is for robust immigration reform may collide somewhat uncomfortably with his status as the (rotating) President of the European Union, just as his stand on unions collides with his recent, public statements regarding socialism where Sarkozy responded to the question: have you become a socialist? — with the answer â€Å"Maybe† (Lawday, 2007). Sarkozy’s radicalism — which stands in sharp contrasts to his fiscal conservatism and his conservatism on issues such as immigration and unions — manifests itself not in ideology, necessarily, but within the framework of his aforementioned pragmatism. In other words, Sarkozy may be a populist to the extent that he adopts positions which will curry favor with French Nationalists, such as the â€Å"headscarf† legislation mentioned at the opening of this paper, he may be a fiscal conservative bent on busting the unions and generating a productive working class base for French society, but in each case his convictions, while arguably difficult to pin down under a single umbrella of ideology, are always enacted by way of robust action. Sarkozy may be many things, but one thing he certainly is not is a dawdler. One of the most illustrative examples of Sarkozy’s style and substance as a leader, and specifically as the President of France, is his massive reform of French government and the displacement of governmental power. Although — as will be demonstrated shorty — Sarkozy’s controversial reforms to French government have the design and purpose of bringing the government into the modern era of global-politics and allowing for a more efficiently run government within France itself, the same reforms have been assailed by Sarkozy;’s critics, primarily by the French Socialist party, as being tantamount to instating a dictatorship in France with Sarkozy himself enthroned as dictator. Although the specificities and complexities of Sarkozy’s reforming of French government pose much too vast a too vast to exhaust within the confines of this short discussion, the overall impact and intention of his reform policies offer profound insight into not Sarkozy’s ambitions as President but into the potentially radical reshaping of French government as well as France’s relationship to the EU. Before delving into the specifics of the reform legislation, it is useful to remember just how the French Constitution regarded the separation of governmental powers and — more importantly — what role the President of France was accorded by the Fifth Republic’s Constitution. Because Sarkozy’s program of governmental reform offers, as a centerpiece, the apparent expansion of Presidential power and authority, while simultaneously strengthening the role and power of parliament, sorting out the specific angles by which Sarkozy enabled the expansion of Presidential power can be quite difficult to achieve. However, the role of the French President, according to the Fifth Republic’s Constitution was limited: â€Å"Article 5 [†¦ ] states that the President â€Å"‘Provides by their arbitration for the regular functioning of the public authorities and the continuity of the State’† (Bell, 2000, p. 15), with nothing mentioned about the President’s own power to legislate. This aspect of the Constitution is the key area by which Sarkozy sought to expand, in the eyes of the anti-reformers, Presidential power. Specifically, the most controversial aspect of the reform-laws was Sarkozy’s † plan to allow the president to address parliament, opening up the possibility of a US State of the Union-style address. That has not been permitted since 1875, in an attempt to keep the executive and legislative branches separate† (BBC News), and it is by this seemingly simple move that Sarkozy expanded Presidential authority while simultaneously seeming to limit that same authority. Because the Fifth Republic’s Constitution calls for the President to function as an â€Å"arbitrator† the American-style Presidency of the President as the leader of the legislature, addressing parliament, becomes a specter of dread to those who view this as an incursion on the Constitutional separation of powers. While it is true that â€Å"Article 5, which implicitly restricts the Presidency, has been a subject of controversy† (Bell, 2000, p. 15), Sarkozy’s expansion of Presidential authority has proven to be even more divisive. Sarkozy’s plan to rewrite the Fifth Republic’s Constitution represents the two primary aspects of his governing style which have formed the roots of the current discussion; these aspects are his inherent conservatism and his obvious pragmatism. The reform legislation introduced radical, pragmatic steps toward affecting sweeping change in France and rewrote the French Constitution, but while Sarkozy verbalized his assurances that the reforms represented â€Å"‘Movement, change, modernity,'† (BBC News) as well as a victory for French democracy, the same reforms also contributed to the strengthening of Presidential authority and resulted in a divided parliament with Sarkozy’s reform bill passing â€Å"by 539 votes to 357 – one vote more than the three-fifths majority of the combined Assembly and Senate required to pass the reforms† BBC News), so if strengthening democracy was Sarkozy’s intention, his initial result was to divide the parliament and pass a sweeping reform to the French Constitution with next-to-no consensus. This fact in itself would seem to confirm the trepidation regarding his proposed reforms (now law) which engulfed his detractors in parliament. One of these detractor s, â€Å"Socialist senator Bernard Frimat told lawmakers before the vote at a special session at the Chateau of Versailles† (BBC News) that Sarkozy had offered a † â€Å"consolidation of ‘monocracy’,† (BBC News) but Sarkozy, always careful to play to populist ideas and ideals, counter-weighted the expansion of Presidential authority with corresponding limits and restrictions on the French Presidency. The reform laws while strengthening the President’s role in the legislature also limit the President to two five year terms, â€Å"gives parliament a veto over some presidential appointments, ends government control over parliament’s committee system, allows parliament to set its own agenda, and ends the president’s