Contemporary Cultural Diversity Issues in Criminal Justice free essay sample

Andrew Jackson Essay Example for Free

Andrew Jackson Essay Andrew Jackson (1767 â€1845) was the seventh President of the United States (1829â€1837) and he was one of the most well known and questionable U. S. presidents in American history. Andrew Jacksons political decision to the administration in 1828 made another period with political and monetary open doors for the regular man. He additionally turned into the dad of the Democratic Party and accomplished acclaim as defender of the basic man. I think we couldnt deny that Jackson was as yet a person; he couldn’t be flawless in each and every thing. Its the motivation to clarify for what he did during his life, Jackson was considered as a saint, and furthermore was he thought to be a miscreant according to numerous individuals. In spite of the fact that the way that he raised the period of â€Å"Jacksonia Democracy† and he was acknowledged as the agent of the whole generation’s belief system, he was the person who isolated classes and segregated mercilessly those not seen as obvious Americans. The significant models were the occasions in 1800s, quite Indian Removal Act. It brought up an issue whether Andrew Jackson was a vote based president. I think he had a decent majority rule philosophy for the United States however his activity just as his off-base choice contradicted his idea. In addition, Mr. Meacham (a writer of American Lion Book) perceived â€Å"the disaster of Jackson’s life is that a man committed to opportunity neglected to consider freedom to be an all inclusive, not a specific, blessing. † The job of Andrew Jackson’s administration in asserting the new equitable legislative issues Andrew Jackson grew up with a brutal youth that he didn't have guardians and his education was inconsistent. In his young life, he filled in as an attorney in Tennessee and a fighter when war happened between the United States and Britain. Jackson turned into a celebrated military saint from his radiant triumph in the war of 1812, particularly from his success the accomplished armed force in New Orleans in January, 1815 and â€Å"he would become Americas most influentialâ€and polarizingâ€political figure during the 1820s and 1830s†. Also, he was unique in relation to his ancestors for being chosen by famous vote. This demonstrated Andrew Jacksons solid impact on American legislative issues had been inescapable before his time in office and it ceaselessly spread out. Another time of American legislative issues that followed the time of Jeffersonian popular government started with president’s job which made a splendid circumstance and more noteworthy vote based system for regular man. His strategy got first succeed which grows the option to decide in favor of every single white man and end the property capabilities for casting a ballot. Before Jacksons time, open authorities utilized their own decisions as opposed to the desire for some voters. In any case, under Jacksonian Democracy, their demonstrations relied upon the appeal of individuals. During the two terms, he attempted to grow the presidential force by utilizing the veto which changed both the American legislative issues and society. Jackson was the uncommon one that pre-owned his capacity as the CEO in battling against Congress. Furthermore, these activities were supposed to be extremely forceful. Be that as it may, these strategies were to depict himself as a president with a solid and obstinate style. For example, having the national bank wrecked was a significant achievement in Jacksons profession. The motivation behind why he finished the US bank framework was that it played the job as a syndication over remote and local. In addition, he couldn't help contradicting the way that these banks just thought about the enthusiasm of the rich, and genuinely to state they were held to serve the most extravagant class in the public arena. It could be seen that Jacksons choice to wreck these banks confronted numerous contentions from just the most extravagant class. What's more, Daniel Webster through his letter likewise proposed Jackson about the hazard to imperil people groups freedom while rehearsing his demonstration. He expressed that â€Å"it wantonly assaults entire classes of the individuals, to betray them the biases and the feelings of disdain of different classes. It was recommending that the veto could turn the classes of individuals to be over different classes position. In the outcome, a great deal of banks fallen which pushed the national economy closer to the edge of profound discouragement. In spite of the fact that the choice to veto the Bank System confronted numerous resistances, â€Å"check and balance system† in American legislative issues was practiced well to command over individuals from Congress. For this situation, he did actually a great job in the job of a president. In principle, despite the fact that Jackson’s Era was the initial step that made he standard in uniformity for individuals, it made sense of a mind boggling blend of the best and the most exceedingly awful characteristics of American culture. â€Å"Age of Jacksonian Democracy† and the â€Å"Era of the Common Man† were present day measures, in any case, the United States was a long way from vote based. It was an imbalanced size of sexual orientation and race. White men were consistently the individuals who got advantage from that solid social investigate. Ladies had no privilege in casting a ballot they despite everything needed to dependon their spouses. Plus, Andrew Jackson additionally bolstered the subjection, he possessed a great deal of slaves, and liberated none of them, even upon his demise. In addition, According to a student of history John Larson, he expressedâ€Å"wealth gathering was attached to subjugation Jackson rehearsed and guarded what had been the acclimated path for white men to bring in cash for 200 years†. There was no uncertainty that Democracy despite everything stayed manly benefit and racial bias which offered no advantages to ladies, African Americans, or Native Americans. Jacksons Era wasnt vote based any more. Indian Removal Act Andrew Jackson’s approach with respect to Native American was the most contention in his administration. There had been some ghastly separation upon specific races of individuals, and the Indian Removal Act (1830) was the most exceedingly awful choice of Andrew Jackson. His demonstration constrained the Cherokees, Creek, Choctaw, Chickasaw and Seminole to surrender their territories and migrated West of the Mississippi. Jackson bolstered this demonstration by expressing: No state could accomplish appropriate culture, development, and progress, as long as Indians stayed inside its limits. He looked down on Native American as uneducated, uncouth like savage trackers despite the fact that 90% of the Cherokee Nation could peruse and compose. Truth be told, they had acclimatized numerous European-styles and Indians adjusted the traditions or convictions of the white pilgrims into their customary lifestyles which students of history called â€Å"selective adaptation†. During the 1830s, the Native American made their own language, and they could likewise utilize English. Besides, they could do industrialized cultivating, fill in as dealers, and pick the pioneers who favor them in government. In spite of the fact that Andrew Jackson and Thomas Jefferson had great dreams about Democracy, Thomas Jefferson was compassion for Native People; he needed the Native Americans and the U. S. to mix together, to intermix, and to combine consistently. He expressed that â€Å"Surely it will be better for them to be related to us and safeguarded in the control of their territories, than be presented to the numerous losses which may imperil them while a different people. Actually, Jackson had solid ethnic predisposition and turned into a main individual to help the approach which was known as Indian Removal. Prior to his political decision as president, he arranged settlements and evacuation approaches with Indian pioneers to convince a few clans to move to Arkansas Territory. In the wake of marking the Indian Removal Act into law in 1830, he attempted to dismiss all Indians. Numerous a Southerner demonstrated their endorsements of the demonstration on the grounds that the demonstration helped them gain admittance to the terrains possessed by the Native Americans just as have gold that was found on the grounds. Vowing not to battle, the Cherokee individuals utilized lawful activity to require government had allowed them their property by arrangement and along these lines ought to be secured their territories. The Georgia Court gave the Cherokees no assistance by any stretch of the imagination, and the Cherokee claim in the long run arrived at the Unites States Supreme Court. Be that as it may, it was not effective in light of the fact that Jackson wouldn't authorize it. At the point when government troops arrived at Georgia, they excused the clans in such a coercive way. What's more, in mid 1831, the military came to proper Choctaws terrains to let them relocate to Oklahoma. In 1835, in the wake of getting the extraordinary weight from the American Government, the Native Americans boss have the demonstration marked in such an in intentional way. Consequently, it was absolutely uncalled for to the Indians. The Cherokees needed to