Morton Rhue Essay Example for Free

Morton Rhue Essay The Wave was written by Morton Rhue and published in 1982. This book was based on a true story of an incident in a high school history class in Palo Alto in California in 1969 lead by the teacher Ron Jones who says it was the most frightening event he had ever seen in a classroom. In the book the teacher is played by Ben Ross and his high school history class. It all starts when students ask questions about Nazi Germany and he can’t seem to answer them so he comes up with a plan that will change his classroom FOREVER with his sayings â€Å"Strength through discipline, strength through community, strength through action. His class room will be filled with nothing but POWER and DICIPLINE and that’s only just the beginning. He started off by teaching his class how to sit up straight properly in their seats and how to answer questions properly which meant standing up beside their seat before talking now can you imagine if we tried that now a days! He was filling his class room with power and all the students could feel it and as days went by and the students became very obedient of the new rules he decided to keep it going, as he thought it was working. Weeks went on and he had come up with the new rules salute whenever you saw another Wave member or chant whenever he ordered it and also a wave symbol was created to separate the Wave members from the non-members. This was clearly becoming out of control, the students were getting brain washed and they weren’t thinking about anything they were doing and what they were getting themselves into, they were making big mistakes. By the end of the book it had got so crazy that the Wave members started threatening the students who were not members and that’s when. Ben Ross knew it had to be stopped at once so they held a meeting for all the members where he faced the students with what was going on and telling them they shouldn’t have let it get this far by letting it take over them, they needed to wake up to themselves and realize what was going on because who knows how far it would have gone. He practically told them just to stop and think about their future and what they were doing had got the better of them and had to be stopped. By the end of this students were shocked and in tears realizing what they were doing was wrong! And it was a lesson they were taught that they would never forget. Now you’re thinking why this is a classic. It is because this book was so well known and written by a famous author and it’s easy for us to relate to the characters as we are high school students too and it’s written in a way it is best understood what is going on. This book is suitable for teenagers and up but I would mostly recommend high school students because they can relate to it a lot easier than others. The text I chose was Angela’s Ashes â€Å"a memoir of a childhood† written by Frank Mc Court and published in 1996. This book was the winner of the 1997 Putlitzer Prize which made me want to read it more because that tells me it’s a good  book to read. It was about an Irish family growing up with the tough, hard working life. The family started off living in America with their 2 little boys under the age of 6. It all started getting worse for them when Angela had baby girl which suffered from cot death only a couple of days old and this left the family sad and cold. The father was an alcoholic and left his family for days leaving the boys to look after themselves because the mother wouldn’t get out of bed. This was only the beginning of their hard life. Soon later the family moved to Ireland where they had family. The life over there was so different, they were living off the doll because the father was yet to get a job they barely had enough food to survive but they had to struggle through each day as it came. Soon later the mother gave birth to twin boys so the life became even harder as they had to feed to more mouths now. Years later one of the twins became unwell and they didn’t have the medicine to make him get better and he passed away and then soon after the other twin died in his sleep. This shows you how hard it was to survive with this life style that’s why we need to realize how lucky we are. As their life went on the father moved overseas to work for a year yet he never sent them any money to help out he just spent it all at the pub once he got it and this became a habit because once the mother gave birth to a new baby boy he went and spent all the money for the baby at the pub once again leaving the poor family to struggle even more. They couldn’t afford to pay rent anymore so they had to move in with a family friend and they didn’t like this. The eldest boy got so sick of this one night he decided to leave and live with his Uncle for a while and get a job. You can probably see where this book is leading, the father left them to  struggle on with their life and faced many more problems day in day out. But overall I thought this book was a great book even though it was very sad to know what they went through and it also has a movie out to that I’m sure would be good. I think this book in years to come will become a classic because of how great of a book it was and how well it written about a family’s struggle to live the hard life. Also because it is very well known and has a famous author and the way it is written. This book I would recommend be read for adults mostly and older teenagers because you need to be able to understand it properly.

