Movie Analysis The 70s - 1314 Words

Throughout the 70s, Williams developed his standup act, first in San Francisco, and later in Los Angeles. In 1977, â€Å"Laugh-In† was revival on NBC for a comedy show and a year later, â€Å"Happy Days† was a hit. The show became â€Å"Mork an Mindy†, with Pam Dawber as the female foil for Robin Williams’s Mork form Ork. The character played by Robin was a alien named Mork partly because he came from the plant Ork that air on ABC in the same year.†¨ Of course, the arrangement quickly took off to end up TV group of onlookers most loved until its end in 1982, even headed Robin to seize an Emmy assignment in the class of Outstanding Lead Actor in a Comedy Series while won a Golden Globe Award for that of Best TV Actor - Musical/Comedy by 1979. Unmistakably picked up unbelievable open become aware of in result, the achievement beyond any doubt brought him to Hollywood s reflection and inside a brief time, the interesting man in this way ended up arriv ing his first film part in Popeye (1980) equal by an occur in turn in The World According to Garp (1982). Later on, seen all the more on extra large screen characteristic for the following few years, it was not until he joined the cast of Great Morning, Vietnam (1987) that the performing artist at last could hold on a far reaching note he credit of. Not just the film scored gigantic achievement both basically and economically, it likewise gather him best heading on-screen character assignment at the Golden Globe Awards and AcademyShow MoreRelatedEconomic And Social Decay Of Detroit1660 Words   |  7 Pagesfemale award winners for both before 70’s as well as after 70’s. [v] Meaningless exercise: From the above cross tabulation, no appropriate conclusion can be done regarding the relationship between gender and period. That is why it is a meaning less exercise. [c] Layered cross tabulation [i] SPSS output of the cross tabulation table [ii] Explanation: From the table it is noted that the number of award winners in the age group above 45 increases significantly after 70’s, whereas, the in case of theRead MoreFilm Theater : A Movie Theater1524 Words   |  7 PagesThis is the main point for any Movie Theatre. The profit for a Movie Theatre is not coming only from tickets but also from all the sales of food and drinks. Nowadays a Movie Theater has a 3 to 4 floors building with different types of restaurants and entertainments for kids so basically there are a lot of different sources of profits for Movie Theater. A Movie Theater has to attract people not only with movies but also with all the fun that people can have in Movie Theater. 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Critique of A Biography of the Continent Africa by John...

A Critique Abstract nbsp;nbsp;nbsp;nbsp;nbsp;A Biography of the Continent Africa, written by John Reader is an extensive chronological and topical study of Africa. Support reveals the earliest corroboration of the existence of human antecedents was discovered in east Africa at locations scattered north and south of the equator. The discovery shows fossilized bones, stone tools, and the most significant of all, a trail of footprints in the preserved mud pan surface. The trail shows they walked across the pan more than three million years ago toward what is now called the Serengeti plains. â€Å"These human ancestors made their living from and among the animals with whom they shared the landscape. They were neither†¦show more content†¦Africa has had more of its land surface covered with tropical foliage for a greater extended period of time than any other site on earth. (Part 2) Reveals the study of fossilized artifacts of human development in Africa has been distinctive, incomplete and wide-ranging. It also tantalizes many science scholars. The vital stages are still a matter of conjecture. The text continues with the evidence, of the early history of Africa and human development. Fossils, genetics and linguistics relate convincingly to the supposition that every person alive today is descended from anatomically human nomads that existed only in Africa. (Part 3) A continuation of growth and civilization in Africa, from speech communication, population growth with early farming and food production too hunting, stone tools, domestic live stock and the discovery of iron smelting. (Part 4) Adds to the history of African civilizations, early trade with Roman and Egypt with the sub-Saharan region in the first century. Ethiopia was the first indigenous state of the sub-Saharan, and traded over the Red Sea. Aksum was the first prominent city-state. The traffic of gold began by Arabs on the East African coast set up a troublesome dynamic to the region. For most of the continent disease and sickness spreads quickly and has been a chief reason for the lack of major urbanization in Africa. In the early years, farming in Africa had a substantial demand; the labor burden was greater,Show MoreRelatedAmerican Sphinx : The Character Of Thomas Jefferson3030 Words   |  13 PagesAmerican Sphinx: The Character of Thomas Jefferson, a biography by Joseph Ellis, encompasses many aspects of one of the most controversial and unforgettable American Founding Fathers. Thomas Jefferson, the author of the Declaration of Independence and a man of astonishing achievements, left behind a legacy of paradoxes and mysteries, which are thoroughly analyzed throughout the novel. 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Island of the Sequined Love Nun Chapter 49~50 Free Essays

