Wanted and Unwanted Sounds and Their Affects on the Psychological and P

Wanted and Unwanted Sounds and Their Affects on the Psychological and Physiological Performance inquiry interrogationHow does unwanted with child(p) affect the physiologic and mental performance differently than wanted estimable? Thesis statementWanted and unwanted sounds hold up the same physiological effects on the human body but effect its psychological performance differently.IntroductionSound is a particular auditive motion-picture show perceived by the sense of h spindleing. The presence of unwanted sound is called noise pollution. This unwanted sound cannister seriously damage and effect physiological and psychological health. For instance, noise pollution can cause annoyance and aggression, hypertension, high stress levels, tinnitus, hearing loss, and other noisome effects depending on the level of sound, or how showy it is. Furthermore, stress and hypertension are the leading causes to heart problems, whereas tinnitus can lead to forgetfulness, severe depression an d at times panic attacks. Everything from the sound of an scandalize clock in the morning to the sound of an airplane passing by to the sound of your friend screaming at you can cause noise pollution, and chair you conventional for a short period, or for the rest of your life. But not all sound is unwanted. Many people listen to music, and go pop to clubs and parties without torture from any of the negative symptoms of unwanted sound. Many people enjoy playing instruments like the piano or the trumpet. Wanted sound, unlike unwanted sound can relief stress, and relaxation and the calming of a person. However on the physiological aspects, wanted sound can be just as deleterious as unwanted sound. There are many misconceptions about sound and hearing, and the greatest misconception is about loud sound not being harmful as long as it is wanted.Literature ReviewThe human body perceives sound through the sensory organ called the ear. benignants have two ears, where sound waves dro p and transform into signals that can be perceived as hearing. Hearing is a complicated process. Everything that moves makes a sound. Sound consists of vibrations that travel in waves which drop the ear and are changed into nerve signals that are sent to the brain. The brain interprets the signals as sounds. Sound is measured in decibels (dB), where zero is the lower limit of audibility, and 130... ...cago.6. Wagman, Richard J. The New nail down health check and Health Encyclopedia. garishness Two. J.G. Ferguson Publishing Company shekels.7. Wagman, Richard J. The New Complete Medical and Health Encyclopedia. Volume Three. J.G. Ferguson Publishing Company Chicago.8. World Book 1998 multimedia Encyclopedia. auricula atrii9. World Book 1998 Multimedia Encyclopedia. Hearing10. World Book 1998 Multimedia Encyclopedia. Deafness(Types of hearing loss)11. Readers Digest. ABCs of the Human Body The Ear, Nose, and Throat, pages 208-20912. Murray, John.Introduction to Human And friend ly Biology. Little, Brown and Company.13. Harrisons Principles of Internal Medicine. Ninth Edition1980, pages 108-10914. The World Book Encyclopedia. World Book, Inc. Chicago1989. Volume 14, pages 455-456.15. The World Book Encyclopedia. World Book, Inc. Chicago1989. Volume 18, pages 599-606.16. Fay, Thomas H. Noise & Health. The New York Academy of Medicine 1991.17. Casa de Maria Research Center. Sound Therapy18. Websters Ninth New Collegiate Dictionary19. Carassava, Anthee.Mad rough the Noise. cartridge holder Magazine July 27, 1998.20. Dr. Damluji (Interview). Wanted and Unwanted Sounds and Their Affects on the Psychological and PWanted and Unwanted Sounds and Their Affects on the Psychological and Physiological PerformanceResearch QuestionHow does unwanted sound affect the physiological and psychological performance differently than wanted sound? Thesis statementWanted and unwanted sounds have the same physiological effects on the human body but effect its psych ological performance differently.IntroductionSound is a particular auditory impression perceived by the sense of hearing. The presence of unwanted sound is called noise pollution. This unwanted sound can seriously damage and effect physiological and psychological health. For instance, noise pollution can cause annoyance and aggression, hypertension, high stress levels, tinnitus, hearing loss, and other harmful effects depending on the level of sound, or how loud it is. Furthermore, stress and hypertension are the leading causes to heart problems, whereas tinnitus can lead to forgetfulness, severe depression and at times panic attacks. Everything from the sound of an alarm clock in the morning to the sound of an airplane passing by to the sound of your friend screaming at you can cause noise pollution, and leave you effected for a short period, or for the rest of your life. But not all sound is unwanted. Many people listen to music, and go out to clubs and parties without suffering f rom any of the negative symptoms of unwanted sound. Many people enjoy playing instruments like the piano or the trumpet. Wanted sound, unlike unwanted sound can relief stress, and relaxation and the calming of a person. However on the physiological aspects, wanted sound can be just as harmful as unwanted sound. There are many misconceptions about sound and hearing, and the greatest misconception is about loud sound not being harmful as long as it is wanted.Literature ReviewThe human body perceives sound through the sensory organ called the ear. Humans have two ears, where sound waves enter and transform into signals that can be perceived as hearing. Hearing is a complicated process. Everything that moves makes a sound. Sound consists of vibrations that travel in waves which enter the ear and are changed into nerve signals that are sent to the brain. The brain interprets the signals as sounds. Sound is measured in decibels (dB), where zero is the lower limit of audibility, and 130... ...cago.6. Wagman, Richard J. The New Complete Medical and Health Encyclopedia. Volume Two. J.G. Ferguson Publishing Company Chicago.7. Wagman, Richard J. The New Complete Medical and Health Encyclopedia. Volume Three. J.G. Ferguson Publishing Company Chicago.8. World Book 1998 Multimedia Encyclopedia. Ear9. World Book 1998 Multimedia Encyclopedia. Hearing10. World Book 1998 Multimedia Encyclopedia. Deafness(Types of hearing loss)11. Readers Digest. ABCs of the Human Body The Ear, Nose, and Throat, pages 208-20912. Murray, John.Introduction to Human And Social Biology. Little, Brown and Company.13. Harrisons Principles of Internal Medicine. Ninth Edition1980, pages 108-10914. The World Book Encyclopedia. World Book, Inc. Chicago1989. Volume 14, pages 455-456.15. The World Book Encyclopedia. World Book, Inc. Chicago1989. Volume 18, pages 599-606.16. Fay, Thomas H. Noise & Health. The New York Academy of Medicine 1991.17. Casa de Maria Research Center. Sound Therapy18. Websters Nint h New Collegiate Dictionary19. Carassava, Anthee.Mad About the Noise. Time Magazine July 27, 1998.20. Dr. Damluji (Interview).

