Yellow Wallpaper By Charlotte Gilman Essays (491 words)

Yellow Wallpaper By Charlotte Gilman A major theme in ?The Yellow Wallpaper? by Charlotte Perkins Gilman is that solitary confinement and exclusion from the public results in insanity. The use of imagery and setting helps illustrate this theme throughout the story. The unnamed protagonist in this story suffers from a nervous disorder which is enhanced by her feeling of being trapped within a room. The setting of the vast colonial mansion and particularly the nursery room with barred windows provides an image of loneliness and seclusion experienced by the protagonist. Another significant setting is the mansion connected by a ?shaded lane? (66) to the beautiful bay and private wharf. It is possible that in her mind, she sees a path which leads to the curing of her illness where happiness and good health awaits at the end. The reason the lane is ?shaded? is because she is uncertain whether or not this path can be traveled. Upon moving into the mansion, she immediately becomes obsessed with the nursery room wallpaper with ?sprawling, flamboyant patterns committing every artistic sin? (64). Her days and nights are so uneventful that she finds relief in writing a journal which becomes more tiresome as her sickness progresses. In every few paragraphs in her journal, she analyzes the wallpaper. Through the imagery she evokes from the wallpaper, it can be seen that she is really analyzing herself and her illness subconsciously. For example, she begins to see ?a strange, provoking, formless sort of figure that seems to skulk about behind that silly and conspicuous front design? (67). She describes her illness (as seen in the wallpaper) as ?not arranged on any laws of radiation, or alternation, or repetition, or symmetry, or anything else that I ever heard of? (68). In other words, she cannot make any sense of what is causing her illness. A pivotal moment in the story is when the woman protagonist is concerned only with the yellow wallpaper in her journal. In lieu of her obsession with the wallpaper, she becomes engaged in the actions of the women she sees in the wallpaper which, of course, is really her own actions. The women ?is all the time trying to climb through [the wallpaper]? (72). At this moment, she is desperate to escape her illness but she is unable to because her confinement in the room has already affected her more so than she realizes. The imagery of this situation is described when ?the pattern strangles [the women] off and turns them upside down, and makes their eyes white!? (72). In the end or in her last day at the mansion, the isolation intensifies her illness to the point where she is no longer curable and insanity takes over. The protagonist finally recognizes the fact that the women she witnesses is really her own frame of mind and proclaims ?I shall have to get back behind the pattern when it comes night, and that is hard!? (75). She believes that she has at last gained her freedom from the illness when in reality, the exact opposite has occurred. The incessant creeping is the final summation to her insanity.

BBOC S6 Exam notes 26 50 Essay

BBOC S6 Exam notes 26 50 Essay BBOC S6 Exam notes 26 50 Essay Corban Cressley ATTR 440 Long & Hale, Section 6 Examination Questions 26. HBV – hepatitis B virus. Attacks the liver, transmitted via bodily fluids, produces flu-like S(x). (368)1 c. HBV can live outside of the body for 1 week 27. Insulin – induces hypoglycemia when too little glucose is present a. Liver regulates the amount of glucose in the blood (blood composition) b. Stomach secretes hormones for food breakdown (i.e. gastrin, ghrelin, etc.) c. Kidneys secrete EPO and Calcitriol d. Spleen purifies blood and acts as a part of the immune system e. Pancreas secretes insulin and glucagon to alter blood glucose levels 28. n/a. (323)1 a. SAM splint will not cover both the ankle and knee joints adequately b. Air splint will create compression on the fracture site and will not be able to be used with an obvious F(x) c. Stax splints are used to immobilize the phalanges, specifically the fingers d. Rapid form vacuum splint will mold to the contour of the fracture without creating compression or discomfort e. Half-ring traction splints are used when immediate traction is necessary (i.e. femur fracture) 29. n/a a. Slight forward rotation will create more space inside the helmet without extraneous cervical movement b. Backward rotation will create unnecessary cervical extension c – d. Neutral spine should always be maintained e. Under ideal circumstances, the helmet will not have to be rotated if the air is deflated and ear pieces are removed; however, some forward rotation may be necessary to loosen the helmet 30. n/a a. Supine and head elevated position will not compromise blood pressure b, d. Prone and legs elevated will cause intracranial blood pressure to increase due to gravitational force c. Recovery position may compromise blood pressure e. Prone and head elevated may affect the drainage of bodily fluids in the throat 31. n/a a. Deviated trachea may appear as an affect of compromised ventilation system b, e. Indicative of a skull fracture c. Indicative of an innominate bone fracture d. Indicative of intracranial hemorrhage 32. n/a. (314-15)1 a. Although a vacuum splint will provide compression, this option is irrelevant since no fracture is present and direct compression is not effective b. The radial pulse is located in the arm c. A tourniquet is only used as a last resort to control bleeding, usually in remote locations d. After direct pressure, apply pressure to the extremity’s major proximal artery is the best method for controlling bleeding e. EMS should be activated in the case of severe bleeding, but more aggressive steps need to be taken until EMS arrives 33. n/a a. One, slow breath every 3 seconds is recommended for child rescue breathing 34. n/a. (312)2 a – b, d. These tools will squeeze the stinger, possibly causing more irritation or difficulty in stinger removal c. Using a fingernail may cause further irritation to the surrounding skin e. A piece of plastic is recommended, since it will not squeeze or force the stinger into the skin 35. Hypoglycemia – low blood sugar b. Although this is listed as the correct answer, I am guessing the correct answer should read â€Å"breath that has a fruity smell† 36. n/a a. Ventricular Fibrillation – rapid, uncoordinated, and ineffective series of ventricular chamber contractions b. Diastole - the period between contractions of the atria or the ventricles during which blood enters the relaxed chambers from the systemic circulation and the lungs c. Ventricular tachycardia - a rapid heart beat that originates in one of the lower chambers of the heart, over 100 bpm d. Ventricular defibrillation – a process in which an electronic device sends a shock to the heart to correct an irregular heartbeat e. Asystole – the absence of heart contractions 37. Scoop Stretcher – may be used for transporting an athlete with spinal injury. (327)1 a. An ambulance cot (i.e. Strykyer) is used for transporting an athlete from the

