Visit to Court

I have got a chance to visit court on 2, January 2014 with my group members Biagio Mauri for our law assignment. This is the first time of my life visiting to court and we went to magistrate court around 1pm. That court is located in 363 George Street Brisbane QLD 4001, opening and closing hours is 8:30-4:30. When we arrived infront of the court I feel alittle nervous because I have never been to any court. My group members asked me to turn off all of my electronic devices. In entrance there are some sign of no food /drink and turn off electronic devices. I stepped into the entrance and the first thing I see is security woman with desk in front of the court. She was friendly and asked us to step back to x-ray machines which is use in airport or any other security check.Then she asked us to come one by one, so that my group member would go first and I was waiting him outside of the entrance.After she checked my group member’s bag with metal detectors as she asked me to come in and she did the same way. After security check, we ahead to information counter and we saw some people were asking about the court room that related to their cases. So we qued for a little while and we got reach our trun.My group member requested to receptionist that we are student doing law assignment and which room we need to go.Then she said room 36 is just started and pointed us to get there. I felt so excited to get into the room as I saw auto double door to get into the room. I became noticed everyone is quiet and we took chair in last place. Although I knew that I need to be quiet but my group member remind me to be quiet.After we sat down,I started to discover the circumstances.There were few people sitting with us.The name of the judge was Carmody T and he looked greate on his formal black suit with the white collar.His place was the highest positon of the room and he was sitting.At the second positon, I saw a typist women and she was typing about the case.At the last posit on I saw one lawyer and one policeman who standing were had conversation with the judge.I saw around 4 or 5 police infront of the 2 small glass room that they made with protective glass for protect people from the accuse abuse I guess. After I did sightseeing, the first accuse was already got judgement.So I started focus on second accuse case and listened carefully.Before the accuse come, the lawer talked about the case.That case was nature of crime about theft case, the police woman took the accuse man from the door behind that glass room. The judge asked that accuse man that he feel gulity or not.He said he felt  gulity so that judge continue ask about what he did steal.He admited that he stolen $4658 cash from the high school.Finally the judge made the decision that he needed to give fine $2000 and sent to prison for 6 months. In conclusion, I got a lot of knowledges about the court by visiting magistrate court in brisbane Australia.I experienced about how the judge and lawyer analysis the case and the court procedure.When I left that room I did bow my head down as other people did.I realized how court is important for a countrty, if court does not exist we cannot exactly know what is justice.

Bismarck History Essay

The battleship Bismarck was named in honour of Otto Fà ¼rst von Bismarck, the architect of German unification and the arbiter of European politics during the second half of the 19th century. Bismarck, also known as the â€Å"Iron Chancellor†, was the founder and first chancellor of the German Empire, and through his diplomatic skills, he managed to maintain the peace in Europe for a generation. Otto von Bismarck was born on 1 April 1815 at Schà ¶nhausen in Brandenburg, Prussia. His father, Ferdinand von Bismarck-Schà ¶nhausen, was of the Old Prussian nobility. His mother, Wilhelmine Mencken, from the upper bourgeoisie. He studied law at the University of Gottingen in Hanover, and obtained his degree in 1837 and then entered the Prussian civil service. After leaving the service he helped manage the family estates. He entered politics & married Johanna von Puttkammer in 1847. During the revolutions of 1848, Bismarck favored suppression of revolt and opposed any concessions to the liberals, staying loyal to the monarchy & was determined to free the states from Austrian domination and to unite them under Prussian rule. In 1849, he was elected to the Prussian Chamber of Deputies (the lower chamber of the Prussian Diet). In 1851, Frederick William IV appointed Bismarck as the Prussian representative to the federal Diet in Frankfurt. In 1859, Bismarck was sent to Russia as Prussian ambassador to St. Petersburg, and in May 1862, he moved to Paris as ambassador to the court of Napoleon III. Soon after he returned to Berlin, on 22 September 1862, Bismarck became minister president and foreign minister for the Prussian king William I (Wilhelm I). In 1864 Prussia allied with Austria to provoke war with Denmark. The victorious allies won the duchies of Schleswig and Holstein, but two years later quarrels over the duchies led to war between Prussia and Austria. The defeat of Austria gave Prussia control over the states north of the Main River. Bismarck formed them into the North German Confederation. Relations between Prussia and its age-old enemy France then became tense. In 1870 the nomination of a Hohenzollern prince to the vacant Spanish throne was withdrawn upon French demand. When the French ambassador asked King William I of Prussia to promise that the nomination would never be renewed, the king dismissed the ambassador. France then declared war on Prussia, and the Prussian army, with the armies of the other German states, attacked and defeated the disorganized French (see Franco-Prussian War). The German states were then united, and William I became Kaiser, or emperor, of the new German Empire. Bismarck, raised to the rank of prince, became the imperial chancellor (Reichskanzler). As German chancellor, Bismarck directed his foreign policy at maintaining and strengthening the power of the German Empire. In order to prevent a war of revenge, Bismarck decided now to isolate France diplomatically. In 1873, he formed the Three Emperors’ League (Dreikaiserbund) with Russia and Austria-Hungary. But rivalry in the Balkans provoked the Russo-Turkish War of 1877, and Bismarck had to mediate at the Congress of Berlin in 1878, successfully maintaining the peace. Increasing Russian hostility brought about the Dual Alliance with Austria (1879), and then the Triple Alliance when Italy joined in 1882. Bismarck, however, sought to tie Russia to this alliance by reviving the Three Emperors’ League (1881-87) through the Reinsurance Treaty (1887-90). He also gained British cooperation. During Bismarck’s chancellorship, Germany established colonies in Africa and in the Pacific and built up its industries. William I was succeeded in 1888 by his son Frederick III, a sick man who ruled only three months. Frederick’s son became Kaiser William II. Because William II wanted sole power, he forced Bismarck to resign in 1890. Bismarck retired to his estate at Friedrichsruh, where he died on July 30, 1898 at the age of 83.

