...There has been a drift to excessive executive power which could be checked by a codified, entrenched constitution. There is a lack of separation of powers between parliament and the government and there are no checks or balances which could lead to a dictatorial government. An elective dictatorship is a government that is elected but has won so many votes that it can do what it likes. The Nazi government of Adolf Hitler is an extreme example of an elective dictatorship; his party was elected in 1933 with 44% of the vote, and Hitler managed to turn people into hating minorities as he attacked Jews, social democrats, liberals, reactionary monarchists, capitalists and communists. In the United Kingdom, ultimate legislative sovereignty resides in Parliament; Parliament may pass any legislation on any subject it wishes. Parliament operates without restraints such as, for instance, an obligation to legislate in accordance with fundamental constitutional rights. This is undemocratic as parliament are meant to represent the people. A codified constitution would prevent this through entrenchment and this would be an opportunity to introduce checks and balances to protect the interests of the people. A conservative view is that the current arrangement works well and is stable so there's no need to amend it. The British constitution is highly traditional and has stood the test of time. This is shown as, since the civil war in the 17th century, there hasn't been a violent revolution or...
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...According to Hall (2015), “Separation of powers is the division of the federal government (and state governments) into legislative (lawmaking), judicial (law interpreting), and executive (law carrying out) branches. (p. 8) Each branch has its own set of duties to perform and carry out. In addition, each branch has an assigned group of people who are delegated these duties. The executive branch consists of the president, the president’s staff, and other administrative agencies ran by the president. However, in state government, the governors perform executive branch duties. The judicial branch consists of the federal courts, but in state courts in state government. The legislative consists of the United States Congress on a federal level...
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...Victor Heredia Professor Cherne American Government 25 April 2017 Research Paper The use of executive orders gives the president too much power. There are few ways around the executive order and presidents can use this to their advantage. An example of this would be the president not giving his/her okay on a bill which makes executive order harder to fund. This can be an issue because the president can bypass congress and continue on with their plan. There are a few advantages for the president when using executive orders. The constitution gives executive orders to the president which makes him/her the commander and chief. This allows for the president to pull the strings and make the shots. This can be good and bad depending on the situation. I feel that this gives the president too much power. A president can choose to make changes and treaties with other countries without being questioned. Although some people may feel that the choice the president is making isn’t a good one, there is nothing that they can do to change the way the president does their job. Executive orders can be stopped by judicial review. The judges have the power to rule against the government and suspend the executive order, but it can only be suspended temporarily....
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...legislative and executive power in the UK? (40) Since the passage of the Human Rights Act in 1998 (HR Act) the judiciary in England and Wales have had wider scope for checking legislative and executive power. However, despite the increases in effectiveness of this function, there are still fundamental limitations that make the check on especially legislative power ineffective. First of all, the HR Act has given considerably more ability to the judges to check both legislative and executive power in Britain. This is because the HR Act requires that every bill ministers propose to be compatible with the Act. In the case of a breach, citizens or affected bodies can appeal to the judiciary that their rights under the Act have been breached. If the judiciary rule in their favour, the government is usually forced to amend the law to make it compatible with the HR Act. In this way, by notifying the government of a breach of the HR Act, the judiciary can prevent government and Parliament being too powerful. An example of this was in the case of A v Secretary of State for the Home Department (2004), where the detention without trial of 9 foreign nationals in Belmarsh prison under the 2001 Anti-Terrorism Crime and Security Act was ruled as in breach of Articles 5 and 14 of the HR Act. The government were forced to change the law and release the suspects demonstrating the definite check on power provided. Secondly, the process of judicial review is vital in checking the power of government...
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...Executive Power and the Constitution Michael Gray HIS 303: The American Constitution Professor Ginger Jarvis November 29, 2012 Executive Power and the Constitution “The Constitution has never greatly bothered any wartime president,” wrote Francis Biddle, Attorney General during World War II, in his memoirs (Smith, 1999, pg.24). Biddle’s comment was in reflection on President Franklin Delano Roosevelt’s decision to relocate Japanese-Americans. An examination of American history reveals the Constitution does not appear to bother president during periods of national survival. In fact, Presidents seize crisis in domestic and foreign affairs as the opportunity to expand executive power. This paper provides a brief history on powers in the Constitution, examines use of executive power in domestic and foreign affairs, and concludes with an argument on how the issue should be interpreted. Framers of the Constitution believed separation of powers and a system of checks and balances would keep one branch of government from having more power then the others. Noah Feldman (2006) writes “nothing is more basic to the operation of a constitutional government than the way it allocates power” (Our Presidential Era, para.2). Constitutional Framers created three separate branches of government independent of each other. According to Cornell University Law School (2012), the first three articles of the “Constitution outlines the branches of the U.S. Government...