Effective Business Communication Research Paper

Effective Business Communication - Research Paper Example The paper, therefore, performs a literature review on the theoretical development of business communication and some of the barriers that have been identified to impair the delivery of effective business communication. Lastly, the paper includes some of the channels that can be used to deliver business information in the workplace and their effectiveness. In order to articulate the process of communication, the researchers performed primary research using the qualitative and quantitative methods of interview and questionnaires in order to determine the problems facing various organizations in the UAE regarding effective communication. ... The listener must work to make the speaker feel understood and create an environment in which the speaker will be free to express his views and put his message across in the most appropriate ways possible. Another requirement for effective communication is that both the speaker and the listener understand the importance and sue of non verbal communication skills. The speaker must be able to uses these cues to reinforce the message he intends to say, and the listener must be able to observe the cues and interpret them as effectively as possible. 1.2. Background of Study The process of communication is often hampered by barriers to achieving effective communication. As such, organizations are constantly seeking ways that they can reduce and eliminate these barriers in order to achieve highly effective communication process. One way that managers can overcome this problem is to draft and disseminate messages that are clear enough to be understood by those they are intended for. Such mes sages should contain clear information or instructions, and the language used should be simple enough to be understood and free from ambiguity. Workplace grapevine is a common barrier to effective communication as employees engage in informal and unsubstantiated gossip. In order to avoid this problem, managers should pass on relevant information to employees through official means to offer any clarity that may be needed so that they can prevent employees from constant speculation, which leads to the grapevine. 1.3. Objectives of the Study This study shall seek to explain the communication process in a business setting and identify some of the problems that those involved in the communication process incur. The study will then seek solutions to these problems in order to determine the

A Matrix of Functions under the Umbrella Company Essay - 1

A Matrix of Functions under the Umbrella Company - Essay Example The company has heavily invested in cutting-edge technology that has enabled it greatly improve its level of customer engagement and satisfaction. It keeps on top of business trends through engaging the best in all fields that are relevant to its day to day operations. It is constantly on the lookout for innovative methods of doing business so that it can deliver its services to its clientele as well as improve its service delivery. Â  The process of doing business is a learned art and a science in itself and Accenture offers these services to its clientele. This is ensured first though the companies own performance in business and translated into services of better improving and providing the same services to clients. Â  Customer engagement and customer satisfaction are taken very seriously at Accenture with measures put in place to ensure that these two functions are closely monitored and controlled to achieve optimum levels. Surveys, consultants, and other professionals are engaged to ensure that both internal, as well as external research into these functions, is achieved. Â  Accenture has finance at its heart and its proper management in order to make a profit is a top priority as evidenced by its performance in the New York Stock Exchange. It also endeavors to ensure confidence in investors as well as clients through sound financial management and adherence to international accounting standards for all its transactions. It publishes its accounts in all the relevant mediums for this express purpose. Â  The fact that the company stretches across the world makes it able to offer services, products of the same high quality around the world.

Business Ethics Article Example | Topics and Well Written Essays - 250 words

Business Ethics - Article Example Provisions of the financial services reform law are being passed now as they are being worked out to fill parts of the law. The banks which provide the credit cards have been using the fees to supply a lucrative revenue source. Congressional leaders such as Rep. Barney Frank have been pressured by bank lobbyists to propose a delay to delay and revise the amendment. JPMorgan Chase Bank has said that if the bill, called the Durbin Amendment, would pass, it would have to cut such consumer benefits as the Disney Dream Reward Dollars. The amendment would now be revised or completely cut out the bill. 2. Who supports the extra fees? It's the banks who are currently not in good public favor. The reason they have the fees is in order to generate more income. Some reports have been written that if the fees were cut out or reduced the banks would then place fees on debit cards. In fact there is a big publication campaign expressing this very fact that debit card fees are about to be raised. Wh o is behind this campaign? Is it the banks? Why do the merchants not want this fee? For one thing it is a hidden charge. It is not on the sales receipt. Another thing is that it affects discounts the merchants would like to promote. Can one get clear information from the banks on this "transaction" fee? Not hardly. 3. What is the moral issue involved? The issue is that is it ethical for a bank to hide fees? It is clearly not.

