The Controversial Election of Thomas Jefferson in 1800

The election of 1800 was one of the most controversial in American history, marked by intrigue, betrayals, and a tie in the electoral college between two candidates who were running mates on the same ticket. The eventual winner was decided only after  days of balloting in the House of Representatives. When it was settled, Thomas Jefferson became president, marking a philosophical change that has been characterized as the Revolution of 1800. The result represented a significant political realignment as the first two presidents, George Washington and John Adams, had been Federalists, while Jefferson represented the ascending Democratic-Republican Party. Constitutional Flaw The 1800 election result revealed a serious flaw in the U.S. Constitution, which said that candidates for president and vice president ran on the same ballot, which meant running mates could be running against each other. The 12th Amendment, which changed the Constitution to prevent the 1800 election problem  from recurring, created the current system of presidents and vice presidents running on the same ticket. The nations fourth presidential election was the first time candidates campaigned, though the campaigning was very subdued by modern standards. The contest was also noteworthy for intensifying political and personal animosity  between two men tragically linked in history, Alexander Hamilton and Aaron Burr. John Adams When Washington announced that he would not run for a third term, Adams, his vice president, ran and was elected president in 1796. Adams became increasingly unpopular during his four years in office, especially for the passage of the Alien and Sedition Acts, repressive legislation designed to stifle freedom of the press. As the 1800 election approached, Adams was determined to run for a second term, though his chances werent promising. Alexander Hamilton Hamilton had been born on the island of Nevis in the Caribbean Sea. While he was technically eligible to be president under the Constitution, having been a citizen  when it was ratified, he was such a controversial figure that a run for high office never seemed feasible. However, he had played a formidable role in Washingtons administration, serving as the first secretary of the treasury. Over time he came to be an enemy of Adams, though they were both members of the Federalist Party. He had tried to ensure the defeat of Adams in the election of 1796 and hoped to see Adams defeated in his 1800 run. Hamilton didnt hold governmental office in the late 1790s when he was practicing law in New York City. Yet he built a Federalist political machine in New York and could exert considerable influence in political matters. Aaron Burr Burr, a prominent New York political figure, was opposed to the Federalists continuing their rule and also hoped to see Adams denied a second term. A constant rival to Hamilton, Burr had built a political machine centered on Tammany Hall,  which rivaled Hamiltons Federalist organization. For the 1800 election, Burr threw his support behind Jefferson. Burr ran with Jefferson on the same ticket as the vice presidential candidate. Thomas Jefferson Jefferson had served as Washingtons secretary of state and ran a close second to Adams in the election of 1796. As a critic of the Adams presidency, Jefferson was an obvious candidate on the Democratic-Republican ticket to oppose the Federalists. Campaigning in 1800 While it is true that the 1800 election marked the first time that candidates campaigned, the campaigning mostly consisted of writing letters and articles expressing their intentions. Adams did make trips to Virginia, Maryland, and Pennsylvania that were construed as political visits, and Burr, on behalf of the Democratic-Republican ticket, visited towns throughout New England. In that early period, the electors from the states were generally chosen by state legislatures, not by popular vote. In some cases, the elections for state legislatures were essentially substitutes for the presidential election, so any campaigning took place at the local level. Electoral College Tie The tickets in the election were Federalists Adams and Charles C. Pinckney against Democratic-Republicans Jefferson and Burr. The ballots for the electoral college werent counted until Feb. 11, 1801, when it was discovered that the election was a tie. Jefferson and his running mate, Burr, each received 73 electoral votes. Adams received 65 votes and Pinckney received 64. John Jay, who had not even run, received one electoral vote. The original wording of the Constitution, which didnt distinguish between electoral votes for president and vice president, led to the problematic outcome. In the event of a tie in the electoral college, the Constitution dictated that the election would be decided by the House of Representatives. So Jefferson and Burr, who had been running mates, became rivals. The Federalists, who still controlled the lame-duck Congress, threw their support behind Burr in an effort to defeat Jefferson. While Burr publicly expressed his loyalty to Jefferson, he worked to win the election in the House. Hamilton, who detested Burr and considered Jefferson a safer