Change is a consistent issue for the modern organisation. Discuss the various ways in which the employee may offer effective resistance to this change.

Abstract Modern organisations are consistently prone to organisational change. Change reflects business growth and represents the needs of society. Hence, businesses often make changes in accordance with societal needs by focusing on the customer and marketing as opposed to focusing purely on production (The Times, 2012: 1). Whilst change is often viewed positively, this is not always the case and change is sometimes resisted by employees. This happens for a number of different reasons with one of the main ones being surprise. Employees generally don’t appreciate changes being made unexpectedly as it provides them with a â€Å"threatening sense of imbalance in the workplace† (Kreitner, 2008: 434). A lack of understanding and a lack of skills are further reasons why employees may want to resist change and unless effective training on change is provided, employees will most likely view positive changes negatively (Kreitner, 2008: 434). The various ways in which the employee may of fer resistance to change will be discussed in this essay by analysing a range of models and frameworks that help to establish the effectiveness of change. Introduction Employee resistance to change can be undesirable as it places an obstacle in the way of business development and organisational change. However, there are certain circumstances where employee resistance to change is viewed in a positive light. By resisting change and demonstrating their reasons for doing so, employees may actually be encouraging change by offering alternative solutions and options. As pointed out by de Jager; â€Å"the idea that anyone who questions the need for change has an attitude problem is simply wrong, not only because it discounts past achievements, but also because it makes us vulnerable to indiscriminate and ill-advised change† (de Jager, 2001: 25). Therefore, whilst some may consider employee resistance to change disrespectful and unfounded (Piderit, 2000: 26), others may be consider it to be â€Å"very effective, very powerful† and a â€Å"very useful survival mechanism† (de Jager, 2001: 25). An employer may want to instigate organisa tional change that is inappropriate or wrong and â€Å"just as conflict can sometimes be used constructively for change, legitimate resistance might bring about additional organizational change† (Folger and Skarlicki, 1999: 37). This essay will demonstrate how employees can offer legitimate resistance to change by suggesting alternative organisational change structures that will help to promote sustainability and assist in business development. This will be done by looking at various organisational change models and frameworks that will provide employees with the ability to resist change by offering additional options, which they believe will be in the best interests of the organisation. Employee resistance may lead to proposed change initiatives being revaluated by management who may then consider the most appropriate change for the business, as recommended by the employee. The process of change within an organisation isn’t just about creating a change that individuals will be able to resist, but rather the transition that will accommodate the change (Bridges, 1991: 3). Unless transition occurs, it is unlikely that the change will be effective. It is thus important that employees are capable of resis ting change so that they can offer alternative solutions that may be better suited to organisational needs. Consequently, employee resistance to change is an important contributor to implementing effective change within an organisation. Main Body Burke-Litwin Model (1992) The Organisational Transformation Process, developed by Burke and Litwin (1992: 1), is one of the main models that can be used to implement change within an organisation. Employees can use this model to offer resistance to change by offering alternative solutions that would be better suited to the organisation. Employees can use this model to show the various drivers of change by ranking them in terms of importance (Jex, 2002: 442). The most important factors are featured at the top, with the lower layers becoming progressively less important. By using this model, an employee will be able to demonstrate that all of the factors for change are interrelated and that a change in one factor will affect a change in all of the other factors. Organisations therefore have to consider whether the impact a change will have upon the other factors will help the business to remain sustainable (Hertwich, 2006: 10). As the external environment is at the top of the model, this is the main factor that is likely to influence change. An employee can resist change by offering an alternative solution that takes into account the needs of the external environment (World Commission on Environment and Development, 2011: 1).Porras and Robertson’s Model (1992)Porras and Robertson’s Model of Organisational Change was developed in 1992 to help individuals understand how to approach organisational change. This model is similar to the Burke-Litwin model in that it suggests that the external environment is the main