Hideki Tojo

On December 23, 1948, the United States executed a frail, bespectacled man of almost 64 years.   The prisoner, Hideki Tojo, had been convicted of war crimes by the Tokyo War Crimes Tribunal, and he would be the highest-ranking officer from Japan to be executed.   To his dying day, Tojo maintained that The Greater East Asia War was justified and righteous.   However, he did apologize for the atrocities commited by Japanese troops during the Second World War.    Who was Hideki Tojo? Hideki Tojo (December 30, 1884 - December 23, 1948) was a leading figure of the Japanese government as a general of the Imperial Japanese Army, leader of the Imperial Rule Assistance Association, and 27th Prime Minister of Japan from October 17, 1941 to July 22, 1944.  It was Tojo who, as Prime Minister, was responsible for ordering the attack on Pearl Harbor Dec. 7, 1941. The day after the attack, President Franklin D. Roosevelt asked Congress to declare war on Japan, officially bringing the  United States into World War II.   Ã‚   Hideki Tojo was born in 1884 to a military family of  samurai  descent. His father was one of the first generation of military men since the Imperial Japanese Army had replaced  samurai warriors after the Meiji Restoration.   Tojo graduated with honors from the army war college in 1915 and quickly climbed the military  ranks. He was known within the army as Razor Tojo for his bureaucratic efficiency,  strict attention to detail, and unwavering adherence to protocol. He was extremely loyal to the Japanese nation and the army, and in his rise to leadership within Japans military and government he became a symbol for Japans militarism and parochialism. With his unique appearance of close-cropped hair, mustache, and round eyeglasses he became the caricature by Allied propagandists of Japans military dictatorship during the Pacific war.   At the end of World War II, Tojo was arrested, tried, sentenced to death for war crimes, and hanged. Early Military Career In 1935, Tojo assumed command of the Kwangtung Armys Kempetai or military police force in Manchuria.   The Kempetai was not an ordinary military police command - it functioned more like a secret police, such as the Gestapo or the Stassi. In 1937, Tojo was promoted once more to Chief of Staff of the Kwangtung Army. July of that year saw his only actual combat experience, when he led a brigade into Inner Mongolia. The Japanese defeated Chinese Nationalist and Mongolian forces, and established a puppet state called the Mongol United Autonomous Government. By 1938, Hideki Tojo was recalled to Toyko to serve as army vice minister in the Emperors Cabinet.   In July of 1940, he was promoted to army minister in the second Fumimaroe Konoe government.   In that role, Tojo advocated an alliance with Nazi Germany, and also with Fascist Italy. Meanwhile relations with the United States worsened as Japanese troops moved south into Indochina. Although Konoe considered negotiations with the United States, Tojo advocated against them, espousing war unless the United States withdrew its embargo on all exports to Japan.   Konoe disagreed, and resigned.   Prime Minister of Japan Without giving up his post of army minister, Tojo was made the prime minister of Japan in October 1941.   At different points during World War II, he would also serve as the minister of home affairs, education, munitions, foreign affairs, and commerce and industry.    In December of 1941, Prime Minister Tojo gave the green light to a plan for simultaneous attacks on Pearl Harbor, Hawaii; Thailand; British Malaya; Singapore; Hong Kong; Wake Island; Guam; and the Philippines.   Japans rapid success and lightning-fast Southern Expansion made Tojo immensely popular with the ordinary people. Although Tojo had public support, was hungry for power, and was adept at gathering the reins into his own hands, he never was able to establish a true fascist dictatorship like those of his heros, Hitler and Mussolini.   The Japanese power structure, headed by the emperor-god Hirohito, prevented him from attaining complete control.   Even at the height of his influence, the court system, the navy, industry, and of course Emperor Hirohito himself remained outside of Tojos control.   In July of 1944, the tide of war had turned against Japan and against Hideki Tojo.   When Japan lost Saipan to the advancing Americans, the emperor forced Tojo out of power.   After the atomic bombings of Hiroshima and Nagasaki in August of 1945, and Japans surrender, Tojo knew that he would likely be arrested by the American Occupation authorities. Trial and Death As the Americans closed in, Tojo had a friendly doctor draw a large charcoal X on his chest to mark where his heart was.   He then went into a separate room and shot himself squarely through the mark.   Unfortunately for him, the bullet somehow missed his heart and went through his stomach instead.   When the Americans arrived to arrest him, they found him laying on a bed, bleeding profusely.   