choice for president, wrote letters and used all his influence with the Federalists to thwart Burr. House Decides The election in the House of Representatives began on Feb. 17 in the unfinished Capitol building in Washington, D.C. The voting went on for several days, and after 36 ballots the tie was finally broken. Jefferson was declared the winner and Burr was named the vice president. It is believed that Hamiltons influence weighed heavily on the outcome. Legacy of the Election of 1800 The fractious outcome of the 1800 election led to the passage and ratification of the 12th Amendment, which changed the way the electoral college functioned. Because Jefferson didnt trust Burr, he gave him nothing to do as vice president. Burr and Hamilton continued their epic feud, which finally culminated in their famous duel in Weehawken, New Jersey on July 11, 1804. Burr shot Hamilton, who died the next day. Burr wasnt prosecuted for killing Hamilton, though he later was accused of treason, tried, and acquitted. He lived in exile in Europe for several years before returning to New York. He died in 1836. Jefferson served two terms as president. He and Adams eventually put their differences behind them and wrote a series of friendly letters during the last decade of their lives. They both died on a noteworthy day: July 4, 1826, the 50th anniversary of the signing of the Declaration of Independence.

Mental Health And Social Work - 1135 Words

Mental illness has become one of the most rapidly growing diagnoses to date ranging from clinical depression to Schizophrenia. It has become a worldwide epidemic and has created a shortage of specialized workers. As the shortage of veteran mental health workers declines, the amount of recent college graduates increase. Additionally, as more individuals aim to obtain a Social Work degree many have been reluctant to enter the mental health field due to stigmas and negative attitudes surrounding mental health patients. This has brought up the question of whether or not students within social work department and students not in social work would be comfortable working with individuals who have been diagnosed with a mental illness. In order to successfully answer this question the University of Tennessee conducted a study which included three types of students: those who were actively in social work classes, those who had other majors but were still in Social Work and those who were not in social work classes. This study not only measured the student’s willingness to work with mentally ill individuals but also measured their attitudes regarding the concept of mental health. Purpose The purpose of this study is to find out whether or not students are comfortable working with individuals who have been diagnosed with a mental illness. Moreover, this will also identify each of the group’s perceptions and attitudes s, comfort levels, familiarly and lastly the amount professionalShow MoreRelatedMental Health And Social Work. 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Moral Issues of Paternalism and Truth-Telling free essay sample

The word calls to mind the image of a father who makes decisions for his children rather than letting them make their own decisions, on the grounds that father knows best. The principle of paternalism underlies a wide range of laws, practices, and actions? physician who decides what is best for a patient, a sign prohibiting swimming without a lifeguard on duty, laws against voluntary euthanasia, laws restricting the use of heroine, cocaine, marijuana and other drugs, compulsory retirement savings plans, and mandatory seat belt laws. All designed to protect our interests, whether we like it or not. Paternalism is widely regarded as being restrictive to the liberty and autonomy of individuals, and for this reason it is often opposed. While paternalistic practices are relatively common, are they morally acceptable? Paternalism involves a conflict of two important values: 1) the value we place on the freedom of persons to make their own choices about how they will lead their lives, and 2) the value we place on promoting and protecting the well being of others. We will write a custom essay sample on Moral Issues of Paternalism and Truth-Telling or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page When people freely choose to act in ways that seem contrary to their own well being, the question of whether we are justified in interfering with their affairs, the problem of paternalism arises. Although it is not in their nature, paternalistic systems must realize that their goals are best achieved by persuasion rather than force. Harding must realize that it needs to teach students how to reason as independent moral actors, rather than just as obedient rule-followers. The paternalistic rules, by their very existence, undermine the ability of the individual to develop a personal moral compass that can be used as a guide beyond the confines of this institution. I have once read,† . . . he only purpose for which power can be rightfully exercised over any member of a civilized community, against his will, is to prevent harm to others. His own good, either physical or moral, is not a sufficient warrant. He cannot rightfully