Modern Music Composition :: essays research papers fc

Modern Music CompositionComposition has been an ever-changing entity in our society. Musiccomposition is besides a very alternating subject of study. You have to keep up todate when you wish to compose a military man of music. This is strictly due to theprogress of music in this day in age. If you fail to study, the music youare writing may, very well, upset the music community with old or potentiallyoutdated material. The only way to stay up to date with composition is to learn to a lot of classical music, which seems to be, without a doubt, the bestmusic to listen to. If you have not done your research on such music, you mayfind yourself running out of ideas for further compositions. Music compositionis the subject of this essay.Music, by the years, has changed in many ways. The musical "attitude" isdetermined through the overall feelings of the composer at the time, at which heor she wrote it. The "attitude" sets the overall feeling of the piece of music.If you fail to pass the feelings that you felt while you wrote the piece ofmusic, you fail in the overall goal of the piece of music. Music composition isa very modern thing these days. It has grown because of the advancedavailability of better engine room. Technology, which is changing every day, hasopened up new and more innovative doors. Included with the advancedtechnology that has brought music to life, there has also been a steady increaseof musicians. This is in direct proportion with the growing number of musiceducators.Music, by means of instruments, has been contend for thousands of years. Musiccomposition involves ternary major key-points. These key-points are direction,general-knowledge, and general-insight. Through the course of this essay, youwill learn what each of these three points is and the prevalent pre-requisitionsrequired of persons to have these three abilities.Direction, being the first of the three points, gives you the sense of themusic. Without direction, yo u would not have the urge to write the piece ofmusic. Direction is what composers use to give the general emotion that is supposed to be perceived by the ending audience. The direction requires onlyone thing. That is emotion. Emotion is what a piece of music is made for.Without emotion, the piece would probably be so uninteresting that the audiencewould not want to listen to it. The emotion is very hard to pass on to theaudience, strictly because it is what you feel.

Enrons Fraudulent Accounting and Financial Information Essay -- essay

Published fiscal information is issued to meet the needs and demands of their users.These range from Shareholders who will check on what direction the company is heading, whether it has achieved healthy profits, that its solvent, the rank of the company and possible signs of failure. Other users are the employees, who will want to check the statements to see whether their jobs are safe and see if possible, whether there could be wage and bounty increases. This report offers information on operating results and financial conditions of companies to stakeholders as well as to shareholders. Any fraudulent financial reporting of a company uniform Enron for example would have a widespread and severe impact on employees, business acquaintances, investors as well as stakeholders and shareholders if the company went bankrupt. But are financial statements as truthful as they seem? There are many different types of safety measures in place to protect the investors and the public as a whole. These include Generally Accepted Accounting Principles (GAAP), Generally Accepted Auditing Standards (GAAS) and Statements on Auditing Standards (SAS) and all professional ethics. The GAAP is a specific set of guide lines that companies constitute when measuring and reporting information on their financial statements. During audits of any company it must be conducted yearly by an external and independent auditor to go through it follows GAAP consistently and if they do not, they have to explain why not, and present justifications to show that what they are doing is both ethical and appropriate in their situation. In the caseful of Enron they manipulated this by bolstering balance sheets with inflated asset values and dispersing their liabilities to... ... sold off their shares within a six month period to gullible investors who probably melodic theme Enron was still a good company to invest in, especially after seeing the financial statements which were obviously fal sified to attract them, just not knowing what was feeler around the corner. If the general workforce ever found out there would have been general panic and the shares would have collapsed over night, leaving the executives with nothing but worthless paper. In the end it was greed of the highest order. In December 2001 Enron filed for bankruptcy with debts on its books of 13.1 billion dollars, 18.1 billion on their subsidiaries and an estimated 20 billion of the balance sheets. This totalled in excess of 51 billion dollars. These figures are a clear indication of the needs to tighten up the overseeing of all company auditors both internal and external.

The Great Gatsby Character Dev :: essays research papers

CHARACTER DEVELOPMENTIn a novel the narrator is the vehicle, the one telling the story to the reader. Laying out comminuted information, describing the setting, creating mood and atmosphere, and generating information upon which we create our opinions on characters and events in the novel. These are classically what we associate the narrator with regard to the novel and its progression. The characters that the author describes are the major focal point of the novel. Characters change and develop over the course of the novel, if there were no kind of change in any of the characters the novel would be al most(prenominal) pointless. Stories need to abide rounded characters, whether they change for the better of worse, if nothing happened the novel wouldnt be much to read and wouldnt leave the reader satisfied one way or another(prenominal) in the end. What is interesting is when the narrator takes on a different type of role in a novel. He is no longer used alone as a device to inc orporate information instead he plays an important and active part in the development of the plot.Traditionally the narrator is ordinarily outside of the story, save in The Great Gatsby by F. Scott Fitzgerald, Nick Carraway (the narrator) is much more than than that. Nick in this novel is an active member of the story, being besides second in importance to the main character Jay Gatsby. This novel takes a very different approach in its development of the characters. Having the narrator change more than any of the other characters, this thesis will explain Fitzgeralds unusual development of the characters and their greater significance through the novel. For although we would expect a certain, standard technique in telling a story, Fitzgerald uses a much different method. The first person to discuss is the main character of the story Jay Gatsby. A self made man, who amasses a great amount of wealth, he is a romantic idealist trapped in his own world. Though we would initially exp ect this character to have the most profound and recognizable change for no other reason than he is the main character, he doesnt. Not only does he not change but he in fact he is incapable of change. He cannot, because his life is dedicated to the fulfillment of a romantic dream. A dream so fibrous he becomes blinded with this self-delusion that no matter what happens, what the turn of events, it will come true.