influencer of organisational change. However, this model also suggests that the objectives of the organisation are the main drivers of change and that organisational arrangement, physical setting, social factors and technology all contribute to the changing environment of any organisation. In effect, an employee will be able to rely on this model to effectively resist change by signifying how the change is not in accordance with the overall objectives of the business. Instead they can offer an alternative change solution that is more akin to the organisational arrangement and physical setting of the business as well as social factors and technology. A change can be offered that improves the performance of the organisation, whilst also seeking to advance individual development. Hence, as has been established; â€Å"behaviour change is the key mediating variable in organisational change† (Jex, 2002: 444). If an employee can demonstrate that individual behaviour will be modified in accordance with the needs of the external environment, organisational change will most likely occur. As this model focuses on individual behaviour, desired work behaviours will be better achieved, which will affect the disposition of the organisation overall. This theory does not, however, focus on modern ways of thinking and subsequently fails to adapt to take into account the changing environment.Lewin’s Force Field Ana lysisThe Force Field Analysis model, developed by Lewin in 1951 will help an employee to resist change by providing a framework which looks at the restraining factors (forces) to change. In this analysis, there are two different types of forces, which are forces for change (driving forces) and forces against change (resisting forces). An employee can use the resisting forces to prevent a particular change from happening and use the driving forces to offer an alternative change. These forces can help the employee to alleviate any problems that are likely to arise with change management by helping the organisation to understand the effects a change will have upon the organisation. In demonstrating why a particular change should not take place, the employee will be required to show that the restraining forces exceed the driving forces. If this can be ascertained then the organisation change should not take effect. If the employees want to propose an alternative change, they will be req uired to show that driving forces of the new proposed change exceed the restraining forces. If they can establish this, then the new change should take place as it would be considered beneficial to the organisation. This model is useful to frame a process of change as it is easy to understand, though it seems as though each stage could in fact be expanded so that individuals can understand the process of change a lot more easily.Porter’s Generic Value Chain Analysis The Value Chain Theory, developed by Michael Porter, helps organisations to decide whether changes to the structure of the organisation are required (Porter et al; 2007: 706). An employee can use this model to demonstrate how the organisation does not need the change it wants to resist. The employee can do this by analysing the activities of the organisation, and the costs associated with them, to decide whether the proposed activity is profitable or not. The value chain activities consist of primary and support a ctivities. Whilst the primary activities consist of inbound logistics, operations, outbound logistics, marketing and sales and service, the support activities consist of procurement, infrastructure, human resource management and technological development (Porter et al; 2007: 706). The aim of reviewing these activities is to consider whether the customer can be offered a level of value that exceeds the costs of the activities, resulting in a profit. This will also depend upon whether the organisations activities can be performed efficiently. By using this concept, the employee will be able to demonstrate that the customer cannot be offered a level of value that exceeds the cost of the activities and that no profit can be obtained from the change as a result. This is an effective way an employee will be able to resist change as it provides the employee with the chance to demonstrate how the proposed change does not have any profitable value. Nonetheless, it is likely to prove extremel y difficult for an employee to implement this model due to the fact that employees will not have access to certain information about the organisation and the change.Change Analysis Process Because of how important it is for organisational changes to be properly analysed before they are implemented in order to minimise any associated risks, an employee could employ the change analysis process to deny the changes they wish to resist. Because an organisation needs to be able to adapt to change (Brier et al, 2011: 1) the identification and codification of change scenarios is necessary for the change process to take effect. The process of change requires organisations to adapt to current situations, as opposed to the creation of solutions (Brier et al, 2011: 1). The change analysis process can therefore be used analyse the change by considering the impact the change is