How leaders enlist and enable others to act

How leaders enlist and enable others to act Leadership is a relationship between those who aspire to lead and those who choose to follow (Kouzes et al., 2007). Leaders must master the dynamics of this relationship. They must learn how to mobilize others to want to struggle for shared aspirations. This means that leaders need to acquire the understanding, skills, and experience to collaborate successfully. Within this context, leaders move away from being the sole decision maker to involving others such as staff, and community members in the decision making process. I have looked deeply into the leader-constituent relationship. Through case analyses, books and journal articles, I have discovered that leaders at all levels follow rather similar paths as they guide others along pioneering journeys. By these studies, I was able to identify one of the most important practices common to most leadership achievements that is enabling others to act. This practice has stood the test of time, and it is available to anyone, in any organization or situation, who accepts the leadership challenge. This essay discusses the broader study that focused on collaboration in order to contextualize and highlight the findings related to the affective elements of collaborative leadership. The essay examines how the leader supports collaboration in their organisation to enlist and enable others to act and analyses the emotional competencies involved in. Finally, consideration is given to how leaders might be supported in the development and acquisition of the key skills required for affective leadership in their organisation. This essay also highlights the data related to how the leaders support collaboration. It specifically describes the perceptions that leaders and other stakeholders had regarding the role of the leader in fostering collaboration. The essay includes the description of behaviours exhibited by leaders and perceived by participants in the study as supporting collaboration. The purpose of the essay is to analyse these collaborative behaviours in terms of their emotional component. It is important to note that the goal of this study was not to examine emotional competencies of leadership. Data related to the affective domain of leaders work emerged as significant findings of the research question. Enlist others in a common vision by appealing to shared aspirations Motivation is what drives individuals to work in the way they do to fulfill goals, needs or expectations. These are numerous, varied and changing. (Bush, T. et al, p237) People can imagine an exciting, highly attractive future for their organization. Leaders may be driven by their clear image of possibility and what their organization could become. In this case, leaders passionately believe that they can make a difference. They create the way that no one else has ever produced. They uplift peoples spirits with an ennobling perspective about why they should strive to be better than they are today. This means that to create an organised movement as well as significant change, leaders need to enlist others. They also must appeal a shared aspiration because people will not follow until the vision is accepted as their own. Leaders must speak others language to enlist them in a vision. Leaders not only understand peoples needs but also have their interests at heart when they are to sign up for journeys into the future. Leaders breathe life into visions through vivid language and an effective style. Their own enthusiasm and excitement are contagious and spread from the leader to constituents. Their belief in and enthusiasm for the vision are the sparks that ignite the flame of inspiration. (Kouzes et al. 2007, p. 16-18) Breath life into your vision and align your dream with the peoples dream According to Kouzes et al. (2007) and Hallinger et al. (2002), people desire to do something that can make a profound difference to the future of their families, friends, and communities and their life as well. Therefore, leaders not only show the directions and set the standards but also effectively communicate a vision. Visions are about our strong desire such as ideals, hopes, dreams and aspirations to achieve something great. In communicating shared visions, leaders need to make them meaningful by awakening dreams, breathing life into them, and arousing the belief that they can get extraordinary things done before bringing these visions into the conversation. In order to make their visions become true, leaders need to keep people focused and excited about the meaning and significance of their work. Leaders have to animate the vision and make manifest the purpose so that others can see it, hear it and feel it. It is not leaders dream alone but is the peoples vision. Hall (2002) shows that they need to show how their individual and collective efforts could make a positive difference and make sure that each team member could repeat the vision not just by rote but also from the heart. This would enable them to realize these aspirations and make all people have the power within themselves to accomplish whatever they desire. Expand your communication and expressiveness skills to animate the vision Kouzes et al. (2007), Shriberg et al. (2005), Green (2000) and Ginsberg et al. (2003) show that to enlist others and arouse them to go decisively forward, leaders not only appeal to their ideas, animate the vision and breathe life into it but also help them understand how their own interests and dreams are aligned with the vision. The constituents will become internally motivated to commit their individual energies to its realisation if leaders recognise that their enthusiasm and expressiveness are indispensable factors in their efforts to generate commitment in their constituents. People always desire to work more effectively and find out the fastest way to achieve their common goals but it will be very difficult if the visions are not images in their mind. Therefore, to enlist others and inspire a shared vision, leaders must be able to paint word pictures that best portray the meaning of their vision and that others get a natural mental image of what things will be like in the future. To find the ways of giving expression to their collective hopes for the future, leaders face some challenges. Firstly, extraordinary things are often very difficult to get for leaders and their constituents. They may be dispirited while facing these difficulties. In this situation, leaders must recognise that their constituents look for them to demonstrate an enthusiastic and genuine belief in their capacity and supply the means to achieve and express optimism for the future to remain passionate despite obstacles. These mean that their vital tasks are to foster team spirit, breed optimism, promote resilience as well as renew faith and confidence. Thus, leaders must look the situation at the bright side and keep hope alive. They must strengthen their constituents belief