War Creates Social Division, Not Cohesion Essay -- Politics Sociology

War Creates Social Division, Not Cohesion In attempts to truthfully learn from our past and make progress to struggleds a undisturbed world with equality for all, the topic of struggle, and the effectuate of war, is an importance issue. Many people believe that war, although obviously destructive, does lead to social cohesion within the particular nation-state at war. The Senate of Canada defines social cohesion as the capacity of citizens living under different social or economic circumstances to live together in harmony, with a sense of mutual commitment. (Culturelink, par. 2) The idea that war leads to social cohesion is based upon the assumption that during a time of crisis, such as a war, people leave come together out of the necessity to survive. This belief that the masses unite, neglecting prior dispositions towards one another while opposing a common enemy, has been fairly bad throughout history. The countenance World War, the Cold War, and the Gulf War bequeath be us ed as examples to research the assumption that social cohesion is a import of warfare. I will argue that warfare, opposed to popular belief, causes large-scale discrimination, which in turn creates social division, not cohesion. Once an understanding of the discriminatory effects war causes is expressed, the backbone derived from the research is that we must valiantly oppose military action to uphold our freedom and equality for all, rather than trying to fight for freedom.Second World WarThe Japanese bombed the United States Hawaiian naval base, Pearl Harbor, on December 7, 1941 and this began what we now know as the Second World War. The news swept the country by surprise, from that point forward the nation was shocked into a sort of social cohesion. After the b... ... military action against another nation-state. Yet, since this is the result that occurs during war, we can no longer accept war as an option to settle discrepancies. When accounting for discrimination and looking at the long-term effects of war on a pluralistic society such as the United States, it is impossible to deny that these feelings of hate and fear for a particular race will not overlap onto that race existing in the United States. Any short-term division with real furry behind it, will not on the spur of the moment disappear when the war does. No, prejudices are learned traits. Learning is the acquisition of knowledge, and the presence of incorrect knowledge is ignorance. We can no longer accept ignorance as an final result from war. Therefore, military build up must be stopped immediately and diplomatic measures must be taken in proliferating arms to stop war from reoccurring.

War Creates Social Division, Not Cohesion Essay -- Politics Sociology

War Creates Social Division, Not Cohesion In attempts to truthfully strike from our past and make progress towards a peaceful world with equality for all, the topic of war, and the effects of war, is an importance issue. Many people believe that war, although obviously destructive, does slip away to friendly cohesion within the particular nation-state at war. The Senate of Canada defines brotherly cohesion as the capacity of citizens living under different social or frugal circumstances to live together in harmony, with a sense of mutual commitment. (Culturelink, par. 2) The idea that war leads to social cohesion is based upon the assumption that during a term of crisis, such as a war, people will come together out of the necessity to survive. This belief that the masses unite, neglecting prior dispositions towards one another piece of music opposing a common enemy, has been fairly prominent throughout history. The Second World War, the Cold War, and the Gulf War will be used as examples to research the assumption that social cohesion is a result of warfare. I will argue that warfare, opposed to popular belief, causes large-scale contrariety, which in turn creates social division, not cohesion. Once an understanding of the discriminatory effects war causes is expressed, the backbone derived from the research is that we must valiantly oppose military action to uphold our license and equality for all, rather than trying to fight for freedom.Second World WarThe Japanese bombed the United States Hawaiian naval base, Pearl Harbor, on December 7, 1941 and this began what we direct know as the Second World War. The news swept the country by surprise, from that point forward the nation was shocked into a sort of social cohesion. After the b... ... military action against another nation-state. Yet, since this is the result that occurs during war, we stomach no longer accept war as an option to settle discrepancies. When accounting for discrimination and look ing at the long-term effects of war on a pluralistic society such as the United States, it is impossible to deny that these feelings of dislike and fear for a particular race will not overlap onto that race existing in the United States. Any short-term division with veridical furry behind it, will not suddenly disappear when the war does. No, prejudices are learned traits. Learning is the acquisition of knowledge, and the presence of incorrect knowledge is ignorance. We can no longer accept ignorance as an outcome from war. Therefore, military build up must be stopped immediately and diplomatic measures must be taken in proliferating arms to stop war from reoccurring.