49 The Bedside Manner of Cannibals Tuck slept through most of the day, then woke up with a pot of coffee over a spy novel. He looked at the words and his eyes moved down the pages for half an hour, but when he put it down he had no idea what he had read. His mind was torn by the thought of Beth Curtis showing up at his door. We will write a custom essay sample on Island of the Sequined Love Nun Chapter 49~50 or any similar topic only for you Order Now Whenever a guard crunched across the gravel compound, Tuck would go to the window to see if it was her. She wouldn’t come here during the day, would she? He had promised Kimi that he would check on Sepie and meet him at the drinking circle, but now he was already a day late on the promise. What would happen if Beth Curtis came to his bungalow while he was out? She couldn’t tell the doc, could she? What would her excuse be for coming here? Still, Tuck was beginning to think that the doc wasn’t really the one running the show. He was merely skilled labor, and so, probably, was Tucker himself. Tuck looked at the pages of the spy novel, watched a little Malaysian television (today they were throwing spears at coconuts on top of a pole while the Asian stock market’s tickers scrolled at the bottom of the screen in thin-colored bands), and waited for nightfall. When he could no longer see the guard’s face across the compound, he made a great show of yawning and stretching in front of the window, then turned out the lights, built the dummy in his bed, and slipped out through the bottom of the shower. He took his usual path behind the clinic, then inched his way up on the far side and peeked around the front. Not ten feet away a guard stood by the door. He ducked quickly around the corner. There was no way into the clinic tonight. He could wait or even try to intimidate the guard, now that he knew they were afraid to shoot him. Of course, he wasn’t sure they knew they were afraid to shoot him. What if Mato was the only one? He slid back down the side of the building and through the coconut grove to the beach. The swim had become like walking to the mailbox, and he was past the minefield in less than five minutes. As he rounded the curve of the beach, he saw a light and figures moving around it. The Shark men had brought a kerosene lamp to the drinking circle. How civilized. Some of the men acknowledged his presence as he moved into the circle, but the old chief only stared into the sand between his feet. There was a stack of magazines at his side. â€Å"What’s going on, guys?† A panic made its way around the circle to land on Abo, who looked up and said, â€Å"Your friend is shot by the guards.† Tuck waited, but Abo looked away. Tuck jumped in front of Malink. â€Å"Chief, is he telling the truth? Did they shoot Kimi? Is he dead?† â€Å"Not dead,† Malink said, shaking his head. â€Å"Hurt very bad.† â€Å"Take me to him.† â€Å"He is at Sarapul’s house.† â€Å"Right. I’ll look it up in the guidebook later. Now take me to him.† Old Malink shook his head. â€Å"He going to die.† â€Å"Where is he shot?† â€Å"In the water by the minefield.† â€Å"No, numbnuts. Where on his body?† Malink held his hand to his side. â€Å"I say, ‘Take him to the Sorcerer,’ but Sarapul say, ‘The Sorcerer shoot him.'† Malink then looked Tuck in the eye for the first time. His big brown face was a study in trouble. â€Å"Vincent send you. What do I do?† Tuck could sense a profound embarrassment in the old man. He had just admitted in front of the men in his tribe that he didn’t have a clue. The loss of face was gnawing at him like a hungry sand crab. Tuck said, â€Å"Vincent is pleased with your decision, Malink. Now I must see Kimi.† One of the young Vincents stood up. Feeling very brave, he said, â€Å"I will take you.† Tuck grabbed his shoulder. â€Å"You’re a good man. Lead on.† The young Vincent seemed to forget to breathe for a moment, as if Tuck had touched him on the shoulders with a sword and welcomed him to a seat at the Round Table, then he came to his senses and took off into the jungle. Tuck followed close behind, nearly clotheslining himself a couple of times on branches that the young Vincent ran right under. The coral gravel on the path tore at Tuck’s feet as he ran. When they emerged from the jungle, Tuck could see a light coming out of Sarapul’s hut, which Tuck recognized from his day in the cannibal tree. He turned to young Vincent, who was terrified. He had charged the dragon, but had made the mistake of stopping to think about it. â€Å"Kimi’s with the cannibal?† Young Vincent nodded rapidly while bouncing from foot to foot, looking like he would wet himself any second. â€Å"Go on,† Tuck said. â€Å"Go tell Malink to come here. And have a drink. You’re wigging out.† Vincent nodded and ran off. Tuck approached the door slowly, creeping up until he could see the old man crouched over Kimi, trying to pour something into his mouth from a coconut cup. â€Å"Hey,† Tuck said, â€Å"how’s he doing?† Sarapul looked around and gestured for Tuck to enter the house. Tuck had to bend to get through the low door, but once inside the ceiling opened to a fifteen-foot peak. Tuck knelt by Kimi. The navigator’s eyes were closed, and even in the orange light of Sarapul’s oil lamp, he looked pale. He was uncovered and a bandage was wrapped around his middle. â€Å"Did you do this?† Tuck asked Sarapul. The old cannibal nodded. â€Å"They shoot him in water. I pull him in.† â€Å"How many times?† Sarapu held up a long bent finger. â€Å"Both sides? Did it go through?† Tuck gestured with his fingers on either side of his hip. â€Å"Yes,† Sarapul said. â€Å"Let me see.† The old cannibal nodded and unwrapped Kimi’s bandage. Tuck rolled the navigator gently on his side. Kimi groaned, but didn’t wake. The bullet had hit him about two inches above the hip and about an inch in. It had passed right though, going in the size of a pencil and exiting the size of a quarter. Tuck was amazed that he hadn’t bled to death. The old cannibal had done a good job. â€Å"Don’t take him to the Sorcerer,† Sarapul said. â€Å"The Sorcerer will kill him. He is the only navigator.† The old cannibal was pleading while trying to remain fierce. A sob betrayed him. â€Å"He is my friend.† Tuck studied the wound to give the old cannibal a chance to gather himself. He couldn’t remember any vital organs being in that area. But the wounds would have to be stiched shut. Tuck wasn’t sure he had the stomach for it, but Sarapul was right. He couldn’t take Kimi to Curtis. â€Å"Do you guys have anything you use to kill pain?† The cannibal looked at him quizzically. Tuck pinched him and he yelped. â€Å"Pain. Do you have anything to stop pain?† â€Å"Yes. Don’t do that anymore.† â€Å"No, for Kimi.† Sarapul nodded and went out into the dark. He returned a few seconds later with a glass jug half-full of milky liquid. He handed it to Tuck. â€Å"Kava,† he said. â€Å"It make you no ouch.† Tuck uncapped the bottle and a smell like cooking cabbage assaulted his nostrils. He held his breath and took a big slug of the stuff, suppressed a gag, and swallowed. His mouth was immediately numb. â€Å"Wow, this ought to do it. I need a needle and some thread and some hot water. And some alcohol or peroxide if you have it.† Sarapul nodded. â€Å"I put Neosporin on him.† â€Å"You know about that? Why am I doing this?† Sarapul shrugged and left the house. Evidently, he didn’t keep anything inside but his skinny old ass. Kimi moaned and Tuck rolled him over. The navigator’s eyes fluttered open. â€Å"Boss, that dog fucker shot me.† â€Å"Curtis? The older white guy?† â€Å"No. Japanese dog fucker.† Kimi drew his finger across his scalp in a line and Tuck knew exactly who he meant. â€Å"What were you doing, Kimi? I told you that I’d check on Sepie and meet you.† Tuck felt a pleasant numbness moving into his limbs. This kava stuff would definitely do the trick. â€Å"You didn’t come. I worry for her.† â€Å"I had to fly.† â€Å"Sarapul say those people very bad. You should come live here, boss.† â€Å"Be quiet. Drink this.† He held the jug to Kimi’s lips and tipped it up. The navigator took a sip and Tuck let him rest before administering another dose. â€Å"That stuff nasty,† Kimi said. â€Å"I’m going to stitch you up.† The navigator’s eyes went wide. He took the jug from Tuck and gulped from it until Tuck ripped it out of his hands. â€Å"It won’t be that bad.† â€Å"Not for you.† Tuck grinned. â€Å"Haven’t you heard? I’ve been sent here by Vincent.† â€Å"That what Sarapul say. He say he don’t believe in Vincent until we come, but now he do.† â€Å"Really?† Sarapul came through the door with an armload of supplies. â€Å"I don’t say that. This dog fucker lies.† Tuck shook his head. â€Å"You guys were made for each other.† Sarapul set down a sewing kit and a bottle of peroxide, then crouched over the navigator and looked up at Tuck. â€Å"Can you fix him?† Tuck grinned and grabbed the old cannibal by the cheek. â€Å"Yum,† Tuck said. â€Å"Sorry,† Sarapul said. â€Å"I’ll fix him,† Tuck said. Silently he asked for help from Vincent. â€Å"I can’t feel my arms,† Kimi said. â€Å"My legs, where are my legs? I’m dying.† Sarapul looked at Tuck. â€Å"Good,† he said. â€Å"More kava.† Tuck picked up the jug, now only a quarter full. â€Å"This is great stuff.† â€Å"I’m dying,† Kimi said. Tuck rolled the navigator over on his side. â€Å"Kimi, did I tell you I saw Roberto?† â€Å"See, I didn’t eat him,† Sarapul said. â€Å"Where?† Kimi asked. â€Å"He came to my house. He talked to me.† â€Å"You lie. He only speak Filipino.† â€Å"He learned English. Can you feel that?† â€Å"Feel what? I am dying?† â€Å"Good,† Tuck said and he laid his first stitch. â€Å"What Roberto say? He mad at me?† â€Å"No, he said you’re dying.† â€Å"I’m dying, I’m dying,† Kimi wailed. â€Å"Just kidding. He didn’t say that. He said you’re probably dying.† Tuck kept Kimi talking, and before long the navigator was so convinced of his approaching death he didn’t notice that Tucker Case, self-taught incompetent, had completely stitched and dressed his wounds. 50 Don Quixote at the Miniature Golf Course He was sleeping, dreaming of flying, but not in a plane. He was soaring over the warm Pacific above a pod of hump-back whales. He swooped in close to the waves and one of the whales breached, winked at him with a football-sized eye, and said, â€Å"You da man.† Then the whale smiled and blew the dream all to hell, for while Tuck knew himself to indeed â€Å"be da man† and while he didn’t mind being told so, he also knew that whales couldn’t smile and that bit of illogic above all the others broke the dream’s back. He woke up. There was music playing in his bungalow. â€Å"Dance with me, Tucker,† she said. â€Å"Dance with me in the moonlight.† The smooth muted horns of â€Å"Moonlight Serenade† filled the room from a portable boom box on his coffee table. Beth Curtis, wearing a sequined evening gown and high-heeled sandals, danced an imaginary partner around the room. â€Å"Oh, dance with me, Tucker. Please.† She glided over to the bed and held her hand out to him. He gave her the coconut man’s head, rolled over, and ducked under the sheet. â€Å"Go away. I’m tired and you’re insane.† She sat on the bed with a bounce. â€Å"You old stick in the mud.† A pouty voice now. â€Å"You never want to have any romance.† Tuck feigned sleep. Pretty well, he thought. â€Å"I brought champagne and candles. And I made cookies.† This is me sleeping, Tuck thought. This is exactly how I behave when I sleep. â€Å"I twisted up a joint of skunky green bud the size of your dick.† â€Å"I hope you got help carrying it,† he said, still under the covers. â€Å"I rolled it on the inside of my thigh the way the women in Cuba roll cigars.† â€Å"Don’t tell me how you licked the paper.† She slapped him on the bottom. â€Å"Come on, dance with me.† He rolled over and pulled the sheet off his face. â€Å"You’re not going to go away, are you?† â€Å"Not until you dance with me and have some champagne.† Tuck looked at his watch. â€Å"It’s five in the morning.† â€Å"Haven’t you ever danced till dawn?† â€Å"Not vertically.† â€Å"Oh, you nasty boy.† Coy now, as if anything short of being caught at genocide could make her blush. The song changed to something slow and oily that Tuck didn’t recognize. â€Å"This is such a good song. Let’s dance.† She swooned. She actually swooned. Swooning, Tuck noticed, looked very much like an asthma attack wheezed in slow motion. A rooster crowed, and seven thousand six hundred and fifty-two roosters responded in turn. â€Å"Beth, it’s morning. Please go home.† â€Å"Then you’re not going to dance with me?† â€Å"No.† â€Å"All right, I guess we’ll skip the dancing, but I want you to know that I’m very disappointed.† She stood up, pulled the evening gown over her head, and dropped it to the floor. The sequins sizzled against the floor like a dying rattlesnake. She wore only stockings underneath. Tuck said, â€Å"I don’t think this is such a good idea,† but there was no conviction in his voice and she pushed him back on the bed. Tuck was staring up at the ceiling, his arm pinned under her neck, silently mouthing his mantra, â€Å"After this, I will not bone the crazy woman. After this, I will not bone the crazy woman. After†¦Ã¢â‚¬  Boy, how many times had he said that? Maybe things were getting better, though. In the past it had always been â€Å"I will not get drunk and bone the crazy woman.† He had been only sleepy this time. He tried to worm his arm out from under her, then used the â€Å"old snuggle method.† He rolled into her for a hug and when she responded with a sleepy moan and tried to kiss him, the space under her neck opened up and he was free. It worked as well on murdering bitch goddesses as it did on Mary Jean ladies. Better even, Beth didn’t wear near as much hair spray, which can slow a guy down. God, I’m good. He rolled out of bed and crept into the bathroom. While he peed, he softly chanted, â€Å"Yo, after this, I will not bone the crazy woman.† It had taken on a rap cadence and he was feeling very hip along with the usual self-loathing. His scars made him think of Kimi’s wound, and suddenly he was angry. He padded naked back to the bed and jostled the sleeping icon. â€Å"Get up, Beth. Go home.† And someone pounded on the door. â€Å"Mr. Case, tee time in five.† Tuck clamped his hand over Beth’s mouth, lifted her by her head in a single sweeping move from the bed to the bathroom, where he released her and shut the door. Fred Astaire, had he been a terrorist, would have been proud of the move. Tuck grabbed his pants off the floor, which is where he kept them, pulled them on, and answered the door. Sebastian Curtis had a driver slung over his shoulder. â€Å"You might want to put on a shirt, Mr. Case. You can get burned, even this early.† â€Å"Right,† Tuck said. He was looking at the caddie. Today Stripe carried the clubs. The guard sneered at him. Tuck smiled back. Stripe, like Mato before him, was doing caddie duty unarmed. Time to play a little round for the navigator, he thought. He winked at Stripe. â€Å"I’ll be right there.† Tuck closed the door and went to the bathroom to tell Beth to wait until he’d gone before coming out, but when he opened the door, she was gone. â€Å"Did you know that over ninety percent of all the endangered species are on islands?† the doctor said. â€Å"Nope,† Tuck said. He picked his ball up and put it on the rubberized mat, then turned to Stripe. â€Å"Dopey, give me a five iron.† They were on the fourth hole and had crisscrossed the compound pretending to play golf for an hour. Tuck swung and skidded the ball fifty yards across the gravel. â€Å"Heads up, Bashful,† Tuck said as he threw the club back to Stripe. â€Å"Islands are like evolutionary pressure cookers. New species pop up faster and go extinct more quickly. It works the same way with religions.† â€Å"No kidding, Doc?† They still had fifty yards to get to where Sebastian’s first shot lay. Tuck had hit three times. â€Å"The cargo cults have all the same events associated with the great reli-gions: a period of oppression, the rise of a Messiah, a new order, the promise of an endless time of peace and prosperity. But instead of devel-oping over centuries like Christianity or Buddhism, it happens in just a few years. It’s fascinating, like being able to see the hands of the clock move right before your eyes and be a part of it.† â€Å"So you must totally get off when daylight savings time comes around.† â€Å"It was just a metaphor, Mr. Case.† â€Å"Call me Tuck.† They had reached Tuck’s ball and he placed it on the Astro Turf mat. â€Å"Sneezy, give me the driver.† Sebastian cleared his throat. â€Å"That looks more like a nine iron to me. You’ve only got fifty yards to the pin.† â€Å"Trust me, Doc. I need a driver for this one.† Stripe snickered and handed him the driver. Tuck examined it, one of the large-headed alloy models that had become so popular in the States – all metal. Tuck grinned at Stripe. â€Å"So, Doc, I guess you shitcanned the Meth-odist thing to watch the clock spin.† Tuck lined up the shot and took a practice swing. The club whooshed through the air. â€Å"Have you ever had faith in anything, Mr. Case?† Tuck took another practice swing. â€Å"Me? Faith? Nope.† â€Å"Not even your own abilities?† â€Å"Nope.† Tuck made a show of lining up the shot again and making sure his hips were loose. â€Å"Then you shouldn’t make jokes about it.† â€Å"Right,† Tuck said. He tensed and put his entire weight behind the club, but instead of hitting the ball, he swung it around like a baseball bat, slamming the head into Stripe’s cheek, shattering the bone with a sickening thwack. The guard’s feet went out from under him and he landed with a crunch in the coral. â€Å"Christ!† Sebastian yelled. He grabbed the club and wrenched it from Tuck’s grasp. â€Å"What in the hell are you doing?† Tuck didn’t answer. He bent over the guard until he was only inches from his face and whispered, â€Å"Fore, motherfucker.† A second later Tuck heard a mechanical click and the guard who had been tending the pin had an Uzi pressed to his ear. Sebastian Curtis was bent over Stripe, pulling his eyes open to see if his pupils would contract. â€Å"Take Mr. Case to his bungalow and stay with him. Send two men with a stretcher and find Beth. Tell her to – † Curtis suddenly realized that the guard was only getting about a third of what he said. â€Å"Bring my wife.† â€Å"I’ll get back to you on that faith thing, Doc,† Tuck said. How to cite Island of the Sequined Love Nun Chapter 49~50, Essay examples