that lifes struggle will produce a more promising future. (Kouzes et al. 2007, p. 147) Secondly, in mobilizing people to struggle for shared aspirations, their intensive enthusiasm is required to generate. Consequently, leaders are responsible for the energy of authentic excitement in their organization. They need to add more emotion by using all means of verbal and nonverbal expression to their words and their behavior to communicate with their constituents because it really makes their messages to be more memorable. In addition, the prerequisite to enlisting others in a shared vision is genuineness. The first place to look before taking to others about the vision of the future is in your heart (Kouzes et al., 2007, p. 151). If the vision is not leaders or they do not believe in what they are saying, it will be very difficult for them to enlist the others. As Staler (2005) point out, people identified specific communicative behaviours that the leader demonstrates which can support collaboration in the organisation. However, they felt that listening and openness are particularly important in providing support. Inherently, such behaviour is emotional work. Openness is related to the honest sharing and disclosure of information, both personal and professional. Similarly, Kouzes and Posner (1999) indicate that in order to become fully trusted, we must be open. Furthermore, when the leader takes the risk of being open, others are more likely to take a similar risk, thereby building interpersonal trust. The ability of the leader to foster such a safe environment, to promote and exemplify such a learning model is, in part, an emotional capacity. Foster collaboration by building trust and facilitating relationships In todays virtual organisations, cooperation can not be restricted to a small group of loyalists. It must include peers, managers, customers and clients, supplies, citizens. All those have a stake in the vision. (Kouzes et al., 2007, p. 20). Leaders have to know that to produce the good results people must feel a sense of personal power and ownership. Instead of the command and the control techniques of traditional management, the new effective way to enable others to act is to make people feel strong, capable, and committed by giving the power away. Show trust to build trust Need for trust working together, as Mayer, R. C. (1995) said, often involves interdependence, and people must therefore depend on others in various ways to accomplish their personal and organisational goals. The development of mutual trust provides one mechanism for enabling employees to work together more effectively. The emergence of self-directed teams and a reliance on empowered workers greatly increase the importance of the concept of trust (Golembiewski McConkie, 1975; Larson LaFasto, 1989). In the use of self-directed teams, trust must take the place of supervision because direct observation of employees becomes impractical. Further, a clear understanding of trust and its causes can facilitate cohesion and collaboration between people by building trust through means other than interpersonal similarity. According to Kouzes et al. (2007) and Grint (2003), trust must be at the heart of collaboration. Leaders have to be trust others if they want others to trust them. They can not lead without trust. Therefore, to create a climate of trust, leaders need to be the first to trust by being the first to open up, to show vulnerability and to let go of control. Self-confident and self-disclosure are also required to build interpersonal trust. Moreover, Dinham (2007) point out that leaders must understand that besides sharing information and resources to foster collaboration they need to care for others needs and interests that play a key ingredient to build the team around common purpose and mutual respect. They understand that mutual respect is what sustains extraordinary efforts. If leadership is built on trust and confidence, people will take risks to make changes and movements alive. Leaders have the most significant impact on their organisation, promote cooperative goals and build trust by engaging in frequent conversation. It is impossible for leaders to take their people or their organisation to the next level without meaningful, frequent, and consistent communication. Huber (2002) reveal that a collaborative environment leads to greater satisfaction of individuals within the organisation, and therefore enhances their performance. Yet a collaborative environment does not just emerge because one declares there will now be collaboration. It takes a great deal of trust and respect for this type of synergy to occur. A leader builds this trust by asking and utilizing others input, considering alternative perspectives, allowing others to make decisions, and communicating, communicating, communicating. When employees feel that they are trusted, they will become trustworthy. On the contrary, when individuals feel that they are not trusted, they will exhibit behaviors creating a toxic environment. In the book the Leadership Challenge, Kouzes and Posner point out that trust is the most significant predictor of individuals satisfaction with their organisation. Highly effective leaders recognise that it is not important for them to be right, but rather to listen, take advice, lose arguments, and in some cases follow. Through these behaviors trust is built and performance is maximized. Get people interacting to facilitate relationship The most genuine way to demonstrate your care and interest in others is to engage them in conversation. Frequent conversations build trust while learning about anothers values, interests, concerns, and desires. People do not perform at their greatest levels when in isolation. Shribersg et al. (2005) argue that it is important that an organization provides opportunities to interact whether it is though social events, common meeting spaces, or regular staff meetings. Some leaders may see frequent social opportunities as wasteful or non-productive; the reality is an organization cannot develop shared priorities or reach common goals if there are not opportunities to interact both personally and professionally. In addition, Kouzes and Posner (2007) and Shriberg et al. (2005) showed that a sense of interdependent community in which everyone coordinate their efforts and need the others to be successful is one of the most crucial components to cooperation and collaboration. To bind others into cooperative efforts, a specific reason for being together must be provided by sharing and developing cooperative goals. It is also necessary for leaders to establish and keep the norms of reciprocity and fairness in their mind to improve relationship and decrease stress while working together. While people keeping the common goal in their mind, leaders need to help them to understand that they can not achieve the group outcomes unless they all play successfully their individual parts. People need to know that the long-term benefits of common