“The Thief of Bagdad is a 1940 British Technicolor Arabian fantasy film produced by Alexander Korda and directed by Michael Powell, Ludwig Berger, and Tim Whelan, with contributions by Korda’s brothers Vincent and Zoltán, and William Cameron Menzies. The film stars child actor Sabu, along with Conrad Veidt, John Justin, and June Duprez” (“The Thief of Bagdad (1940 film)” par. 1).
Even though the movie was filmed by the organization of its producer, which was called ‘London Films’ at was situated in England, because of the outburst of World War II, the shooting had to be finished in the United States. Even though this movie appears to be a new version of the earlier film, both movies embrace several important alterations not only in the color of the picture but in the plot as well. One of the most noteworthy differences is the fact that the thief and the prince appear to be the dispersed main lead roles in the preceding version of the movie. The movie’s framework is retailed in the form of a remembrance, imitating the manner of the Arabian Nights. By the means of its scrumptious Technicolor, intense scenes, and extraordinary pictorial miracles, the movie ‘The Thief of Bagdad’ has enchanted the spectators of all ages and from all generations for more than fifty years.
The chapter of the book ‘Color, the Film Reader’, which is written by Natalie Kalmus and is called ‘Color Consciousness’ applies several movies, including ‘The Thief of Bagdad’ as an example of using the new at that time technique of Technicolor. The movie ‘The Thief of Bagdad’ reveals distinguished, diverse and in the different circumstances extraordinary usages of Technicolor. It implements the role of a case study in order to determine the ways of how the concentration of shades in the movie offers an arrangement of diagnostic and theoretic viewpoints that disclose the multifaceted encounters modeled by color to the movie learning. The specific importance of this essay is positioned on the impact of Natalie Kalmus’s ‘Colour Consciousness’ thoughts and the application of her person as a leader of Technicolor’s Color consultative facility. Her effort in spreading the procedure of Technicolor to the United Kingdom is approached as one of the most noteworthy impacts on the frequently disordered response to the colors during that period of time. Basing upon the archival foundations, trade documents, and recorded studies, this movie review approaches the film in the framework of the rehabilitated attention to the colors that have been obvious for the previous several years.
“In Bagdad, the Grand Vizier Jaffar has King Ahmad cast into a dungeon and takes power for himself. But Ahmad manages to escape with the help of a young thief, Abu. In Basra, the king falls in love with the sultan’s daughter” (“The Thief of Bagdad (1940 film)” par. 4). Nonetheless, his competitor for the love of the royal daughter is none other than Jaffar, who applies the enchanted supremacies in order to take the sight of Ahmad away and transform Abu into an animal. This story is magical, and it should be retold with the help of the magic powers of contemporary progress. The makers of the movie along with the color advisor Natalie Kalmus stressed in their comment that they were not simply producing colored image cards with the help of Technicolor. Even though the producers claimed that the movie ‘The Thief of Bagdad’ is believed to possess more than a thousand colors at its discarding, every section is produced with a careful shade. Simple red has the control over the scenes of the multitudes while blue and green indicate a heavenly allotment.
The greeting accommodations of the sultan sparkle with gold and silver; and as the opposing scenes, the bivouac of the Bedouins is a pavilion in orange. In order to achieve the necessary contrast of the characters in the movie, Jaffar, the antihero of ‘The Thief of Bagdad’, give the impression most of a man without any colors, with the black or white clothes. The point of the movie is that every single upshot, administered by the magician of the visual effects Lawrence W. Butler, is applied in order to advance and excavate the plot of the film. The view has to comprehend the extraordinary exquisiteness of more than a few acts presenting outstanding towns mounting the hills in the background of the picture. The lens of the camera is misled by the picture into making the viewer observe the forefront as the background. The metropolises are all colored peach or blue without exceptions; these visual effects allow the viewer to see them as more fantastical. With the help of Technicolor, the producers explain that every detail matters.
As a consequence, the Arabian traditional tale of a thousand and one nights advanced several idealistic dashes with its allure, color, its cheerfulness, and contentment, at a time when the entire planet was vibrating with the dread of the World War II. Even nowadays, the movie pleasures the all-observing eye from, as Ahmad would have said, the other part of history.
The Thief of Bagdad (1940 film) 2015. Web.
