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Disappearing Indians Who decides who’s in and who’s out. (2)
Disappearing Indians: Who decides who’s in and who’s out.
Student’s name
Institution
Disappearing Indians: Who decides who’s in and who’s out.
Julia Martinez who is a full-blooded Tewa Indian is a citizen of the Santa Clara Pueblo which has bordered the Rio Grande from the 16th century. In 1551, the people of Tewa had discovered Francisco Vasquez de Coronado’s expedition prowling the Rio Grande watershed for gold. In 1628, the Spanish came back to collect souls and enslave the population only to eject in the Pueblo Revolt which resulted in s struggle against Spanish, US as well as Mexican which continues to date.
The great struggle was the fundamental struggle of peoplehood, not just nationhood, and the big deal was who defines people as within the tribal community or outside the city. Julia Martinez who had little reason for thinking in those terms when she married Navajo. After marriage, she gave birth to two children which according to the patriarchal citizenship law, the children could not be enrolled. The two children would have no participation in Pueblo governance as well as could not inherit her house nor have a right to remain in Santa Clara upon the death of their mother. In case a male citizen from Santa Clara was to marry outside the Pueblo as well as have children, the children were entitled to the citizenship of Santa Clara. It is due to this difference in consideration which made Martinez filed a suit under the Indian Civil Rights Act with the claim that her children as well as she, were denied equal protection of the law.
The historical context for exogamy.
Tribal nations had established methods of integrating persons from outside just as European countries had done, long before Native Americans discovered Columbus. Trading routes had crossed the Americans in all directions where even some genetic material moved along with the trade goods. The more involved in trade was, the more had diverse gene pool as in European nations. Prisoners of war were also allowed to marry by some of the tribes (Minow, M. 1991)
In American Indian, the social rule about whom to marry to date has the effect of maintaining diversity in the gene pool. There is the typical dividing point at first cousins in modern state law, with most nations holding marriages with first cousins incestuous. However, the European royals still had their rules that and unions to build political alliances which were common between cousins in the royal families of Europe resulting to a high disease which is called haemophilia although most Indians such dire genetic consequences.
Different rules for different times.
When the children of Julia Martinez became a legal issue, those Indians who had survived who were no longer accepting outsiders were now doing so. Maintaining the rich genetic pool which was the main problem had shifted to limiting tribal membership in a principled way which was consistent with the tradition. The Santa Clara Pueblo-based the citizenship criteria on patriarchy. Nobody could question that it was according to the Santa Clara law as they claimed that their claims were traditional. According to the Indian Civil Rights Act which Julia based her argument, she attacked the promise of equal protection of the law. Julia’s challenge was turned away in the US District Court without even the question that women denial of equal protection of the law where a male could marry outside the Pueblo without the children born in this kind of marriage losing their citizenship. The question of the racial self-definition was the one which the court considered, cutting to the core of sovereignty.
In the delicate area of membership in particular, which the court abolished, for whatever good reasons was to destroy the cultural identity under the guise of saving it. The court of appeal disagreed on equal protection by the law between women and men which had trumped sovereignty. The opinion which would give birth and would be familiar to many readers in Santa Clara Pueblo V. Martinez was appealed to the US Supreme Court by Pueblo.
A typical American had no information which was an Indian or non-Indian that the US Bill of Rights did not apply those Indians who were on Indian land unless they were prosecuted in the federal court. When they got the information on this, Indians quickly understood that they were not parties to the US founding documents because their governments antedate the constitution which it bound them. Those individuals who were non-Indians were left scratching their heads as they believed that that the protections of the Bill of Rights which was to come from the sacred text, was supposed to apply to all human beings who call themselves free.
Civil Rights Act of 1968 of the Indian was a compromise between tribal governments and those who were scratching their heads. The parts of the Bill of Rights which could not work with the tribal council were applied where the remedy for a denial of those rights was a writ of habeas corpus. Those states which were tribal could step on the Bill of Rights as they liked so long as they have sense enough not to lock somebody up in the process.
Julia who had not been in custody could not breach her tribal government’s sovereign immunity where she could have otherwise done so by using it in the federal court. When the Supreme Court recognised this, it reversed the court of appeals where the Santa Clara came to stand for the proposition that Indian nations had an absolute right to decide the tribal government’s qualifications. The fact that Santa Clara stands for the more limited proposition that the Civil Rights Act of Indian did not poke a hole in sovereign immunity except in the federal habeas corpus. (Agnew et.al 2008).
Santa Clara said nothing concerning the politics as well as the law of the race. Her husband who was not a citizen of the Pueblo but was a citizen of Navajo Nation hence if the Indian race where the marriage was only exogamous to the political unit known as Santa Clara Pueblo. The alliance between a Santa Clara woman to a Navajo man leaves the Indian race pure.