Sociology Identity Essay Example For Students

Sociology: Identity Essay Identity-Ones personal qualities.Identiy is something only he or she can fully define. My uncle says I am affectionate,cheerful, and calm. My grandmother sees me as slim, pretty and sweet. My dad described me as perky, cheerful and happy, my mom says beautiful, gentle, and self-conscious. These adjectives describe me accurately, yet they are only abstract versions of me. Adjectives cannot begin to describe me and I aknowlege these descriptions for what they are, a condensed translation from my outward self to the world. It is impossible for anyone to understand me completely because nobody has experienced the things I have. My mother has never cherished a raggedy doll named Katie and my father never spent hours upon hours making collages and scrap books for his future children. My uncle never hid in the back of a pick-up-truck and traveled four hours to New York and my grandmother has never walked hours in the rain looking for the Queen of England. My identity is something only I can define. Think of a stacking doll. Each outer doll removed reveals another; smaller and more volnerable than the previous. With each section combined there is a whole, but with only a section you cannot see the doll in its entirety and it is impossible to see whether another is hiding inside. Ones identity is similar. With little knowlege of a person it is impossible to know what is inside and whether there is more to see. Identity is broader than one word definitions, different aspects such as feelings and memories contribute. In order to get the full sense of who a person is, the inner layers must be revealed. The outer layer is how people see me. Pretty was an adjective my family and friends used to describe me. Pretty/Pleasant to behold. Though this phrase is not meant to be negative, It makes me feel like I am stupid and that my family couldnt think of adjectives indicating intelligence or creativity. Pleasant means enjoyable agreeable welcoming. When characterizing my identity I dont want pretty to be the first word that pops into peoples minds. Pretty says: dull and uninteresting. People in school know me, not because I score winning points in basketball games, or come in first in swim meets. People know me because I am supposedly good-looking. Sometimes I feel like I dont have an identity aside from the way I look, and my definition of identify doesnt include appearance. I sometimes list the things that identify me. My strongest features are my different hair and my clear skin. People have often told me that I should be a hand model or go into commmercialism because I have a unique smile These compliments put a temporary smile on my face, but having clear skin does not make me feel good about myself. Having clear skin does not give me the confidence and self-assurance I need to be happy and accomplish my goals. But according to the majority of my friends and family:my looks are going to get me the farthest So I guess in a way my looks are my identity. The problem with characterizations and first impressions is that I dont give an accurate perseption of the real me. I often seem ditsy and spacy, and sometimes I act in a way that doesnt portray the real me, and that frustrates me beyond words. My friends call me bubbly, silly, and funny trying to think of a way to say ditsy that wont hurt my feelings, and these traits arent neccisarily bad. Atleast I have characteristics that make others happy and cheerful when they are around me. Maybe my identity is best summed up as spacy, ditsy, and distracted. Eventhough my grades arent wonderful, and I dont ride a horse six days of the week, atleast I have the amazing ability to understand everyones pain. A year ago this sentiment was what kept me confident, but lately I have been struggling to believe my friends even like me. Somewhere between junior and senior year I have started analyzing my personality and trying to figure out who I am, and Im not happy with what I have found. The problem isnt so much that I dont like who I am, its more that I dont like what others think I am. I used to spent my time concentrating solely on keeping good realtionships with my friends and now that everyone is leaving for college, I realize that I based my identity on who I was friends with at the time, and how well-liked I was, and now I am left without any particular interests or characteristics that stand me appart from the rest. That realization has left me very confused. My mother always told me that if I didnt concentrate on my school work and find things I was interested in, I would wake up one day and realize I didnt have friends or a future. This comment is harsh, but true. Friends took the place of my passions, and by relying on others to make me happy, even if I think Im helping, I have lost touch with myself. I let others shape me, and maybe thats my identity. .u44a8c1086c682aba445a8a3623593619 , .u44a8c1086c682aba445a8a3623593619 .postImageUrl , .u44a8c1086c682aba445a8a3623593619 .centered-text-area { min-height: 80px; position: relative; } .u44a8c1086c682aba445a8a3623593619 , .u44a8c1086c682aba445a8a3623593619:hover , .u44a8c1086c682aba445a8a3623593619:visited , .u44a8c1086c682aba445a8a3623593619:active { border:0!important; } .u44a8c1086c682aba445a8a3623593619 .clearfix:after { content: ""; display: table; clear: both; } .u44a8c1086c682aba445a8a3623593619 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u44a8c1086c682aba445a8a3623593619:active , .u44a8c1086c682aba445a8a3623593619:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u44a8c1086c682aba445a8a3623593619 .centered-text-area { width: 100%; position: relative ; } .u44a8c1086c682aba445a8a3623593619 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u44a8c1086c682aba445a8a3623593619 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u44a8c1086c682aba445a8a3623593619 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u44a8c1086c682aba445a8a3623593619:hover .ctaButton { background-color: #34495E!important; } .u44a8c1086c682aba445a8a3623593619 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u44a8c1086c682aba445a8a3623593619 .u44a8c1086c682aba445a8a3623593619-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u44a8c1086c682aba445a8a3623593619:after { content: ""; display: block; clear: both; } READ: Received: from mailsorter-102.bryant.webtv.net (20 EssayMy passions and positive characteristics have gone downhill since my mother has become ill. The positive features I used to praise myself on are slowly diminishing. For example, I used to work at a daycare and that was what made me, ME. Children are my passion and since Ive lost this release its been hard for me to keep in touch with myself. For a year, working out was my passion, but the days between going to the gym quickly turned to weeks, and soon I quit altogether. Since my mother has been sick I feel like a huge ominous cloud has taken over my identity. Instead of fun, corky Lily, its now boring, unmotivated Lil y. I spend so much time lost in my own mind, trying to figure out how the bills will be paid, what will happen if my mom becomes too sick to take care of my sister, what I will make for dinnerthat I seem boring and uninterested to everyone else. In a way, my mothers problems are my identity I want to be different. Just like all the other different people I want to be like. I want to be just like all the differnet people and assert my individuality along with the others who are differnet like me. This is a perect quote for me. I truely want to be different, but I base my definition of different on other people rather than figuring out who I am and doing what I want to do. Becoming the person I want to be is too difficult for me to accomplsh. I get caught up in things Im not doing right rather than the things I am doing right. Instead of giving it all Ive got and learning from the maistakes I make along the way, I conclude that I have too many faults, that are too engraved into me to solve. So my identity can also be characterized by my low confidence and fear of failure . Its a blessed thing that in every stage in every age some one has had the individuality and courage enough to stand by his own convictions. The part of me that sums up my identity best is not the adjectives given by family, or the faults I find in myself. My identity is my desire to better myself, and my passion for children. My identity is who I want to be and what I do to accomplish my goals My identity is the feelings and emotions I pour into my journal every day, and the way I feel when I do something right. My identity is not what others thing of me or what I think of myself after a bad day. My identity is the love and confidence I have in myslef, and the beauty inside. Sociology

