Spatial Interaction in Supply and Demand

Spatial interaction is the flow of products, people, services, or information among places, in response to localized supply and demand. It is a transportation supply and demand relationship that is often expressed over a geographical space. Spatial interactions usually include a variety of movements such as travel, migration, transmission of information, journeys to work or shopping, retailing activities, or freight distribution. Edward Ullman, perhaps the leading transportation geographer of the twentieth century, more formally addressed interaction as complementarity (a deficit of a good or product in one place and a ​surplus in another), transferability (possibility of transport of the good or product at a cost that the market will bear), and lack of intervening opportunities (where a similar good or product that is not available at a closer distance). Complementarity The first factor necessary for interaction to take place is complementarity. In order for the trade to take place, there has to be a surplus of the desired product in one area and a shortage of demand for that same product in another area. The greater the distance, between trip origin and trip destination, the less likelihood of a trip occurring and the lower the frequency of trips. An example of complementarity would be that you live in San Francisco, California and want to go to Disneyland for a vacation, which is located in Anaheim near Los Angeles, California. In this example, the product is Disneyland, a destination theme park, where San Francisco has two regional theme parks, but no destination theme park. Transferability The second factor necessary for interaction to take place is transferability. In some cases, it is simply not feasible to transport certain goods (or people) a great distance because the transportation costs are too high in comparison to the price of the product. In all other cases where the transportation costs are not out of line with price, we say that the product is transferable or that transferability exists. Using our Disneyland trip example, we need to know how many people are going, and the amount of time we have to do the trip (both travel time and time at the destination). If only one person is traveling to Disneyland and they need to travel in the same day, then flying may be the most realistic option of transferability at approximately $250 round-trip; however, it is the most expensive option on a per person basis. If a small number of people are traveling, and three days are available for the trip (two days for travel and one day at the park), then driving down in a personal car, a rental car or taking the train may be a realistic option. A car rental would be approximately $100 for a three-day rental (with for to six people in the car) not including fuel, or approximately $120 round-trip per person taking the train (i.e., either Amtraks Coast Starlight or the San Joaquin routes). If one is traveling with a large group of people (assuming 50 people or so), then it may make sense to charter a bus, which would cost approximately $2,500 or about $50 per person. As one can see, transferability can be accomplished by one of several different modes of transportation depending on the number of people, distance, the average cost to transport each person, and the time available for travel. Lack of Intervening Opportunities The third factor necessary for interaction to take place in the absence or lack of intervening opportunities. There may be a situation where complementarity exists between an area with a high demand for a product and several areas with a supply of that same product in excess of local demand. In this particular case, the first area would be unlikely to trade with all three suppliers, but would instead trade with the supplier that was closest or least costly. In our example of the trip to Disneyland, Is there any other destination theme park identical to Disneyland, providing an intervening opportunity between San Francisco and Los Angeles? The obvious answer would be no. However, if the question was, Is there any other regional theme park between San Francisco and Los Angeles that could be a potential intervening opportunity, then the answer would be yes, since Great America (Santa Clara, California), Magic Mountain (Santa Clarita, California), and Knotts Berry Farm (Buena Park, California) are all regional theme parks located between San Francisco and Anaheim. As you can see from this example, there are numerous factors that could affect complementarity, transferability, and lack of intervening opportunities. There are many other examples of these concepts in our daily lives, when it comes to planning your next vacation, watching the freight trains roll through your town or neighborhood, seeing the trucks on the highway, or when you ship a package overseas.