group are more significant than the short-term benefits of working alone. There are many things that no one can gain on their own, but they can easily accomplish by working together. Moreover, Kouzes et al. (2007) pointed out that: group goals, reciprocity, and promoting joint efforts are all essential for collaboration to occur, but what is critical is positive face-to-face interaction. Nowadays, with the great help from technology people have many ways to connect with the others such as the emails, instant messages, and video conferences. However, the most effective interaction to build trust and promote teamwork is face-to-face conversation frequently. Durable and regular interactions between people make them always remember about how they have treated and have been treated by others. This helps them to have positive feelings on the rest of their group, which may be a solid foundation for success. Some people claim that face-to-face connection takes considerable amount of time, but despite this disadvantage, leaders need to make it one of their leadership imperatives because of the effectiveness it brings to them. Strengthen others by increasing self-determination and developing competence To allow people to feel more powerful and ultimately be more productive, it is critical to increase their ability to influence. This may be done through increasing their signature authority, reducing unnecessary approval steps, eliminating rules when possible, and assigning non-routine jobs. Unfortunately, in many organizations employees are charged with tremendous amounts of responsibility yet are not able to influence their environment to efficiently and effectively get the job done well. Employees must feel that they have the freedom to move around freely and maneuver resources necessary to accomplish an assigned task. (Jill Tomac) Creating a climate in which people are involved and feel important is at the heart of strengthening others. Leaders must make sure that everyone involve in all the group work. They need to listen to the opinions of others carefully and then help them to build up their capabilities as well as update their own information and perspective. When people are trusted and have more discretion, more authority, and more information, they are much more likely to use their energies to produce extraordinary results. (Kouzes et al., p. 21) Moreover, one key to success is that in order to gain respect leaders must also show respect for others. Jill Tomac shows that leaders are those individuals who are not widely known; they have very little interest in placing themselves in the forefront but are quite happy having their successors in the spotlight. In effect, these leaders create stars all around them, allowing others the glory. As a result, each member of the organization is performing at his/her maximum potential and bringing the organisation to new levels of achievement. Leaders recognise the importance of empowering others, through sharing information and assigning responsibility while enforcing accountability. A leaders ability to understand and appreciate others perspectives can be the critical distinguishing factor between a success and failure. Leaders who prefer to work by themselves and do not engage or believe in those around them have great difficulty achieving their goals. They have a tendency to share power and provide choice; allowing others the latitude to make choices and take responsibility. Of course, i t is valuable to provide the expectations, parameters, direction, and skill building needed to be successful. However, beyond that people must feel that they have the respect and trust of their superiors to get the job done. Effective leaders use their power in service to others through strengthening and supporting them. In effect, leaders turn subordinates into leaders themselves enabling people to consider variables, make choices, and act on their own initiative. As Kouzes and Posner state Leaders strengthen others when they give their power away, when they make it possible for constituents to exercise choice and discretion, when they develop competence to excel, when they assign critical tasks, and when they offer visible support. Increase individual accountability to enhance self-determination To help people increase accountability and then enhance self-determination, leaders need to act by following a scientific process. Firstly, as Riley et al. (2003) said, people can not finish their work as their group desire and can not make a difference if they have no freedom of choice about what they do as well as the way that they think fit. Thus, leaders need to help them to recognise their abilities and assign them to roles that they are comfortable by listening to their ideas and suggestions. By this way, every group member can bring value to the whole team and be responsible for their work Secondly, leaders must design work proactively to allow others discretion and choice. It means that people must have the latitude in decisions what they desire and believe should be done in their own creative and flexible ways. By this way, leaders can empower and strengthen others to do their best. Thirdly, personal accountability is a critical factor of collaboration. It seems to be a contradiction between cooperation and personal accountability as some peoples opinions. They argue that they will take less responsibility for their action while working collectively because others do their parts of work for them. Although they have a point in thinking that, their opinions are not true. This is because the team do not accept the slackers unless they increase their own responsibility. People are forced powerfully to do well by the expectations of the rest of their group. Therefore, by promoting collaboration, leaders simultaneously increase individual accountability. (Kouzes et al. 2007). Offer training support to develop competence Leithwood et al. (2003) indicate that when increasing the authority and influence a person has within the organization, it is critical for people to develop the needed skills and knowledge to perform effectively. It is foolish to ask people to begin making decisions or take actions that they have never been assigned before without preparing them to be successful. Through training, coaching, and mentoring staff, they will not only increase their abilities but also their interest and dedication to their work. (Jill Tomac) Valuing people means not only listening to what they have to say or contribute, but taking their input and using it to solve problems or make decisions. To value the contribution of other people, the leader supports the collaborative process by focusing on the interdependent nature of their work (Staler, 2005). However, as noted by Beatty (2000a), and the studies of Blase and Blase (2000), leaders may feel concerned about losing control while letting go of control. Therefore, they need to understand about shared responsibility. Advocacy for collaboration includes the