Your shoes and flight

Flight and Your station both have many similarities. They both deal with growing up as the characters change and build up passim the stories. In Flight the grandfather is stubborn at the start of the story but as the play goes on, he decides to give up and let the grand little girl free. Your shoes deals with growing up as well, but the characters change slightly this is introducen when the m another(prenominal) finally writes her welfares to her daughter despite showing so often love for her which makes it unenviable for her to say her welfares.Flight starts with grandfather holding onto his favourite pigeon. Grandfather lets the pigeon fly but as soon as the pigeon spreads his wings he captures it again and puts the pigeon into a small box where it cant escape He deliberately held out his wrist for the bird to take flight and caught it again at the moment it spread its wings. He would like to lock his granddaughter up the same way he locks up the pigeons to make his granddaugh ter stay away from Steve. He wants to control his granddaughter like he controls the pigeons.This pigeon is a symbol reflected towards the granddaughter. The granddaughter has an attractive description this shows that the pigeon is compared to the granddaughter. They both are attractive and he controls them.Your Shoes starts with the mother writing a letter to her unnamed daughter. The mother starts of manifestation I thought I knew you as well as I know this ho give this shows that the daughter was hiding something or her daughter has grown up to a point where she has started to keep secrets. Whereas in Flight, the granddaughter doesnt keep secrets, she couldve kept secrets and ran away like the daughter in Your shoes but she was so mature and intelligent, so se decided to tell her parents about he kin with the postmans son. She did that because she knew shes old enough to make her decisions and her parents wont go against itThe main similarities between Flight and Your shoes are study non living things or animals with human being. In Flight the grandfather compares his granddaughter to pigeons, while in Your Shoes the mother is comparing her daughter to her daughters shoes. Flight deals mainly with the relationship between Alice and her grandfather and Your Shoes deals with the relationship between the mother and daughter, but in addition between the mother and the father the daughter and her father.Your shoes and Flight use metaphors to describe their relationships, Flight uses the metaphor of pigeons and Your Shoes uses the metaphor of shoes to describe the relationship.Both stories talk about love and loneliness. In Flight the granddad does not want to let his granddaughter leave, because he is scared to be all. Cant we keep her a bit longer this quote indicates the strong love which the grandfather feels for his granddaughter. In Your Shoes the daughter has left substructure and the mother is desperate to have her daughter back, because she loves h er and feels lonely with out her I knew youd come back this quote indicates the hunger of the mother for her daughter.Both stories also have the experience of past life. In Your Shoes the mother describes her experience with her mother showing how difficult it was for her to live with, but she still did. This actually shows how the coevals has changed. Similarly in Flight the mother uses her experience to try to convince the grandfather that how happy she was when she got married to her husband said in the following quote.The al-Qaeda about freedom is being asked in both stories. In Your Shoes the daughter runs away because the lack of freedom was given to her, although the freedom was too much compared to the freedom her mother was given, but in the eyes of her daughter and the generation she was living in made her feel the freedom was too less. The mother tries to show how little freedom she had and she still cope with it, shown in the following quote. This shows that the mother is trying to use reverse psychology to win her daughter back.On the other hand Flight has the same sort of theory. The granddaughter is asking for freedom although she has given the freedom by her mother, but the grandfather doesnt want her to get married thats because he doesnt want to lose her and doesnt want to lose the moments he once had with his granddaughter. Think your old enough to get married hey this shows he his having a go at the granddaughter and trying to convince her that your not old enough to get married.Both stories deal with maturity and immaturity. Flight deals with immaturity in the way that the grandfather is greedy of granddaughters boyfriend because he feels the boyfriend is going to replace She did not turn. She had forgotten him. Along the road came the young man Steventhe old man stiffened as he watched the gate swing back and the couple embrace. This quote shows that the grandfather feels upset that the granddaughter seems to have replaced him with an intruder.The grandfather is also scared of him being left alone when she leaves, which makes him think that without her he wont be happy. Flight also deals with maturity in the way that the granddaughter is being questioned very angrily but she replies back in a nice manner, and she said in a pert voice hullo, granddad. Politely she moved towards him, after a lingering backward glance at the road. The calm and polite manner shows how mature she is. Compared to flight Your shoes only shows immaturity of the daughter who left because of her father having an argument with her, because she went to a night club and came back home very late and was drunk, which made the father very angry, and he called her a dirty slut and other rude comments. By her father calling her a dirty slut made her fell insecure and trapped so she decided to leave.Although the main theme of Flight and Your Shoes are similar, however structurally they are different, because in Flight the grandfather didnt want th e accept the choice of the granddaughter but in the end they both came to a solution and the grandfather ends up accepting her choice. While in Your Shoes the mother doesnt want to move on. She constantly refuses to put the welfare of her daughter first, because she knows that she wont get this letter and wont come back. thereof the relationship between the mother and the daughter is not re-established and doesnt have the happy ending as Flight

Has Globalisation Destroyed the Power of the Modern State? Essay

There is not doubt that globalisation is one of the buzzwords of the twenty first century, radically transforming internationalist relations around the world, and directly or indirectly altering the way we view global politics, but how much has it affected nation states and their power? Globalisation is a complex and abstract term which has been given(p) many definitions and meanings. For the purpose of this essay, I shall use a single definition which is closest to what I think globalisation is, and when referred to in the essay, this is what is meant. Heywood (2011) states that Globalization is the emergence of a complex web of interconnectedness that subject matter that our lives are increasingly shaped by events that occur, and decisions that are made, at a great distance from us. The causes of this interconnectedness bear be broken down into three engines of globalisation Cultural, Political and Economic. Cultural globalisation is facilitated by technological advances in com munications and especially the internet.This enables a galactic amount of the developed worlds population instant access to vast amounts of information unaffected by physical borders (except when censorship is in place), which in turn is fashioning the world more culturally homogeneous. The rise of multinational actors like transnational corporations (TNCs (for example Sony, Nestl and Nike)), non governmental organisations (NGOs (for example Greenpeace, Oxfam and Amnesty International)) and other international organisations (eg UN, EU and NATO) means that there are more authoritative actors on the world stage, as opposed to historically, states being the only predominant actor.Globalisation means that the economic market is now truly global, as money can be shifted worldwide in an instant. This has facilitated businesses to operate in different countries to their home earth to take advantage of cheaper labour costs, local resources and other factors, which mean goods are now manu factured on a global scale. All these factors mean that geographical distance and territorial borders are becoming less significant (Heywood 2011). Since the creation of the modern idea of statehood after the Peace of Westphalia (1648), the nation state has been vastly the intimately predominant actor on the world stage. Sovereignty allowed states to have sole power over what happened within their own borders, and disputes between states usually brought about war. The genuine definition of a state as outlined in the Montevideo Convention has four features1) A defined territory.2) A permanent population.3) An effective government.4) The cognitive content to enter into relations with other states.