Im very sorry that it is taking me so long to die, he told them.   The Americans rushed him to emergency surgery, saving his life. Hideki Tojo was tried before the International Military Tribunal for the Far East for war crimes.   In his testimony, he took every opportunity to assert his own guilt, and claimed that the Emperor was blameless.   This was convenient for the Americans, who had already decided that they did not dare hang the Emperor for fear of a popular revolt.   Tojo was found guilty of seven counts of war crimes, and on November 12, 1948, he was sentenced to death by hanging. Tojo was hanged on December 23, 1948.   In his final statement, he asked the Americans to show mercy to the Japanese people, who had suffered devastating losses in the war, as well as the two atomic bombings.   Tojos ashes are divided between the Zoshigaya Cemetery in Tokyo and the controversial Yasukuni Shrine; he is one of fourteen class A war criminals enshrined there.

The Limitless Possibilities of Art - 819 Words

Definition Essay – The Limitless Possibilities of Art Before attempting to define art in even the most abstract of terms, I must preface with an apologia, for any definition of art dooms itself to failure as long as it attempts to categorize together objects or actions which belong to no unified category. Where does one set boundaries to determine the limits of the category ‘art’? Mine will serve only to elaborate my own personal opinions as there exists no objective method of evaluation for a definition of art as a whole (at least one which does not set arbitrary boundaries). Because of this inability to objectify art, we must conclude that art is by nature subjective and exists—at least conceptually—largely in the†¦show more content†¦something arising from human intention rather than natural processes. While some innovators have attempted to challenge this paradox and create art both natural to human expression and natural to nature—and here I think of John Cage, primarily—their a ttempts have not always met with success and have garnered less artistic appreciation than attention to the questioning of their artistic integrity. Why, however, must art in this context constitute the unnatural, for as a creation of a product of nature (us), is its existence not equally as natural as ours? For some reason, human experience has produced an artistic spectrum bound on one end by art and on the other by nature, and within this artificial, perceived polarity arises a tension in which the artist lives and works, attempting to move closer to the former pole. This duality would seem to suggest a more platonic evaluation of the making of art: a linear creative movement from the natural and the uncontrollable to the utopian ideal. Fundamental to my conception of art is also the idea of creation—abstract or concrete, positive or negative. In spite of the conscious or unconscious intentions of the artist to relate human experience, art involves the bringing of something into existence, be it a gesture, a tone, a color, or a shape. However, this creative act presents a paradoxShow MoreRelatedThe Main Contribution Of Growth1157 Words   |  5 Pages What is art? What does it mean to be a part of the art? Every September Grand Rapids hosts Art Prize which is the largest art competition in the world. What does that mean? The city turns into a rainbow of color, and a sea of people. Artists, spectators, and critics alike gather to embrace the two week experience. Art Prize was launched by Rick Davos, to ignite conversation in Grand Rapids. 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Changing Roles of Men and Women Free Essays

In Britain in the 1960s and 1970 sociologists were examining the levels of underachievement of working class pupils. It was clear from the evidence that they were underachieving compared to the middle classes in terms of gaining access to selective schools, achievement at 16 – O Levels/CSEs/GCSEs entry to university and further training. In other words, it was clear that working class children were most likely to end up doing working class jobs. We will write a custom essay sample on Changing Roles of Men and Women or any similar topic only for you Order Now Despite this evidence, it was not entirely clear how working class pupils failed. This was revealed by the pioneering work of Paul Willis (1977). Whereas previous explanations of working class failure in the education system tended to provide very mechanistic approaches which were based on the logic of a particular theoretical approach, Willis set out to examine the actual experiences of a group of working class ‘lads’ and to investigate what actually happened to them. It is only through a more qualitative approach that such an insight can be gained. It is believed that ethnography provides a more valid (accurate) picture of social life which more quantitative methods such as questionnaires cannot do. In Willis’s book Learning to Labour: How Working Class Kids Get Working Class Jobs, he is a participant observer of 12 boys in a West Midlands school in the 1970s. He follows them during their last year and a half at school and their first few months at work. (The small sample – 12 boys – is clearly a limiting factor to his work as well as the fact that he only focuses on boys). In this essay there will be an examination of the issues raised in relation to Willis’ study by Gordon (1994) and an assessment of how well she seems to explain these issues and whether her points are shared by other critics of Willis’ study such as†¦ How to cite Changing Roles of Men and Women, Papers