Similarities and differences of a leader and a manager

Similarities and differences of a leader and a manager The terms leadership and management are seen very differently by diverse people. Some individuals see these terms as synonyms and frequently use them interchangeably throughout phrases and sentences. Others approach them as extreme opposites; so extreme, in fact, they would argue that you cannot be a good manager and a good leader at the same time. Still other people reside somewhere in the middle and realize that while there is a difference between leadership and management, with the right knowledge an individual can successfully navigate both from the same position. The field of leadership has been a fast-growing part of management knowledge since the beginning of the 20th century. in most conceptions of management and organization, leadership has given a central place in enforcing principles, motivating employees and communicating future goals and visions to strive for. . Management and leadership have been partners in the successes and failures of countries and companies before the start of recorded history. The basic concept of both are well understood but despite a large amount of information available, there is still confusion and disagreement on the implementation of management skills vs. leadership principles. Successful creation of professional development program is dependent on the recognition that technical/management skills are learned abilities .they are the backbone of the companies core capabilities. These capabilities must b augmented with leadership attributes that allow the team to move forward in implementation of the core business (Ukko, J. Tenhunen, J . Rantanen, H., 2007). (Ballinger,G Schoorman, F Lehman, D, 2006) The terms management and leadership are often interchanged. In fact, many people view them as basically the same thing. Yet management is as distinct from leadership as day is from night. Both are necessary, however, for a high-performance organization. By contrasting them and understanding their differences, we can better balance and improve these essential roles. Therefore, both are two distinctive and complementary systems of action and necessary for success in an increasingly complex and volatile business environment. Each has its own function and characteristic activitiesstrong leadership with weak management are no better, and are sometimes actually worse, than the reverse. the real challenge is to combine strong leadership and strong management and use each to balance the other. One key distinction between management and leadership is that we manage things and lead people. Things include physical assets, processes, and systems. People include customers, external partners, and people throughout our team or organization (or internal partners).when dealing with things, we talk about a way of doing. In the people realm, we are talking about a way of being. (Jovanovic, Z Sajfert ,D, 2009) There are differences between leadership and management. Leadership is influence and challenging future actions enterprises and it deals with effectiveness and manager efficiency. Managerial skills are prerequisite for leadership. it is possible to be an excellent manager, and to never become a leader. Good managerial skills not only provide the basis for good leadership, but also enough time to conduct, because it is not possible to become a good leader and the management of the operations do not happen successfully. Often indicates the following differences between the management and leadership. The leadership based on the relative impact and management in relation authority. The secondly, leadership and leaders engage followers, and the management of managers and perpetrators They are both complete action systems neither is simply one aspect of the other. Each has its own distinctive purpose and characteristic activities. People who think of management as being only the implementation part of leadership ignore the fact that leadership has its own implementation processes. Literature Review: 2.1 Concept of management (Haslam, 2004) Management is basically the process of getting activities completed efficiently and effectively with and through other people and it tends to involve direction of day-to-day operational tasks, management and maintenance of budgets and deadline oriented, directing teams to achieve goals by establishing objectives. (Ukko, J. Tenhunen, J . Rantanen, H., 2007) management the term which can be defined functionally as the action in measuring a quantity on a regular basis and adjusting an initial plan and the actions taken to reach ones intended goal . 2.2 Concept of leadership (Haslam, 2004) Leadership is quite possibly the most-researched aspect of social and organizational psychology. As a result, a lot has been written on the topic. have a look at the business section of your local bookshop and see just how many books are devoted to an attempt to explain leadership. It is fascinating to both academics and practitioners. (Ukko, J. Tenhunen, J . Rantanen, H., 2007) The term leadership as a process or action that affects the actions of an organized group when it is heading for goal setting and goals. The main qualities of leadership are abilities for long-term strategic thinking, communication skills, integrity and ambition. in popular language, leadership usually refers to motivating and committing people- in short, leading people. leadership comes from personality. Companies spend a lot of time, money, and effort on the selection of their high-level leaders. Yet consistent leadership traits have been very difficult to identify. Two things that are clear are: (1) Leadership is a relationship between people. (2) An effective leader is different in different situations. Based on (Jovanovic, Z Sajfert ,D, 2009) leadership can be defined as the process by which members of a group activity directed toward the achievement of objectives. Here it can have several meanings:  · Leadership involves other people-the employees or followers that means not equal distribution of power between leaders and group members .  · Leadership is the ability to be in different ways using various forms of power to impact on the behavior of followers. 2.3 What is a manager? (Haslam, 2004)in many organizations, Manager is a formally conferred title. you can even go to college and learn to be a manager. Managers are possibly part of but often separate to the group they manage. Offices rarely have more than one office Manager. Being a good manager is about using the authority attached to your role well and appropriately. Managers focus on day to day tasks to make sure work is completed. They use rules and processes, tactical direction and control, to manage others activities. 2.4 What is a leader? (Kent, 2005) Leaders achieve change. They use ideas and dialogue to influence, inspire, help, and encourage change in peoples attitudes leading to changes in behavior. it is often said: management is doing things right, leadership is doing the right things. leadership involves the risk of following new ideas to create opportunities, while management diligence produces tangible results. Being a good leader is very much about developing relationships. Sometimes they are personal, other times they are idealogical. Either way followers connect with the leader on a personal level. 