Great Barrier Reef management and protection Essay Example

Great Barrier Reef management and protection Essay The Great Barrier Reef Is an extensive and Intricate ecosystem which Is located off the east coast of Northern Queensland. The GAB stretches roughly 2300 kilometers from as far north as Fly River in PANG to as far south as Frazer Island. The whole reef system covers 354, 000 square kilometers in total which makes it the largest and most famous coral reef system in the world. Holding one of the worlds broadest ranges of genetic biodiversity, the maintenance of the GAB is vital. Reasons for the conservation of the reef include economic value, importance as a reservoir for illogical diversity, it is the largest reef system in the world, it is used for education and research into revolutionary processes, it plays an important role in the carbon cycle, chemicals can be removed for use in medicine and the GAB also prevents coastal erosion. Over time, reef management strategies have been introduced to help with the preservation and conservation of the reef, these strategies Include traditional and contemporary management. Traditional management was when the Aboriginal people had complete control over the land, the Indigenous peoples management included great admiration for the land, treating it with respect and sing only justifiable amounts of food and materials. This was a sustainable and successful management strategy used to conserve and preserve the GAB. We will write a custom essay sample on Great Barrier Reef management and protection specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Great Barrier Reef management and protection specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Great Barrier Reef management and protection specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Contemporary management included reef exploitation, UN-sustainable usage of materials, disregard for pollution and UN-policed fishing which led the GAB to be at NSA (GENETIC DIVERSITY, UTILITY VALUE, INTRINSIC VALUE AND HERITAGE VALUE AS ALL REASONS FOR THE PROTECTION OF THE GAB) Traditional management of the GAB boats superiority and success (BACK UP). Traditional management strategies portrayed knowledge about the ecosystem harbored by the Indigenous people; they understood the significant of the ecosystem, the need for sustainability and the reasons for preservation. The Indigenous people trusted the reef to provide food, building materials, medicine and of course beauty, however, the way In which these needs were harvested from the reef was gentle so that there was no exploitation and no UN?sustainable activity. Being that there are more than 35 separate groups of Aboriginal and Tortes Strait Islander people with links to the land surrounding the GAB, tribes did not exist on only one area of the land for their life but instead moved around so that the land was not overused in sections. The traditional management strategies used and enforced by the indigenous people were extremely successful in preserving the reef. They were able to live off the land without exploiting and without disturbing the dynamic equilibrium that exists on the GAB. The indigenous people are able to focus their management important factors such as stewardship and conservation of resources for future generation. Aboriginal and Tortes Strait Islander people feel an accountability to look after the land on which they exist because of 2 million years of deep spiritual connections and links between the two. Stress on the technology meaning that the traditional management strategies were very effective in preserving the land. The GAB has altered and varied over many years, meaning that the management required has changed too. Contemporary management has been adjusted to suit the ever-changing needs of the GAB to aid in preserving, conserving and protecting the delicate ecosystem. Supporting the contemporary management practices include establishing, in 1975, the largest URINE Park in the world, World Heritage listing in 1981, broad scientific research and pressure from all parties effected. The SPAM had an act put in place by the federal government to assist in the management of the reef. To enable the reef to be properly managed, state and federal government agencies are involved in GAB management, these include Australian Marine Safety Authority, Queensland Department of Transport, Queensland Parks and Wildlife Service and The Aboriginal and Tortes Strait Islander Commission. All of the government agencies involved follow four principals; Management at the ecosystem level to achieve overall protection of the ecosystem, Conservation and reasonable use so that the ecosystem provides opportunities for sustainable use and enjoyment of its resources while being protected, Public participation and community involvement in the development and implementation of management, Monitoring and performance evaluation of management. In 2004 the Marine Park Authority introduced zoning to help manage the reef. Buffer zones were introduced for people to appreciate and enjoy areas of the reef without disturbing the national park zones. Conservation park zones are to allow small-scale recreational fishing. Estuarine conservation zones allow recreational activities such as snorkeling and diving. General usage zones allow a diverse range of recreational and commercial activities such as tourist boats. Habitat park zones allow a varied array of recreational and commercial activities. National park zones allow the public to appreciate and enjoy the beauty of the nature around them, being classified as high conservation value. Preservation zones forbid any public access to a totally protected high conservation value area of the marine park. The Great Barrier Reef Outlook Report 2009 identified climate change as one of the greatest threats to the long-term health of the Great Barrier Reef, including; ocean acidification, rising sea enraptures, rising sea level and the increased frequency of severe weather events. There is also expected to be flow-on impacts for communities and industries which is why the Great Barrier Reef Climate Change Adaptation Strategy and Action Plan 2012-2017 was created. It outlines how we will build Great Barrier Reefs health so its better able to cope with stress and avoid climate change impacts. Climate change has increased sea surface temperature, if this increase continues the temperature will exceed that of which the coral has the ability to grow which results in the leaching of copious amounts of coral, for example, in 1998, there was a global mass bleaching event where 50 per cent of the reefs on the Great Barrier Reef suffered bleaching. During this time, sea temperatures on the Great Barrier Reef were the highest ever recorded. From alterations in the temperature of the sea the water movement is affected causing vast ocean currents that act as a nutrients recycling cycle. This can be enough for the elimination of the reef. Climate change is not solely negative but is one of the most important roles of the reef. Green-house gases maintains the health and growth of the coral, without which the corals would not be able to survive. Seal level rise will impact negatively on the reef as the penetration of sunlight becomes less effective because the distance of that energy has to travel to reach the coral will be further. Being the largest and most beautiful reef system in the world the GAB attracts about 2 million tourists each year meaning that the activities carried out are examined very carefully. Tourism is a vital method in educating people about this delicate ecosystem. Through education the SPAM are blew to encourage conservation and preservation and influence people on the importance of the ecosystem. One aim set in place by the World Heritage Convention is to promote education concerning environmental protection as well as the influence of human activities on ecosystems. This will promote vigilance and care when visiting fragile reefs. Having 85% of the total number of tourists visiting the reef yearly only use 7% of the reef clashes with the importance the Indigenous people placed on not using too much of the one area but moving around. Without following the living quinine employed by the Indigenous people we are in danger of disturbing the reef and the aquaculture of the reef. We are also in danger of disturbing the water quality of the reef as the increased use of nutrients, pesticides and other pollutants on the land are ending up in the water. Also because The Great Barrier Reef receives the run-off from 38 major catchments, discharges are the single biggest source of nutrients to the inshore areas of the Great Barrier Reef World Heritage Area. This is seen as the second most significant pressure on the GAB. Coastal ecosystems play a vital role for the Great Barrier Reef. Extensive areas of habitats that support the Great Barrier Reef ecosystem have been in filled, modified or cleared. This loss of coastal habitats is concerning as they are important feeding and breeding grounds for marine species and sediments traps and nutrient filters for water entering the Great Barrier Reef. The Great Barrier Reef Marine Park Authority (SPAM) is a partner in the Australian and Queensland governments commitment to the Reef Water Quality Protection Plan (Reef Plan). This plan aims to stop and reverse the decline in the quality of water flowing into the Great Barrier Reef. The SPAM prepared Water Quality Guidelines for the Great Barrier Reef Marine Park which recognize trigger levels for managers to take action if conditions surpass them The development of traditional and contemporary management strategies over past years has been evident. Sustainable practices engaged in by both the Indigenous people and Marine park zoning set up by the SPAM are both strategies to be used as they ensure a strong, sustainable and healthy ecosystem for generations to come. The techniques practiced by the Indigenous Australians centered on the important value of stewardship. The management strategies utilized by the Indigenous peoples proved successful and sustainable, as the tenuous and delicate reef has survived. A combination of contemporary and traditional strategies has been employed by the SPAM, enabling them to protect the reef ecosystem. Education of tourists on the vulnerability of the ecosystem, scientific research into the possibilities the reef has to offer and learning about how to care for this vital ecosystem are all factors showing the effectiveness of the SPAM management, conserving the GAB is very important, as it possesses resources that can be used in vast areas and also provides a habitat the privilege of visiting it.