stroll through in excess of 800 miles from the Mississippi Valley where they lived to Oklahoma. They experienced a ton of awful things which caused 4,000 Cherokees passings on the excursion. What's more, that hopeless excursion was later called the Trail of Tears. The quantity of disorder and passing was high particularly among kids and the senior individuals on account of grimy water, poor nourishment and physical weariness. Remote and threat street made possibilities for some genuine infections, for example, smallpox, pneumonia, cholera and looseness of the bowels. It was a horrendous fixation for some individuals who endure; an observer expressed that â€Å"Long time we make a trip on approach to new land. Individuals feel awful when they leave old country. Ladies cry and make miserable howls. Kids cry and make men cry, and all look miserable like when companions kick the bucket, yet they don't utter a word and simply put heads down and keep go towards West. Numerous days pass and individuals pass on definitely. We cover near to Trail. After the â€Å"discovery† of Columbus which caused the slaughter on Native America, Indian Removal Act was considered as a similar wrongdoing. The Jacksonian Democracy during 1820s to the 1840s was to be sure impacted President Thomas Jeffersons Democracy. Despite the fact that The Declaration of Independence of Thomas Jefferson expressed: that all men are made equivalent Native individuals under Jacksonian Democracy didn't have that referenced right. With the awful impact, Indian Removal Act (1830) of Andrew Jackson was not fair since it viola

Symptoms and Features of Avoidant Personality Disorder

Symptoms and Features of Avoidant Personality Disorder BPD Print Symptoms and Features of Avoidant Personality Disorder By Arlin Cuncic Arlin Cuncic, MA, is the author of Therapy in Focus: What to Expect from CBT for Social Anxiety Disorder and 7 Weeks to Reduce Anxiety. Learn about our editorial policy Arlin Cuncic Medically reviewed by Medically reviewed by Steven Gans, MD on August 16, 2018 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on December 01, 2019 More in BPD Diagnosis Treatment Living With BPD Related Conditions In This Article Table of Contents Expand Symptoms Causes Diagnosis Treatment Related Conditions View All Back To Top Avoidant personality disorder (APD) is an enduring pattern of behavior related to social inhibition, feelings of inadequacy, and sensitivity to rejection that causes problems in work situations and relationships. People with the disorder show a pattern of avoidance due to fear of rejection or disapproval, which they experience as extremely painful. The disorder affects about two and one-half percent of the population, with roughly equal numbers of men and women being afflicted.?? Illustration by Brianna Gilmartin, Verywell Symptoms The following is a list of common symptoms associated with avoidant  personality disorder: Social inhibitionFeelings of inadequacy??Hypersensitivity to negative evaluationAnxiety about saying or doing the wrong thingA need to be well-liked??Avoiding situations due to fear of rejectionAvoiding intimate relationships or sharing intimate feelingsAvoiding social situations or events??Avoiding interaction in work settings or turning down promotionsAvoiding conflict (being a people-pleaser)Low  self-esteem??Lack of assertivenessExtreme self-consciousnessViewing oneself as socially inept or inferior??Lack of trust in othersSelf-isolation??Failure to initiate social contactAnhedonia (lack of pleasure in activities)Anxiety in social situationsAvoiding making decisions??Vigilant for signs of disapproval or rejectionEasily hurt by criticism or disapproval??No close friends/lacking a social networkUnwilling to take risks or try new things??Fearful and tense demeanorMisinterpreting neutral situations as negative Causes The causes of avoidant  personality disorder are thought to involve genetic, environmental, social, and psychological factors.?? Emotional abuse, criticism, ridicule, or lack of affection or nurturing  by a parent may result in the development of this personality disorder if other factors are also present. Rejection by peers may similarly be a risk factor. Often, individuals with the disorder are very shy as children and do not outgrow this shyness as they age. Social anxiety disorder and avoidant personality disorder share similar symptoms and genetics, with APD being the more severe form of the condition.??   Diagnosis Avoidant personality disorder can only be  diagnosed by a trained mental health professional based on criteria outlined in the Diagnostic and Statistical Manual of Mental Disorders (DSM-5). While a family physician can be the first point of contact for a diagnosis, your doctor should make a referral to a psychologist, psychiatrist, or other professional for diagnosis. Avoidant personality disorder is typically diagnosed in adults, as childrens personalities are still developing, and behaviors such as shyness can be normal experiences in childhood that are later outgrown.?? According to the DSM-5, a person must have a consistent pattern of avoiding social contact, being overly sensitive to rejection and criticism, and feeling inadequate, as displayed by at least four of the following criteria: Avoidance of occupational activities involving significant social contact out of fear of criticism, disapproval, or rejection??Unwillingness to become involved with others unless you are certain that they will like youHolding back in intimate relationships out of fear of being ridiculed or humiliatedPreoccupation with criticism or rejection in social situations??Inhibition in new social situations due to feeling inadequateFeelings of being socially inept, unappealing, or inferior to others??Hesitation to take risks or do new things out of fear of embarrassment Treatment Most people with avoidant personality disorder do not seek treatment.?? When they do, it is often for a specific life problem they are experiencing  or other types of symptoms such as depression and anxiety,  and they will usually discontinue treatment if that problem is resolved. Avoidant personality disorder can be hard to treat like other personality disorders because it is an enduring pattern of behavior and it can be difficult for the sufferer to recognize that psychotherapeutic help is needed and can be beneficial. Unfortunately, the outlook for people with avoidant personality disorder who do not seek treatment is rather bleakâ€"typically they become self-isolated and use avoidance as their only coping strategy.?? On the other hand, when treatment is successfully applied, it can help to reduce symptoms and increase the range of coping strategies that a person can use. A person with avoidant personality disorder will probably always be somewhat shy, but avoidance wont dominate his or her thoughts. Talk Therapy Talk therapy for avoidant personality  disorder includes cognitive-behavioral therapy (CBT), psychodynamic therapy, and schema therapy.?? Group therapy and social skills training may also be helpful. CBT is helpful for learning how to change unhelpful thinking patterns.Psychodynamic therapy is aimed at being aware of how past experiences, pain, and conflict may be contributing to current symptoms.??Schema therapy for avoidant personality disorder is an integrative approach that builds on CBT as well as many other therapeutic techniques. It has a focus on the therapeutic relationship between therapist and client, and a goal of improving daily functioning and gaining insight for change based on understanding and re-engineering of early life experiences.?? In schema therapy, the client learns about four main concepts: How maladaptive schemas are patterns that are repeated throughout life.?? These patterns are grouped into five areas: disconnection and rejection, impaired autonomy and performance, impaired limits, excessive responsibility and standards, over-vigilance and inhibition.What coping styles were learned as a child (e.g., escape, fighting back).??What schema modes are being used to cope, and how they are unhelpful (e.g., avoidance, detachment, compliance, punishment).How to develop healthy adult modes of coping and get core emotional needs met. A key feature of schema therapy is limited reparenting, in which the client expresses childhood needs and learns to develop and internalize a healthy parent voice.?? Medication While there are currently no medications specifically approved for avoidant personality disorder, if a person has other related disorders such as depression or anxiety, medication may be prescribed to help with these symptoms.?? For example, antidepressant medication can be helpful for improving mood and anhedonia,  decreasing anxiety symptoms, and may also reduce sensitivity to rejection. Find Support With the Best Online Therapy Programs Related Conditions Avoidant personality disorder may co-occur and overlap with a variety of other conditions, including: Social anxiety disorder??Dependent personality disorderBorderline personality disorderSubstance abuse??DepressionAgoraphobia A Word From Verywell If you think you, or someone you know or love may be living with avoidant personality disorder symptoms, it is important to encourage that person to seek help. Without professional treatment such as talk therapy, it is unlikely that the symptoms and their related impacts on relationships will improve.