Caning: Education and Students

caning is a common form of punishment that has being used to ferment matter problems among learners in schools this instant days. There atomic number 18 many cases about the flog in schools has been reported. These problem occurs because of the discipline problem in schools is increase and pilenot be control by instructors and they think only cane is the mode that they can be used to fix the undiscipline problems among students. Caning should not be considered as a most substanceive method to appropriate with problem of indiscipline (Devaraj, 2007).Why caning cannot be used as a method to solve with indiscipline problems? This is because caning could dig more negative effect than the positive effect. What is the negative effect ordain occurs if caning is being used in schools continuously. The negative effect of caning on students are students mentally effects,students physically effect and increase more discipline problems. Firstly, the negative effect of caning on stud ents is students mentally effect. Student who are be cane will be a traumatic person.For example, they will be agoraphobic and fear to be in school because in school, they will hear some other student who is being cane scream for suffering pain. Student alike will lack of confidence on doing some secrete. This is because they could not trust with their self and also with another person. Student will keep their emotion without sharing with others member or their families. Public caning is the example of reason why student be like that. From the public caning, student will feel embarrassed when they are in school because they were being cane in front of all students.Moreover, the corporal punishment interferes with the responsible to agitate and take part as it promotes antisocial behavior. (Sridhar,2005). For example, gangsterism, vandalism, cheating, truanting and etc. For instance, caning also can cause low self-esteem to the student which may run their future life. Student w ill feel that they are not useful to the other and it will lead them to do something that is out of expectation. Caning can cause less of self-concept, where he is grow up in fear and easily to be timidity (Suhaini Aznam, 2007).For example, if the student being cane on doing something wrong that unnecessary to use cane to teach them, such(prenominal) as forgot to borrow text book then they will try to call their mother to send that book to the class because they will feel fear and panic in class and afraid that instructor could cane them if they do not borrow the book. Secondly, the negative effect of caning on student is students physically effect. For instance, caning give physical suffering to student. It can cause bodily such as arm, leg, buttock and etc. If caning was painful then, they will take time to recovery.For example, if the pain is difficult to heal, then it will take a longer period of time for healing. Furthermore, caning also can give unreasonable cause of pain su ch as broken arm or leg, bleeding and etc. For example, teachers are always using cane as a punishment to the student who are unfinished their work. These punishments just waste their time because student only can get pain but the teacher is not sure whether the student can change their attitude with that punishment or not. In addition, student also can get the damage after(prenominal) the caning.From what we know, caning is a punishment that can give pain for the person who is be cane. Caning is definitely leaves marks on them, but parents who are normally dispute to other issues just accept this punishment (Chin, 2007). Scar is a mark left the skin by a wound, sore, etc and it is difficult to varnish. Student can get the scar from the caning if the caning is to hardly and need time to recover. For example, the caning at the buttock where student cannot sit down on the president after the caning because it can give them more pain on their buttock if they sit down.The strangers re sulted in bodily injury is not the right thing to these kids (Audrey, 2007). This is because the caning is a punishment that only gives physical suffering to the student. This punishment also looks like a child abuse and violence because it is a poisonous punishment for teacher to do that on student. Last but not least, the negative effect of caning on student is increased more discipline problems. For example, bad behavior or attitude will be creating from the caning.This is because student will become more aggressive and anger to the teachers or others student from what the teacher have done to them. For instance, the student cannot accept the punishment that they get from the caning because they think that the mistake that they have made is not a big issue to deal with the caning. So, caning is not the corrective punishment that can be used for fix the problem within the students. From what we can see, students now days is changes from day to days. They have grown up to become a dult and they will rebel on whatever teachers say.So, the teacher should give some talk over and guide them for continue their life in the future without including themselves with the social problem. The merest vision of rod was enough to scare the more surprise students (Kayleigh, 2004). Instead of caning, the teacher should come up another solution to solve the problem with the students because the caning only frighten the student but not deal with the problem that they have did . Caning is a method that can forces student to obey the rules of the school. For example, student will do what they want to do without feel fear to the rules.They think that they can fight gumption with whatever punishment the teacher gives to them. Furthermore, it can create a problematic student. As a result, they will express their feeling of anger and degrading towards another student and society where school should not be speaks (Audrey, 2011). This attitude will cause to the others student. For e xample, student who are be bullying by the problematic student will feel afraid to face with that student and it can cause she or he do not came to school. Moreover, it also creates education problem such as lazy to go school.Hence, if student lazy to go school, it will perform their academic achievement is low. In conclusion, caning is not only the method to teach the students because it could harm student mentally, physically and it can causes the increasing discipline problem among the students. Teachers should be considering with the problem that have been done by the student out front they cane them. Caning is a cruel punishment and it should be banned in the school. Caning also will encourage students to do something that is outside expectation.Hence, teachers should look another alternative to teach their students and find the solution to avoid the discipline problem and negative attitude among students. They can develop some programmed that include smashing attitudes, val ue and skill how to avoid from the aggressive behavior. Teacher also need to know how to teach indiscipline students and should not use roughness on them because with this method, teacher just only will encourage them to do it again and again and cannot eradicate with their discipline problem. REFERENCES Audrey, L.S. P. (2011, March 32). Teach Children to Avoid Our Generations Mistakes. The track Online. Retrieved November 11, 2011 from http//thestar. com. my/news/story. asp? file=/2011/3/31/focus/8383192&sec=focus Chin, V. K. (2000, July 7). Parents must play Active role in tackling indiscipline. The Star Online. Retrieved February 17, 2012 from http//www. corpun. com/mys00007. htm Devaraj, P. E. (2007,December 3). Caning does more harm than good. The Star Online. Retrieved November 11, 2011 from http//thestar. com. my/news/story. asp? ile=/2007/12/3/focus/19620546&sec=focus Kayleigh, L. (2004, April 30). Editorial No Spanking Day. Daily News. Retrieved February 17, 2012 from http //nospank. authorize/n/n-198r. htm Sridhar, M. (2005). Corparal PunishmentViolation of Child Rights in Schools. Retrieved February 17, 2012 from http//www. legalservicesindia. com/articles/punish. htm Suhaini Aznam. (2007, July 15). Doing away with the cane. The Star Online. Retrieved November 11, 2011 from http//thestar. com. my/columnists/story. asp? file=/2007/7/15/columnists/suhaini/20070715081309&sec=Suhaini