Nike Case Study

Nike Case Study Free Online Research Papers In this day of how business is conducted it becomes hard to come across a company or any manufacturing business that makes their product from the ground up, without outsourcing for all or part of its product. Nike is no exception this American business trait of conducting business. Nike has multiple manufacturing facilities throughout the world (primarily Asian countries). Nike was one of the first major global foreign companies who was widely scrutinize not only for outsourcing jobs to lower economic countries, but much of the controversy was brought over wages and working conditions of its employees; of which much of the judicial systems placed in these countries have no system enforced for such employment rights. Since the beginning of the Nike Corporation which was founded in 1972; the origin of business was strategically contracted with outsourcing to factories in Taiwan and South Korea; at which that point in time did not have strict bylaws on workers’ wages or conditions. Following the next two decades of conducting business workers in these countries lobbied to have their government establish such laws; at which Nike decided to venture into other less established countries. The convenient irony is that the countries they decided to open shop are known countries such as China, Indonesia and Vietnam where it is illegal to organize, plus these strategically hit countries are among one of the lowest paying wage countries in the world. (Charles Hill, 2009). Roles of the Government After much negative press Nike was bombarded with many allegations of un-ethical child labor, forced overtime and paying below poverty level wages. Much of this media attention brought pressure from U.S civil right organizations such as Education for Justice, Global Exchange, and Students Against Sweatshop Labor (Charles Hill, 2009). Not only was the pressure from these groups and public securitizing growing, but also the native citizens of these countries were also becoming restless; of which they started to protest for worker rights of which such acts are illegal and strongly prosecuted in their countries. Operational Challenges With all this negative publicity mounting Nike decided to makes changes which drew and gave the right for the global community to inspect the company on foreign grounds. The operational challenges that faced Nike manager in this open global front agreeing to allow random factory inspections from the Fair Labor Association and independent monitoring of international organizations; not to mention Nike added its own specialized staff team to stay in compliance of the regulations set. In conclusion business or global business it will always come down to the bottom dollar. It becomes no wonder that natives of this country are no longer value struck or driven to keep the U.S economy growing but are more harvested on their own personal growth. Nike being a product of the U.S should hold as no surprise that its natural trait to make money; the only reason Nike is projected more negatively because they are on a larger scale and stage. Also as a native to these country traits it also becomes Nike obligation to lead by example in leading by example and playing police and rule keeper to the world by holding ourselves to greater statue. Nike showed this by issuing a company Code of Conduct for all its factories to regulate safety conditions, health and labor standards in nations were this is simply not required. Even if with all its changes the company to this day still faces much scrutiny over working hours of employers’ and wages. References Charles W. L. Hill. (2009). International Business. Competing in the Global Marketplace. Retrieved from Charles W. L. Hill, Mgmt 448 website Research Papers on Nike Case StudyNever Been Kicked Out of a Place This NicePETSTEL analysis of IndiaDefinition of Export QuotasTwilight of the UAWMarketing of Lifeboy Soap A Unilever ProductThe Effects of Illegal ImmigrationAssess the importance of Nationalism 1815-1850 EuropeInfluences of Socio-Economic Status of Married MalesRelationship between Media Coverage and Social andHip-Hop is Art

Radio Frequency Identification Essay Example | Topics and Well Written Essays - 1000 words

Radio Frequency Identification - Essay Example ..a transmitter sends a burst of radio waves through the antenna to the chip inside the tag to read the information stored in it" (Hoctor and Thierauf 237). In fact, Higham calls it a "must-have accessory in the supply chain" (23). The scope of this paper is to answer three specific questions regarding RFID based upon the reading assigned. 1. Based on the background readings, what makes RFID such a big deal in managing production and inventory Of all the issues related to RFID and its implementation, both positive and negative, the two most noteworthy aspects are strongly positive; it allows producers to increase their productivity through the efficient management of the SCM process, and it increases the security and accuracy of delivery. By streamlining the product data process, RFID allows suppliers to increase their productivity in numerous ways. First, in terms of general organizational efficiency, RFID allows suppliers to monitor and control things like batch management and returns, shipping and receiving accuracy, as well as inventory visibility (Byrne, 43(5) 31). The ability to know exactly where each item in the supply chain is, where it has been, and where it is going, is vital. The information provided, and the ease at which it is obtained, is not inexpensive. After the investment in the technology is made, however, the raw cost of goods sold is actually decreased because of the increased productivity available to the front end of the supply chain. For example, the cost of labor can be drastically reduced because of the fact that many features of inventory tracking and management become automated in an RFID system. Further, in terms of unit location, serviceability, and depletion, an RFID system provides th e ability to direct capital outlays and increase accuracy in reporting (Byrne, 43(5) 32). Finally, RFID is a big deal in managing resources because of the enhanced security it offers. An organization can use RFID to track a particular item, establish and maintain product authenticity through the coding sequence, ensure end-user safety where necessary through inventory control procedures, and prevent shrinkage through theft or other means (Byrne, 43(5) 32). On the whole, the technology represents a significant step forward for streamlined SCM. 2. What is the nature of the impact that RFID is having on industries, and on individual companies within those industries One of the first notable impacts of RFID technology is the adoption of it by major end-user markets and the obvious effect that has on their suppliers. The huge company, Wal-Mart, is now requiring its business partners to participate in the use of the technology (Byrne, 43(9) 31), which makes perfect sense as the organization must efficiently track vast quantities of inventory through multiple distribution centers as well as ensure just-in-time supply to its thousands of stores. The effect on the suppliers is significant, as they must stay in tune with such technological developments if they are going to maintain their customer base. Even if their participation is somewhat forced (Byrne, 43(9) 31) or pressed upon them, they still will reap the benefits of a much more secure and efficient SCM process. Accordingly, supplier demand brings great impact not only to th e industry but also to the individual suppliers. Another impact of RFID technolog

Euthanasia is Morally Incorrect Essay Example | Topics and Well Written Essays - 2500 words

Euthanasia is Morally Incorrect - Essay Example It is morally incorrect because it allows one human to take away the life of another; an act that should be frowned upon (Narbekovas & Meilius 2004, p.2). All human beings have to die a natural death and there should be no excuse to take the life of an individual to alleviate pain and suffering because, in the modern world, strong painkillers have been developed to ensure that pain is significantly reduced among patients. However, putting euthanasia into practice presents a moral dilemma for those medical practitioners who preside over it because it is a contravention of the Hippocratic Oath, which they take as a guarantee that they will be dedicated to preserving human life. Therefore, while the advocates for euthanasia state that it helps to end suffering, it is also a violation of the basic principles of life that have sustained societies for ages. In this paper, there will be a discussion of the ramifications of euthanasia on the society, the principles that make it a moral issue, as well as its impact on the individuals who take part in it. The discussion will be based on recent years, where euthanasia has been conducted as a means of removing the financial burden from medical expenses from families. In addition, in some cases, it has been done in direct violation of the wishes of patients and this has made euthanasia something akin to murder rather than as a means of ending the suffering of patients. Euthanasia is an act that is immoral because it goes against all the principles of life as dictated by religion; where the right to take away life belongs only to God rather than to human beings. Moreover, when euthanasia is conducted, there is often a failure to consider the emotional toll that it might take on the families of the patients because not only  might they feel guilty and be full of regret for allowing it to happ en, but it might lead to some of them falling into depression.