The Russian Hacking Of The Dnc Was An Event Filled With

The Russian hacking of the DNC was an event filled with a great amount of confusion and skepticism. Many people do believe that the Russians were involved in hacking the DNC, leading to Donald Trump’s victory in the presidential election. Other people, however, believe there is insufficient evidence to believe that something like this would occur; even if it did, these same people believed it was necessary because it exposed the faults of the DNC. The two articles that I selected discuss this situation in depth, but they write their stories by using different approaches. Sam Biddle, an author from the website, The Intercept, writes about how the information given to support the claims that the Russians hacked the DNC are not enough. The†¦show more content†¦Their exigence was to clear up any misunderstanding about the Russian hacking and provide enough information to their audience to make their own conclusion. However, they don’t persuade their audience in any way, almost like they were avoiding that. In both articles, they mention that the information provided is inconclusive. Biddle says â€Å"Possibly, appears, connects, indicates. It’s impossible (or at least dishonest) to present the evidence for Russian responsibility for hacking the Democrats without using language like this† which indicates that it is extremely difficult to believe that the hackings are true. Calabresi and Rebala provided a quote from the private security firms that say â€Å"their open source evidence is not conclusive, but say in the world of cyber-attribution, this is as close as it gets†, implying that even though the information is not conclusive, it is enough to believe the hackings were done by the Russians. Biddle’s article gives reasons for why there isn’t enough information which signifies the difference in the two approaches. These articles are in the political genre and they don’t do much to break away from th eir genres, but they are different from each other. Typically, in these types of genres, the article is written from a politically biased perspective. If the writer is more conservative, they’ll write with right-winged views; the same thing if it were written from a liberal point of view. With these articles, you can

My Experience After The Medical System - 910 Words

â€Å"I’ve learned that people will forget what you said, they will forget what you did, but they will never forget how you made them feel.† -Maya Angelou I sat in the examination room feeling defeated and frustrated. I had spent six months in the medical system trying to get answers and relief. Pain was interfering with my sleep, studies, and daily activity, not to mention keeping me from the sport that was part of my identity. The doctor walked into the room, doing the usual introductions, took one look at my face and understood. With direct eye contact and empathy, he said, â€Å"I’ve looked at your chart and understand that you are in a lot of pain and I can see that you are frustrated. I may not have the answers today but we will figure this out.† We talked through my history and goals, letting me feel heard and understood. He explained things in a way that made sense and reassured me that this was not the end of me doing things I loved. I felt strengthened and optimistic, from such a simple conversation with the doctor. He outlined a plan and gave me choices, returning to me the control I had lost since being in jured. I realized then that he was the type of health care professional I wanted to be. I could see myself in him. The doctor made a personal connection with me that day. He listened intently, showed empathy for my condition. It was comforting the way he indicated that he would commit himself to helping me while portraying confidence in himself that heShow MoreRelatedBecoming A Patient With Terminal Cancer953 Words   |  4 Pagescancer. Near the end of her life, I visited her. She held my hand and said something I have never forgotten: â€Å"when I see you, holding my hand in the last moment of my life, I realize you are my true son.† I was moved by this. It felt like the fulfillment of my purpose – though I could do nothing to save her, I was able to give her at least the small amount of comfort. I decided to be a doctor in the later years of high school when I completed my physiology and biology courses. The complexity of the humanRead MoreWhy I Should Become A Doctor1667 Words   |  7 Pagesbecome a doctor. My mother is a dietitian in a Children’s Hospital in Nepal and as a child; I used to accompany her to work at times. The chaos in the hospital and the sufferings of the patients intrigued me and I wanted to help them in any possible way. The idea of becoming an individual who could actually lend a hand to them forever fascinated me. The way doctors were respected and looked up to made a powerful impact on my naive mind and I hoped to be like them one day. After my high school, I appearedRead MoreAcademic Statement Of Purpose Of The University s Health Services Organization And Policy972 Words   |  4 Pageslarge in my mind because I want a career in the research of operations research and decision science. Throughout my work and studies, I realized that we no longer live in a world where we can ignore the costs of treatment. I believe health economic evaluation and comparative effectiveness research can be the key to solving these problems. Obtaining my Ph.D. degree would a transformative step towards my career goal. Academic Background I have had a strong inclination towards science from my schoolRead MoreThe Medical Aspect Of The Health Care System Worked Essay1600 Words   |  7 PagesAfter my observations, I have learned a lot about how the the medical aspect of the health care system worked. I always had the mindset that the doctors were the ones who ran everything in a hospital or a clinic. Upon observing, I realized that this was false and that it took teamwork, cooperation, and communication to help create an environment to best serve its patients. When I came into the University of Michigan as well as the Health Sciences Scholar Program, I had set my target to go into familyRead MoreUopx Career Action Plan Essay1595 Words   |  7 PagesHCS/449 April 23, 2012 Terresa Randolph After four years of learning to be a college student and meeting the requirements of each of my instructors, it is time for me to prepare for graduation and the move onto my career dreams. The creation of my career action plan is one of the many steps I will take to assess my goals, abilities, skills, weaknesses, and likelihood of landing gainful employment. My career action plan can be considered a roadmap of my change from college student to career professionalRead MorePersonal Statement on Doctors644 Words   |  3 PagesAs a child growing up in Cuba, I felt like medicine was the only career that I was interest in. In my country, a doctor is recognized as an altruist person due to the fact that they usually worked very hard and they were hardly compensated with minimum salaries. Most doctors worked for the feeling of reward felt when they brought their patients back to good health or helped them deal with their ailments and prevent them from diseases; these make them feel that they were doing the right thing. Read MoreMedical Advancement As A Medical Doctor807 Words   |  4 Pagesacademics to public concerns to a philosophical emphasis. Therefore, I consider medical advancement as my enthusiasm to my intellectual character. As a young boy, the biology and chemical milieu of our body has always captured my attention since I was familiar on how the body’s various organs were organized. As such, I consider my persona as positive, focally goal-oriented, and optimistic in my morals As a toddler, my fascination with cars was a bit extreme. Collecting as many model vehicles as IRead MoreStatement Of Purpose775 Words   |  4 PagesMechanical Engineering Science at the University of Surrey. My educational background in Mechanical Aerospace Engineering and comprehensive research experience in Biomedical Engineering inspired me to apply for this position. I consider that my excellence in teaching and research fulfil the requirements of this post. I was awarded my PhD in Mechanical and Aerospace Engineering by the State University of New York at Buffalo, USA. My thesis was entitled â€Å"Computational Modelling of NeurovascularRead MoreThe Economics Of Pediatric Head Injury861 Words   |  4 Pagestradition of marriage after high school, I applied for entrance to medical school instead. Acceptance in to one of the best medical schools in India, the Armed Forces Medical College, changed my life by exposing me to strong women role models in medicine. To explore my interest in research after medical school, I received a scholarship for Ph.D. studies at Rutgers University in the United States. Although this has been interrupted by clinical training and family needs, I continued my focus on understandingRead MoreApplication For The Medical Assistant Position At Your Medical Practice974 Words   |  4 PagesThis email is in support of my application for the Medical Assistant position at your medical practice in Northwest Atlanta. I am excited to find this opportunity because it closely aligns with my interests and future aspirations of becoming a Physician Assistant. What is being offered is an opportunity that will allow me to hone and polish my interpersonal, communication, and technical skills, but to also develop new skill sets that some health professionals lack. I have a Bachelor’s of Arts in