Platos Apology Of Socrates Essay

INTRODUCTION Plato makes it clear, especi aloney in his Apology of Socrates, that he was peerless of Socrates devoted young followers. In that dialogue, Socrates is seted as mentioning Plato by name as one of those youths close enough to him to have been corrupted, if he were in fact guilty of corrupting the youth,1 and questioning why their fathers and brothers did not step antecedent to testify against him if he was indeed guilty of such a crime. The relationship between Plato and Socrates is not unproblematic.The charges against Socrates says that he has two sets of accusations the old, longstanding charges that he is a criminal, a busybody, and a searching person who makes inquiries into the earth and sky, and the recent legal charges that he is guilty of corrupting the young, and of believing in weird things of his own invention instead of the gods recognized by the State.2 Which he terms as charges stemmed from years of gossip and prejudice against him and hence was un sta teable. The trial of Socrates is the central, unifying event of the great Platonic dialogues.The causes that occasioned this Apology were as follow Aristophanes, at the instigation of Mellitus, undertook, in his comedy of the clouds, to ridicule the venerable character of Socrates, on the st eld and the way being once open to obloquy and defamation, the fickle and licentious populace paid no reverence to the philosopher, whom they had before regarded as a being of a superior order.3When this had succeeded, Melitus stood forth to criminate him, in concert with Anytus and Lycon and the philosopher was summoned before the tribunal of the Five Hundred. He was accused of making innovations in the religion of his country, and corrupting the youth. However, as both these accusations moldiness have been obviously wild to an unprejudiced tribunal, the accusers relied for the success of their cause on perjured witnesses, and the envy of the judges, whose ignorance would readily yield to mi srepresentation, and be influenced and guided by false eloquence and fraudulent arts.In the Apology, Socrates tries to toss out rumors that he is a sophist and defends himself against charges of disbelief in the gods and corruption of the young. Socrates insists that long-standing slander will be the real cause of his demise, and says the legal charges are essentially false. Socrates gorgeously denies being wise, and explains how his life as a philosopher was launched by the oracle at Delphi. He says that his quest to resolve the riddle of the oracle put him at betting odds with his fellow man, and that this is the reason he has been mistaken for a menace to the city-state of Athens.THE APOLOGY of SOCRATES Socrates begins by saying he does not go through if the men of Athens (his panel) description often says gentlemen, have been persuaded by his accusers.4 Plato often begins his Socratic dialogues with words that indicate the overall idea of the dialogue in this case, I do not know. Indeed, in the Apology Socrates will suggest that philosophy consists entirely of a sincere admission of ignorance, and that whatever wisdom he has, comes from his knowledge that he knows goose egg.Socrates asks the jury to judge him not by his oratorical skills, entirely by the truth. Socrates says he will not use ornate words and phrases that are carefully arranged, but will speak the chance thoughts that come into his head. I know not, O Athenians, how my accusers may affect you I indeed have through them almost forgotten myself, so persuasively have they spoken though, as I may say, they have not asserted any thing, which is true.However, among the multitude of their false assertions I am most surprised at this, in which they say that you ought to beware of being deceived by me, as if I were an eloquent speaker. For that, they should not be ashamed of take a firm stand that which I will immediately confute in reality, since in the present instance I shall face to you to be by no means eloquent, this seems to me to be the consummation of impudence unless they call him eloquent who speaks the truth.The three men who brought the charges against Socrates were Anytus, son of a prominent Athenian, Anthemion. Anytus makes an important cameo appearance in Meno. Anytus appears unexpectedly while Socrates and Meno are discussing the acquisition of virtue. Having taken the position that virtue cannot be taught, Socrates adduces as evidence for this that many prominent Athenians have produced sons inferior to themselves. Socrates says this, and then getting even to name names, including Pericles and Thucydides. Anytus becomes very offended, and warns Socrates that running people down could get him into trouble someday.Meletus, the only accuser to speak during Socrates defense. He is mentioned in another dialog, Euthyphro, but does not appear in person. Socrates says there that Meletus is a young unknown with hooknose. In the Apology, Meletus allows himself to be cross-examined by Socrates and stumbles into a trap. Apparently not paying attention to the very charges he is bringing, he accuses Socrates of atheism and apparently, of believing in demi-gods.Lycon, about whom little is known he was, according to Socrates, a representative of the orators.O Athenian, I should answer the startle false accusations of me, and my first accusers, Socrates claims to never have been a teacher, in the sense of imparting knowledge to others. He cannot therefore be held responsible if any citizen turns bad. If he has corrupted anyone, why have they not come forward to be witnesses? Alternatively, if they do not realize that they have been corrupted, why have their relatives not stepped forward on their behalf? Many relatives of the young men associated with him, Socrates points out, are presently in the courtroom to support him.5For many have been accusers of me to you for many years, and who have asserted nothing true, of whom I am more afraid than of Anytus and his accomplices, though these indeed are powerful in persuading but those are still more so, who having been conversant with many of you from infancy, have persuaded you, and accused me falsely.6 For they have said, that there is one Socrates, a wise man, studious of things on high, and exploring every thing under the earth, and of believing in supernatural things of his own invention instead of the gods recognized by the State. These men, O Athenians, who spread this report, are my dire accusers.For those who hear it think that such as investigate these things do not believe that there are gods.7 In the next place, these accusers are numerous, and have accused me for a long time. They also said these things to you in that age in which you would most readily believe them, some of you being boys and lads and they accused me quietly, no one speaking in my defence. Such however, as have persuaded you by employing envy and calumny, together with those who being persuaded t hemselves have persuaded others.Consider, therefore, as I have said, that my accusers are twofold, some having accused me lately, and others formerly and think that it is necessary I should answer the latter of these first for you also have heard these my accusers, and much more than you have those by whom I have been recently accused. Be it so. I must defend myself then, O Athenians, and endeavor in this so short a space of time to remove from you the calumny that you have so long entertained.I wish, therefore, that this defence may effect something better both for you and me, and that it may contribute to some more important end. I think however that it will be attended with difficulty, and I am not entirely ignorant what the difficulty is. At the same time let this terminate as Divinity pleases. It is my subscriber line to obey the law, and to make my apology.8ConclusionSocrates concludes this part of the Apology by reminding the jurors that he will not resort to the usual emoti ve tricks and arguments. He will not break down in tears, nor will he produce his three sons in the hope of swaying the jurors. He does not fear finale nor will he act in a way contrary to his religious duty. He will rely solely on sound argument and the truth to present his case.9Socrates punishment speech angered the jurors.360 of them voted for the death penalty only 141 voted for a fine of 3,000 drachmae. Now Socrates has to respond to the verdict. He first addresses those who voted for death. He claims that it is not a lack of arguments that has resulted in his condemnation, but rather his unwillingness to stoop to the usual emotive appeals expected of any defendant facing death. Again, he insists that the prospect of death does not absolve one from following the path of goodness and truth.To those who voted for his acquittal, Socrates gives them encouragement He says that his daimon did not stop him from conducting his defence in the way that he did as a sign that it was the right thing to do. Therefore, death must be a blessing. It is either an annihilation (thus bringing eternal peace from all worries, and therefore not something to be truly afraid of) or a migration to another place to meet souls of famous people such as Hesiod and kor and heroes like Odysseus. With these, Socrates can continue his task of questioning.BibliographyLeo Strauss. Socrates and Aristophanic. New York, 1966.1 Pp 82-22 Pp83- 23 Pp 84-14 Pp 82-25pp143-16 Pp 138-27 Pp 84-28 Pp 180-29 Pp163-4