likely to have and then subsequently considering whether it should be approved or denied. In resisting change, employees can use this analysis process to put forward their reasons why the change ought to be denied. Whether an employer will take into account the views of the employee is another matter and it seems as though the employee will still be required to overcome many obstacles when putting forward its views and opinions.Realistic Evaluation Model The Realistic Evaluation Model could also be used to demonstrate the ineffectiveness of the proposed change. This will provide the employee with the ability to demonstrate the impact the change will have upon the organisation through proper evaluation. This model is suitable for employees to offer effective resistance to change as the evidence will be based upon realistic ideas and concepts about the change. A proper assessment can then be made about the ineffectiveness of the change so that it can be resisted (Rycroft-Malone et al, 2010: 38). This model is quite similar to Lewin’s Force Field Analysis in that it will enable the employee to re view what is expected from the change, whilst also identifying any problems. The employee will also be able to put forward any associated risks with the change, which will most likely ensure that their resistance is effective. This approach provides a useful framework for helping employees to develop explanations about why the change should be resisted, which it will then be able to present in a coherent way† (Rycroft-Malone et al, 2010: 38). Summary/Conclusions Given the impact organisational change has upon employees, it is unsurprising that resistance to change will often occur. Whilst such resistance to change can have a negative impact upon the organisation, it can also be considered positive on the basis that employees may be encouraging further change by offering alternative solutions and options. In resisting change employees may consequently be able to demonstrate alternative options for change, which may generate better ideas that are more suited to organisational needs. Not only do organisations need to be able to satisfy the needs of its consumers, but they will also be required to satisfy the needs of their employees. This will not only promote the success of the business but it will also lead to economic growth. Employees need to be able to identify and develop change strategies which help to meet organisational objectives and prevent undesirable changes from being made. Any risks that are associated with change will be capable of being overcome by the adoption of alternative change structures. In order to effectively resist change, employees will thus be required to adopt various change management models and frameworks so that they can offer appropriate solutions to the proposed changes. Not only will this prevent undesirable changes from being implemented, but additional strategies will also be developed. In resisting change, employees will be able to demonstrate that the possible risks associated with the particular change outweigh any benefits. Once this can be established, it is unlikely that the organisation will implement the change and any alternative suggestions will most likely be welcomed. It is important that organisations listen to the views of employees as they may be able to offer solutions that are more applicable and better suited to the needs of the organisation. References Bridges, W. (1991). Managing transitions: making the most of change. Reading, MA: Wesley Publishing Company. Brier, J. Rapanotti, L. and Hall, J. G. (2011) Problem Based Analysis of Organisational Change: A Real World Example, [Online] Available: mcs.open.ac.uk/jb9242/jbwebpapers/submittediwaapf06paper.pdf [18 August 2014]. Burke, W. W. and Litwin, G. H. (1992) Transformational Change and Transactional Change. Explanation of the Casual Model of Organisational Performance and Change, [Online] Available: http://www.12manage.com/methods_burke_litwin_model.html [18 August 2014]. de Jager, P. (2001). Resistance to change: a new view of an old problem. The Futurist, 24-27. Folger, R. & Skarlicki, D. (1999). Unfairness and resistance to change: hardship as mistreatment, Journal of Organizational Change Management, 35-50. Jex, S. M. (2002) Organisational Psychology: A Scientist-Practitioner Approach London: John Wiley & Sons. Kreitner, R. (2008) Principles of Management, London: Cengage Learning, 11th Edition, London: Business & Economics. Lewin, K. (1951) Field Theory in Social Science, New York: Harper and Row. Piderit, S.K. (2000). Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change. Academy of Management -794. A, 783. Porter, M. E., Marciano, S., and Warhurst, S. (2007) De Beers: Addressing the New Competitiveness Challenges, Harvard Business School Case 0-706-501. The Times. (2012) The Organisation and Change, Operations Theory, [Online] Available: http://businesscasestudies.co.uk/business-theory/operations/the-organisation-and-change.html#axzz2H6FILJP6 [18 August 2014]. Walonick, D. S. (1993) General Systems Theory, [Online] Available: http://www.statpac.org/walonick/systems-theory.htm [18 August 2014]. Wendell, F. and Bell, C. (1999) Organisation Development, New Jersey; Prentice Hall.