Employee Retaintion Free Essays

CONTENTS 1. INTRODUCTION 2. BRANDING 3. We will write a custom essay sample on Employee Retaintion or any similar topic only for you Order Now INTERNAL BRANDING 4. IMPORTANCE OF INTERNAL BRANDING 5. INTERNAL BRANDING TOOLS 6. INTERNAL BRANDING PROCESS 7. FACTOR OF SUCCESS AND FAILURE OF INTERNAL BRAND 8. ROLE OF HR IN INTERNAL BRAND 9. RESEARCH METHODOLGY 10) DATA ANALYSIS 11) FINDINGS 12) CONCLUSION 13) SUGGESTIONS 14) REFERNCES 15) QUESTIONNAIRE INTRODUCTION A company’s branding strategy often has a large impact on the success or failure of a particular product. This is especially true for large, multi-national corporations because it effects how the consumer correlates a product with the manufacturer. Some large companies choose not to use the manufacturer name and/or logo on all their brands. Often, a company name is well-known within business circles but unfamiliar to the average consumer, in which case, dissonance can prevent consumers from recognizing the brand name. Other companies pick and chose which of their products will carry the corporate brand name A fundamental problem with regards to international branding is that firms currently do not pay enough attention to their employees’ expertise regarding brand strategy . If a company is able to make a consumer look at a certain product for a fraction of a second longer than its competitors’ products, the probability purchase intent increases significantly. Therefore, the way a company brands its products can have a direct link to the success of the product and the brand. This encouraging framework, however, does not mean that employee perceptions of the strategy will be positive; without which the performance of both the brand and the company will be hindered in a significant fashion. Therefore, there exists a need for research to be done regarding how employees feel about current and future brand strategies in order to maximize company potential. Due to the complexity of balancing proper brand strategies for multi-national enterprises, balancing which products should carry the manufacturer name and/or trademark is an essential consideration. It is necessary, therefore, to look into studies to see if using a company’s name on all products helped or hindered product sales. Effective utilization of international branding strategies takes into account whether stand alone brands need a corporate name to be successful, how sales will be affected by using corporate brand names, and what the benefits of adding a corporate name or logo would be compared to the potential costs. By exploring employee perceptions of these facets of international branding, we can determine if a multi-national firm’s global image is a product of its employees’ collective perceptions. The primary objective of this study is to examine the context of the relationship between the global image of the fast food industry and employee opinions of the firm’s various branding strategies. The key independent variables are stand alone brands owned by fast food industry, effect of the company brand name on sales, benefits vs. costs of using the company logo, and fast food industry current global image as a product of its employee’s perception. BRANDING A brand is a â€Å"name, term, sign, symbol, or design, or a combination of them, intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competition† American Marketing Association definition . A strong brand has been found to be instrumental in the facilitation of numerous marketing goals including: improved brand loyalty, brand-based price premiums and higher margins, improved successful new product introductions, greater shareholder and stakeholder returns, and clear, valued and sustainable points of differentiation as well as the simplification of consumer decision making, the reduction of consumer risk, and the establishment of expectations. The role of perception in branding is therefore critical: The challenge for marketers in building a strong brand is ensuring that customers have the ight type of experiences with products and services and their accompanying marketing programs so that the desired thoughts, feelings, images, beliefs, perceptions, opinions, and soon become linked to the brand . While branding initiatives most frequently focus on external stakeholders, internal marketing, employee branding and/or internal branding efforts establish systems/processes an d consequent employee behaviors that are consistent with the external branding efforts. The terms employee branding and internal branding are essentially synonymous in the literature and internal marketing has also been used to describe these activities and programs. For the sake of parsimony, the term internal branding will be used throughout the remainder of the paper to describe these processes and outcomes. The concept of internal branding is not new to corporate America. Promoting the brand to employees, and educating them about brand values, is steadily growing in popularity among corporate giants such as Southwest , Standard Register, Cisco, Ernst Young (Boone, 2000), BASF (Buss, 2002), Sears, BP, IBM, Nike and Miller Brewing (Mitchell, 2002). All are examples of firms that have realized the inherent power of an informed workforce committed to delivering the brand promise. Unfortunately, in many organizations there is a fundamental disconnect between the external and internal branding systems: Many companies do a brilliant job of advertising and marketing to customers. Then comes the hard part; delivering. While they put millions of dollars into marketing [external branding], most companies invest little to ensure that employees transform brand messages into reality in terms of the customer’s experience. Its one thing to tell customers who you are and quite another to show them who you are. Employees have to be engaged to make the brand come alive. Therefore, the messages sent to employees about the brand are just as important as the ones sent to customer. Due to the substantial potential for synergy between internal and external branding initiatives, those in both the academic and business communities are devoting more of their time to the doctrine, all stress the importance of a coordinated internal and external branding program and the inherent benefits of marketing efforts that address not only the needs and wants of the target market, but the proper hiring, training, and motivation of those who must deliver the brand’s promise. Within Hallmark, a group of internal managers is responsible for brand training and education. Hallmark has regular brand training sessions, a brand-based intranet site, internal publications, a speaker series, and even daily brand promise reminders on the start-up screens of employees’ computers. Hallmark consistently focuses on conducting internal assessments of employees’ perceptions of the brand with the intent of focusing on gaps between internal perceptions and marketplace perceptions. The value of a well-coordinated program aimed at educating and training employees on the brand message and how to incorporate it in their work appears to be growing significantly. But the importance and specific role of the HR management department remains somewhat cloudy. Through a wide variety of HR plans, processes and actions, it is possible to make a tremendous impact on the branding success of an organization. While none of this constitutes a revelation – the role of HR in influencing branding (both externally and internally) has been recognized in isolated ways, ways that are certainly intuitive – the need for HR to be more comprehensive in