promotion of beliefs, goals, and information about the value of collaboration. A principal advocates for collaboration by conveying the ongoing visible endorsement of, and participation, in collaborative activities (Leonard and Leonard 2001). As previously mentioned, when principals model collaboration they build credibility, because their actions are consistent with their words or they do what they say they will do. However, to set an example, principals need to be clear about their values and beliefs; they must know what they stand for. According to Kouzes and Posner (1999) thats the say part. Advocacy then might take the form of conveying information on the attributes and goals of collaboration or describing the decision making model for implementation. People say that the leaders advocacy for collaboration helps to support the process are in accordance with Gerbers view (1991: 48), that effective advocacy puts collaboration on the launching pad for take-off in the school. Goleman (1998) introduced the term emotional competency to describe learned, job-related capabilities or skills that individuals develop based upon their emotional intelligence. As Goleman (1995) identified, five domains of emotional intelligence are self-awareness, managing emotions, motivating oneself, empathy, and adeptness in relationships. People agreed that in collaboration, workplace skills related to emotional intelligence are required leadership competencies. Staler (2005) show that to understand others, leaders need to actively listen to their ideas and sympathise with their feelings, perspectives and concerns. In other word, the artful skill of understanding another persons perspective depends upon a communication skill such as emotional competencies. Emotional self-awareness that is also identified to relate to competencies is a crucial skills in collaboration. According to Goleman (1998), people who know their emotions engage in accurate self-assessment, and have a strong sense of their own self-worth. Having the courage to speak out is an emotional competency based on self-confidence. The development of self-awareness meant discovering their own voice and coming to their own sense of power. It also means that in a collaborative situation people need to recognise the strengths that they bring to the group (Slater, 2005). In addition, Options, latitude, and accountability fuel peoples sense of power and control over their lives. Yet as necessary as enhancing self-determination is, it is insufficient. Without the knowledge, skills, information, and resources to do a job expertly, without feeling competent to skillfully execute the choices that it requires, people feel overwhelmed and disable. (Kouzes et al. 2007). Without education, training and coaching to develop their skills, people may not know how to exercise their knowledge to operate their critical tasks because they are scared of making mistake. Therefore, leaders not only increase the latitude and discretion of their constituents but they also need to raise expenditures on training. This means that the group members need be understood and then to receive training in both basic and expert skills and problem-solving techniques. These investments will develop peoples competences and foster their confidence. They may be more qualified, more capable and more effective in taking their part of common work. Basing on understanding how the contextual factors of others jobs perform to designed their works to help them know what is expected of them is another important way that leaders can strengthen their constituents. Thus, leaders must to: provide sufficient training and technical support so that people can complete their assignments successfully. Enrich their responsibilities so that they experience variety in their task assignments and opportunities to make meaningful decisions about how their work gets accomplished. Create occasions for them to network with others in the organisation. Involve them in programmes, meetings, and decisions that have a direct impact on their job performance. (Kouzes et al. 2007, p. 264) Conduct coaching conversations to foster self-confidence As Kouzes et al. (2007) said, without adequate self-confident, people can not convince to take challenges. They will feel powerless to make choices and to face opposition because they do not believe in their skills as well as they are not sure to make decisions. The lack of self-confident also leads to the lack of self-determination. Therefore, fostering the confidence for people to accomplish their tasks is critical in the process of strengthening others. Similarly, Gold (1998) and Northouse (2010) point out that leaders must take a careful look at what people are doing and communicate to them that they can be successful if they persevere in their works. It is true that by helping people learn from their skills and experiences, leaders act as coaches. If coaching occurs regularly, people will become more capable because of being encouraged to broaden their skills and experiences. Jill Tomac indicates that to foster self-confidence, leaders create stars all around them. Rather than shine the spotlight on themselves, they sing the praises of others. Effective leaders need to find out what others doing well, then thank them for their contribution, and finally sharing it with others. CONCLUSION Evidences in this essay reveal the need for leaders to enlist and enable others to act in the process of collaboration. To this end, leaders need appropriate professional development of the fundamental abilities that are required in facilitating groups, reaching consensus as well as team building. In this way, leaders must develop new skills, behaviours, and essential knowledge. Firstly, to enlist others, leaders breathe life in to the shared vision that is meaningful to them. They make people feel proud to be a part of extraordinary common work. Secondly, to foster collaboration, leaders must create a climate of trust and facilitate effective relationship by getting people interacting. They must develop cooperative goals to make senses of collective purpose. Thirdly, to strengthen others, leaders have to extend power and responsibility to them. They develop others competence and confidence as well as enhance self- determination by offer training and coaching support. Accordingly, this essay has explored a crucial practice of leaders that is to enable others to act, in which collaboration is the central component. Understanding and managing the emotional aspects of the collaborative process is a challenge for leaders who wish to work in collaborative ways. The success of collaborative reform efforts and the improvement of organization performance rely on the leaders skilful implementation of the collaborative process. Consequently, further studies that examine the emotions of leadership would enhance our understanding of how leaders competencies in the affective domain can be used to build the capacity for leading in the modern time.