What Do I Believe About Others Essay Example | Topics and Well Written Essays - 750 words

What Do I Believe About Others - Essay Example I believe that immigrants get space in our country with due permission and approval of the government, and the government only allows them to share this space with us because their arrival to our land is expected to have a positive effect on our economy. I tend to interact and socialize with others a lot. I know that it can be very emotionally and psychologically demanding at times, as the friends usually keep offending each other in a sarcastic way all the time, but dealing with them makes me learn patience and tolerance. Once I develop that level of comfort talking and interacting with them, such conventionally offensive notions no more bother me, because of the fact that I have developed indifference to them. I believe that while my friends have a lot of negative traits, they also carry several positive traits. I tend to acquire good habits from them while staying away from bad influences. One thing that I particularly take care of is not to offend others while interacting with them. I think use of mockery and criticism just draws people away from you, and presents you as an overconfident person that they become hesitant to interact with. One can expand one’s social network by behaving decently with others and giving them respect. The formula is; treat others just the way that you want them to treat you. Since I desire respect from others, so I give others respect too, and it works for me. However, I make sure that with my patience, tolerance, and nice nature, I don’t become a sweet dish for them that they can eat.

Gender and Leadership Style

Gender and Leadership Style Introduction Leadership has had a great impact on the culture, history, and civilization of humankind, thus theoretical explanations for it have been extended throughout the history. Although the term leadership is mostly related with industry and business, it is important to education as well. Therefore it is vital to understand the role of leaders in education and to investigate the impact of gender on leadership style. Despite the large number of female teachers across all levels (i.e. primary, secondary, tertiary), leadership positions are still held mainly by men. Cooper et al. (2000) stated that qualified women educators provide important resource for meeting current and impending school leadership shortages but are often ignored. Meanwhile Young and McLeod (2001) identified that womens entrance into educational leadership will depends on their career aspirations, their leadership orientations or styles, the particular exposure to transformational leadership, their experiences, and the support they gain when entering administration. This section will include early leadership theories, the roles of school leader, relationship between leadership and gender, female leadership styles, differences between leadership styles of men and women, gender stereotypes, prejudice against female leaders and the summary of this chapter. Early Leadership Theories In the early 18th centuries, philosophers recommended a theory of leadership which was termed the Great Man theory. According to Jani (2008), this theory assumed that leaders are born and not made. Whereby leaders usually were members from the aristocracy since they only got a chance to lead; hence, it was considered that good breeding contributed to great leaders. Besides that, this theory also states that when there is a great need, then a great leader arises, like Buddha, Jesus, Churchill and Eisenhower. During that era, women were not taken into account as possible leaders. Even from the name given to this theory illustrates that women were not perceived as leaders, and leadership research during this period were related solely to males. Trait theories were introduced in the year 1904 and were well known up to 1947 (Bass, 1990). This theory assumed that people are born with inherited traits whereby some traits are particularly suited to leadership. It is believed that people who make good leaders have the right combination of traits. And once again, these traits were thought to be inborn, and unique to leaders. Trait theories basically described traits in masculine terms, and these characteristics were considered crucial for successful leadership. In the 1900s, small numbers of women began to enter the workforce. However, only very small proportions of women took up leadership positions in the 1940s. Typically, women were seen as carers, assistants, teachers, or nurses rather than leaders during this period of time (Koziara et al., 1987). Therefore, females were not seen as appropriate in the role of leadership. Soon after the 1940s, researchers began to propose that traits alone were not sufficient to explain effective leadership. They proposed that the interaction of leaders and followers, as well as other situational factors, may be a significant factor in effective leadership. At this stage, leaders were no longer considered to possess inborn characteristics and abilities hence Gardner (1989) proposed a new way of conceptualizing leadership. He said that men learn to lead therefore there is no one that are born to be a leader. This philosophy lead to the behavioural theories of leadership in the 1930s and the perspective began to move from a belief in the inborn characteristics of leaders, to a focus on behaviour which could be acquired or learned. There were four main behavioural studies conducted in conjunction with this theory. Firstly, the University of Iowa researchers which isolated three behavioural dimensions; these were the democratic, autocratic, and laissez-faire styles. Secondly, a study by Ohio State University in the 1940s and 1950s. They advanced this body of thought by dividing the behavioural theories into two dimensions which they termed consideration and initiating structure. Consideration was explained as being considerate towards followers ideas and feelings while initiating structure referred to structuring work relationship to meet job goals. The third study was conducted by the University of Michigan which described employee oriented and production oriented dimensions. The findings of this study concluded that employee-oriented employers promoted high group productivity and job satisfaction amongst their employees (Kahn and Katz, 1960). These concepts were extended in 1964, when Blake and Mouton proposed a Managerial Grid. They proposed that by incorporating the two dimensions of concern for people and concern for production the most effective way of leading could be achieved (Blake and Mouton, 1964). All these behavioural theories were proposed in the early 1930s, but only achieved prominence in the 1960s at a time when the number of women in positions of power or authority in organisations were still low. The proportion of women in leadership roles in the USA in 1970, ten years after the behavioural theories were introduced, was only 16 per cent. Moreover, this percentage of women involved in a leadership role was reported to be constant for over a decade (Powell, 1999). However, during this period of research, there was an emerging recognition of the importance of concern for people in the behavioural theories as being an effective leadership quality. A concern for people could be seen as behaviour more typically associated with female. Subsequently, the leadership theories moved on to embrace both individual traits and situational aspects of leadership simultaneously (Bass, 1990). Successful leadership was considered to be dependent on the leaders consideration of situational factors in order for an appropriate leadership style to be chosen to cope with each situation. This theory assumes that the action of a leader depends on a number of situational factors, such as motivation and capability of followers, relationship between the leader and the followers, stress, mood, and etc. Yukl (1989) has identified six situational factors namely, subordinate effort, subordinate ability, organization of the work, cooperation and cohesiveness, resources and support, and external coordination. Situational theories would have predominantly been seen as applying to males in leadership roles because of the low profile of women in management during that time, and it can be assumed that the profile of women in management would not h ave been advanced in any significant way from this body of literature. Additional theories began to be available with mostly focused on the specific leadership styles of leaders, in an attempt to increase the understanding of what constituted effective leadership. These concepts relating to leadership styles were introduced in 1938 by Lewin and Lippitt. They suggested that leaders vary in the way they led in organisations. They proposed three styles of leadership. Firstly, autocratic leaders were originally described as leaders who used their power and their ability to persuade in leading their followers. An autocratic leader was also illustrated as a directive leader. The autocratic style of leadership was not been associated with female gender stereotypical characteristics. The second leadership style was named democratic leadership. This style was explained as a style whereby the leader pursued an open and follower oriented relationship. Leaders who take on this style encouraged followers to establish their own strategies, provided them with a perspective by explaining in advance the procedures for accomplishing the goals, and granted the followers independence to commence their own tasks and congratulating them if they succeed. According to Bass (1990), this leadership style originated from America, and leaders adopting this style were described as caring, considerate, and easy to compromise. This is the first kind of research which was seen to be more favourably aligned to feminine characteristics as compared to masculine characteristics. However, as mentioned previously, during the era when leadership style theories reached prominence, there were still limited women holding leadership positions. As research on gender difference in leadership styles did not occur until 1990, it would appear that the theories on leadership styles would have been written to illustrate male behaviour in leadership roles. Nevertheless, it could be argued that the theories on leadership styles began to raise the profile of women in leadership. This early leadership research may have changed insights about the suitability of women in leadership positions, as a democratic style of leadership could be attributed to both male and female leaders. The third leadership style was described as laissez-faire leadership. The term laissez-faire means to let others act without interference or better known as the hands off style. Laissez-faire leaders were thought to have less confidence in their decision-making responsibility, or in their capability to manage, often avoiding meeting with their subordinates (Bass, 1990). Similar to previous theories, these researches was studied in a male context, probably because of the small numbers of women in leadership roles at that time. In short, all of the theories reviewed portrayed leadership implicitly or explicitly as a male prerogative, and the small numbers of women in leadership positions during the respective periods confirms that the role of leaders was largely seen as a male domain. Not unpredictably, all the researchers and writers on early leadership were men and hence the years of leadership research reflect a male dominance. Denmark (1993), reflected that by ignoring gender as a variable in studying leadership, researchers created many blanks in theoretical and research design. However, gender has begun to be a consideration in the literature in the late 1970s. Gender difference research began to report on differences in behaviour, attitudes, and skills between males and females in general and was subsequently extended to consider abilities such as leadership. The Roles of School Leaders The role of the school leader in successful schools has gone beyond the traditional view of functional management, power, behaviour style, and instructional leadership. In the past, the job of school leader was considered as primarily managerial, however nowadays the realities of our global society have shifted the focus from management to leadership. According to Kowalski, (2003) an effective school administrator typically must be both a manager and a leader. Todays school leaders face more complex expectations. They face a very different student population. At a time when many view the schools as one of the few social organizations, students arrive with very different attitudes, motivations, and needs than students of todays generations (Young and Kochan, 2004). International research indicates that successful schools have leaders who creates a productive and professional school culture (Stoll, 1999), have a clear vision (Fullan, 2003), are knowledgeable about teaching and learning (Wesson and Grady, 1993) and protect schools from demands that make it difficult for schools to operate on a professional basis (Normore, 2004). As for school leaders in less successful schools, they seem to view their role to be more that of a middle manager. While leaders in highly successful schools perceive themselves as educational leaders (Normore, 2004) who contribute to school improvement and school effectiveness (Mortimore and MacBeath, 2001). Effective school leaders are vital to change and improvement, and are clear on expectations for student learning (Fullan, 2003). Expectations of nowadays school leaders include new knowledge and skill for instructional leadership, discipline, supervision, fundraising, and public relations expertise (Shuttleworth, 2003). More responsibility has been added to the job over the years causing some of the best school leaders to slow down until the extent that they have lost much of their leadership, rather than management quality (Normore, 2004; Shuttleworth, 2003; Simkins, 2003). Relationship between Leadership and Gender According to Oshagbemi and Gill (2003), the relationship between gender role and leadership style is the association of masculinity with task-oriented leadership styles and femininity with relationship-oriented styles. This relationship is not so precise for women. Jamieson developed the concept of femininity and masculinity in the year 1995 where behaving feminine is associated with incompetence and behaving masculine is associated with competency. If the masculine model represents the general and dominant model of leadership, women understand that in order to escalate the ranks they have to conform to it (Fernandes and Cabral-Cardoso, 2003). In other words, the same influence strategies that proved to be successful for men are continually used by women too. The main strategy is to develop behaviors feminine enough not to diverge from the gender role expectation, but masculine enough to gain credibility as professionals; in simple terms, women have to create their own leadership sty les. As Gardner (1995) said Leadership is never guaranteed; it must always be renewed. Female Leadership Styles Earlier thinking emphasized that women who had reached leadership positions were imitators of male characteristics, but contemporary theories recognize feminine leadership styles. Like any new trend in traditional settings, it takes years to develop new styles until these styles are understood and well accepted. Women face several barriers that prevent them from involving in leadership positions. Obstacles with this origin have been described as the glass ceiling as a metaphor that halts women in moving up the career ladder at a certain point (Oakley, 2000). Nonetheless, the increasing involvement of women in the labor market in the last half century, and their movement to managerial positions has changed the definition