its role to support branding efforts has not been recognized a great deal in the literature, nor has it been revealed in the actions of most HR professionals. The work of Gotsi and Wilson (2001) identifies what is necessary to close the gap between what an organization is saying to its external constituents and what is believed and practiced by internal constituents. The respondents suggested that HR management practices such as recruitment policies, performance appraisal, and training need to be aligned with brand values to avoid sending conflicting messages. This study looks at the relationship between specific HR internal branding activities, the incorporation of the brand message into work activities and employee personal attitude toward the brand to determine the degree to which cross-functional synergy between internal and external branding initiatives is being realized in the business community. INTERNAL BRANDINGInternal branding is considered as a means to create powerful corporate brands. It assists the organization in aligning its internal process and corporate culture with those of the brand. Management and brand consultants have been key figures in providing valuable insights to the concept of internal branding. Little research has, however, been devoted to exploring the perceptions of the employees. As the concept underlines the role of services employees, their views may be important if management is to implement the most appropriate internal branding programmes. The objective of internal branding is to ensure that employees transform espoused brand messages into brand reality for customers and other stakeholders. A number of publications have identified that successful internal branding engenders employees’ commitment to, identification with and loyalty to the brand. When employees internalize the brand values, they will consistently deliver on the brand promise across all contact points between the company and its stakeholders. To implement successful internal brand building, IM has been suggested as a key instrument. Although IM is regarded as an appropriate approach for communicating the brand internally, communication is not the sole method to ensure the success of the internal branding campaign. Machtiger remarked that one of the six pitfalls in internal branding is to rely largely on internal communications (ICs). In fact, internal branding requires a broader integrative framework across corporate marketing, corporate management and corporate human resource management. Marketing functions as a link between communication, service and quality. Both service and quality could in part be enhanced by understanding techniques used by the HR function, as it is involved in developing the human asset to enhance the organization’s economic performance and its brand’s success. If management can understand and orchestrate marketing and HR theories, it is argued that employees will better accept and internalize the brand values and align their attitudes and behavior, accordingly. This will result in the brand promise being delivered to the organization’s clients, providing it with customer satisfaction, customer preference and loyalty. ICs aim to influence employees’ brand knowledge, attitudes and behaviors. The outcomes of ICs include employee commitment, shared vision, a service-minded approach, loyalty and satisfaction. While ICs operate with the current members inside the organization, the role of the HR department begins with selecting and recruiting the right prospects. With the rise of the concept of ‘person-organization fit’, de Chernatony underlines the value congruence between the candidates, the organizations and the brand. As values are hard to change, staff recruitment based on the level of value congruence is sometimes more viable than emphasizing merely on their technical/operational skills. Then, training and development programmes are essential to enhance employee performance and to bring consistency to the xternal brand experience. Therefore, HR should be led by marketing and incorporate the brand concept into all employee development programmes. To maintain brand standards, an organization should reward employees accordingly. Effective reward and recognition schemes can enhance employee motivation and commitment. When the right employees are kept satisfied, the organizat ion tends to retain the best people facilitating superior performance. Therefore, incorporating the wisdom from HR practitioners, ICs move beyond merely distributing brand information through media towards creating shared brand understanding. Although a number of publications have addressed how to implement a successful internal branding process, most of these insights have been acquired from a management’s and brand consultant’s perspective. Few studies have been done to unearth the perceptions of employees who are considered as the ‘internal customers. IMPORTANCE OF INTERNAL BRANDINGMany companies do a brilliant job of advertising and marketing to customers. Then comes the hard part: delivering. While they put millions of dollars into marketing, most companies invest little to ensure that employees transform brand messages into reality in terms of the customer’s experience. Its one thing to tell customers who you are and quite another to show them who you are. Employees have to be engaged to make the brand come alive. Therefore, the messages sent to employees about the brand are just as important as the ones sent to customers. EX- David Reyes-Guerra, associate director of brand management at Ernst ; Young, says internal branding plays a vital role in powerfully and accurately conveying the Ernst ; Young brand around the world. Reyes-Guerra’s goal is to create 75,000 â€Å"brand ambassadors† who present a consistent, clear, professional image of a global firm. To that end, his department has set up The Branding Zone on the corporate intranet. â€Å"We felt that the intranet would be our best tool for establishing a global focus on branding,† The Branding Zone, launched in January of this year, is a central source for branding, marketing, and advertising information at Ernst Young. It contains a threaded discussion area where people throughout the firm can access a topic and then pose a question to the global branding and marketing community. There is also an extranet for the company’s outside agencies. The information on this extranet includes standards, fonts and logos, and material from advertising campaigns. By providing this information, the internal branding group insures that all marketing collateral-whether produced in house or by an agency-is consistent with the brand message. The Branding Zone has generated a significant level of interest inside the firm. In the first 90 days after it was launched, one presentation template was downloaded 9,000 times. A graphics standards manual on the site was downloaded 10,000 times. An image library garnered another 10,000 downloads of photography and advertising icons. Even though it’s in its early stages, Reyes-Guerra anticipates that the site will have significant impact, including streamlining the entire design process by eliminating the need for extensive custom design of collateral materials. â€Å"A focus on internal branding and the successful practice of digital brand management via Web site tools inspires collaboration and breeds integration,† Reyes-Guerra says. â€Å"It’s very effective in breaking down barriers, creating synergies, and opening lines of communication-all of which are critical to success in today’s business environment. INTERNAL BRANDING TOOLS| | | INTERNAL BRANDING PROCESS Employee branding is a process by which employees internalize the desired brand image and are motivated to project the image to customers and other organizational constituents. The messages employees take in and process influence * the extent to which they perceive their psychological contracts with the organization to be fu lfilled * the degree to which they understand and are motivated to deliver the desired level of customer service In so doing, they drive the formation of the employee brand. The messages employees receive must be aligned with the employees ‘organizational experiences if the psychological contract is to be upheld. Therefore, the conscious development of organizational messages is the fundamental building block in this process. The messages must then be delivered through appropriate message sources. The following guidelines provide a starting point in this process: * Organizational messages should be carefully thought out and planned in much the same way