2.5 Leading and managing (Haslam, 2004) Perhaps it is true that we must be able to see things separately before we can understand how they can  ¬Ã‚ t together. while it is recognized that the two processes, managing and leading, must work together and reside within the same individual, it is useful in order to understand each process more completely to comprehend them separately. It is argued then that the two processes, while distinct, cannot effectively work without each other working in tandem. From the standpoint of the purposes of the two processes, how effective is it for a leader to develop a vision for the organization and to muster support and motivation to pursue it if the manager in him/her does not procure and efficiently allocate the resources to accomplish the vision? Or, the manager can effectively select and allocate resources, but if he/she has no vision or sense of direction what is that allocation based on, and where is it taking the organization. Leading Managing purpose: To create direction will to pursue it through the development of peoples thinking and valuing. Products: The establishment of thrust toward a purpose or end the creation of social orderliness to carry out that thrust higher states of behavior and thinking in terms of principles, values, morality, and ethics. Processes : Creating vision, aligning people within a team, managing their Self, recognizing and rewarding, communicating meaning and importance of the vision. Purpose: To determine and compare alternative uses and allocations of resources and to select that alternative which is most energy effective toward accomplishing or producing a product, end or goal. Products : Resources, organized effort, and awareness of performance and progress toward goals the creation of a desired mode of working among people and other resources The creation of the most energy effective way of dealing with the causes of events and situations in accomplishing a purpose tied to a particular situation Processes : Planning, organizing, controlling, and coordinating. There must be a constant hand off, or changing of hats, within a single leader/manager to be effective. The leader part of the leader/manager develops the vision and sense of direction and the manager  ¬Ã‚ gures out how to get there in terms of the right alternative path, acquiring and allocating the resources that are needed. Wearing his/her leader hat he/she works the people issues and engenders commitment, and motivation while advancing the organizations ethics and values. Handing off to the manager in him/herself she insures that goals are set and helps determines the most effective way of accomplishing those goals. The mission is carried out through this constant handing off (within the same person) from leader to manager and back to leader. 2.6 Leading or managing (Kent, 2005) The leader/manager must act in the manner appropriate to the given context. If the vision is clear and well communicated, it is probably time to get working on its execution. That would include establishing goals, making assignments, following up and other managing functions. It is probably safe to say that most would agree that there are (at least) two signi ¬Ã‚ cant functions that are important to the success of any organization leading and managing. The two functions are, practically speaking, inseparable. Theoretically and conceptually, they can be differentiated. They can be studied, to some extent, separately. But in reality, they reside within, and are practiced by single individuals. Organizations need both functions in order to thrive. It is probably an acceptable proposition that most positions in modern day organizations that require some degree of leadership also require some degree of managing (using those words as de ¬Ã‚ ned above). but one might ask what is the degree of leadership and of managing that is required by a given position? Would it not be possible, given the argument to this point, that we could calibrate the leadership requirements of any position and the managing requirements of that position as well? We can imagine jobs that require a high degree of managing and a low degree of leading perhaps a manufacturing engineer who is responsible for installing a new section in a manufacturing line. this does not suggest that the job does not require any leadership. We might see that the engineer must gain the commitment of the line workers, enlist their cooperation, recognize their assistance and contributions, etc. but for the most part, the job requires managing many details and resources. yet a different job, say a team leader for a self-directed work team might be described as demanding a great deal of leadership and only some managing. again, the team leader must manage some things it is not that they have nothing to manage; but the greatest demand of the team leader is on her leadership. a third job, such as a project manager for a new product introduction, may require a great deal of both managing and leading. a fourth job, perhaps a receptionist in a law  ¬Ã‚ rm, requires little managing or leading.  ¬Ã‚ nally, some supervisory positions require the incumbent to perform the hands-on work itself, coordinate and problem solve the work, and to lead a number of others who are also performing the work. 2.7 How management and leadership can work together (Haslam, 2004) the difference between a manager and a leader is that a manager says, Go, while a leader says, Lets go. Management researchers concede that leadership is an integral part of a managers job, but how much depends on the circumstances. although some companies use job titles like team leader, a leader fulfils a role rather than a position. anyone in an organization could be a leader, given the right situation. This principle is sometimes used politically, where each person takes on the role as leader at different times. one well-known example is the rotating Presidency of the European Union, where each EU country gets a six-month turn at being the leader. The Presidential country is not the manager of the European Union. management tasks are dealt with in Brussels. during its term, the EU President takes care of diplomacy, both within and outside of the EU: a relationship issue. 