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...The power of the government in Texas compares quite low to other state. “In a study done by Professors Thad Beyle and Margaret Ferguson, Texas tied with four other states for a ranking of 39th among the states in the overall institutional powers of the governor” (Champagne, 249). In Texas, governor shares responsibility with other for the budget making process. Governor only has the line item veto on appropriations bills and governor have much power to have their veto’s upheld by the legislature since a super majority is required to override a veto. Texas is one of fourteen states where the governor cannot reorganize government without approval of the legislature. Executive power is divided among a number of separately elected officials...
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...Chief Executive of Hong Kong has a special legal position which overrides administrative, legislative and judicial organs and that the separation of powers is not suitable for Hong Kong.” With reference to the constitutional arrangement of Hong Kong, to what extent is this statement valid? In the 25th anniversary of the promulgation of the Basic Law on September 12, the director of the central government’s liaison office in Hong Kong, Zhang Xiaoming gave a speech entitled “A Correct Understanding of the Characteristics of the Political System of the Hong Kong Special Administrative Region”. He said that the separation of power will not implement in Hong Kong. He also stated that the Chief Executive has “a special legal position” that he can overrides executive, legislative and judicial organs (Zeng, 2015). His speaking was criticized by the public and caused much controversy. In my opinions, the view of Zhang Xiaoming is valid in a small extent according to the constitutional arrangement in Hong Kong. It means that the Chief Executive of Hong Kong does not necessarily have an overriding power over administrative, legislative and judicial organs and that the separation of powers may suit in Hong Kong. First of all, we need to know what separation of powers and the functions of executive, legislative and judicial organs are. The separation of powers means that all the powers that are entrusted to the government are divided into three main departments, the executive, legislative...
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..._ Collective dilemmas in Congress, the executive branch, the bureaucracy, and the courts, and how these collective dilemmas are overcome CONGRESS:2 main organized features: Committee System helps solve collective dilemmas. Executive branch has grown and bureaucracy. So he faces principal agent. Bureaucrats are his agents and he is the principle. _ Structure of Congress _ Qualifications for members of Congress senate- 30, citizen 9 years, live in state house- 25, citizen 7 years, live in state _ Reapportionment redistribution 435 seats in the house of reps after the census _ Drawing congressional district lines (Wesberry v. Sanders (1964), redistricting, gerrymandering, cracking, packing, racial and partisan gerrymandering, political consequences of gerrymandering) This decision requires each state to draw its U.S. Congressional districts so that they are approximately equal in population. Redistricting to favor a political party. Cracking= Spreading like-minded voters apart across multiple districts to dilute their voting power in each. This denies the group representation in multiple districts Packing= Concentrating like-minded voters together in one district to reduce their voting power in other districts. _ Individualism in Congress (including factors that contribute to it) _ Single-member districts electoral district in which a single person is reelected _ Plurality elections determining an elections winner by who ever receives the most votes...
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...DELEGATE POWER, OR KEEP IT CLOSE? Summary: Samantha Parks owner and CEO of SPARKS, a small agency that develops marketing strategies for high-fashion firms took care of most of the projects from start to end. As the firm expands she realizes that the work needs to be delegated so that it may not be totally dependent kind of a situation. There are two thoughts in this case, one is top executives need to stay close to the core of the business and another is outsourcing and delegating as much as you can so that executives can focus their attention towards most important decision making and control aspects. Facts: 1) Samantha kept a tight rein on her business. 2) A hairstyling chain wants a new marketing and promotion strategy. 3) Should Samantha delegate or handle as usual? 4) As the firm is growing she would not be capable of handling many aspects. Analyzing: Delegation in general means giving responsibilities to co-workers. Samantha’s firm grew to extent where she has to delegate certain actions to her employees. The delegation should be appropriate for the success. The employee to whom the responsibility is given should be motivated. There is indeed a risk if the employee is not capable. It is important that Samantha herself identifies the importance and criticality of the project. If the project is important than she should take responsibility. Moreover Samantha should be aware of her capability. She can involve the employees in the delegation process so...
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...How are Rosewell’s units structured and how does it influence the firm’s capabilities? 2. What roles are key to Rosewell’s needed capabilities? 1. a. Engineering - (Research) - (Engineering Services) b. Sales c. Production d. Administration e. Executive Committee 2. The most important role needed to meet Rosewell’s required capability of innovation belongs to Doc Reeves, the head of Research. It is from him and his department that the creativity which distinguishes Rosewell from its competitors originates. However, creativity without structure, management and an appropriate plan for implementation is not of any benefit to a business. Therefore, the roles of CEO, Executive VP, and Head of Engineering are very nearly just as important as Doc Reeves’ is, assuming the personnel in those roles fully understand their responsibilities. IIa. Power, Authority and Political Realities: Who (department individuals) have the power and authority and how do these political realities affect the firm’s capabilities? Power and authority at Rosewell is directly correlated to longevity within the company and your perceived importance to the company. Of course the CEO, Bill Hunt, and VP, Ralph Simon, both have positional power-bases as...