Inborn And Trained Manager’s Skills
Being a good manager is a factor that goes beyond formal training and it requires a great deal of talent. In the context of the global business environment, good managers are required to have apt leadership abilities. The relationship between a manager and an employees is one of the most significant liaisons in any organization. Therefore, good managers make sure that their employees remain contented, motivated, and productive. There is a great debate as to whether managers are made or created. One school of thought thinks that all the skills that an individual requires to be a good manager can be acquired from learning and through practice.
On the other hand, another group thinks that managerial abilities are part of an individual’s natural talent. According to this group, good management is almost an instinctive endeavor for naturally occurring managers. Most of the debate that surrounds the issue of management has to do with the belief in nature or nurture. The quagmire for companies is to decide whether they want to rely on managers with natural talent or those with ample and relevant training. This essay argues that good managers are created through rigorous training and experience, and natural ability alone is not enough in modern management.
Although natural abilities play a vital role in management, good nurturing of talents, skills, and abilities makes all the difference. The principle of nature versus nurture suggests that it is important to understand the difference between inherent qualities and acquired abilities (Ahearne & Kraus, 2014). Managers enter the world of management with only a limited endowment of natural abilities. Other times, managers only employ their training for their various management duties.
Nevertheless, good management is a form of leadership that just like a skill, is learned by training, practice, perception, and experience. According to recent statistics, “a common problem in modern management is that only one in five managers has above-average leadership qualifications” (Quinn, Bright, & McGrath, 2014, p. 23). However, it is important to note that not every manager is a leader and these two skills are independent of each other to some degree. It is easier for a manager to learn how to lead than it is for a leader to learn how to manage. Therefore, management skills are more valuable than leadership in the context of the modern business environment.
On the other hand, natural managers are favored for their instinctive actions that are important when an organization is in crisis. Natural leaders often gain an advantage over nurtured leaders because they can bring out the best in everyone within the working environment. A look into the statistics of management indicates that history favors natural leaders over nurtured leaders (Quinn, Bright, & McGrath, 2014). Consequently, most of the renowned natural leaders in history such as Nelson Mandela and Steve Jobs depended mainly on their natural abilities for them to reach their full potential. Even though natural leaders are rare and sought after, this does not mean that they are a one-size-fits-all phenomenon in management.
Consequently, organizations around the world reckon that nurtured leaders are more reliable than natural ones. The presence of a well-trained leader is felt in all spheres of an organization. On the other hand, natural leaders often excel in a few areas and fall short in others thereby creating an imbalanced sense of management. The first step in recognizing a good manager is through an assessment of manager-staff relationships. A research study on management “concluded that while one of the most important decisions a company can make is whom they select to manage, companies fail to choose the candidate with the right talent for the job 82 percent of the time….(while it is) managers who drive 70% of employees’ engagement” (Raducan, 2014, p. 812). Organizations rate their managers using their abilities to foster good relationships and spur growth at the same time.
Therefore, organizations are most interested in a convergence of management skills and not just excellence in one area while the others lag. Natural managers tend to excel in one or two particular areas while they struggle in others. This tendency means that a nurtured manager can fit into any organization while a natural manager is only a good fit for specific situations. For example, a natural manager is often known for specific abilities such as human resource management, financial-management prowess, and marketing among others. These skills are very important in specific situations but they do not represent all management needs. Organizations often consider natural managers to be seasonal but nurtured managers are important for every situation. Furthermore, research indicates that all managers perform best when they have a profound understanding of their organizations (Raducan, 2014). This deep understanding of an organization can only be achieved through nurturing.
Eventually, a well-rounded natural manager can bring harmony to an organization as opposed to creating a major disruption in the guise of bringing change. The focus of any manager is to solve problems by acquiring an understanding of their root causes. The quest for improvement does not have to lead to confusion and chaos. This is one of the major differences between natural and nurtured managers. Natural managers have been observed to thrive in chaos while nurtured ones often solve problems without commotions (Raducan, 2014).
The opposing argument is that nurtured leaders tend to be mediocre whereby all they do is to avoid challenges and look for people to shift blame to when things go wrong. On the other hand, “a natural leader confronts and handles problems head-on and only quits when the job is done” (Ahearne & Kraus, 2014, p. 69). The argument is that the strategy of natural leaders is the main reason why commotion accompanies them. In the current environment, natural/disruptive leaders often seem like the best solution but research indicates that their strategies only work in the short-term. Currently, the challenge for most organizations is not to achieve tremendous growth, but to ensure survival. Nurtured managers are well equipped to ensure that an organization can survive the uncertainties of the current world.