be compelled to do or forbear because it will be better for him to do so, because it will make him happier, because in the opinion of others, to do so would be wise, or even right. The only part of the conduct of anyone, for which he is amenable to soc iety, is that which concerns others. In the part which merely concerns himself, his independence is of right, absolute, over himself. Over his own body-mind, the individual is sovereign. â€Å" For me, freedom is essential for the development of each persons individuality, the attainment of truth, and the development of new and more enriching lifestyles. It is, therefore, a most fundamental social value. Persons must be left free to make their own choices about how they will lead their lives, even if these choices are considered reckless, stupid, or otherwise bad choices by others. Moreover, the ability to make choices that promote our well-being is a capacity one acquires and improves only through practice. Also, for me, individuals are the best judges of their own interests and so should be left free to pursue them. Truth-Telling The question now is not whether to tell the truth, but how to tell it in a sensitive and supportive manner that does not create unnecessary despair and that, as far as possible, maintains hope But, on the other hand, Truth telling allows the person with the diagnosis to plan for optimal life experiences in remaining years of intact capacities, prepare a durable power of attorney for health care decisions—some may also prepare a living will—to be implemented upon eventual incompetence For me, the right thing to do is to place a great emphasis on informing the patient of the diagnosis, especially when cancer is the diagnosis. So to use the principle of informed consent takes precedence over other ethical values, and patients are usually at least asked whether they want to know the diagnosis.

The Cohesive Organizational Culture and Its Benefits

Executive Summary This essay explains what an organizational culture is and how it impacts an organization. It begins with an introduction of what an organizational culture is and provides an overview of an organizational culture. This is followed by the definition of organizational culture and an explanation of what is a weak and strong culture.Advertising We will write a custom report sample on The Cohesive Organizational Culture and Its Benefits specifically for you for only $16.05 $11/page Learn More The essay also discusses a cohesive organizational culture and its benefits to an organization. This is followed by the practices which enhance cohesive organizational culture in an organization. The paper further elaborates on the values and practices that are required in BSG and gives an insight of organizational culture, that is, its origin and how it can be maintained. Before the conclusion, the essay describes the changes that are required in BSG an d how they can be implemented and it ends by recommendations on how the changes can be effected which include formation of a committee to review the companies culture. Introduction Purpose of the report Organizational culture is a core principles that integrates an organization together, holds and motivates the employees to enhance their performance and to enable them develop some sense of commitment to the organization. Organizational culture plays several critical roles in bettering the performance and efficiency in an organization. Despite this however, there is no clear way of measuring organizational culture. This essay seeks to explore various types of culture and its utility in an organization. Scope of the report Studies of organizational culture in various organizations have been carried out. Organizational culture has the ability to influence performance and efficiency and it is analyzed in relation to the aspects like innovation and creativity, productivity and quality an d information transfer. The report will analyze all aspects of organizational culture, its origin and its definition. It will also discuss one type of organizational culture and that is strong and weak culture. The report will also discuss organizational culture with respect to a case study which is BSG Company. Culture Definition of Organization Culture Culture has its foundation in anthropology and it is defined as a set of beliefs, morals, law and customs. There are various definitions of organizational culture; it can be understood in the form of organizational work practices, values, assumption and artifacts as well as in the form of norms, values and practices.