Experts need to slow down the rate of global warming

Experts around the world have been warning about this for decades and have been urging governments to do more to slow down the rate of global warming. They warn that there is a 75% risk that global temperatures will rise a further two to three degrees in the next 50 years. The consequence of this would be dramatic. In fact a rise of just one degree would melt the Greenland ice sheet and drown the Maldives, but a three degree increase would kill the Amazon rainforest, wipe out nearly half of all species facing extinction and wreak havoc with crop yields due to weather changes. Whilst the global climate goes through hot and cold cycles, what is worrying about the current phase is the pace of change that could send us head first into a final spin. Although we have certainly benefited from technological advancements that have given us plastics, air travel and cheap food – what is important is to maintain a balance so that excessive consumerism does not ride roughshod over nature's harmony. In Islam man is given the role of trusteeship over the earth, which is a huge responsibility. In the past, man had to be careful how he treated his local environment since excessive grazing or agriculture could bring ruin to his livelihood. His knowledge was also limited but in the event of a disaster either through ignorance or abuse at least he could resort to moving elsewhere and start again. Now we should have no excuse for ignorance and we should have learnt from our past to avoid misuse. But what is worrying is that the impacts of our behaviour are not just local anymore, they are global. If we fail to act in a responsible manner then we cannot simply relocate because there will be nowhere to go. It is therefore vital that as producers, manufacturers and consumers, we ensure that we give due consideration to the impact of our actions. Such a responsibility is not just that of the east or the west but a responsibility for all of us. Islam teaches us that God has continued and will continue to provide us with ample resources for all time. But through man's misuse, this balance may change. It is this personal greed of man that makes them squander these resources and deprive others who may need those resources. The Holy Quran warns mankind in Chapter 7, verse 32 â€Å"O children of Adam!†¦ eat and drink but exceed not the bounds; surely He does not love those who exceed the bounds† The overall message of Islam is that it promotes harmony by advising moderation. It accepts that we need to use resources for our progress but this should be done wisely and in a sustainable manner, so that a satisfactory medium is found. The Holy Quran relates in Chapter 25, verse 68 â€Å"those who, when they spend are neither extravagant nor niggardly but moderate between the two. So as individuals we should act on the Quranic injunction that promotes balance and avoids excess and Nations need to be more willing to share knowledge for the sake of the planet rather than for profit and take collective action in line with their collective responsibility. By doing so we will be able to win the pleasure of God and honour our trusteeship of the earth for the present and future generations

World Without Mosquitoes

Mosquitoes are known to have been on Earth for more than a hundred years and in that long period of covering with different species they cease to be recognized as pests and disease spreading organisms that kills nearly one million people each year. This disadvantage to our community has led to the consideration of wiping them off the surface of the Earth. Primarily, this Idea would be beneficial to humans since not only the nuisance but also the spread of a number of pathogenic diseases would stop.However, while the study attempts to accentuate the benefit of eradicating hem it fails to elaborate its main problem and that is on how to actually get rid of the organism. This has become the study prior limiting factor for the reason that existing methods for killing mosquitoes have not yet been fully developed by scientists. All the more now since this organism manages to still exist and become resistant to the less toxic materials being used on them. Unfortunately the supposedly more e ffective yet at the same time more toxic chemical would be dangerous to man's health which should not be taken lightly by all means. The Idea of eradicating mosquitoes becomes concerned with the concept of sustainability with regard to Its economic and social sector. This involves the economy since funding Is given to health organizations most especially to countries with high malaria burden.While In the concept of social, since the welfare of the human beings is primary given importance the obvious benefit is that more lives will be saved and will no longer be infected by the diseases. However, the downside to this issue is that it would add to the increase in human population. Admittedly, the death and infection of humans for many years may be tragic but in the obvious sense t is nature's way of regulating its population. The research paper wants to point out that eradicating mosquitoes would not have serious consequences for ecosystems.Some scientists think that the removal of th e organism would â€Å"heal quickly' as the niche would be filled with other species. A raised concern could be that if the study has stated that only a few hundred species bother or bite humans, the Idea of totally eradicating the organism Is put Into question. Different studies have already proven that some species are useful as well as beneficial to other organisms. Despite all that, it is still becomes evident that unmans do not benefit from the mosquitoes.The benefit being presented is somewhat overshadowed by giving importance to â€Å"human comfort† based on what becomes the prevailing theme of the study. It was observed that the assumptions made in the study had similar notions. It all had the point of directly stating that the loss of the mosquitoes would be somewhat insignificant and they have not been much of a benefit to humans at all. However it is a good thing the study had shown objectivity by also presenting studies that come to show the organism's benefit to other organisms as well.The deferent ideas that have been Injected are supported by evidence. However, It Is good to take note of the study degree of uncertainty. It was also observed that some conclusions were not yet backed up by other studies and most of these were Just concluded through other people's research. And although there is that sense of objectivity, there is the would not be needed in this world. An improvement to this study could have been showing more certainty through different supporting evidences and that being more objective to the issue could have made readers think more critically.