societhf Images of Nature and Society in Chapter 19 of Huckleberry Fin

Images of Nature and Society in Chapter 19 of Huckleberry Finn   Ã‚   In Adventures of Huckleberry Finn, Mark Twain creates a strong opposition between the freedom of Huck and Jim's life on the raft drifting down the Mississippi River, which represents "nature," and the confining and restrictive life on the shore, which represents "society." Early in the novel, Huck describes how much he dislikes his life with the Widow Douglas and Miss Watson, who try to "sivilize" (1) him. He says "it was rough living in the house all the time, considering how dismal and regular and decent the widow was in all her ways" (1). Huck wants to be free from the Widow's and Miss Douglas's rules and routines, and sees travel and mobility as his escape route. He tells the reader that when "I couldn't stand it no longer, I lit out" (1), and that "All I wanted was to go somewheres; all I wanted was a change" (2).    At the beginning of Chapter 19, Twain offers a long descriptive passage of Huck and Jim's life on the raft that seems, at first glance, to celebrate the idyllic freedom symbolized by the river and nature. The episode occurs immediately after the Grangerford episode, where both Huck and Jim were trapped--Jim in his hiding place in the swamp, and Huck in the absurd cycle of violence of the Grangerford's feud with the Shepherdsons. Now free to drift aimlessly down the river, Huck and Jim seem to escape the confining and destructive social world on the shore and return to nature. A close reading of this passage, however, shows that the river is not a privileged natural space outside of and uncontaminated by society, but is inextricably linked to the social world on the shore, which itself has positive value for Huck. I... ...e various signs of society's presence on the river seem at first to suggest contamination and corruption, by the end of this section we can see them as valuable and lovely in their own right. The steamboat's sparks are just as beautiful and awe-inspiring as the stars in the sky.    Works Cited Harris, Susan K. "Huck Finn." Huck Finn. Ed. Harold Bloom. New York: Chelsea House Publishers. 1990.   Mitchell, Lee Clark. "The Authority of Language in Huckleberry Finn." New Essays on Huckleberry Finn. Ed. Louis J. Budd. New York: Press Syndicate of the University of Cambridge. 1985. Trachtenberg, Alan. "The Form of Freedom in Huckleberry Finn." Huck Finn. Ed. Harold Bloom. New York: Chelsea House Publishing. 1990. Whitley, John S. "Kid's Stuff: Mark Twain's Boys." Huck Finn. Ed. Harold Bloom. New York: Chelsea House Publishing. 1990.   

anger in communication Essay -- essays research papers

Anger In Communication Communicating is the means of transmitting or the exchange of information. These types of exchanges usually occur in many different forms or means. Humans communicate both verbally and nonverbally. The term also refers to sharing or to make common and is defined as a process of understanding. (Pearson & Nelson, 2000 p.18). This process is an activity, an exchange, or a set of behaviors.(Pearson & Nelson, 2000 p.170). These processes or exchanges can lead to anger, which may in some cases, produce results of serious consequences. Anger can be defined as a great feeling of displeasure, wrath, fury, or indignation. Misunderstanding during the exchange of information will create conflicts. These conflicts must be resolved to enable communication in a mundane atmosphere. Disagreements and misunderstandings in communication may result in substantive conflict. These substantive conflict or intrinsic conflicts as defined in human communication, are disagreement over ideas, meanings, issues and other matters, will all lead to communicative anger. (Pearson & Nelson, 2000 p.145). Anger in our communicating with others can be confrontational. These occurrences may result in physical abuses or mental abuses. The venom of anger rages throughout our society today, regardless of culture or elegance or community standings. Today I will examine the interpersonal communication within my cohabiting relationship. I will discuss the confrontations, the displayed behaviors, the physical attacks, and the reprisals. For interpersonal relationship to be successful, there must be mutually positive communication present at all time. My relationship is far the opposite and is continuously plagued with confrontations. The underlying reason stems from the very aggressive behavior of my partner. There seems to be no behavioral flexibility in the ability to adapt to new situations and to relate in new ways when necessary. (Pearson, 2000). These adaptations are an integral part of communication in any interpersonal relationships. In my relationship there seems to be a confrontational attitude each time that we discuss any state of affair that may exist in our daily living. A recent confrontation took place, when she asked to â€Å"borrow† a sum of money, which I promptly loaned her until such time as she had requested. The time came when the loan should be re... ...ative behaviors that may have exploded in anger could be from our failure to divulge to our partners information that we may consider to be negative. Defensiveness and being self-centered are causes that lead to destructive relationships. Because of the anger and failure of communication in our relationship I eventually decided to call it quits. But after further discussion I suggested to her if she would seek counseling for her aggressive behaviors, I would be willing to try, and continue if there is improvement. She is now in counseling for the second time thru my company’s counseling program. She seemed to calm down, and her communication has dramatically improved. We all want to have successful interpersonal relationships. We want to be able to trust others and to self-disclose to them. We must be able to handle conflicts, and to use conflict resolution techniques that are mutually satisfying for all. Controlling our anger will eventually lead us to communicate more effectively. We must ultimately learn that communication is dependent on the interaction between two or more persons, and one person cannot guarantee its success (Pearson & Nelson, 2000 p.178).