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Values stand for what the employees believe in, norms represent shared beliefs on how people should behave in an organization and practices are the informal or the formal job rou tines used in finishing tasks in an organization. Organizational culture is anchored in the way that people act in an organization, what they expect form one another and how they make use of each other. Organizational culture has a variety of perspectives: â€Å"process versus results, employee versus job oriented, parochial versus professional and open versus closed system† (Khan, Usoro Majewski 2010, p. 63). Consequently, organizational culture is categorized into four orientations: goals, support, rules, innovation and inventions (Khan, Usoro Majewski 2010, p. 63). Organizational culture is rooted in values and beliefs that are shared by the personnel in an organization. Origin of organizational culture: How is it developed and maintained Organizational culture is derived from the collective rules of the organization. The rules are the shared behaviors, values and norms and they define how individuals operate and relate in an organization. Organizational cultures are der ived from the organization’s vision statement, mission statements and the statement of values which are only formalized to form the organization’s culture. Organizational culture can be actualized through observable set of behaviors like how the employees conduct themselves when they carry out their daily duties (Khan, Usoro Majewski 2010, p. 63). Accessibility of the management by the employees also forms part of organizational culture. To develop and sustain organizational culture, employees should be comfortable with the behaviors and the norms of the organization and the behaviors of the employees should be consistent with the covert values of the organization. Organization managers always set the motion of core values that should be adopted by the organizational members. The beginning of organizational culture starts from the hiring process; at this stage, the managers enhance the organizational culture by recruiting people who share similar values and vision tha t the organization believes in. This is achieved when the employers take time with prospective employees before they are hired. And when they are hired they will take little time to be indoctrinated with the organization’s values and they will develop an objective view of the organization (Widde Muijen, 2000, p. 49).Advertising We will write a custom report sample on The Cohesive Organizational Culture and Its Benefits specifically for you for only $16.05 $11/page Learn More Organization’s culture can be developed and maintained when managers develop a firm understanding of the dynamics of organizational culture and the ways of transforming it. This can be achieved through managers telling story with corporate symbols and also using symbolic language when mentioning the organization’s mission. They can also sponsor events and mentorship programs. Functions of organization culture The main function of organizational culture is inter nal integration and coordination. Other functions of organizational culture are to provide direction to the organization and to glue the organization together. Various organizations are changing any unfavorable culture in their efforts to boost their performance and competitiveness and their employee attitude and work (Khan, Usoro Majewski, 2010, p. 62). The prominent instrument for measuring organization culture was devised by Robert Cooke and it is referred as Organizational Culture Inventory (OCI); it measures various behavioral norms which include constructive, defensive and offensive cluster among others. Strong and Weak Culture All organizations have cultures; some have stronger and deeply rooted cultures than others. The culture of an organization can be considered as to whether it is strong or weak based on the commonality of the principal values among and within the organizational members and the degree with which the members are committed to these values and the higher th e commonality and commitment, then the stronger the organizational culture since it enhances the consistency of members behavior. A weak culture on the other hand is the one that exposes avenues for each of the members which demonstrates unique concerns and it is witnessed by limited degree of commitment by the organization’s members. Consequently, organizational culture is said to be strong when the employees are quick to respond to the job stimuli due to their association to it; it is said to be weak when there is little association and a limited control is exercised by the managers (Serrat, 2009, p. 1). Inherently, an organization is said to have strong culture when its beliefs, norms, values and assumptions are coherent and can be embraced by all members of the organization which is determined by the degree of consistency of the beliefs, values and assumptions. It is argued that strong culture fosters commitment, identity and solidarity which are critical for the integrat ion in the organization.