Triangle Shirtwaist Factory fire tragedy

 

1. Watch this video that explains the events and issues surrounding the Triangle Shirtwaist Factory fire tragedy that occurred in New York in 1911. Please watch Segments 29-32 from the provided link. Then answer the questions below.
Immigrant Labor and the Triangle Factory Fire. 11:08 min
1) In a few sentences, summarize the ways in which lack of labor safety precautions led to this tragedy.
2) What is the relationship between this tragedy and immigration?
3) How did this tragedy influence changes to labor law and protections for laborers in the workplace?
2. Examine this map that shows the portion of Eastern Europe known as The Pale of Jewish Settlement and do the following. Click here to access the map.
Consult a modern map of Europe and list the names of the countries that would currently be located within the historic Pale of Jewish Settlement shown on this map.
Use this map to help you get started – Focus on the large area outlined toward the center of the map between the body of water in the South and the body of water in the North. Pay close attention to the red, dark green, darker blue, and pink areas just to the east of the center of the map.

Sample Solution

The March 25, 1911 Triangle Shirtwaist Fire was one of the deadliest workplace catastrophes in the U.S. history, claiming the lives of 146 workers, most of them women immigrants in their teens and twenties. The fire was so horrific it shocked the conscience of New Yorkers and others across the nation and, ultimately, led to changes in safety regulations and more diligent efforts to enforce them. Working conditions were so bad that the women didn’t even have access to a bathroom in the building, and doors were locked so that they couldn’t go outside and slow down production. And though the place was filled with highly flammable materials, there was little attention paid to fire prevention.

o. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model.
The one limitation of Chealldurai’s model is that it assumes the leader is in a position of complete positional power over the group, and can implement any leadership style of their choosing without constraints. Positional power is the authority and influence a leader has over a group, if the leader has positional power, they will be able to implement the leadership style they best see fit for the situation. Positional power cannot be measured or quantified, making it highly ambiguous and hard for a leader to understand whether they have it or how then can gain it. It becomes the responsibility of the organisation to have policies in place to provide leaders with some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving the leader legitimate power (French and Raven, 1959). Secondly, by providing the leader with the

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