Joseph Stalin: Did his Rule Benefit Russian Society and the Russian People? :: Joseph Stalin Essays

Joseph Stalin: Did his Rule Benefit Russian Society and the Russian People?   Ã‚  Ã‚  Ã‚  Ã‚  In this paper I plan to prove that even though Stalin made improvements in the Russian industrial system, his rule did not benefit Russian society and the Russian people. In order to accomplish this, several questions must be asked. How did Stalin affect Russia's industrial power? How did Stalin try to change Russia's agricultural system? What changes did Stalin make in society? What were Stalin's purges, and who did they effect?   Ã‚  Ã‚  Ã‚  Ã‚  Joseph Vissarionovich Djugashvili was born on December 21, 1879, on the southern slopes of the Caucasus mountains, in the town of Gori. His mother, Ekaterina was the daughter of a peasant who married at fifteen and who lost her first three children at birth. Vissarion, his father, was a self-employed shoemaker who had a violent temper (Marrin 6-7).   Ã‚  Ã‚  Ã‚  Ã‚  Young Djugashvili was small and wiry and had a deeply pitted face from a small pox attack that nearly killed him. He also had blood poisoning in his left arm that was probably caused by Vissarion's beating fists. The arm would stiffen at the elbow joint and wither, making it lame and useless for the rest of his life (Lewis 8; Marrin 8).   Ã‚  Ã‚  Ã‚  Ã‚  He was dedicated to only one person, his mother, and her only ambition was for her son to become a priest and to bless her with his own hands. But, this dream was crushed when Joseph was expelled from Tiflis Theological Seminary for reading "forbidden books" such as Marx and Lenin (Lewis 8; Marrin 20).   Ã‚  Ã‚  Ã‚  Ã‚  After his expulsion from Tiflis school, Joseph became a revolutionary. He organized strikes and demonstrations at factories and also found ways to gather money for Lenin and the Bolshevik party. He was banished to Siberia six times between the years 1903 and 1917. Each time, he escaped easily, except the last, when he was released because of the February revolution (Lewis 19; Marrin 24). After the death of his first wife, Ekaterina Svanidze, Joseph became more cold and tough. He gave the child that his wife bore him to her parents and even chose a new name for himself, Stalin, the Man of Steel (Marrin 26).   Ã‚  Ã‚  Ã‚  Ã‚  Then came the October Revolution and the rise of Lenin and the Bolsheviks. Stalin became general secretary of the Bolshevik party's Central Committee. He was also the commissar of the Workers' and Peasants' Inspectorate and the commissar of nationalities (McKay 927; Treadgold 205). After Lenin's, death Stalin gained power by allying himself with the moderates to fight off his rival, Leon Trotsky, who was a radical and another member of the Central

Human as a Complex Unit of Life Essay

The human body is a complex system of cells, most of which are grouped into organ systems that have specialized functions. These systems can best be understood in terms of the essential functions they serve: deriving energy from food, protection against injury, internal coordination, and reproduction. The continual need for energy engages the senses and skeletal muscles in obtaining food, the digestive system in breaking food down into usable compounds and in disposing of undigested food materials, the lungs in providing oxygen for combustion of food and discharging the carbon dioxide produced, the urinary system for disposing of other dissolved waste products of cell activity, the skin and lungs for getting rid of excess heat (into which most of the energy in food eventually degrades), and the circulatory system for moving all these substances to or from cells where they are needed or produced. Like all organisms, humans have the means of protecting themselves. Self-protection involves using the senses in detecting danger, the hormone system in stimulating the heart and gaining access to emergency energy supplies, and the muscles in escape or defense. The skin provides a shield against harmful substances and organisms, such as bacteria and parasites. The immune system provides protection against the substances that do gain entrance into the body and against cancerous cells that develop spontaneously in the body. The nervous system plays an especially important role in survival; it makes possible the kind of learning humans need to cope with changes in their environment. The internal control required for managing and coordinating these complex systems is carried out by the brain and nervous system in conjunction with the hormone-excreting glands. The electrical and chemical signals carried by nerves and hormones integrate the body as a whole. The many cross-influences between the hormones and nerves give rise to a system of coordinated cycles in almost all body functions. Nerves can excite some glands to excrete hormones, some hormones affect brain cells, the brain itself releases hormones that affect human behavior, and hormones are involved in transmitting signals between nerve cells. Certain drugs—legal and illegal—can affect the human body and brain by mimicking or blocking the hormones and neurotransmitters produced by the hormonal and nervous systems. Reproduction ensures continuation of the species. The sexual urge is biologically driven, but how that drive is manifested among humans is determined by psychological and cultural factors. Sense organs and hormones are involved, as well as the internal and external sex organs themselves. The fact that sexual reproduction produces a greater genetic variation by mixing the genes of the parents plays a key role in evolution.