of leadership (Kark, 2004). Rosener (1990) believed that female leadership tends towards a style defined as interactive leadership that involves: encouraging participation; sharing power and information; enhancing self-worth; changing self interests for an overall good; relating power to interpersonal skills; and believing in better performance when feeling good. Women leaders in education need to find the leadership styles that, without denying its feminine origins, result in efficiency. The redefinition of characteristics of an effective school leader, following the current trends of organizational leadership, will help erase gender stereotypes and focus on desirable characteristics that candidates (men or women) bring to the position (Logan, 1998). Differences in the Leadership Styles of Men and Women One possible explanation of gender gap in leadership is that women are deficient in the characteristics and behaviors that are crucial to effective leadership. However, contrary to the idea that women are less suited to leadership than men, Eagly, Alice H., and Marloes L. van Engen (2004) have described female leaders as having cooperative, interactive, and facilitative leadership styles that are more attuned to the needs of modern organizations than the leadership styles that of men. Empirical research has observed such claims about the typical leadership styles of men and women. To determine whether men and women differ in leadership styles, Alice Eagly and Blair Johnson (2004) carried out a meta-analysis of 162 studies that were conducted between 1961 and 1987. Most of these studies distinguished between task-oriented leadership (a style that emphasizes subordinates to follow rules and procedures, maintaining high standards of performance, and making roles explicit) and interpersonally oriented leadership (a style that emphasizes helping subordinates, looking out for their welfare, explaining procedures, and being friendly and available). Besides that, some studies distinguished between leaders who behave democratically and invite subordinates to participate in decision making, known as participative or democratic leadership, and leaders who behave autocratically and discourage subordinates from participating in decision making, known directive or autocratic le adership. Eagly and Johnsons meta-analysis found that the leadership styles of women and men were somewhat stereotypical. In these laboratory and assessment studies, women, more than men, tended to manifest relatively towards interpersonally oriented styles, and men, more than women, tended to display relatively task-oriented styles. In contrast, gender differences in task and interpersonal style were insignificant among leaders occupying managerial roles in organizations. These findings were consistent with the principle that gender differences are lower among managers because male and female managers are selected by similar criteria and subjected to similar organizational socialization. However, in all these studies, one difference did consistently appear: Women leaders displayed a somewhat more democratic or participative style and a less autocratic or directive style than men did. In the twenty-three studies comparing men and women on the democratic versus autocratic dimension, 92 percent went in the direction of a more democratic and participative style among women. In the 1980s and 1990s, researchers identified a type of leadership style that is commonly known as transformational leadership, which is similar to contemporary models of leadership known as visionary, charismatic, and inspirational. The importance of these models is on the ability of the leaders to inspire, stimulate, and motivate followers and to nurture their ability to contribute creatively to the organizational goals. Transformational leadership are differ from transactional leadership, which is a more conventional style that stresses clarifying subordinate responsibilities and using rewards and punishments to encourage subordinates to meet objectives of the organization. Also acknowledged by some researchers is laissez-faire style that is characterized by a general failure to take responsibility for managing or better known as the hands off style. To determine whether male and female leaders differ when evaluated in terms of these new distinctions, Eagly, along with social psychologists Mary Johannesen-Schmidt and Marloes van Engen, carried out a meta-analysis of 45 studies that compared male and female managers on the measures of transformational, transactional, and laissez-faire leadership. These studies involved organizational leaders, mainly from business and educational organizations. The meta-analysis revealed that female leaders were more transformational than male leaders and also exceeded male leaders on one component of transactional leadership which is contingent reward behaviors, which consist of rewarding subordinates for doing a good job. Women also exceeded men on the transformational dimension of individualized consideration, which relates to developing and mentoring followers. In contrast, men were more likely than women to display two other aspects of transactional leadership which are active management by ex ception and passive management by exception. Active management by exception refers to attending to followers mistakes and failures to meet standards, while passive management by exception refer to waiting until problems become severe before attending to them. Men, more than women, also displayed laissez-faire leadership, which means they are uninvolved during critical moment. In summary, research has established some small differences in the behavior of male and female leaders. Specifically, women tend to be more democratic and less autocratic than men, a difference that does not yield an overall advantage for either gender. More important for effectiveness are womens tendencies to engage in transformational style and to deliver more rewards for followers good performance. These behaviors have been related with enhanced effectiveness across a wide variety of settings. Consequently, empirical research does not support the thought that the leadership styles of women account for their lesser success in rising into higher-level of leadership positions. Gender Stereotypes Women have traditionally been stereotyped as more socially sensitive and interpersonally competent than men (Korabik 1999). In various studies, the traditional stereotype of women included attributes such as being less competent and less effective in tasks that are required for work outside of home (Glick and Fiske 1999), nurturing, compassionate, considerate, weak, and subservient (Bem 1974), and emotional, subjective, tactful, aware of others feelings, and having feelings that are easily hurt (Broverman, Vogel, Broverman, Clarkson, and Rosenkrantz 1972). Stereotypes linked with men, on the other hand, typically included traits such as leaders, dominant, aggressive, independent, objective, and competitive (Broverman, Vogel, Broverman, Clarkson, and Rosenkrantz 1972). These gender stereotypes broaden into almost every facet of daily life for both men and women. People interpret communications and speech characteristics through gender stereotypes (Tannen 1990, 2001). Research has also demonstrated that gender stereotypes regarding communication patterns and styles develop early and continue on through adulthood. Other aspects of interpersonal interactions are subjected to gender stereotypes as well. Eagly and Karau (1991) demonstrated that overall, men were perceived as being more capable and were more readily accepted as leaders when they acted in a confident and assertive manner. Although the nature of the task moderated this relationship, men were more likely than women to be thought of as leaders (Eagly and Karau 1991). For women, the same qualifications of assertiveness and confidence could be harmful when they are faced with traditional gender stereotypes. Carli and Eagly (1999) in their summary of the research on influence and leadership emergence highlighted the barriers that faces by women in leadership. Studies conducted in the United States have demonstrated that self-efficacy and self-promotion are beneficial in hiring and promotion practices for men. However, women who engaged in these behaviors as undesirable (Rudman 1998). Therefore, gender stereotypes play a critical role in limiting the opportunities for women to emerge as leaders by decreasing womens access to leadership roles and increasing the obstacles they must overcome in order to become leaders (Eagly and Karau 2002). When women and men leaders behaviors and styles are reviewed, typically one of these paradigms is employed. Eagly and Johnsons (1990) meta-analysis research demonstrated that across studies, no difference was found in the perception of men and women leaders. However, they did report a small but significant finding in which women leaders were perceived as being more participative as compare to their men counterparts. They also highlighted that the source of the perception (self or subordinates) may play an important role on the results. In addition, factors such as the gender of the author, the type of study, and the date of the study had some moderating effects on the results. More recently, Eagly and colleagues have reported meta-analytic results regarding the role of leaders gender in transactional and transformational leadership styles (Eagly, Johannesen-Schimdt, van Engen, and Vinkenburg 2003). These studies found that women leaders, when compared to the males, were perceived as slightly but significantly more likely to engage in transformational behaviors. They also found that men leaders, when compared to the women leaders, were perceived as more transactional leaders. Therefore, it could be concluded that men and women are perceived somewhat differently due to the presence of traditional gender stereotypes. Prejudices against Female Leaders Prejudice against women as leaders is at least partly responsible for the lack of women in leadership positions. Prejudice arises because peoples common views about what a manager or a leader is like do not fit their ideas about women as well as they fit their ideas about men. This inconsistency can be examined in terms of social roles of women, men, and leaders. These role expectations are called descriptive because they indicate what behaviors members of a particular social category might display. Role expectations are also called injunctive because they include consensual expectations about what group members ideally should do. Gender roles are understood as socially shared beliefs about the typical attributes of women and men. According to social role theory, these roles emerge from the societal division of labor between the genders. The underlying principle is that the perceivers infer that peoples actions tend to correspond to their internal dispositions, a cognitive process that has been labeled correspondent inference or correspondence bias. Specifically, the common, nurturing behaviors required by womens domestic and child-care roles and by many female-dominated occupational roles favor inferences that women do possess and should possess common traits. Similarly, the confident, task-oriented activities required by many male-dominated occupations and the breadwinner family role create expectations that men do possess and should possess agentic traits, such as unselfishness, concern for others, and expressiveness, as well as traits such as masterfulness, self-assuredness, and instrumental competency. In general, prejudice in the workplace may arise from the irregularity people perceive between particular workplace roles and the attributes attributed to individuals based on their group membership. Most leadership roles are characterized primarily by agentic attributes and are therefore different with the predominantly common characteristics attributed to women. Although it might seem that gender should be irrelevant in the workplace, it spills over to affect opinions of employees. The resulting incongruity of the female gender role and leadership roles leads not only to decreased prospect that women can be successful leaders, but also to less favorable evaluations of leadership when it is enacted by a woman compared with a man, as shown in many studies that were summarized by Eagly and social psychologist Steven Karau in 2002. Several types of research have shown that women have fewer accesses to leadership roles than men do. Economist Joyce Jacobsens review showed that most studies of actual income and promotion supported the claim of discrimination against women in general and female managers in particular, albeit on a decreasing basis over the years. As shown in a meta-analysis by psychologists Heather Davison and Michael Burke, experiments in which participants evaluated female and male job candidates who were experimentally equated supported the narrower claim of prejudice as a disadvantage for women in relation to male gendertyped positions, which would include most leadership roles. Other studies, such as those by sociologist Martha Foschi, showed that women usually have to meet higher standard to be judged as being competent and possessing leadership ability. In addition, Eagly and Karaus 1991 meta-analysis demonstrated that it is usually less likely that women emerge as leaders in groups, especial ly if the groups task is not particularly demanding of interpersonal skill or is otherwise relatively masculine. Research also has proved the prediction that women have more obstacles to overcome in becoming successful in leadership roles. Specifically, as demonstrated in a meta-analysis by Alice Eagly, Steven Karau, and social psychologist Mona Makhijani, studies of leaders effectiveness, it demonstrated that leaders performed less effectively when the leader role that they occupied was incongruent with their gender role. Women suffered diminished outcomes in roles given especially with masculine definitions, and men suffered somewhat diminished outcomes in roles given with more feminine definitions. As shown in a meta-analysis by Alice Eagly, Mona Makhijani, and social psychologist Bruce Klonsky, more definitive support emerged in an experimental research paradigm that removed possible differences in the leadership behavior of women and men by comparing this behavior. More ultimate support emerged in an experimental research framework that removed possible differences in the leadership behavi or of women and men by equating this behavior. In these studies women fared slightly less well than men did. More important, just as in studies on leaders effectiveness, women fared less well than men did when leader roles were male dominated and when men served as evaluators. In synopsis, pressures to female leaders come from two directions: Conforming closely to their gender role would produce a failure to meet the requirements of their leader role, and conforming closely to their leader role would produce a failure to meet the requirements of their gender role. The latter pressure can result in the prejudicial outcome of receiving lesser rewards for appropriate leader behavior than an equivalent man would receive. In this sense, female leaders face more challenges not encountered by male leaders, especially in leadership roles that are defined in relatively masculine terms. Chapter Summary In conclusion, the outlook for womens involvement in leadership in the twenty-first century is promising as more women enter leadership roles in industrialized nations and thereby reduce the difference between peoples beliefs about women and about leaders. Furthermore, organizations gain from giving women equal access to leader roles, not only because evidence shows that women are at least as effective as men, but also because gender equality increases the pool of potential candidates from which leaders are chosen.