The Great Depression And Its Effect On Society - 1818 Words

The Great Depression was a time of hard long working days , short sleepless nights , days without eating and a lot of traveling and today is much different with the new high tech technology people are creating to the money people receive and much more. Although the Great Depression was terrible time to live through , there is some similarities to today but not as significant from before. There are many elements on society that are different from the early 1930’s and today , 2016. Some prime examples are the houses they have now , which are actually homes and not boxes they used to sleep in , the jobs are completely different in what people are doing to the money they are making and another one is the liveliness the community did for fun to enjoy themselves with their peers. so much has evolved from before from the physical , visual , economical , and emotional standpoint but not all is perfect just a major upgrade from the stock market crash. The start of of economic doom was on October 29, 1929 where eight to nine million dollars was lost in value which is known as â€Å"Black Tuesday†. There was multi factors that led up to the worst economic crisis in american history such as the U.S. stock market crash in October 1929 and the widespread failure of the American banking system. Which started as a U.S problem shortly spreaded around the world and became a worldwide depression. Millions of people got laid off of work and without any income coming in , and no welfareShow MoreRelatedEffects Of The Great Depression On Society1500 Words   |  6 PagesAmerican may remember horror stories of the effect the Great Depression had on society. Although devastating it was not the first time workers had the task to endure the financial difficulties of an impending recession. The Panic of 1792, where two situations occurred almost simultaneously which produced the first financial crisis. This was the first time which Americans experienced a bank run when U S securities and bank stock prices started to increase. During the Revolutionary war I, the USRead MoreThe Great Depression And Its Effects On Society Essay1548 Words   |  7 PagesThe Great Depression began in 1929 and continued to ravage the families of New Zealand and the majority of the world until 1935, with devastating effects. The stock market crash caused massive economic downturn therefore generating unemployment on a scale never seen before, and negative impact on society. Political action and reform was required, though initially the government did not provide an adequate response to the problem. The group that was most affected was in fact men, which were in thisRead MoreEffects Of The Great Depression On Society1905 Words   |  8 Pages The Great Depression occurred between the years 1929 and 1939 in America. The Great Depression was the longest-lasting economic downfall in America’s history. During the Great Depression there were approximately 15,000,000 unemployed Americans, which was about one quarter of America’s entire workforce. The effects that the Great Depression had on society where so massive that these effects can still be felt today. The causes of the Great Depression can be linked back to economic problems withinRead MoreThe Great Depression Affects The Americans1333 Words   |  6 PagesThe Great Depression was one of the biggest events in the 1920s since it had huge effects both socially and economically.  Starting with the stock market crash, millions of investors were bankrupted and thousands of workers were unemployed. Over the nex t several years, not only did the consumer spending drop, the number of investment lowered as well. Until 1939, when the President Franklin D. Roosevelt established the Relief and reform measures which finally help the economy to restart. ThroughRead MoreThe Assassination Of Dr. Martin Luther King Jr.1304 Words   |  6 Pagesthe Great Depression. Beginning in 1929, the Great Depression was present in every aspect of society from the richest CEO to the poorest pauper. Although the Great Depression dampened the American mood, it created a desire for security and stability in the United States while ultimately uniting the country politically through aspirations of reformation, economically through expanding Social Darwinism, widening the wealth gap, and socially through an optimistic attitude. The Great Depression beganRead MoreThe Great Depression ´s Impact on Gender Roles1482 Words   |  6 PagesLisa Cianciulli November 12th, 2013 The Great Depression’s Impact on Gender Roles Change and hardship go hand in hand, because when hard times emerge society is forced to change. During the Great Depression the idea of gender roles stirred up a great deal of controversy but it also opened the door for change. It gave society a push into a new direction. In order to survive, a number of people had to move away from their traditional way of living in order to take care of their household (GoutourRead MoreThe Shady Shift After World War I1166 Words   |  5 PagesBut while everyone enjoyed the new amenities and frivolous spending, no one knew what was going on with the banks. Most people were extremely overjoyed with all the money coming in, it hadn’t occurred to them what problems were happening. The Great Depression wasn t just caused by the Stock Market Crash but by false prosperity, and overproduction, which