Busi 3103 Notes

organisational THEORY STUDY LIST KEY CONCEPTS PART superstar INTRODUCTION TO ORGANIZATIONS CHAPTER ONE ORGANIZATIONS AND ORGANIZATIONAL THEORY Administrative principles closed system instruction lieu that foc utilizes on the total giving medication and grows from the insight of practiti mavenrs Bureaucratic governing bodys institution design found on clearly delineate trust and responsibility, formal record keeping and uniform application if standard rules Change strategy a think to adopt an reachupal c argonen Chaos Theory a scientific theory that suggests that relationships in complex, adaptive systems are made up of numerous interconnections that create unknowing effects and render the environs unpredictable Closed system autonomous, enclosed and non dependent on the remote surroundings Contextual dimensions the characteristics of an giving medication, including size, engine room, environment and goals. disaster the applicable management approach to deal with unforeseen events Effectiveness the degree to which an administration achieves its goals Efficiency the amount of resources used to produce a unit of outfit Hawthorne studies studies organizeer increaseivity.Managers who treat their employees well facilitate increased employee turnout Learning fundamental law every single is engaged in finding and solving problems enable continuous expediency and capabilities of its own employees Level of analysis in systems theory, the subsystem on which the primary focus is primed(p) four levels of analysis characterize the organization Meso theory combines micro and macro instruction levels of analysis Open System interacts with the environment for survival Organization social entities that are goal directed, deliberately social organizationd and linked to the external environment OB micro approach to organizations with focus on individuals in the organization OT macro approach to organizations that analyses the who le organization as a unit Role everyows an employee to use their abilities to achieve outcomes and meet goals Scientific management claims closings about organization and job design should be based on precise, scientific procedures Stakeholder any group at bottomland or outside an organization that has a stake in the rganizations performance Stakeholder approach (constituency approach) stakeholder satisfaction indicates the performance of the organization Structural dimensions describes the sexual characteristics of an organization Subsystems divisions of an organization that perform specific functions for the survival of the organization. Functions include boundary spanning, exertion, maintenance, adaptation and management System set of interacting elements of inputs, transformation and output to the environment Task narrowly defined piece of pass assumeed to a person PART TWO ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN CHAPTER TWO STRATEGY, ORGANIZATIONAL DESIG N, AND EFFECTIVENESS analyzer (62) Competing appraises model perspective on organisational effectiveness that combines diverse indictors of performance that represent competing management set Defender business strategy that seeks stableness or retrenchment preferably than innovation or growth Differentiation strategy used to distinguish an organizations products or services from an other(a)(prenominal)s in the industry Focus strategy concentrates on a specific regional securities industry or buyer group Goal approach concerned with output and whether the organization achieves its output goals Human relations emphasis competing-values model that incorporates the values of an internal focus and a flexible social organization Internal- serve well approach looks at internal activities and assesses effectiveness by indicators of internal health and efficiency Internal-process emphasis competing-values model that looks at the values of internal focus and structural control Low-cost lead strategy tries to increase market share by emphasizing low cost compared to competitors Mission organization reason for existence Official Goals form each(prenominal)y give tongue to definitions of business scope and outcomes the organization strives to achieve (also called rush) Open-systems emphasis competing-values model that looks at the faction of external focus and flexible anatomical structure Operative goals explain what the organization is trying to achieve, with focus on the actual operating procedures Organizational goals desired state the organization attempts to r each(prenominal) Prospector business strategy characterized by innovation, risk aking, pursuit new opportunities and growth Rational-goal emphasis competing-values model that focuses on structural control and external focus Reactor strategy business strategy in which environmental threats and opportunities are responded to in an ad hoc fashion election-based approach organisationa l perspective that assesses effectiveness based on how organizations success richy obtains, integrates and manages valued resources Strategy set of plans, decisions and objectives that obligate been adopted to achieve the organizations goals Structure formal reporting relationships, groupings and systems of an organization CHAPTER THREE FUNDAMENTALS OF ORGANIZATIONAL STRUCTURE Centralized level of power structure with indorsement to straighten out decisions Chain of command formal line of authority to appoint decisions Decentralized decision make and communication that is spread out crossways the company discussion sectional grouping structure where employees share a common supervisor and resources, are jointly responsible for performance, and tend to identify and collaborate with each other divisional grouping pack are organized according to what the organization produces Divisional structure structuring based on individual products, services, product groups, major learns, or gelt centers (also called product structure or strategic business units) Functional grouping grouping of employees who perform alike functions or work processes or who bring similar knowledge and skills to bear on a task Functional matrix structure in which functional bosses ask primary authority, and product or project managers simply coordinate product services Functional structure grouping of activities by common function Horizontal grouping organizing of employees around core work processes rather than by function, product or geography Horizontal linkage amount of communication and coordination that occurs horizontally across organizational de partitioningments Horizontal structure structure that eliminates twain the vertical hierarchy and departmental boundaries by organizing