Organisational Culture of Google Constraining †MyAssignmenthelp.com

Question: Discuss about the Organisational Culture of Google Constraining. Answer: Introduction Google is one of the leading organisations in terms of organisational culture and innovation. The organisation has attained continuous growth and success in last decade. The company is considered as one of the best employers of choice as it offers huge work-life balance and flexibility to its employees with a strong organisational culture. But with rapid expansion and increasing number of employees across the world, there are certain issues faced by Google in terms of managing organisational culture, innovation and hiring and recruitment (Verma, 2006). There is a need to have some sort of changes in the organisational culture to have continuous development growth and innovation from the future perspective. Organisational culture of Google constraining its future growth There was an organisational culture at Google which was highly employee oriented where people used to give their opinions and viewpoints in the discussion process. The company also used to have sharing of the financial results to the employees. In present time also, Google has a significant involvement of the employees in decision making and discussions but such organisational culture is supporting on one end but on the other end is constraining the success of the organisation because of increased involvement of they employees and a number of issues associated with such organisational culture (Baker, 2014). The high involvement of the employees and increased employee engagement is one of the key factors behind the rapid innovation of Google as the ideas are taken from the employees and it is one of the regular practices at Google which is performed at every branch of the company across the globe. But with the increasing diversity as well as upsurge number of workforce, it has become challenging for the organisation to maintain and implement the same organisational cultural practice (Leidner and Kayworth, 2006). In a big and extensive organisation, offering each and every employee with a same benefit and involvement is very much difficult and because of which the organisations are required to compress its practices of having involvement of all they employees on regular basis and have huge discussions with them (Kandampully, 2002). In a diversified and global organisation, there are various issues that take place at the time of such organisational practices such as unequal preferences to the opinions and views of all the employees, inequitable chance to each and every employee, feeling of dissatisfaction, chaos and internal conflicts (Ellonen, Blomqvist and Puumalainen, 2008). Therefore, to save the company from all those issues and to avoid constraining the growth of Google there is a much need to have a change and modification in the organisational culture of G oogle. Changes required in the organisational culture of Google for coping up with the future size of the organisation For coping with the challenges of organisational culture in respect with the future size of the organisation there is a need to have a number of changes and modifications in the organisational culture. Following are the changes required to be made in the organisational culture of Google: Thorough Hiring Process The hiring process of Google was claimed as very lengthy and time consuming and thus, it is necessary to have a change in the hiring process. There is a need to change the hiring process by adding technical aspects and having a fast and more improved selection process. There is also a need to recruit people on a specific and particular post so that a proper line of authority can be established at Google (Verma, 2006). Practicing Open-Door environment and transparency With the increasing number of workforce, the organisation is required to maintain its organisational culture to be highly transparent and open-door. Instead of regular meetings and discussion, there can be taken use of an open-door environment where any employee can share its views and ideas at any point of time and is not required to wait for the meeting or open discussions. It is also required to have high level of transparency in the organisation so that the increasing