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...Sources of Power by Roberta D. Harris An Assignment Submitted to the George Herbert Walker School of Business and Economics in partial fulfillment of the Requirements for the Course of Management 5670 Webster University 2013 Abstract One of the highest concerns about power is its effects on those who use it. The more people use power, the more they tend to notice situations in terms of power relationships, the more they are motivated to use power for their own personal end result. This risk in this use of power is stated in the statement “Power tends to corrupt; and absolute power corrupts absolutely.” (Lynch, 1985) Plato was convinced that power would continue to corrupt unless philosophers became rulers and rulers were philosophers. The five bases of power defined by French and Raven denote the classical reason why one person influences others as well as the foundation for most research on power. Recently, other sources of power have been defined, explaining other sources of influence. I discussed the five indicators for accessing power and identified the five sources of social power which includes reward power, coercive power, legitimate power, referent power and expert power. (Frenche & Raven, 1968) Additionally, I discussed other sources of power such as information power, persuasiveness, charisma, and social versus personal power. Keywords: power, indicators, reward, coercive, legitimate, referent,...
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...Thomas Green Paper Who is Thomas Green? Thomas Green graduated from college with his Bachelors in Economics he stared his career a t Dynamic Displays as an account executive with their south west division for travel and hospitality division. Green started his career there ad showed great promise to climb the adders of the company fast. Not only was Green good at his job he was promoted at the age of only 28 to Senior Marketing Specialist only after working for less than a year with the company. Actions of Green vs. Expectations of Davis When Green took the position of Senior Marketing Specialist his directives were to identify industry trends and develop new business opportunities and also establish sales goals Sasser & Beckham (2008). Davis expected him to communicate with him on his projects and travel schedule he also wanted his presentations to be back up with market data. Green on the other hand acted independently visiting prospective clients and not following any directives given to him by Davis to ensure that he used data as well in is meeting with clients. Individual agendas of Davis and McDonald Frank Davis was not happy with the promotion of Thomas Green and to Senior Marketing Specialist as he was not someone that he would have chosen for the position as he was only with the company one year prior to his promotion. Davis felt that Green lacked the experience for the job; however his concerns were over ruled by the vice president McDonald. Davis...
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...Thomas Green Paper It has been basic to acknowledge in what way singular attributes are premise of force inside an association and in what way those qualities might be connected to outline a real control base. A lot has been composed around particular attributes of people and all the forces connected with the individual. There remain sure credits, which permit people to acquire and hold control in an association. Individuals that hold compelling statuses in an association can convey societal underwriting and fabricate partnerships. Moreover, various individual qualities have been recognized for people practicing control in associations, and assessing the attributes will be indispensable in assembling one's personal particular force. For this situation investigation, we wish talk about the desires of Frank Davis and Thomas Green, arrangements of Shannon McDonald and Frank Davis, just how every individual needed to be dealt with, which control sources every individual utilized and which control sources of Christine Raven and French might have been utilized all the beyond adequately. In any case, forthcoming Davis anticipated that would pick the senior business sector expert and Green would not must remained his primarily decision. Davis and Green convene for one week subsequently Green needed begun his recent title to survey the year-to-date deals. Toward the conclusion of the conference, Davis arranged his desires. Davis expressed to Green, “we had some great gatherings this...
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... • 5. Personal appeals. Referring to friendship and loyalty when making a request. • 6. Exchange. Making express or implied promises and trading favors. • 7. Coalition tactics. Getting others to support your effort to persuade someone. • 8. Pressure. Demanding compliance or using intimidation or threats. • 9. Legitimating tactics. Basing a request on one’s authority or right, organizational rules or policies, or express or implied support from • , social power is defined as “the ability to marshal the human, informational, and material resources to get something done.”22 • • Two dimensions of power that deserve our attention are (1) socialized versus personalized power and (2) the five bases of power. 5 bases of power: Reward power. A manager has reward power to the extent that he or she obtains compliance by promising or granting rewards. On-the-job behavior shaping, for example, relies heavily on reward power. Coercive power. Threats of punishment and actual punishment give an individual coercive power. For instance, consider this heavy-handed tactic by Wolfgang...
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...CHAPTER 7 Power, Politics, and Leadership The purpose of this chapter is to provide readers with new insights into power and politics so that they can make better use of power and politics and thus lead others effectively. Chapter 8 is a continuation of this topic, but with a description of various influence tactics. CHAPTER OUTLINE AND LECTURE NOTES To function effectively, leaders must use power effectively, including applying political tactics to acquire and retain power. I. SOURCES AND TYPES OF POWER To exercise influence, a leader must have power, the potential or ability to influence decisions and control resources. A. Position Power A standard method of classifying power is based on whether the power stems from the organization or the individual. 1. Legitimate Power. Power granted by the organization is referred to as legitimate power. This power increases as one moves up the organization ladder. 2. Reward Power. The authority to give employees rewards for compliance is referred to as reward power. 3. Coercive Power. The power to punish for noncompliance is referred to as coercive power. It is based on fear. 4. Information Power. Having formal control over information that people need to do their work is referred to as information power. B. Personal Power Three sources of power stem from characteristics or behaviors of the power actor: expert power, referent power, and prestige power. All are...
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