Euthanasia Essay: Assisted Suicide is Wrong -- Euthanasia Physician As

Assisted Suicide is Wrong      Ã‚  Ã‚  Ã‚   A Saskatchewan farmer, Robert Latimer, was sentenced to life in prison last year for the 1993 second-degree murder of his severely disabled daughter, Tracy. He asphyxiated her with exhaust from his pick-up (Heinrich).    Assisted Suicide is somewhat related to Euthanasia. The word Euthanasia comes from the Greek language: eu meaning "good" and thanatos meaning "death". The meaning of the word has evolved from "good death" . It now refers to the act of ending a person's life, at their request. There are two types of Euthanasia. The first, Passive Euthanasia is the death of a person by removing life support equipment, stop taking medication, or not eating and drinking which allows the person to dehydrate or starve to death. These acts are preformed on suffering people so that natural death will happen sooner. The second type of Euthanasia is Active Euthanasia. It is the death of a person through a direct action such as an over dose of pills or a lethal injection.    Assisted Suicide is morally wrong and should be against the law. Killing someone used to be called "murder," now it is "assisted suicide." The Roman Catholic, Lutheran and Episcopal churches have made formal statements that oppose doctor-assisted suicide. They want it to remain that people would not have on option to choose an early death. Many faith groups within Christian, Muslim, Jewish and other religions believe that God gives life and therefore only God should take it away. They feel that we are all stewards of our own lives, but that suicide should never be an option. In June of 1997, the Supreme Court rendered a decision on assisted suicide. They found that the average American has no constitutional r... ...World Book Encyclopedia. Vol. 5. World Book, Inc., Chicago Il. 1882. Pg. 53.    Heinrich, Jeff. " Medical symposium discusses legalizing assisted suicide." The Gazette. January 30, 1996, Internet. Nov. 02, 1997    Hippocrates. World Book Encyclopedia. Vol. 9. World Book, Inc., Chicago Il. 1882. Pg. 227.    "EUTHANASIA AND PHYSICIAN ASSISTED SUICIDE: ALL SIDES." Internet. Nov. 02, 1997 http://www.religioustolerance.org/euthanas.htm    Krauthammer, Charles. "First and Last, Do No Harm." Time. April 15, 1996, Pg. 83.    Saveri, Gabrielle. "An Ethicist Insists Patients Need Help Living Not Dying." People Weekly. May 22, 1995, Pg.91    Shapiro, Joseph P. "Expanding a right to die."U.S. News & World Report. April 15, 1996, Pg. 63.    Sheed, Wilfred. "Dr. Death, a 90's Celebrity." Time. June 3, 1996. Pg. 80.