affected people s social life, banks, and unemployment across the country. It was only nine short years of prosperity until a dark cloud came rolling Read MoreCultural And Social Aspects Of The Great Depression1073 Words   |  5 Pagesonly as a nation, but also as a global community. Without people from the past not only would humans not be able to develop as a society, but they would not be able to learn from mistakes made in the past. This iconic period in American history, known as the Great Depression, truly did change the cultural and social aspects of the United States. In the Great Depression, pop culture provided an outlet for the millions of deprived unemployed Americans. Men commonly fled their homes and families outRead MoreThe Economy and Life During the 1920s635 Words   |  3 Pagesimbalance that society was unaware of including that not every citizen was experiencing this uncommon wealth. There were still 3 percent unemployed and even some of the employed members of society did not make enough to support a family and were considered homeless. It was in October of 1929 when this so-called luxurious lifestyle vani shed as the stock market crashed at a time when the stock market seemed it would never stop increasing. This caused an economic, downhill, rolling ball effect. Those whoRead MoreThe Great Depression1551 Words   |  6 PagesThe Great Depression was one of the most devastating events recorded in history. The nation as a whole plummeted in one economic downfall. Few individuals escaped the effects of the depression. The hardship of unemployment and the loss of homes and farms were a large portion of the pain caused by the economic crisis. Through all of these sufferings, women had a large impact on society. Women faced heavy discrimination and social criticism during the Depression Even though through research it is proven

Nonviolent movement Free Essays

There is a wide-spread conception in the theory of nation-building that violence is an ultimate way to express disagreement and overcome injustice as well as fight a dictatorship. But the last century has proven the fallaciousness of this conception. Mahatma Gandhi and Martin Luther King Jr. We will write a custom essay sample on Nonviolent movement or any similar topic only for you Order Now , Nelson Mandela and Dalai Lama and many others have shown that nonviolence can be more powerful force in defeating oppressive rulers and laws. Their lives and actions are examples how oppressors or unjust legislation may be defied by the force of word and soul rather than by the force of weapons. Gene Sharp summarizes the effectiveness of nonviolent actions with such words: â€Å"nonviolent action is possible, and is capable of wielding great power even against ruthless rulers and military regimes, because it attacks the most vulnerable characteristic of all hierarchical institutions and governments: dependence on the governed† (p. 18). Nonviolent action is an application of a very simple truth: people do not always do what they are told to do, and sometimes they do that which has been forbidden. When people refuse their cooperation, withhold their help, and persist in their disobedience and defiance, they do this to deny their opponents the basic human assistance and cooperation which any government or hierarchical system requires. If they do this collectively through their established independent social institutions or newly improvised groupings for a sufficient period of time, the power of that government will weaken and potentially dissolve. The world history has witnessed the cases when nonviolent means have been chosen over violence for religious or ethical reasons. In some cases, even when pragmatic political considerations were dominant in the choice of nonviolent struggle, the movement has taken on certain religious or ethical overtones. This was the case in the campaigns of the Indian National Congress for independence from Britain in the 1920s, 1930s, and 1940s. Those struggles, often under Gandhi’s leadership, and also the civil rights campaigns in the 1950s and 1960s in the Deep South of the United States, under the leadership of Martin Luther King, Jr., are very important. Mohandas Karamchand  Gandhi, better known as Mahatma Gandhi, is the first name that comes to mind when one speaks of nonviolence in the 20th century. His charisma and his action not only had a profound effect on India’s modern history, but also provided firm basis for all future nonviolent struggles in the world. Gandhi’s political philosophy revolved around three key concepts: satyagraha (non-violence), sawaraj (home rule), and sarvodaya (welfare of all). Whereas satyagraha was essentially a tactic of achieving political ends by non-violent means, sawaraj and sarvodaya sought to encourage ideas of individual and collective improvement and regeneration. Such regeneration, Gandhi insisted, was necessary if India was to rediscover her enduring historical and religious self and throw off British rule. (Andrews, 1949) Perhaps Gandhi’s best-known act of civil disobedience, known as the second satyagraha (‘hold fast to the truth’) was Salt March that was taking place in 1930 from  12 March to 6 April. It expressed increasing frustration by Congress at its own impotence and, specifically, the British refusal to grant Dominion status to India. Gandhi chose the hated salt tax as the object of his