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Cohesive Organizational Culture Cohesive organizational culture is that kind of culture where the employees have strong sense of team work and also characterized by harmony of values. Achieving a cohesive culture is a difficult task due to diversity of individual values. In a cohesive organizational culture, a common culture exists and cuts across the organization wide and there is a high level of agreement among the members of the organization, as opposed to fragmented culture where there exists many cultural ideal in one organization. Benefits of Strong Cohesive Culture Cohesive organizational culture facilitates the creation of shared goals by all members of the organization. Consequently, it is instrumental for the effective adaptation to the ever-changing global environment (Pisapia, 2009, p.167). For a firm to function effectively it must have a cohesive organizational culture. Cohesiveness leads to strong organizational performance and fitness. Practices needed to Support Coh esive Culture Several practices are required to implement a cohesive culture, these are: the leadership of an organization like BSG should communicate the vision and the strategic plan of the company, there should be clarity and consistency in internal communication, team work should be nurtured and fostered (Lowendahl, 2005, p. 68). Case Study Current Values and Practices required in BSG. It is argued that values typically influence and more so affect work practices. In an organization values can be derived from the already existing practices within the organization, this can include the free sharing of knowledge and information. BSG requires both terminal and instrumental values. Among the values that need to be implemented by BSG are: participation by the management, team work, creativity, rewarding (Khan, 2005, p. 5). The practices that are required by the BSG are better condition of working environment, development of a promotion plan, promotion of team work, developing consist ency of goals, values and norms and better pay for their workers. Changes that should be implemented in BSG BSG Company should develop a positive and an aligned culture that will develop the organization; they should also desist from hiring people who do not share similar values and norms of the organization. The organization should also create a culture that can encourage the employees to focus more attention on their work. The employees should also be allowed to participate in all stages of decision making since every individual or employee has something to contribute (Khan, 2005, p. 5). The work environment should be favorable to allow the employees to enjoy and appreciate the value of their work. This can be achieved through effective communication channels where the employees should be informed of the expectations that the company has for them and this expectations should be backed by the words and deeds of the managers. BSG should promote internal integration. This is due to t he fact that in the BSG there is lack of team work (Khan, 2005, p. 5). Team work is an important component of an organization and is credited with the other bad practices of BSG like low job satisfaction, lack of cohesion, internal communications and limited commitment and decrease in turnover. BSG should ensure that there is consistency of culture with clear goal, strategies, vision and mission. The company must have strategic planning and identification that is important for cultural requisites. Leadership and Motivation in relation to Organizational Culture in BSG Organizational leadership is fundamental in the implementation of the organizational culture. This is because the management or the leadership is entrusted with the responsibility of originating, creating and promoting organizational culture. The strength and influence of organizational culture is credited to the management. The leadership has the role of ensuring that organizational culture is implemented for the curre nt and the future success (Schein, 2010, p. 68). Leadership is considered the creation, management and both destruction and reconstruction of organization’s culture. Leaders create and manage culture. Leadership should also be able to assess whether the culture is performing and when there is need to change. The leadership should initiate a reward scheme to enhance productivity and the performance of the employees (Khan, Rehman, Ijaz-Ur-Rehman, Safwan and Ahmad 2010, p. 952). A reward scheme will motivate the employees of BSG. Relationship between Organizational Culture and Organization Innovation, Performance, Efficiency, Job satisfaction, Organizational commitment and Human Resource Management in BSG Organization culture encompasses the sharing of information and knowledge among all members of the organization and it should be free: â€Å"Innovation is the introduction and the implementation of new ideas that will be of positive benefit to the organization and the organiza tion’s members† (Khan, Usoro Majewski, 2010, p. 65). Innovation is a critical organization culture that is useful in diverse ways like orientation improvement and improvement of performance since employees have to perform well by introducing ideas that can better performance. Innovation is significant in the sense that it enhances openness to criticisms and the sharing of knowledge and information. This support can be in terms of counseling, financial assistance and training. With regards to job satisfaction, coordination which is an important element of organization culture is significant as it can enable its achievement. Job satisfaction can be achieved through team work and when employees are motivated by the management and when they are made to feel part and parcel of organization’s decision making process. Organization culture enhances performance through their support strategy. A good and strong organizational culture enhances employees’ performance through