2.8 Can a Manager be a Leader and a Leader be a Manager? (Ukko, J. Tenhunen, J . Rantanen, H., 2007) the answer to the question is yes. The skills to be a leader or a manager are not exclusive in nature. A leader who only displays leadership skills will be ineffective when it comes to checking time cards, completing employee reviews, and scheduling employee vacation time; things that employers require their managers to do on timely bases. Similarly, a manager who spends all his/her time completing paperwork and reading reports; only creates more problems for him or her because they lack a developing relationship with their employees. If you are a manager who has spent too much time managing and not leading his/her employees, start spending 10% of your time each week leading until you can establish 25% of your time in leadership practices. If you are a leader who only likes to lead, either become a politician, hire an assistant to be the manager, or start spending 50% of your time getting the paperwork done. 2.9 Differences between leadership and management (Lightfoot, W Kehal ,M, 2005) management and leadership are often considered interchangeable. Yet relatively recent evidence argues in favor of the two becoming separate disciplines related, but clearly different. Regarding leadership, there are set of fundamental truths about all leaders as follow : 1. Leaders always create (and need) change 2. Leaders always create (and need) followers 3. Leaders have a rock-solid value system, which is congruent with their followers. (Gill, 2005) the differences between management and leadership simply.Managers plan, allocate resources, administer and control, whereas leaders innovate, communicate and motivate. vision is one of the key differences between a manager and a leader. Other differences can be illustrated as follow: à ¢Ã¢â€š ¬Ã‚ ¢ Management is about path following; leadership is path finding. à ¢Ã¢â€š ¬Ã‚ ¢ Management is about doing things right; leadership is about doing the right things. à ¢Ã¢â€š ¬Ã‚ ¢ Management is about planning and budgeting; leadership is about establishing direction. à ¢Ã¢â€š ¬Ã‚ ¢ Management is about controlling and problem solving; leadership is about motivating and inspiring In addition , leadership represents one of the oldest, most natural and most effective of all human relationships. Management is a later product, with neither so romantic nor so inspiring a history. leadership is of the spirit, compounded of personality and vision; its practice is an art. Management is of the mind, more a matter of accurate calculation of statistics, of methods, timetables, and routine; its practice is a science. managers are necessary; leaders are essential. (Crevani,L. Lindgren, M. Packendorff, J., 2010) the biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management jobs, but they realize that you Cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too. leaders manage and managers lead but the two activities are not synonymous. management functions can potentially provide leadership; leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage. There is a profound difference between management and leadership, and both are important. to manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. leading is influencing, guiding in a direction, course, action, opinion. (Kent, 2005) one way to understand something is to identify how it is different from something else. Since the 1980s most scholars trying to understand transformational leadership have attempted to differentiate between leading and managing and to understand leading as something distinct and separate from managing. Some characterizations of these differences include the ideas of: managers do things right; leaders do the right things; managing is an authority relationship; leading is an in ¬Ã¢â‚¬Å¡uence relationship; and managing creates stability; leading creates change. While these ideas are provocative and stimulating, they do not provide a basis for study and deep understanding of the dynamics behind the two processes of leading and managing. We can de ¬Ã‚ ne both the leading function and the managing function in three terms. Each term or perspective is distinctly different from the other two. the  ¬Ã‚ rst term provides the perspective of the purpose of each function. this answers the question why does each function exist? the second term describes the products or outcomes or results of each function. this answer the question what does each function result in or create? the third term has to do with the processes involved in each respective function and it answers the question how does each function come about, or how is each manifested? 3- Discussion Leaders have followers. Managers have subordinates. The biggest difference between managers and leaders is the way they inspire the people who work with. There are some key differences. Managers usually have people whose output they are responsible for. They have a positional authority over their follower and their output. Alternately, following a leader is always a voluntary activity. Leadership is often situational rather than positional the right person in the right place at the right time to lead the troops forward. It is clear that manager and leader both may know the business well. But the leader must know it better and in a different way. He must grasp the essential facts and the underlying forces that determine the past and present trends in the business, so that he can generate a vision and a strategy to bring about its future. One telling sign of a good leader is an honest attitude towards the facts, towards objective truth. Subjective leader obscures the facts for the sake of narrow self-interest, partisan interest or prejudice. Effective leaders continually ask questions, probing all levels of the organization for information, testing their own perceptions, and rechecking the facts. They talk to their constituents. They want to know what is working and what is not. They keep an open mind for serendipity to bring them the knowledge they need to know what is true. An important source of information for this sort of leader is knowledge of the failures and mistakes that are being made in their organization. Leaders investigate reality, taking in the pertinent factors and analyzing them carefully. On this basis they produce visions, concepts, plans, and programs. Managers adopt the truth from others and implement it without probing for the facts that reveal reality. . Leaders base their vision, their appeal to others, and their integrity on reality, on the facts, on a careful estimate of the forces at play, and on the trends and contradictions. They develop the means for changing the original balance of forces so that their vision can be realized.. The most dramatic differences between leaders and managers are found at the extremes: poor leaders are despots, while poor managers are bureaucrats in the worst sense of the word. Whilst leadership is a human process and management is a process of resource allocation, both have their place and managers must also perform as leaders. All first-class managers turn out to have quite a lot of leadership ability. We can sum up the key differences between manager and leader as follow: The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager accepts reality; the leader investigates it. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. To summarize, leadership and management are certainly different but are essentially complementary to each other. Manager uses a formal, rational method whilst the leader uses passion and stirs emotions If you want to lead employees to very high performance, treat them with great respect and not like robots, thus leading them to treat their work, their customers, each other and their bosses with great respect. Its vital for senior individuals in positions of great responsibility to be able to play both roles: the boss who cannot manage will kill an organization just as fast as one who cannot lead. But the person who can do both, they are on the path to success. 4- Conclusion Although there are clear differences between management and leadership or manager and leader, there is also a considerable amount of overlap . when managers are involved in planning, organizing , staffing and controlling , they are involved in management . Both processes involve influencing a group of individuals toward goal attainment.