mission and vision statements are thought out and planned. The organizational messages should reflect the organization’s mission and values. * Messages directed toward external constituencies must be in line with the messages sent to employees. * Messages directed toward external constituencies should be sent internally as well. * The design of recruitment and selection systems should incorporate messages that consistently and frequently reflect the brand and organizational image. * The compen sation system should incorporate messages that consistently and frequently reflect the brand and organizational image. For instance, managers in organizations that value training must be held accountable when they fail to train and develop their employees. * Training and development systems should help managers and employees internalize their organization’s mission and values and help them understand how the mission and values pertain to their roles in their organization. This should enable them to more effectively articulate messages that consistently and frequently reflect the brand and organizational image. * Advertising and public relations systems should communicate messages that consistently and frequently reflect the brand and organizational image. Managers should be taught the importance of communicating messages that are consistent with their organization’s mission, vision, policies, and practices. * Performance management systems should address inconsistencies between practices and policies to minimize violations of employees’ psychological contracts. * Accurate and spe cific job previews should be given to new employees so that realistic expectations are incorporated into their psychological contracts. * Corporate culture (artifacts, patterns of behavior, management norms, values and beliefs, and assumptions) should reinforce the messages employees receive. Individual output should be measured and analyzed to determine if there are message-related problems at the departmental, divisional, or organizational levels. * Individual messages should be continually examined for consistency with other messages. * Message channels should be examined to ensure consistency of message delivery. * In the event that messages need to be changed or psychological contracts altered, organizations must take careful steps in rewriting the messages. * Measures should be used to assess outcomes such as customer retention, service quality, turnover, and employee satisfaction and performance FACTORS OF FAILURE AND SUCCESS IN INTERNAL BRANDING Organization Factors in the organizational dimension are difficult to change or indeed influence at all, given the scope and intangibility of many of these factors. Thus, while culture has a large impact on internal branding programmes, awareness, rather than change of this culture, may be appropriate. However, cultural change may be necessary where there exists no fit between the prevailing culture and the objectives of the internal branding programme. Cross-functional coordination and cooperation have been suggested to reduce internal competition and departmentalized thinking. Information The effectiveness and overall success of internal branding programmes is dependent on an in-depth knowledge and understanding of the internal as well as the external environment of the organization. While market research provides such information , the measurement of target performances and collection of feedback from all organizational levels as well as from outside the organization enables management to assess the suitability of the current programme to the and highlights any necessary changes to be made . Management This dimension is concerned with the degree and nature of visible support given by management to the internal branding programme. In order to be regarded as legitimate by the target audience, management has to lend its support to the programme, as well as visibly adhere to it. In fact, as internal branding is concerned with the corporate brand, responsibility for the internal branding effort should lie with the CEO of an organization, given that role’s intensive association with the organization’s strategy and brand. It has been suggested in the literature that a multi-departmental approach may be most appropriate for internal branding, particularly with a view to the importance of the HR function. Also, the composition and management of brand teams has been mentioned as having an impact on internal branding programmes. Communication Information needs to be made available to everyone in the organization without exposing individuals to too much detail in order to avoid information overload. Likewise, messages should be internally and externally aligned to avoid confusion. Only where the objectives of the internal branding programme are in line with the overall business objectives and properly translated to the target audience is a programme capable of achieving its intended outcome. The effectiveness of communication depends on constant reinforcement on one hand, and adaptation to internal and external changes on the other. Strategy Alignment should exist between all strategies and programmes employed by an organization, including the fit between the internal (or external) brand and the objectives of the business. Conflict between these will reduce the appeal and believability of the brand and greatly reduce a program me’s effectiveness. Further aspects under this dimension include scheduling the most suitable timing and budget the programme. Staff Recruiting, motivating and rewarding staff are all aspects that can influence the readiness among employees to adopt a new or altered strategic direction with respect to the internal brand. Consequently, like the organizational dimension, the staff dimension addresses the most favorable preconditions for internal branding as well as techniques capable of further enhancing the effectiveness of the programme. Likewise, this dimension highlights the importance of gaining not only leadership support, but also the support of employees at all levels, since they constitute the largest audience for the internal branding programme. Internal branding is deemed most effective where the programme has been designed in participation with employees. Education Out of the previous six dimensions arises the need for a seventh concerned with the education of staff and management to prevent some of the failures that may occur during internal branding programmes as a result of ignorance and flawed preconceptions. Thus, this dimension calls for the identification of such beliefs, attitudes, and mental models through market research and constituency assessments and their alignment with organizational objectives and policies through education. ROLE OF HR IN INTERNAL BRANDING The degree of HR involvement in internal branding was evaluated using the mean of the five-item measure presented in diagram The measure’s mean of 3. 31 on a six-point scale (1 – strongly agree; 6 – strongly disagree) does not indicate a strong degree of HR involvement in internal branding activities. In fact, fully one-fifth of the respondents generally or strongly disagreed that brand value training is provide or that the knowledge is used in staffing decisions. More than 30 percent generally or strongly disagreed that annual performance reviews or departmental plans consider the brand values. It is apparent that HR is not heavily involved in the internal branding process, and/or that internal brandingis not considered a high priority function at most American firms. When asked who within the company delivers the brand message, more than two-thirds (68 percent) of respondents indicated it was top management, followed by marketing personnel (35 percent), the immediate supervisor (27 percent), and human resources (16 percent). Since respondents were able to check more than one response, it is apparent that in many cases more than one individual in the company delivers the brand message, and the involvement of HR could be stronger. Incorporation of the brand message into work activities The incorporation of the brand message into work activities is not particularly strong. With an overall mean of 2. 68 on a six point scale (1 – strongly agree; 6 – strongly disagree), it appears that American professionals do not emphasize the integration their firm’s brand message into their general work activities, at least at the level one might expect given recent accounts in business and academic literature. Personal involvement in the brand Respondents’ attitude toward the company brand was stronger than may have been suspected by the human resource involvement and the incorporation of the brand message into work activities. The measure’s mean of 2. 