campaign. At the time, the Indian government maintained a monopoly over the manufacture of salt, an essential basic commodity which was thus heavily taxed. Those using their own salt, e.g. if they were living close to the sea, were subject to heavy punishment. The 61-year-old Mahatma started the 240-mile-long march from Sabarmati to the coastal town of Dandi together with seventy-eight of his followers. He was joined by thousands along the way, in a march that received vast international and national attention. When the protesters marched on to a government salt depot, he was arrested, as were between 60,000 and 90,000 other Indians in subsequent months, as well as the entire Congress leadership. Gandhi was released and called off the campaign in March 1931 following the Gandhi–Irwin Pact, which allowed Gandhi to participate in the second Round Table Conference, and symbolically permitted the production of salt for domestic consumption. From the 1920s to early 1940s, he led a series of passive resistance campaigns in pursuit of Swaraj, which redefined the character of Indian nationalism. He sought tolerance between Hindus and Muslims and the eradication of caste untouchability. In January 1948 he was assassinated by a Hindu fanatic for his pro-Muslim sympathies. Gandhi’s insistence that means were more important than the ends distinguished him from other great political leaders of the twentieth century. Since his death Gandhi has become the source of inspiration for non-violent political movements such as the Civil Rights Movement in the USA. Desmond Tutu in the article A Force More Powerful a Century of Nonviolent Conflict rightfully points out: â€Å"The leaders who opted for nonviolent weapons often learned from resistance movements of the past. Indian nationalist leader Mohandas Gandhi was inspired by the Russian Revolution of 1905. The Rev. Martin Luther King, Jr. and other African American leaders traveled to India to study Gandhi’s tactics.† (Tutu, 2000) Non-cooperation was a major tactic employed by Gandhi when he felt the state had become immoral or unjust. In the King movement, such action was called boycott, the most effective nonviolent tactic employed in the movement to abolish discrimination in public transportation in Montgomery, Alabama. The justification for such action lies in the fact that rejection is as much of an action as acceptance. Thus, King, like Gandhi, while emphasizing the necessity of courage, utilized the boycott to achieve rejection of unjust laws regulating public transportation and public lunch counters. The net effect of the various expressions of the nonviolent protest, especially the boycott, strike, demonstration and jail, was to draw one’s opponent off balance, hoping thereby to change his mind. (Smith, p.58) Nonviolence, therefore, was not a sign of weakness or of a lack of courage. Quite the contrary, King believed that only the strong and courageous person could be nonviolent. He advised persons not to get involved in the civil rights struggle unless they had the strength and the courage to stand before people full of hate and to break the cycle of violence by refusing to retaliate. King just as Gandhi emphasized the need to prepare for action. The Civil Rights Movement initiated by Martin Luther King, Jr. succeeded in mobilizing massive nonviolent direct action. Innovative tactics included economic boycotts, beginning with the yearlong boycott of a bus company in Montgomery, Alabama, begun in December 1955 and led by Martin Luther King, Jr.; sit-in demonstrations; and mass marches, including a massive mobilization of whites and blacks in the August 1963 March on Washington, which culminated in King’s â€Å"I have a dream† speech, and protest marches led by King that met with police violence in Selma, Alabama, in January 1965. The goal of these protests was to overthrow the entire system of racial segregation and to empower African Americans by seizing the franchise. Participants of the Civil Rights Movement were often beaten and brutalized by southern law enforcement officials, and thousands were arrested and jailed for their protest activities. Some leaders and participants were killed. Nevertheless, an endless stream of highly visible confrontations in the streets, which contrasted the brutality and the inhumanity of the white segregationists with the dignity and resolve of black protesters, made the cause of black civil rights the major issue in the United States for over a decade during the 1950s and 1960s. The nation and its leaders were forced to decide publicly whether to grant African Americans their citizenship rights or to side with white segregationists who advocated racial superiority and the undemocratic subjugation of black people. In conclusion it would be relevant to provide a brief revision of the similarity and differences the detection of which was purpose of this analysis. The parallels between Gandhi and Martin Luther King are self-evident. This preliminary look at Gandhi and King’s activity gives us the understanding that nonviolent movement cannot be limited by time frames or specific location. It rather needs a leader with strong character, resilience and ability to persuade people. The two leaders preferred nonviolence at a time when their people were being oppressed. Both struggled against the yoke of white oppression. Like Gandhi, King valued the power of nonviolent political