William Gibsons Neuromancer :: Essays Papers

William Gibson's Neuromancer When Neuromancer by William Gibson was first published it created a sensation. Or perhaps it would be more precise to say that it was used to create a sensation, for Bruce Sterling and other Gibson associates declared that a new kind of science fiction had appeared which rendered merely ordinary SF obsolete. Informed by the amoral urban rage of the punk subculture and depicting the developing human-machine interface created by the widespread use of computers and computer networks, set in the near future in decayed city landscapes like those portrayed in the film Blade Runner it claimed to be the voice of a new generation. (Interestingly, Gibson himself has said he had finished much of what was to be his body of early cyberpunk fiction before ever seeing Blade Runner.) Eventually it was seized on by hip "postmodern" academics looking to ride the wave of the latest trend. Dubbed "cyberpunk," the stuff was being talked about everywhere in SF. Of course by the time symposia were being he ld on the subject, writers declared cyberpunk dead, yet the stuff kept being published and it continues to be published today by writers like K. W. Jeter and Rudy Rucker. Perhaps the best and most representative anthology of cyberpunk writers is Mirrorshades., edited by Sterling, the genre's most outspoken advocate. But cyberpunk's status as the revolutionary vanguard was almost immediately challenged. Its narrative techniques, many critics pointed out, were positively reactionary compared to the experimentalism of mid-60s "new wave" SF. One of the main sources of its vision was William S. Burroughs' quasi-SF novels like Nova Express, (1964), and the voice of Gibson's narrator sounded oddly like a slightly updated version of old Raymond Chandler novels like The Big Sleep, (1939). Others pointed out that almost all of cyberpunk's characteristics could be found in the works of older writers such as J. G. Ballard, Philip K. Dick, Harlan Ellison, or Samuel R. Delany. Most damning of all, it didn't seem to have been claimed by the generation it claimed to represent. Real punks did little reading, and the vast majority of young SF readers preferred to stick with traditional storytellers such as Larry Niven, Anne McCaffrey and even Robert Heinlein. Gibson's prose was too dense and tangled for casual re aders, so it is not surprising that he gained more of a following among academics than among the sort of people it depicted.

Public Support for Chartism Essay

Which is more important in explaining the public support for Chartism: economic circumstances, or the tradition of radical politics? To explain the rise of the chartist political movement and the public support it received we need to consider the two main contributing factors at the time. Historians like Asa Briggs, W.W. Rostow and Gareth Steadman-Jones take differing views on which was the most important explanation for the dramatic rise in public support for the chartist movement. Briggs agreed with an economic based reason and Steadman-Jones agreed with the radical new policies that Chartism offered being the main reason for the growth in support for the movement. This essay will explore these two views and try to identify which is the most important. There is evidence of early political reformers dating back to the 1740’s, all wanting universal male suffrage and many of them agreed with parts of the charter. But, due to the French revolution in 1789 and the ongoing war between France and Britain, political change was resisted in case any of these events were repeated. The war had left Britain facing harsh economic circumstances and deep political divides. When Chartism was at its height economic issues were a major problem throughout the poor and working classes. These economic circumstances were a major factor in gaining support for the chartist movement. W.W. Rostow studied this connection to see whether this was a reoccurring theme. He gathered evidence to argue that economic problems caused tension in the lower and working classes. When economic pressures were low the tensions felt by the lower and working classes were low. This is shown in figure 17 graph of social tension 1790-1850 (Stevenson. J. (1978) Longman Atlas of Modern British History, London, Longman p.159). [pic] Looking at the graph it shows well the peaks and troughs of the economic downturns fitted in with the protests for parliamentary reforms and the peaks of chartist activities. One such parliamentary reform was the national petition of 1842 ‘†¦..your petitioners can produce evidence of the gradual decline of wages, at the same time that the constant increase of national burdens†¦Ã¢â‚¬ ¦Ã¢â‚¬â„¢ (Parliamentary debates (1842) third series, vol. 1xii, cols. 1376 – 1381). This statement shows that economic conditions were crucial to the public support of Chartism as so many of the working class were seen as poor and in poverty. The cost of living and food increased whilst wages stayed low causing poverty and in turn Ill health and starvation. Dorothy Thompson’s view of the support for Chartism was ‘†¦why the British workers responded to hunger by forming a nationwide movement around a political programme†¦.’ (Thompson, 1971. P11-12). Thi s view of Thompson’s clearly links together both the economic situation and the increase of radical political ideas suggesting that the economy might have been struggling at the time but the main support for Chartism was rooted in the deeper political issues that were effecting Britain at the time. Gareth Steadman-Jones was in agreement with Dorothy Thompson as he saw Chartism’s support as a ‘political solution’ and saw Chartism as a continuation of radical political ideas from previous years. ‘†¦..a particular political vocabulary must convey a practicable hope of a general alternative†¦..’ (Steadman-Jones, 1983, p.96). The Chartists used a political vocabulary which was easier for the poorly educated and working class to interpret helping gain more attention and mass support across the country. The working classes were hearing solutions for their problems and liked the idea of change for the better. The general feel of the working class was expressed in the chartist newspaper the morning chronicle ‘we require justice before charity’. (Morning Chronicle may 3rd 1842). This was taken from a banner in the crowd of supporters. The speaker in the extract reflects the sentiment of the banner and the feeling of the crowd at the rally. This shows how political motivations were a major factor in the growth of Chartism and how the chartists used public feeling to garner support. In conclusion to explain the growth and mass support for Chartism and the rise of the political movement which gripped the nation A mix of both economic problems combined with radical political ideas left a nation wanting change the Chartists used the economic situation to tailor support for their cause and increase the idea that political change would improve conditions for the working classes. Chartism would not have had the same effect without a combination of these 2 factors. References O’Day, R., Hardy, W., Marsh, G., Padley, S. And Perryman, L.A. (2011) Making Sense Of The Arts, Milton Keynes, The Open University. Briggs, A. (ed.) (1959) Chartist Studies, London, Macmillan cited in Making Sense Of The Arts – Resource Booklet 1, (2011) Milton Keynes, The Open University, P36. Stedman-Jones, G. (1983) cited in Making Sense Of The Arts – Resource Booklet 1, (2011) Milton Keynes, The Open University, P37. Yeo, E. (1982) cited in Making Sense Of The Arts – Resource Booklet 1, (2011) Milton Keynes, The Open University, P38. Thompson, D. (1984) cited in Making Sense Of The Arts – Resource Booklet 1, (2011) Milton Keynes, The Open University, P39.