4 on a six-point scale illustrates a relatively strong respondent attitude toward their respective brands, and possible opportunity for furthering the development of incorporation the brand in work activities. Relationship between HR involvement in internal branding and the incorporation of the brand message into work activities and personal involvement in the brand While perceived HR involvement in internal brandingand the incorporation of the brand message into work activities appears moderate at best within US businesses, there is a relatively strong relationship between the means of the two variables. As the findings in Table IV indicate, the relationship between mean HR involvements in internal branding and mean incorporation of the brand message as well as the relationship between mean HR involvements in internal branding and mean personal attitude toward the brand are significantly correlated. In other words, respondents who perceived a stronger involvement of the HR function in internal branding were more likely to incorporate the brand message in work activities and/or had a more positive personal attitude toward the brand. HR involvement in internal branding and the incorporation of the brand message into specific work activities Not only does a strong relationship exist between mean HR involvements in internal branding and mean incorporation of the brand message, but a relatively strong relationship also exists between mean HR involvement and each of the specific work activities tested. In each case a significant, positive relationship can be found, as well as possible opportunity for enhance brand integration among American professionals. RESEARCH METHODOLGY Data Collection:- There are two main sources for collecting data. These are: 1. Primary Data 2. Secondary Data 1. Primary Data: The primary data was collected in the form of questionnaire from employees of various industries like IT industry, Hotel industry etc. 2. Secondary Data: The secondary data was to be collected from reference books, journals, magazines, and newspapers and through internet. The research instrument was Questionnaire. SAMPLE SIZE: The sample size for the questionnaire was 50 employees. SAMPLE METHOD: Simple random method of sampling. The limitation of the study was:- * The area covered was only pune city. * There was the lack of diversification within each sample, and the relatively low total sample size employed. * The respondents may be biased or influenced by some other factors. DATA ANALYSIS 1) Did your organization carry out induction program? YES| NO| 80%| 20%| Through this graph we have tried to show that 80% of the organizations carry out the induction program whereas 20% of the organizations do not carry out the induction program. 2) Did in induction program you cover Employee branding? YES| NO| 80%| 20%| In the second graph we have tried to figure out how many organization in induction program cover the employee branding technique and the result was that 80% of the organization mainly It industry do cover the employee branding technique whereas 20%of the industry do not cover it. ) Which technique do you use for employee branding? Mentoring| Presentation| Apprenticeship| Other| 30%| 20%| 30%| 20%| In these graph we have tried to find out which method do they use to tell them about their brands they use various method like mentoring where only 30% of them use it then other is mentoring where only 20% only use it other apprenticeship where only 30% use it and there are other method which only 20% of the organization use it. ) Do you have any other employee branding program for existing employee? YES| NO| 10%| 90%| Through this graph we have tried to figure out how many organization uses any other employee branding program for their existing employee the result was that 10% says they do have where they send their employee for training for some limited amount of time to brush up their knowledge and 90% says they do not have. 5) What is the best way to approach employee branding? EMPLYOEE | CUSTOMER| 50%| 50%| In this we try to find out who is the best way to approach Employee branding and we come to know that marketers should look at employees as an internal market, where the objective is to make them feel valued and give them a sense of belonging because this is a basic human need. But equally staff should be viewed as another vehicle to communicate and manifest the brand. 6) Who should take charge of employee branding? TOP LEVEL| HR DEPARTMENT| MARKETING DEPARTMENT| OTHER| 40%| 40%| 10%| 10% | In this we try to find out who has the main responsibility of conveying the employee branding and the result was it is not whole-sole responsibility of one department it is the responsibility of all the department. 7) How do you communicate internal branding? MEETINGS| SPONSORING | NARRATING STORY| OTHERS| 20%| 40%| 10%| 30%| Through we try to find out what is the best way to communicate your brand to people because brand is at the centre of the organization that why organization uses meetings, narrating events to tell them about their brands. ) What are the ways you use to make them interested in the brands? TV-ADS| SPONSORING| INTERNET| OTHERS| 40%| 30%| 20%| 10%| In this we have shown which are the best medium to communicate about our brand we have seen TV-ads , internet ,organizing events were the best way to communicate about it because it attract lot of attention of the customers. 9) How do you monitor the success of your internal brand? SETTING TARGET| CLIENT ASSESSMENT| OTHER S| 40%| 40%| 20%| In this we have tried to figure out that how they monitor the success of their brand because sometime it become benchmarking exercise to try to see if anything is becoming problematic so they set target and sometime they do client assessment test where they interviewed 50 people from client organization. 10) To what extent do employees understand what their organization brand represents? At 20%| At 50%| At 70%| 70% or above| 10%| 40%| 30%| 20%| In this we have tried to find out how much employees of an organization understand their brand so we have try to present in the form of numeric form FINDINGS In general, the majority of participants were able to articulate (in varying degrees) what their organization’s brand represents In relation to the way in which employees acquire organizational knowledge for the purpose of carrying out their roles and responsibilities, the results revealed three strong themes, that is, training, customer/market information and work environment (co-workers). The employees devoid of brand knowledge are unable to transform the brand vision into the brand reality evidence presented here suggests that there is still an inconsistent practitioner approach to the provision of employee-relevant brand information. This is somewhat surprising, given that it is apparent from the comments provided by the participants who lacked customer or market information that employee satisfaction and their ability to successfully carry out their roles and responsibilities is adversely impacted. Despite the speed with which business decisions need to be made today in order to remain competitive, individuals within organizations are still not being given the support and skills they feel are necessary for them to respond effectively to the business challenges of today. CONCLUSION It could be concluded that employee branding is becoming the concept or mantra of today’s business world. Employee branding helps the companies to have better perspective of their consumers and motivate the employees as well. The brand interpretation in the mind of customer is very important. At the end of the day, how the brand is positioned in the minds of the consumers is heavily dependent on company’s employees. Investment in an organization’s human capital is a precursor for subsequent organizational success, especially in such a competitive global market. While conceptually this appears to be a reasonable assumption, the empirical evidence is limited to the validation of the link between employee satisfaction and customer loyalty. In particular, internal brand management has been identified as a means to engender such outcomes (eg organizational success and employee satisfaction) and yet there appears to be limited understanding as to the impact of such efforts from an employee perspective. Without such insight, attainment of a desired level of employee satisfaction could be considered synonymous