action in keeping with the spirit of Gandhi’s satyagraha. King’s role in organizing the Montgomery bus boycott enabled him to emerge as the creator of a strategy of civil disobedience that earned for the civil-rights movement in the United States unprecedented media coverage, new forms of public recognitio n, and greater access to political power. Though both agreed that nonviolence is successful tactics on condition that every individual is committed to truth and justice, Gandhi tended to lay stress upon the necessity of personal suffering when participating in nonviolent movement, an attitude that to some extent was less aggressive than King’s emphasis on self-sacrifice. Moreover, Gandhi claimed that to achieve the goals through nonviolence one needs patience and non-cooperation and King believed that it is a certain degree of confrontation that is necessary to accomplish change. One more difference between Gandhi and King lies in the paradigm of their activity. While Gandhi was concerned about social injustice suffered by Indian people, King’s concerns bore upon racial discrimination of African Americans in the USA. And probably the most striking difference is the result of their struggle. While Martin Luther King’s ideas after his death were followed through by his followers and found an echo in common American’s heart, Gandhi was criticized that his tactics unnecessarily delayed the departure of the British, precipitated the partition of India, and led to the Hinduization of Congress because of his over-emphasis on religion. Few of Gandhi’s ideas were put into practice by independent India. While both of them deserve respect and admiration, it is possible to recognize that their approaches to the practice of nonviolence later grew strong one as opposition, the other as protest. Gandhi and King help us to believe that peaceful resolution of a conflict will live up to its promise. References: Andrews, C. F. Mahatma Gandhi’s Ideas.   London: Allen Unwin, 1949 McCarthy, R. and Sharp, G., eds., Nonviolent Action: A Research Guide. New York, 1997 Sharp, G. The Role of Power in Nonviolent Struggle. Monograph Series, No. 3. The Albert Einstein Institution, 1990 Smith, Kenneth and Zepp, Ira. Search for the Beloved Community: The Thinking of Martin Luther King. Valley Forge: Judson Press, 1974. Tutu, Desmond. â€Å"A Force More Powerful a Century of Nonviolent Conflict†. Social Education. (64):5, 2000 How to cite Nonviolent movement, Essay examples

Organizational Change Work Change managemen

Question: a. Discuss Kotters eight steps for successful large-scale cha Identify the behavioral changes required in each of those steps for successful implementation. b. Explain Kotters see, feel, change Answer: Introduction In the article by Stacie and Daniel (2008), the manager and the employee relationship relate the resistance of the employees to the changes in the organization. The hypothesis is developed through the influences of the tactics literature so that an identification of the distinct behavior of the managers to reduce the resistance of the employees to the changes in the organization. Change is an inevitable phenomenon. The business world witnesses change every day and organizations have to actively accept and implement these changes in order to maintain its sustainability. The management of an organization plays the most crucial role in implementing changes throughout the organization (Hayes, 2014)). The management delegates this responsibility to the managers, who are considered to be the leaders of the organization. It has often been seen that implementing a change faces a lot of resistance from the employees. A manager has to tactfully handle this situation and harmonize the interests of all the concerned parties. This effective handling of resistance and implementing organizational changes largely depends upon the relationship of the leader and the employees. This essay is directed towards exploring this angle of implementing a change throughout the organization (Burnes Oswick, 2012). Hypothesis: Sanctions: Sanction is a tactics, which is used by the manager to punish the employees for their noncompliance through the reprimands. Leader-Management Exchange (LMX) helps in moderating the usage of the employee resistance and sanctions to the changes. With low LMX, the sanctions should relate positively to the resistance of change and vice versa. Legitimization: There is legitimization tactics used by the manager so that credibility of a request is established through the claims by the authority that is consistent with the organizational policies. LMX will moderate the linkage between the employee resistance to change and legitimization tactics to change. Consultation: LMX moderates thw linkages between the employee resistance to change and consulatation tactics (Furst Cable, 2008). Ingratiation: LMX moderates the linkages between employee resistance to change and ingratiation tactics To counter employee resistance to organizational changes, a leader uses a number of tools that makes the implementation process smooth. The first and the foremost tool used by a leader is effective communication. The changes that the management of the organization intends to implement shall be communicated to the employees in a proper manner so that the employees are able to derive the positive outcomes of the change (Frankland et al. 2013). The next