Human development Essay Example | Topics and Well Written Essays - 750 words - 1

Human development - Essay Example This paper will discuss how the views of Gesell and Piaget differ on the developmental changes that occur. Gesell believed that believed that the child’s personality is the product of slow gradual growth whereas Piaget believed that the acquisition of knowledge is a process of continuous self-construction (Silverthorn, 1999). According to Piaget, human development occurs gradually through a series of ordered sequential stages whereas Arnold Gesell’s concept of maturation is based on ‘intrinsic growth’ which takes place naturally and almost automatically. Piaget believed that growth of knowledge is a progressive construction of logically embedded structures. The lower less powerful structures merge with the higher more powerful ones as the development takes place up to adulthood. Gesell argued that the child’s development is influenced by two factors – child is a product of environment but genes are more important. The unfoldment takes place in a particular sequence which should not be ignored (Tennessen, 1997). Each child is unique and the rate of development varies. The development according to Gesell does not proceed in a staircase manner but is fluent and continuous (Packer, n.d.). The human life cycle is governed by natural laws but according to Piaget the child acts on and interacts with the immediate world to construct an increasingly elaborate concept of reality. Through experience a child may form some incomplete ideas, which may lead him to contradictory conclusions, and the process of resolving these may further lead to more complex thinking and learning. Gesell’s perception is based on the maturational theory which states that the chief principle of developmental change is maturation. He described in detail how behavior changes with age. Cognitive development refers to the changes in the cognitive structures and processes. It describes children as the active solver of problems and the child’s

Hamlet Essay Example | Topics and Well Written Essays - 500 words - 11

Hamlet - Essay Example For Hamlet his controlling power is his words, they are not only his way of to express himself but also his weapon, in many situations he has come across as the king of wordplaying. However because of his contradicting nature his word might also lead to arresting him. Since he is an observer, his analysis may lead to exhaustion resulting in being indecisive. His words at point also lead him to not being able to take revenge for his father’s death. At some point Hamlet’s character portrayed madness too, he was in love with Ophelia but he would also end up abusing her verbally. It would almost seem like Hamlet is under the influence of a mask, so he can actually decide and pick the kind of character he would want to play. The most prominent quality in the nature of Fortinbras was his ability to prove his words through his actions. Even if some matters would not require him to react he would take an action without having to think twice about the consequences.Often in the play Fortinbras took decisions based on his emotions and did not think about what his action may cause. As compared to all the other main characters in the play Fortinbras barely speaks. Fortinbras has a strong emotional bonding with his family which is something thats differs him and Hamlet. It is this affection of his that leads Fortinbras to not welcome war. He could be easily manipulated by displaying respect and loyalty for his family. Fortinbras for sure is a soldier but he never believes in slaughtering and murdering people brutally. He is probably the only character who took the initiative to help repair the damaged. His action and his ability to speak his mind leads him to become a framing character. Calling Laertes hot-headed won’t be something wrong, his father’s death has caused him to feel so much anger and many people thought that his anger is his biggest strength. He has a very charismatic personality enough to appeal anyone, he is also