number of workforce does sense the feeling of unequal behavioural practices. Therefore, it is essential that the organisational culture must be modified in such a manner that high level of transparency may be there in the organisation (Vise, 2007). Specific positions and job profiles The next change in the organisational culture is to hire the employees on a particular and specific job profile and position rather than offering all the employee a similar position which may result in increase chaos at the organisational workplace. There must be change in the organisational culture by forming a properly structure organisational hierarchy. The more structured and arranged hierarchy will be there will a clear set of positions, the better will be the working and more smooth organisational culture could be developed (Martins and Terblanche, 2003). Making HR into Science There is a need to have change in the organisational culture by dealing with the human resources department and function with a more practical approach. The company must have more use of data and analytics for making most correct human resource decisions in respect with the employee retention, turnover, absenteeism, etc. (Vise, 2007). Impact of changes on Google's capacity to innovate The organisational culture is considered as the base of any organisation and its sustainability and any kind of change or modification in the organisational culture may lead number positive as well as negative impacts on the various aspects of the organisation. In the case of Google, a change in the organisational culture may have a direct impact on its innovation capacity. Google is recognized as one of the most innovative and pioneering organisation that take sue of various innovative techniques and platforms (Vise, 2007). But behind this continuous innovation, there was a major role of its organisational culture where all the employees were given a chance to give their innovative ideas which can help the company in getting huge success. But with eth change in the organisational culture and reduced meeting and discussions with the employees, can have a negative impact on the innovation capacity (Mosley, 2007). As there will be decreased employee engagement which can lead to un-invo lvement of the organisational workforce. Thus, to overcome the negative impact on the innovation capacity, there will be taken use of open-door environment of eth company where all the employees can any point of time share their views and ideas so that not only the issues of increasing workforces may impact eth culture and innovation but can also have a new way of getting things done (Steiber and Alnge, 2013). Conclusion From this paper and the analysis of the case study, it can be concluded that with the increase in the organisational size and growth, there are various issues that take place and also demand a change in the existing pollicises and organisational structure. In a similar way, there is also a need of change in the organisational culture of Google because of its continuously rising number of workforce and the associated human resource issues. The report states that the innovation aspect of the company may have a series of impact with the change in the organisational culture but with positive changes and strategic implementation, there can be get improved organisational culture supporting the growth of the organisation as well as the employees. Thus, from the overall report, it can be concluded that every organisation demands change and it is also necessary to have regular modifications in the organisational culture and policies to have a better and sustainable future. References Baker, T., 2014.Attracting and retaining talent: Becoming an employer of choice. Springer. Ellonen, R., Blomqvist, K. and Puumalainen, K., 2008. The role of trust in organisational innovativeness.European Journal of Innovation Management,11(2), pp.160-181. Kandampully, J., 2002. Innovation as the core competency of a service organisation: the role of technology, knowledge and networks.European journal of innovation management,5(1), pp.18-26. Leidner, D.E. and Kayworth, T., 2006. A review of culture in information systems research: Toward a theory of information technology culture conflict.MIS quarterly,30(2), pp.357-399. Martins, E.C. and Terblanche, F., 2003. Building organisational culture that stimulates creativity and innovation.European journal of innovation management,6(1), pp.64-74. Mosley, R.W., 2007. Customer experience, organisational culture and the employer brand.Journal of Brand Management,15(2), pp.123-134. Steiber, A. and Alnge, S., 2013. A corporate system for continuous innovation: the case of Google Inc.European Journal of Innovation Management,16(2), pp.243-264. Verma, M., 2006. Googles HR Dilemma. ICFAI Business School. Pp.14. Accessed on: 31st October, 2017, Accessed from: https://www.ibscdc.org/Case_Studies/HRM/HRM0020P.htm Vise, D., 2007. The google story.Strategic Direction,23(10).