15 Quotes That Will Help You Identify Flattery and Praise

15 Quotes That Will Help You Identify Flattery and Praise Praise has a therapeutic effect on the receiver. It helps to restore a persons self-esteem. It gives hope. Praise is not flattery. There is a distinct difference between the two. Learn to Differentiate Between Praise and Flattery There is a popular Aesops tale about the foolish crow and the wily fox. A hungry crow finds a piece of cheese and sits on a branch of a tree to enjoy his meal. A fox who was equally hungry sees the crow with the piece of cheese. Since he badly wants the food, he decides to trick the crow with flattering words. He lavishes praise on the crow by calling him a beautiful bird. He says that he would like to hear the crows sweet voice, and asks the crow to sing. The foolish crow believes that the praise is genuine, and opens his mouth to sing. Only to realize that he had been fooled by the wily fox when the cheese was hungrily devoured by the fox. The difference lies in the intent of the words. You can praise someone for their actions, or the lack of it, while flattery can be vague, undefined, and even false. Here are some ways to spot the difference between praise and flattery. Praise Is Specific to an Action; Flattery Is Adulation Without a Cause Praise is an actionable device to encourage a positive outcome. For instance, a teacher could praise her student by saying, John, your handwriting has improved since last week. Good job! Now, such words of praise can help John to improve his handwriting further. He knows what his teacher likes, and he can work on his handwriting to produce better results. However, if the teacher says, John, youre good in class. I think youre the best! these words are unspecific, vague, and offer no direction for improvement to the receiver. John will, of course, feel good about the kind words from his teacher, but he wouldnt know how to be better in his class. Praise Intends to Encourage; Flattery Intends to Deceive Flattery is buttering up. With flattering words, someone hopes to get their job done without any concern for the person who receives the flattery. Flattery is based on an ulterior motive, that only benefits the flatterer. On the other hand, praise benefits the receiver, by encouraging the receiver to see the positive side of life. Praise helps others to recognize their talents, raise their self-esteem, restore hope, and give direction. Praise helps both the giver and the receiver.   Those Who Praise Are Immensely Self-Confident; Those Who Flatter Dont Have Confidence Since flattery is manipulative, flatterers are usually spineless, weak, and of poor character. They feed on others ego and hope to get scraps of goodies from egocentric megalomaniacs. Those who flatter dont have leadership qualities. They lack the personality to inspire and instill confidence. On the other hand, praise givers are usually self-confident and assume leadership positions. They are able to infuse positive energy in their team, and they know how to channel the energy of each member of the team through praise and encouragement. By giving praise, they can not just help others grow, but they also enjoy self-growth. Praise and appreciation go hand in hand. And so does flattery and adulation. Praise Fosters Trust; Flattery Fosters Mistrust Would you trust a person who tells you how wonderful you are, how kind you are, or how great you are? Or would you trust a person who tells you that you are a good co-worker, but you need to improve your social skills? It is tough to spot flattery if the flatterer is cunning enough to veil his words to sound like appreciation. A devious person could make flattery look like genuine praise. In the words of  Walter Raleigh:   But it is hard to know them from friends, they are so obsequious and full of protestations; for a wolf resembles a dog, so doth a flatterer a friend. You have to be careful when you receive compliments that amount to nothing. Flattery according to the Bible, is a form of hatred. Flattery can be used to manipulate, cheat, deceive, and hurt others. Beware of Flattery Because Flatterers Can Hurt You Words that are sweetened with honeyed words can fool the gullible. Dont let others sway you by their sweet words that mean nothing. If you meet someone who praises you without reason or charms you with honeyed words of appreciation, it is time to cock your ears and listen beyond the words. Ask yourself:   Is he or she trying to woo me? What are his/her intentions?  Are these words true or false?Can there be an ulterior motive behind these flattering words? Accept Praise With a Pinch of Salt Let praise or flattery not go into your head. While it is good to hear praise, accept it with a pinch of salt. Perhaps, the person who praised you is usually generous. Or perhaps, the person praising you wants something out of you. Flattery can be exhausting, even if they are generous. It is like eating too much sweet and feeling sick after a while. Praise, on the other hand, is measured, specific, and direct. Know Who Your Real Friends and Well Wishers Are Sometimes, those who criticize you more often than praise you have the best interest in their heart. They may be stingy when it comes to praise, but their words of appreciation are more genuine than compliments you gather from a stranger. Learn to spot your true friends, from those who are friends in good times. Shower praises and compliments wherever necessary, but not because you want to gain a fat favor. Be genuine and specific while praising someone, if you want to be accepted as a well-wisher. If someone flatters you, and you are unable to tell whether it is flattery or praise, double-check with a true friend, who can help you see the difference. A good friend will puncture your inflated ego, and bring you back to ground reality if the need arises. Here are 15 quotes that talk about praise and flattery. Follow the advice given in these 15 inspirational quotes on praise and flattery, and you will be able to tell the difference between praise and flattery every time. Minna Antrim: Between flattery and admiration there often flows a river of contempt.Baruch Spinoza: None are more taken in by flattery than the proud, who wish to be the first and are not.Samuel Johnson: Just praise is only a debt, but flattery is a present.Anne Bradstreet: Sweet words are like honey, a little may refresh, but too much gluts the stomach.Italian Proverb: He that flatters you more than you desire either has deceived you or wishes to deceive.Xenophon: The sweetest of all sounds is praise.Miguel de Cervantes: It is one thing to praise discipline, and another to submit to it.Marilyn Monroe: It is wonderful to have someone praise you, to be desired.John Wooden: You cant let praise or criticism get to you. Its a weakness to get caught up in either one.Leo Tolstoy: In the best, the friendliest and simplest relations flattery or praise is necessary, just as grease is necessary to keep wheels turning.Croft M. Pentz: Praise, like sunlight, helps all things to grow. Zig Ziglar: If youre sincere, praise is effective. If youre insincere, its manipulative.Norman Vincent Peale: The trouble with most of us is that we would rather be ruined by praise than saved by criticism.Orison Swett Marden: There is no investment you can make which will pay you so well as the effort to scatter sunshine and good cheer through your establishment.Charles Fillmore: We increase whatever we praise. The whole creation responds to praise and is glad.