human resources orientation which demonstrates concern for the employees’ trust and the need to attend to employee’s needs and objectives and to support them (Khan, Usoro Majewski, 2010, p. 65). This support has the capacity to increase employees’ turnover from the organizational climate. Organizational Change and Organizational Culture Traditionally, organizational culture was considered a means to enhance internal integration, coordination and facilitating any adaptation to the immediate environment. This original perspective is contrary to the capability of the organization to adapt to change. Since organizational culture is fundamental in organizational rejuvenation, there is need for fresh and new ideas that are required for organizational change. Organizational change also requires a unique and more pronounced perspective of organizational culture. It has been observed that in modern organizations, inevitable changes, diversity in internal workfo rce are key features that require dynamic organizational culture that is friendly (Khan, Usoro Majewski, 2010, p. 65). Change is required in order for the effectiveness and efficiency of the organization to be achieved. A good organizational culture is one that promotes stability and that which provides change and adaptability. Organizational culture is maintained when an organization has strong leadership that is able to promote the organizational culture and who may e in position to change it when if fails to contribute to the success of the organization (Martin, 2002, p. 127). For BSG Company to experience change, the management trainees should be taken through all the values and the practices of the company. The management should re-orient the existing staff and they should restructure the organization’s culture. Other changes that should be implemented are: the unfreezing of the old culture and creating motivation to change (Cameron Quinn, 2011, p. 84), the company sho uld also capitalize on the propitious moments being experienced by the company to rejuvenate themselves by making the target to change first priority. Recommendation on how the Changes should be implemented or managed The changes in BSG should be implemented through formation of a committee that will interview the workers, conduct a survey, and get to hear their grievance and to forward their recommendations to the board. This will enable the board to have an insight of what is affecting the employees. Consequently, the organizational culture needs to be restructured and the employees should be inculcated and reoriented into understanding and associating with the culture (Khan et al., 2010, p. 954). The restructuring of the management system also requires being undertaken since the management appears to be weak to execute and to implement organizational culture. The core values of the organization should also be laid bare since they are instrumental in stimulating development and pr oductivity. Furthermore the company should take the opportunity presented by the hard times to identify, modify and develop relevant form of norms, behaviors and practices. Conclusion Organizational culture, from the discussion is a fundamental feature in every company. It is a critical aspect that can propel an organization into achieving its objectives. Since every organization or a business firm needs to be ahead of its competitors, organizational culture which enhances employees’ satisfaction, motivation and boosts their morale, since organizational culture facilitates the realization of better performance and enhances efficiency, then it is imperative for every company to have a culture that can define its direction and which can hold the organization together. References Cameron, S. K Quinn, E.R. (2011) Diagnosing and changing organizational culture: Based on the competing values framework. New York, NY: John Wiley and Sons. Khan et al. (2010) Modeling link between int ernal service quality in human resources management and employees retention: A case of Pakistani privatized and public sector banks. African Journal of Business Management Vol.5 (3), pp. 949-959, [Online] Web. Khan, A. (2005) Matching People with Organizational Culture: Khan organizational culture. [Online] Web. Khan, U, Usoro, A Majewski, V. (2010) An Organisational Culture Model for Comparative Studies: A Conceptual View. International Journal of Global Business, Vol.3, no1, pp.53-82. Lowendahl, B. (2005) Strategic management of professional service, 3rd (ed). New York, NY: Copenhagen Business School Press DK. Martin, J. (2002) Organizational culture: mapping the terrain. New York, NY: SAGE. Pisapia, J. (2009) The Strategic Leader: New Tactics for a Globalizing World. New York, NY: AP. Schein, H. E. (2010) Organizational Culture and Leadership, 4th (ed) New York, NY: John Wiley and Sons. Serrat, O. (2009) A primer on organizational culture. [Online] Web. Widde, D. K Muijen, J. J . (2000) Organizational Culture,  Volume 8, Issue 4 of European Journal of Work and Organizational Psychology. New York, NY: Psychology Press. This report on The Cohesive Organizational Culture and Its Benefits was written and submitted by user Matthias Hansen to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.