to ‘flying blind’. Furthermore, it becomes increasingly challenging to justify such an internal investment without evidence of the impact such an investment has on the organization as manifested in employee attitude and behavior. SUGGESTIONS * Cultivate a culture that reinforces your Brand Contract and encourage employees to â€Å"live the brand† * Measure the effectiveness of your internal branding strategy to maximize the ROI on your internal branding initiatives * Insist that senior management models brand-focused behavior and cultural values. * Set communication alignment goals (are you even measuring the effectiveness of your internal communication. Make positive examples of employee behavior that represents your values, mission, brand and business strategy. * Reward employees for demonstrating their commitment to your brand contract and values. * Show daily how commitment to mission and values is the touchstone that drives your decisions. * Harness the entire creativity of every employee i n bringing the brand to life. * Involve all departments in branding, not just marketing – HR, operations, customer support, development, finance, and more. REFERENCES BOOKS AND JOURNALS * Aurand, T. W. , L. Gorchels and T. R. Bishop (2005), ‘Human resource management’s role in internal btanding: an opportunity for cross-functional brand message synergy’, Journal of Product and Brand Management, vol. 14, no. 3, pp. 163-9. * Bak, C. A. , L. H. Vogt, W. R. George and I. R. Greentree (1994), ‘Management by team: an innovative tool for running a service organization through internal marketing’, Journal of Services Marketing, vol. 8, no. 1, pp. 37-47. * Ballantyne, D. (1997), ‘Internal networks for internal marketing’, Journal of Marketing Management, vol. 13, no. 5, July, pp. 343-66. * Barnes, B. R. , M. T. Fox and D. S. Morris (2004), ‘Exploring the linkage between internal marketing, relationship marketing and service quality: a case study of a consulting organization’, Total Quality Management, vol. 15, nos. 5/6, pp. 593-601. * Beagrie, S. (2003), ‘How to †¦ influence employee behavior through internal marketing’, Personnel Today, August, p. 35- * Bergstrom, A. , D. Blumenthal and S. Crothers (2002), ‘Why internal branding matters: the case of Saab’, Corporate Reputation Review, vol. 5, nos. 2/3, Fall, pp. 133-42. * Berry, L. L. (1981), ‘The employee as customer’, Journal of Retail Banking, vol. , pp. 25-8. * Berry, L. L. , M. C. Burke and J. S. Hensel (1976), ‘Improving retailer capability for effective consumerism response’, Journal of Retailing, vol. 52, no. 3, Fall, pp. 3-15. * Berry, L. L. and A. Parasuraman (1992), ‘Services marketing starts from within’, Marketing Management, vol. 1, no. 1, pp. 24-34. * Bo wen, D. E. and E. E. Lawler III (1992), ‘the empowerment of service workers: what, why, how, and when’, Sloan Management Review, vol. 33, no. 3, spring, pp. 31-9. INTERNET SITES www. google. com www. philipkotler. com www. Shrm. org www. wikipedia. com QUESTIONNAIRE ) Did your organization carry out induction program? Yes No 2) Did in induction program you cover employee branding techniques? Yes No 3) Which techniques do you use for employee branding? Mentoring Presentation Apprenticeship Other 4) Do you have any other employee branding program for existing employee? Yes No 5) What is the best way to approach employee branding? Employees Customer 6) Who should take charge of employee branding? Top level Hr department Marketing department other 7) How do you communicate internal brands to people? Meetings nsor sponsoring narrating story Other 8) What are the ways you use to make them interested in the brand? TV-ads Sponsoring Internet Other 9) How do you monitor the success of your internal brand? Setting targets client Assessment Other 10) To what extent do employees understand their organization brand represent? At 20% At 50% A At 70% 70% or above How to cite Employee Retaintion, Papers

Republican Party Essays - Presidency Of Ulysses S. Grant

Republican Party REPUBLICAN PARTY The Republican party is one of the two major POLITICAL PARTIES in the United States, the other being the DEMOCRATIC PARTY party. It is popularly known as the GOP, from its earlier nickname Grand Old Party. From the time it ran its first PRESIDENTIAL candidate, John C. Fremont, in 1856, until the inauguration of Republican George BUSH in 1989, Republican presidents occupied the WHITE HOUSE for 80 years. Traditionally, Republican strength came primarily from New England and the Midwest. After World War II, however, it greatly increased in the Sunbelt states and the West. Generally speaking, after World War I the Republican party became the more conservative of the two major parties, with its support coming from the upper middle class and from the corporate, financial, and farming interests. It has taken political stances generally in favor of laissez- faire, free enterprise, and fiscal responsibility (at least until 1981) and against the welfare state. The Founding of the Party Scholars agree that the origins of the party grew out of the sectional conflicts regarding the expansion of slavery into the new Western territories. The stimulus for political realignment was provided by the passage of the Kansas-Nebraska Act of 1854. That law repealed earlier compromises that had excluded slavery from the territories. The passage of this act served as the unifying agent for abolitionists and split the Democrats and the WHIG party. Anti-Nebraska protest meetings spread rapidly through the country. Two such meetings were held in Ripon, Wis., on Feb. 28 and Mar. 20, 1854, and were attended by a group of abolitionist FREE SOILERS, Democrats, and Whigs. They decided to call themselves Republicans--because they professed to be political descendants of Thomas JEFFERSON's Democratic- Republican party. The name was formally adopted by a state convention held in Jackson, Mich., on July 6, 1854. The new party was a success from the beginning. In the 1854 congressional elections 44 Republicans were elected as a part of the anti-Nebraskan majority in the HOUSE OF REPRESENTATIVES, and several Republicans were elected to the SENATE and to various state houses. In 1856, at the first Republican national convention, Sen. John C. Fremont was nominated for the presidency but was defeated by Democrat James BUCHANAN. During the campaign the northern wing of the KNOW-NOTHING PARTY split off and endorsed the Republican ticket, making the Republicans the principal antislavery party. Two days after the inauguration of James Buchanan, the Supreme Court handed down the Dred Scott v. Sandford decision, which increased sectional dissension and was denounced by the Republicans. At this time the nation was also gripped by economic chaos. Business blamed tariff reductions, and Republican leaders called for greater tariff protection. The split in the Democratic party over the issue of slavery continued, and in 1858 the Republicans won control of the House of Representatives for the first time. One Republican who failed that year was Abraham LINCOLN, defeated in his bid for a U.S. Senate seat by Stephen A. Douglas. Lincoln, the Civil War, and Reconstruction At the second Republican national convention, in 1860, a hard- fought contest resulted in the presidential nomination of Abraham Lincoln. The Republican platform specifically pledged not to extend slavery and called for enactment of free- homestead legislation, prompt establishment of a daily overland mail service, a transcontinental railroad, and support of the protective tariff. Lincoln was opposed by three major candidates--Douglas (Northern Democrat), John Cabell BRECKINRIDGE (Southern Democrat), and John Bell (Constitutional Union party). Lincoln collected almost half a million votes more than Douglas, his nearest competitor, but he won the election with only 39.8 percent of the popular vote. Shortly thereafter, the Civil War began. Reverses on the battlefield, disaffection over the draft and taxes, and the failures of army leadership brought Lincoln and the Republicans into the 1864 election with small hope for victory. Party leaders saw the need to broaden the base of the party, and accordingly, they adopted the name National Union party. Andrew JOHNSON of Tennessee, a War Democrat, was nominated as Lincoln's running mate. Significant military victories intervened before election day and contributed to Lincoln's overwhelming reelection. After Lincoln's assassination the Radical Republicans, led by Sen. Charles Sumner and Rep. Thaddeus Stevens, fought President Johnson's moderate Reconstruction policies. Ultimately,