Essay on Chicano

Essay on Chicano Essay on Chicano Essay on ChicanoTrack 12, El Zacamandà º (Antonio Maciel)Lyrics of El Zacamandu  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Genre: Son Huasteco  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Composer: Anonymous  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Performer: Antonio Maciel  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The song was performed by Antonio Maciel. The song is dedicated to men-women relationships and the inability of men to resist to the charm of women. The song conveys the idea that men always love women for their charm and female features, which they may dislike at times, but, which they adore overall. The song is the ultimate manifestation of men’s love to women. The performer used the falsetto register  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The music played during the song was performed by the trio consisting of a guitar quinta huapanguera, which is a five course, eight stringed guitar-like instrument, a jarana huasteca, which is a stringed instrument re lated to the jarana, and a violin. The violin has played a particularly important part during the performance. The violin performance was flamboyant and very passionate with a profound impact on the audience and the perception of the song.The instrumental part supported the performer, while, at some moments, the violent seemed to replace the performer and took the main part. On the other hand, the performance of the song was very emotional not only due to the use of violin along with quinta huapanguera and   jarana huasteca but also and mainly due to the performance of the singer, Antonio Maciel, who was very emotional and conveyed the song from the bottom of his heart.Therefore, the song conveys the message of men’s love to women, respect to and admiration with women. The performer and three musical instruments performing their part in the song were the perfect match to emphasize the message of the song.

Verbal and Nonverbal Skills Research Paper Example | Topics and Well Written Essays - 1250 words

Verbal and Nonverbal Skills - Research Paper Example the methods utilized for communication, content of the message, and frequency of the message and also the skills utilized to communicate the information. In other words, business relationships are quite different from traditional relationships since the hierarchy of organization alongside other factors place responsibility and accountability on certain individuals. Also, workplace ethics require communication of verbal as well as non-verbal communication in a closed setting where message needs to be communicated in a formal as well as in a non-formal manner. However, to reduce misinterpretations, a culture of effective communication needs to be developed where the employees and subordinated feel as comfortable while expressing their grievances as the management feels while communicating orders. Thus, this paper will aim at explaining how a workplace can be turned into a conductive environment where the efficiency enhances via two-way communication. Firstly, the method of communication has a deep impact on the workplace environment since how you communicate the message is more important than the actual message being communicated. It must be understood by the communication experts in the organization that one method of communication may not suit everyone. Thus, it is important to understand diversity and culture values of the employees and even the management. Furthermore, complicated tools and methods for communicating messages must be avoided. In other words the message must be constructed that it must be clear and simple, and yet sensitive to the cultural diversity in the workplace. Sometimes, pictorial tools may be used to better communicate the message so that it may be understood by everyone. Also, two-way communication must always be encouraged since that helps understand complex ideas and scenarios for better decision making in the future. Also, the employees must be given enough liberty and space to ask

Assignment (Economics) Example | Topics and Well Written Essays - 250 words - 6

(Economics) - Assignment Example Also the mortgage fallout over the real estate crash, has skewered the flow of FDI in the US, though recent acquisitions of American firms by overseas companies does indicate some level of foreign investment. But it is also the rise in popularity of a strong Euro amongst global banking giants, that the has resulted in fall of demand for the dollar . In economic terms, it is simply a case of the supply of dollars outstripping the demand for it, thereby decreasing its value. The fallout of this within the US is the rise in prices of commodities like oil and gasoline, and a lower purchasing power. Traditionally, price of gold is inversely related to the value of the US dollar, and on 20th April 2011, gold prices breached $1,500 for an ounce for the first time due the week dollar. Mexico, China, India, Russia have made large additions to their gold reserves recently, which reiterates the fact that emerging economies are diversifying from their dollar dominated assets to lower their risks. China with a forex kitty of a staggering $3.05 trillion said ".. we are pushing forward with a strategy of diversifying our investments of foreign reserves." The Turkish lira- the worlds least valuable currency which after years of severe inflation and devaluations traded at 1.65 million per US $ till 2004 was phased out, when the new Turkish Lira- which trades at averagely 1.5 to the US dollar- was introduced on January 1st