Most of the Indian lawyers and the Indians are ambivalent about the Civil Right Act of India and hence concerning Santa Clara. In Santa Clara, it appeared as an endorsement of the absolute right of the tribal nations to set citizenship standards recognising that the tribe could only identify fewer Indians which was an intersection of the interests of the colonial government as Indians had repeatedly failed to disappear on the schedule stipulated by much Indian policy.
In explaining the disappearance of the children of Julia Martinez as Indians, it was not enough to notice that Santa Clara did not say that Pueblo was correct to practice sex discrimination. Sovereign immunity prevented Julia from doing anything about it in court. It was much wondering what might have happened if the Santa Clara government had been trying to recognise more Indians rather than fewer for example by naturalising persons who had no Santa Clara blood at all as most states do now as well as what most Indian nations did before Europeans shown up.
References.
Minow, M. (1991). Redefining families: Who’s in and who’s out. U. Colo. L. Rev., 62, 269.
Agnew, M., Mertzman, T., Longwell-Grice, H., & Saffold, F. (2008). Who’s in, who’s out: Examining race, gender and the cohort community. Journal of Diversity in Higher Education, 1(1), 20.
Saldaña-Portillo, J. (2001). Who’s the Indian in Aztlán? Re-Writing Mestizaje, Indianism, and Chicanismo from the Lacandón. The Latin American Subaltern Studies Reader, 402-23.
Medgyes, P. (1992). Native or non-native: who’s worth more?. ELT journal, 46(4), 340-349.
Cultural Organization In Human Resource Management
Cultural Organization In Human Resource Management
Introduction
Recent studies show that human resource management has become a very important aspect in the success of a business. One of the most valuable assets in any business is the employees. People have associated the human resource management with business performance. Others on the other hand argue that there is no direct impact whatsoever. This conflict led to the emergence of organization culture. This is evident in the way the employees behave and is said to affect the employees’ efficiency, job attitude as well as productivity.
The word culture is very much used in place of work. Sometimes people take it for granted and assume they know the meaning. However, when used in a proper manner, culture could be a tool in achieving high goals in the effectiveness of an organization. Organization culture is a perception held in common by the members of an organization. It is involved in providing the members of the organization with a sense of identity. It also demonstrates commitment when it comes to the mission of the organization and aims at reinforcing the required behavior standards.
It is not easy to change the organization’s culture. It is actually said that changing it is more difficult than maintaining it (Hitt, Ireland and Hoskisson, 2012). Even if change cannot be touched or bring direct results, it has a great impact in the efforts of making the company be successful. The task of changing the organization culture is however difficult as it requires much attention. For it to be a success, it requires measument tools, like the organization culture assessment instrument.
The paper aims at discussing how change is an important theory in culture organization, the understanding of the culture organization, how it can be changed, its application in human resource management and then summarize the solutions or recommendations to the human resource managers.
Researchers have found out that there is a great relationship between the culture organization, HRM and the profitability of the firm. There are certain practices that a company may utilize in making the employers feel comfortable (Preffer, 1995). They are however universal and bring in a very positive effect when it comes to the performance of the organization. HRM practices implementation may lead to the performance of the firm through motivating the employees so that they can adopt the required behavior and attitudes. The practices tend to make the employees uniform and have common goals so as to shape them into the employee behavior. The cultural organization on HRM also creates an atmosphere where all the workers are able to work hard and be involved in the company with the aim of achieving the goals set by the company. One of the practices is rewards which provide great motivation to the employees. This in turn leads to the increased productivity of the business. Arthur, (1994) found out that incentive or merit pay systems offer rewards to the workers who have met certain targets or goals. This therefore makes the workers to be motivated and achieve them.
Organization structure plays an important role in the performance of the business. It is therefore necessary for the company to change the culture that is in existence if the performance is not doing well. In many cases, the organization culture may block the achievements of the business objectives. In such situations, the business requires to change their culture. On the other hand, the change may be necessary for companies to achieve the expected targets or implement strategies (Gupta, 2009). This happens when the company would wish to accomplish certain strategies which are different from the ones that were present earlier on. For example, a company may have new policies, growth, new leadership, market or even new competition. For these to be accomplished, the business requires to be reorganized. This can only happen when it is hand in hand with the organization culture change. The management of the organization culture is also an important aspect especially when there is need to improve the performance of the company.
Change is the most important aspect in the performance of the organization. The fundamental aspects such as goals, beliefs and values are very essential. When the company does not change the organization structure, it becomes difficult for it to succeed. This is because it easily reverts back to the previous dealings. Sustainable change is achieved only when there is change in culture (Cameron and Quinn, 2011). This change requires the management to be well prepared so as to change the organization culture. For instance, if the main strategy involves total quality management with the aim of benefitting the company, the organization culture modification is inevitable. The changes cannot be successful without the changes in the organization culture. This explains the fact that the organization culture change is very important in the performance of a business. The improvement strategies therefore cannot be achieved without it.