tool is to devise a proper feedback procedure for the employees so that they are able to communicate their viewpoints to the management about the intended changes. The third tool that can be effectively used is to involve the stakeholders in the entire change process so that they too feel as a part of the change and that of the organization. All these tools help the leader to effectively handle any resistance from the employees while implementing the change (Nordin et al. 2012). Another important factor that plays a pivotal role in chang e management is the relationship of the employees with the leader. In practical cases it has been seen that where the leader has a health relationship with the employees, implementing change has become an easy task. An understanding exists in such cases that cater to the needs of both the management and the employees. A relationship of trust motivates the employees to resist less while a change is being implemented (Quinn et al. 2012). As a leader of an organization, it is utmost necessary for me to understand the needs of the employees and my subordinates. This can only be achieved by building a healthy relationship with them. This relationship shall be a mix of professionalism and informal so that understanding can be developed among us. Building of trust and understanding is very necessary so as to have a motivated following. The trust factor is very important as this will help in explaining the change that the management wants to implement (Cameron Green, 2015)). Proper understanding will allow me to communicate with both the sides and work as a mediator within the organization. The importance of proper communication cannot be overemphasized and is indispensable. The nature and quality of relationship with the employees and subordinates will help me to understand the needs of the management and that of the employees. Knowing a person makes implementing changes a less tough job. This helps to devise and use str ategies and tactics according to the nature of relationship with a particular person. This in turn helps in implementing the required changes and the overall objective of the organization is achieved (Kuipers et al. 2014). Limitations and Strengths: The changes that is reported by the employees in the past there might be a recall effect and biases of hindsight. The error related to measurement also represents some limitations. The hypothesis that has been taken also includes the description of the variables that was not measured in the study (Furst Cable, 2008). Implication of future research: The use of sanctions and legitimate tactics is seen to have similar effect on the employees with low LMX. The study helps in investigating the influence tactics in the context of understanding employees resistance to the efforts of organizational change. There are also several other avenues for future research in the same framework. Conclusion The study helps the attribution theory to reconcile the past findings and demonstrating the effectiveness of some managerial tactics depends on the strengths of LMX. The results have shown that employees they can use the quality of the relationship with the manager so the meaning is interpreted and intent of some influence tactics. The moderating role of LMX results suggests support of the attribution theory to study the managerial influence. It can be effectively inferred from the above discussions that managing and implementing changes throughout the organization is a sensitive task. It requires a leader to cautiously attend to the needs of both the organization and the employees in order to reduce resistance while implementing a change within the organization. A leader uses a number of tools in order to harmonize the interests of all the stakeholders while implementing the change. Communication and relationship of the leader with the employees plays an important role in implementi ng a change and the overall change management process. Thus, a leader has to effectively handle the entire change management process in an efficient manner. References By, R. T., Burnes, B., Oswick, C. (2012). Change management: Leadership, values and ethics.Journal of Change Management,12(1), 1-5. Cameron, E., Green, M. (2015).Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Frankland, R., Mitchell, C. M., Ferguson, J. D., Sziklai, A. T., Verma, A. K., Popowski, J. E., Sturgeon, D. H. (2013).U.S. Patent No. 8,484,111. Washington, DC: U.S. Patent and Trademark Office. Furst, S., Cable, D. (2008). Employee resistance to organizational change: Managerial influence tactics and leader-member exchange.Journal Of Applied Psychology,93(2), 453-462. https://dx.doi.org/10.1037/0021-9010.93.2.453 Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan. Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., Van der Voet, J. (2014). The management of change in public organizations: A literature review.Public Administration,92(1), 1-20. Nordin, N., Deros, B. M., Wahab, D. A., Rahman, M. N. A. (2012). A framework for organisational change management in lean manufacturing implementation.International Journal of Services and Operations Management,12(1), 101-117. Quinn, D., Amer, Y., Lonie, A., Blackmore, K., Thompson, L., Pettigrove, M. (2012). Leading change: Applying change management approaches to engage students in blended learning.Australasian Journal of Educational Technology,28(1), 16-29.