right of collective pardon† (BBC News). Seemingly, by these latter reforms, Sarkozy was interested in limiting not expanding the powers of the French President; however the telling point of the reform laws as they relate to the French Presidency lies within the mere expansion of the President’s role as a lawmaker rather than, as the Fifth Republic’s Constitution advocated, a â€Å"a neutral ‘umpire’ who has three principal tasks: i) to see that the Constitution is respected; ii) to ‘arbitrate’ to ensure the continuity of the state; iii) to be vigilant on the issues of national independence, territorial i ntegrity and the respect for treaties† (Bell, 2000, p. 16). Sarkozy’s vision of the President — and the reform legislation he was able to enact to realize this vision — stands in direct opposition to Article 5 of the French Constitution. Sarkozy’s radical pragmatism extends beyond the parameters and confines of French domestic issues into the realm of International affairs. As the acting President of the European Union, Sarkozy has applied a similarly â€Å"hands on† approach to issues of international importance such as climate change. As illustrated by Sarkozy’s reform legislation and the somewhat concealed agenda therein which provided for the expansion of Presidential authority, Sarkozy seems to have adopted a similar approach to his position as EU President. On the topic of global warming and climate change, Sarkozy has proven to be as pragmatic and as forceful as he was on the issues of crime, immigration, and government reform in France. At the thirty-third summit of the G8, Sarkozy offered a plan to reduce French CO2 emissions by half and what followed was the adoption of this concept by the G8 nations as a whole. Although the agreement which was reached at the summit was non-binding, Sarkozy’s lead enabled the G8 nations to put forth a collective plan to cut in half the global emissions of greenhouse gasses. Sarkozy continued to push for a binding agreement, but his efforts proved futile. Nevertheless, his approach to the issue of climate change represented, as his approach to governmental reform. a pragmatic and comprehensive approach to a hard problem. Of interest is the fact that the binding agreement regarding greenhouse gas emissions was apparently blocked by the United States with its President, George W, Bush, citing the refusal of third-world nations to also enter into the agreement. Responding tot his obstacle, Sarkozy turned his efforts not toward America or the Third World, but to China, utilizing his status as EU President to put forward a comprehensive and progressive energy policy which included a collaborative effort with the Chinese. Sarkozy’s successful brokering of a deal on energy adn climate change between the EU adn China marks one of the most important accomplishments of his pragmatic and often radical approach to governing. It is due to this combination of tenacity and creativity that Sarkozy has evolved from a controversial cabinet member in the French government known mostly for being a strong conservative to an actor on the world stage who seems to be equal parts populist and conservative. It is, perhaps, not necessary, to understand which of the aspects, conservative or populist is dominant in Sarkozy, it is possibly not even that important to understand, at a personal, human level, which aspect represents more honestly Sarkozy’s own world-view. While some observers may claim that Sarkozy’s populism is merely a smokescreen to conceal his ambitious moves toward a consolidation of personal power, others may claim, with good reason, that Sarkozy’s populism represents a genuine attempt to represent the global sea-change which has currently cast global economics and world-affairs into an ambiguous and dangerous place. No matter which of these perspectives lies closer to the objective truth of Sarkozy the man, the result of Sarkozy’s actions as a world-leader will involve much more than a consideration of President Sarkozy’s motives. One of the most compelling aspects of Sarkozy as a world leader is his simultaneous insistence of modernity while maintaining an acute, almost reverential, respect for the past. Like the other dualities apparent in Sarkozy’s governing style adn thinking style, this duality of â€Å"past vs. future† manifest, in Sarkozy, not as an abstract idealogy but in pragmatic application. In addition to his highly controversial reforms in regard to economics, government, unions, immigration, and climate change, Sarkozy has also generated a great deal of controversy regarding his position of cultural subjects and education in France. While seeming to be a strong nationalist with a true conservative’s reverence for tradition, Sarkozy has readily admitted that France has failed to â€Å"democratize† its culture and that in doing so, accomplished â€Å"one of the chief failures of the past 50 years of French government† (â€Å"Sarkozy out to ‘Democratize’,† 2007, p. B01). As always, his suggested course of action revealed a blend of populism and conservatism and fused the cultural concerns of France with the power of the French government: â€Å"Sarkozy defined â€Å"democratisation de la culture† as providing the means for the largest number of people to understand and appreciate Sophocles, Shakespeare and Racine. He added that the purpose of education is to â€Å"teach you how to tell the difference between ‘Madame Bovary’ and a police blotter, or between ‘Antigone’ and ‘Harry Potter. ‘ Later, you can read what you like. † (â€Å"Sarkozy out to ‘Democratize’,† 2007, p. B01) In conclusion, Sarkozy’s style of governing offers a curious and sometimes uncomfortable blend of populism and conservatism. In the area of domestic policy, he has proven to be both radical in his approach and keenly aware of the political impact of his pragmatic reforms, on international issues he has proven to be creative, opportunistic, and decisive. While Sarkozy’s bold embracing of â€Å"modernity† may be authenticated by his actions in some cases, many of his policies and programs reveal an essentially conservative politician who seeks, not merely reform, but the type of reform which ensures the continuation of his carefully crafted ideological beliefs.