The existing problems in an organization can only be dealt with if the organizations comes up with a new culture. This is because the environment in which the business is in is always changing. The context of business is continually becoming complex for big organizations. Technology, social and regulations, political or even social factors are changing with time (Plister, 2009). Most of the challenges that are faced by companies require the organization to have come up with new culture so as to get a solid solution to the problems and solve them completely. Coming up with new culture therefore becomes an important requirement in the performance of the organization (French et al, 2011). The organization culture should therefore be in a position to adapt to the current environment together with increasing complexities. The existing culture is the main factor that determines the change in environment for an organization (Pfister, 2009).
An example of a company that changed the organization culture to achieve the goal of organization performance is the BAME (Building Agency of Ministry of Education) in Saudi Arabia. The agency is involved in delivering and following up the construction projects in the ministry. The culture that existed in 2005 though it had better parts required to be changed so as to improve its performance. Some of the aspects involved disclosing the agency performance to the top management level only. As time went on, the BAME management thought it was having a negative effect when it came to the performance. They held the feeling that if the agency performance was known to all, then the workers would be motivated and work together with the aim of performance (Mohammed, 2013). The managers developed the practice and changed the culture in 2010. This took 14 months to evaluate the method and covering of risks accrued to the changes of the previous culture. Motivation improved and the employees developed a culture of increasing their efforts so as to improve the company performance. BAME was able to record an improved performance in the areas such as employee satisfaction, loyalty and also project completion (Mohammed, 2013).
In conclusion, I would recommend that even though the process of changing the organization culture is difficult and complex, it has several benefits which are achievable and enormous in changing the culture of the organization. Changing the organization culture is very important and is applied when the organization aims at bringing in new strategies aimed at enhancing the performance of the company. In the case of BAME, the organization management were able to implement the best culture change effectively. I strongly believe that if at all the managers did not change the culture, they could not have reached to a better position (Mohammed, 2013). The organizations should therefore take the challenge and modify the existing cultures without fear whenever there are amendments to be made. This is because changing the culture of the organization is the most effective method of changing the needs of the organization hence improving the performance (Cameron and Quinn, 2011).
References
Arthur, J. (1994). Effects of human resource systems on manufacturing Performance and turnover. Academy of Management Journal, 37(3): 670-687.
Cameron, K. S. & Quinn, R. E. (2011).Diagnosing and changing organizational culture: Based on the competingvalues framework. Hoboken, NJ: John Wiley & Sons.
French, R., Rayner, C., Rees, G., and Rumbles, S. (2011). Organizational behaviour. 2nd ed. Hoboken, NJ: John Wiley& Sons.
Gupta, Ashim.(2009). Changing organizational culture. Practical management. Retrieved on 14th Sept 2013 from
http://www.practical-management.com/Organization-Development/Changing-organizational-culture.html.
Hitt, M. A., Ireland, R. D., and Hoskisson R. E.( 2012). Strategic management: Concepts and cases: Competitiveness and globalization. 10th ed. Connecticut: Cengage Learning.
Mohammed A.Q.A (2013). Complexity of Changing Organisation Culture. Queensland University of Technology.
Pfister, J. A. (2009). Managing organizational culture for effective internal control: From practice to theory. NewYork, NY: Springer.
Pfeffer, J. (1995). Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive,9(1), 55-73.
Tourism is one of the biggest and the most rapid developing industry among other industries.
Conclusion
Tourism is one of the biggest and the most rapid developing industry among other industries. It provides employment to about 260 million people worldwide. This industry of tourism is a very important source of income as it provides employment opportunities. It makes about 10.8% of the world’s GDP. Though it is not possible for tourism to be sustainable completely, as all the surrounding industries have impact on it, but it can work in the direction of obtaining sustainability. There has been a continuous degradation of the resources used in tourism promotion due to damage to the environment. It is due to these factors and other related that the larger management and planning should be concerned with its improvement and effective control. They should give it appropriate approach to ensure the development of tourism is enhanced. The most significant of sustainable tourism falls in the objectives that it has in the conservation and increment of the worth of the regional tradition and ethnicity. Sustainable tourism contains all subdivisions of tourism and has similar role as ecotourism. Regardless of their similarity in the objectives, sustainable tourism is wider and contains very many features and types of tourism. All in one accord should give support and necessary assistance to sustainable tourism. Poor management that has caused fear in the tourism industry can be eliminated through this means. The aid in the obtaining of sustainable tourism should be provided with local communities, and even the clients of tourism. Correct incentives should be provided for the companies and managers restored to decrease negative effects on tourism. When all this steps are followed then we shall have a world and tourism industry called ‘We are green’. Sustainability might be achieved at last. It is our due. It is our responsibility.
References
Harris, R. et al (2007), ‘Sustainable tourism’, Butterworth-Heinemann Publisher.
Lois, D. (2006), ‘Managing sustainable tourism: a legacy for the future’.
Rutledge, Publisher.