Pak Elektronic Limited

Case Report Pak Electronic Limited: Converting Systems to ERP Executive Summary Pak Elektron Limited (PEL), a large manufacturer of consumer home appliances and power transformers, initiated an information system conversion to a Tier 1 enterprise resource planning (ERP) system in 2007. After the Phase I of implementation by 2011, Pak Elektron was facing a liquidity crisis that hindered implementation of further modules. Legacy systems were still being widely used, and staff had grown uncomfortable and resistant to change.The contents of this case report include problem identification, decision criteria evaluation, alternative analysis, and recommendation. Those aforementioned sections will address Pak Elektron’s problems in their project management, their budget forecasting and planning, their financial support, and their human resources and information system implementation. Based on those problems and our analysis, four alternatives were identified, and the option of a Phase d Module ERP implementation was recommended.Pak Elektron Limited (PEL) had over a hundred different systems being used internally, mostly in-house developed stand-alone applications, with some multi-user applications interspersed. Independent operations and systems promoted the lack of integration and standardized reporting, as well as poor quality and timeliness of data. Beginning in 2007, PEL had started converting its information systems to Oracle’s EBS Tier 1 ERP system. Problem Identification Project Management: Since the resignation of Atif Ameen, PEL has lacked a project champion with extensive experience in IT operation and system implementation.In addition, the estimated implementation period had extended beyond the proposed 2 years, which has increased cost and economic uncertainty for the company. Budget Forecasting and Planning: PEL had poor budget forecasting and analysis, which resulted in insufficient short-term assets to support the purchasing of necessary equ ipment, training costs, and consultancy costs. Financial issues: PEL faced a short-term liquidity crisis, and did not have the financial means for full system implementation. To mitigate this, some bank loan repayments were restructured in 2010 to conserve cash flow in response to the liquidity crisisHuman Resources: Staff were resistant to a systems change. New skills were required, which meant that staff’s expertise with the legacy systems were inconsequential. Morale was low, which resulted in experienced staff leaving the company. Likewise, the IT department encountered a mismatch between current and needed skill set, resulting in new hires and increased project duration due to this transition. Salary discrepancies with old staff and new hires also resulted in high turnover within the IT department Information Systems Implementation: The implementation process was ineffective and inefficient.PEL needed to spend extra resources to run parallel implementation, as numerous s ystem functions were not supported. Evaluative/Decision Criteria: Cost: infrastructure, systems, implementation, maintenance: (40%) Cost is the most important decision criterion for PEL. Due to the numerous financial problems that the company has experienced, including a liquidity crisis, it is important that the proposed solution is cost-efficient with regards to infrastructure support, purchasing new systems, implementing systems, and supporting system maintenance.Integration among business silos and processes: (35%) PEL has 25 branches in Pakistan, therefore, communication between the branches and with the central database is necessary. The solution needs to support or improve the integration of as to allow PEL to shorten the time required to obtain useful information for timely decision-making. In addition, the solution needs to link up all the branches with the central database in a better network structure as to reduce the internal e-mail traffic. Quality and accuracy of data: (10%)The proposed solution needs to address PEL’s earlier problems of double-entry, frequent reconciliations, and other issues concerning the quality and accuracy of data. Ideally, the solution will either mitigate the systems that impede quality and accuracy, remove them, or improve them. Effective and timely implementation: (10%) Unexpected changes in business operations lead to disruptive structural changes during systems implementation. Such changes can add complexity and deferred the progress, which means longer the time of implementation and higher risk of failure.The proposed system will need to be effective and timely with regards to implementation to mitigate this risk. Real-time and useful financial reporting: (5%) This criteria addresses PEL’s need for the system to create a more real-time and useful financial reporting system that is standardized across the organization in order to fulfill reporting standards, and promote greater financial decision making. Alternatives: 1. Phased Module ERP implementation PEL is being stretched thin many areas due to external factors, and their broad-based systems implementation plan, which was demonstrated in Phase I.Within Phase I, they took a look at 18 different systems, and only managed the implementation of five. PEL needs an immediate action phase-it-in strategy as to focus all of its implementation into the financial reporting Oracle suite. The organization has 5 systems implemented; further implementation in this area will be more cost-effective and time-efficient. Furthermore, following this implementation, all legacy systems with regards to financial reporting will be removed, and the rest of the project will be re-assessed until implementation of other business suites is feasible. 2.Recall Oracle system, and take a look at other module and ERP options General ERPs, like Oracle’s EBS system, share a similar weakness; they are made for general organizations, and therefore may not acc ommodate a specialized fit. PEL has other options with regards to systems implementation and selection, such as developing custom ERP software based on the current legacy system that disrupts the business model as little as possible. PEL can also purchase and implement separate, more specialized suites such as Salesforce for CRM, a cloud based accounting system for financial reporting (Wave), amongst others.It terms of cost, this is an expensive option as customized ERP software is extremely expensive and requires development time. Purchasing individual modules for certain business functions will also be more expensive than a general system due to reduced bundle savings. A customized ERP system will help the silos reintegrate more efficiently due to more in-line processes supported within the system. Customizable modules would ideally improve efficiency of each individual silo. 3. Full rollout of ERP modules – Implementation of Phase II and III Budget is the biggest constrain t in this option.However, this will ensure full migration away from legacy systems, and will address the concern of generating standardized reports and ensuring data quality. Although data integration may be achieved, PEL should expect high resistance from staff. With full rollout, PEL has the options of: a. Hiring/developing in-house expertise to lead implementation of Phase II and III b. Re-hiring AFF Recommendation Systems conversion risks could have been mitigated had PEL properly planned the ERP migration. Project management was poor and did not assess the full needs and requirements of the company as a whole.Alternative 1, Phased Module ERP implementation, is the best option for PEL. Once the financial systems have been properly implemented (whether in-house or through consultants), PEL can then take a regroup strategy and reassess their situation. If the long-term implementation of the finance suite is successful, then they can move forward with reduced employee resistance. I f the changes in productivity are minor, PEL can choose to avoid implementing systems in other business functions, and avoid disruption the silos. The goals of integration and timeliness of data will be achieved.