Managers come in different shapes and sizes but while some rely on their natural abilities to perform, others solely depend on their training. In this essay, it has been proven beyond doubt that although natural abilities have their place in management, nurtured individuals are the ultimate solution to the current environment. The popular opinion is that while ‘strategy can make up for talent, talent cannot make up for strategy’. Therefore, both natural and nurtured managers require training in the same manner. Eventually, an organization should rely on a well-trained manager because he/she comes with a higher guarantee than the natural leader. Leaders are expected to harmonize instead of disrupting the operations of any organization. Overall, the aim of most organizations today is to survive the modern torrential business environment and nurtured managers are better equipped for this job.
Ahearne, M., & Kraus, F. (2014). Performance impact of middle managers’ adaptive strategy implementation: The role of social capital. Strategic Management Journal, 35(1), 68-87.
Raducan, R. (2014). Leadership and Management. Procedia-Social and Behavioral Sciences, 149(1), 808-812.
Quinn, R. E., Bright, D., & McGrath, M. R. (2014). Becoming a master manager: A competing values approach. New York, NY: John Wiley & Sons.
Waco Critical Incident And Possible Prevention
State security is often put in danger by various natural and manmade factors. Critical incidents are among the most serious situations that can undermine social stability and lead to significant losses. Waco incident is one of the most striking fatal events in the recent American history. While indicating the need to cope with dangerous sectarian movements, this incident at the same time showed that hasty and unreasonable, decisions of the law enforcement bodies can lead to catastrophic outcomes.
To understand the issue completely, one should define the notion of the critical incident. A critical incident is understood as “a relatively brief occurrence involving injury, loss, or conflict of significant proportion, with the potential to change existing societal norms” (Schwester, 2014, p. 35). Among the key attributes of a critical incident, Schwester (2014) names social trauma, extreme fear, unexpectedness, emotional effect on the trained staff, undermined trust of the public, a relatively brief period, serious injuries or loss of life, damages of property and infrastructure, extensive media coverage. Critical incidents are often hard to foresee. Responsible state authorities have to act immediately and ensure the least possible loss during the liquidation of immediate effects of the incident.
The essence of the Waco critical incident lies in the enormous amount of human victims. From February 28 to April 19, 1993, the FBI and the US National Guard was conducting a siege of the Mount Carmel ranch held by the religious sect “Branch Davidians”. The residents of the Mount Carmel were suspected of violation of the state weapon law. The FBI initiated an investigation and then started a raid where ten people died in a gunfire. The raid transformed into a 51 days siege, which ended with the final the assault of more than 700 people, armored vehicles and helicopters. During the siege, the building was set on fire leading to the death of 82 members of the sect, with 27 children among them (Lynch, 2001). According to the further government investigation, the sectarians set the fire themselves. It was stated in the report that “the FBI exhibited extraordinary restraint and handled the crisis with great professionalism” (US Department of Justice, 2014, p. 6). The critics of the official state version argued that the fire was caused by the FBI’s extensive use of tear gas (Lynch, 2001).
Evaluating the Waco tragedy, one can see that it meets the criteria of a critical situation. There was a significant amount of human deaths, including children. The events were shown on the TV covering broad audiences (Schwester, 2014). The shocking tragedy could have been avoided if the FBI decided to catch the leader of the sect, David Koresh when he was outside the building (Docherty, 2001). Schwester aptly notes that the disaster was even more that human victims, something more disastrous was coming – “a breach of trust between government and the governed” (Schwester, 2014, p. 6). Many citizens saw the government as an evil that could engage force to attain even dubious unchecked goals. The state agents applied standard operating procedures in a situation where some other more shrewd and sophisticated methods could be used (Docherty, 2001).
Overall, it can be seen that Waco 1993 tragedy was a critical incident in the pure sense of this word. And its essential nature was to a great extent caused by the actions of the state. It could have been resolved as persecution operation with minimum victims, but instead it turned into a bloody fire show claiming dozens of innocent lives.
Docherty, J. (2001). Learning lessons from Waco: When the parties bring their Gods to the negotiation table. Syracuse, NY: Syracuse University Press.
Lynch, T. (2001). No confidence: An unofficial account of the Waco incident. Policy Analysis, 395(1), 170-188.
Schwester, R. (2014). Handbook of critical incident analysis. New York, NY: Routledge.
US Department of Justice (2014). Evaluation of the handling of the Branch Davidian stand-off in Waco, Texas, 1993. Web.