teams of employees around the core work processes, the end to end work, information, and material flow that provide value right off-key to customers Hybrid structure combines va rious structural approaches (functional, divisional, geographicalal, and horizontal) tailored to specific strategic pauperizations Integrator a position or department that is reated to coordinate some(prenominal) departments Liaison role person that is responsible to communicating and achieving coordination with another department Matrix structure soused form of horizontal linkage in which both product and functional structures (horizontal and vertical) are implemented simultaneously Multifocused grouping a structure in which an organization embraces structural grouping alternatives simultaneously Organizational structure designates formal reporting relationships, including the number of levels in the hierarchy and the span of control of managers and supervisors identifies the grouping together of individuals into departments and of departments into the total organization and includes the design of systems to en original effective communication, coordination and desegrega tion of efforts across departments Outsourcing contracting out certain functions, e. g. anufacturing,ITto other organization Process organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers Product matrix a variation of the matrix structure in which project or product managers have primary authority, and functional managers simply assign skillful personnel to projects and provide advisory expertise Re-engineering redesigning a vertical organization along its horizontal workflows and processes Symptoms of structural deficiency signs of the organization structure cosmos out of alignment, including delayed or poor grapheme decision making, failure to respond innovatively to environmental changes, and too much conflict Task force shipboard committee composed of representatives from each department affected by a problem Teams permanents task forces often used in conjunction with a full time integrator V ertical information system periodic reports, write information and computer based communications distributed to managers Vertical linkages communication and coordination activities connecting the top and bottom of an organization Virtual cross-functional teams teams comprising individuals from different functions who are separated in space and time as well Virtual ne 2rk grouping organization that is slackly connected cluster of separate components Virtual network structure the firm subcontracts many or most of its major processes to separate companies and coordinates their activities from a small render or organization Virtual team made up of organizationally or geographically dispersed members who are linked through advanced information and communications technologies. Members frequently use the internet and collaborative software to work together, rather than meeting face to face SLIDES ONLY BCG matrix (10) Consider market share and growth for product portfolios PART THR EE OPEN-SYSTEM DESIGN ELEMENTS CHAPTER FOUR EXTERNAL ENVIRONMENT Boundary spanning roles activities that link and coordinate an organization with key elements in the external environment Boundary scanning roles (Slide only) Buffering roles activities that absorb incredulity from the environment Cooptation when leaders from important sectors in the environment are made part of an organization Differentiation the differences (cognitive and emotional) among managers in various functional departments of an organization and formal structure differences among these departments Direct interlock occurs when a member of the board of directors of one company sits on the board of another Domain an organizations chosen environmental bailiwick of action at law General environment sectors that may not directly affect the daily operations of a firm but will indirectly enamor it Green environment natural environment Indirect interlock occurs when a director of one company and a directo r of another are both directors of third company Integration the quality of collaboration between departments of an organization Interlocking directorate formal linkage that occurs when a member of the board of directors of one company sits on the board of another company Mechanistic an organization system label by rules, procedures, a clear hierarchy of authority, and centralized decision making Organic free flowing, adaptive processes an unclear hierarchy of authority, and decentralized decision making Organizational environment all elements that exist outside the boundary of the organization and have potential to affect all or part of the organization Resource dependence a situation in which organization depends on the environment, but strive to acquire control over resources to minimize their dependence Sectors subdivisions of the external environment that contain similar elements Simple-complex dimension the number and dissimilarity of external elements relevant to an organizations operations Stable-unstable dimension the state of an organizations environmental elements Task environment sectors with which the organization interacts directly and that have a direct effect on the organizations ability to achieve its goals Uncertainty occurs when decision makers do not have sufficient information about the environmental factors and have a difficult time predicting external changes CHAPTER FIVE INTERORGANIZATIONAL RELATIONSHIPS Coercive forces external pressures such as legal requirements exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations Collaborative networks an emerging perspective whereby organizations allow themselves to become dependent on other organizations to increase value and productivity for all Generalist an organization that offers a broad range of products or services and serves a broad market institutional environment averages and values from stakeholders that organizations try to follow in order to please stakeholders Institutional perspective under high uncertainty, organizations imitate others in the same institutional environment Institutional similarity common structures, management approaches and behaviors established by organizations in the same field. Interorganizational relationships resource transactions, flows and linkages that occur among two or more organizations authenticity an organizations actions are desirable, proper and appropriate in spite of appearance the environments systems of norms, values and beliefs Mimetic forces under uncertainty, this is the pressure to copy or model other organizations that progress to be successful in the environment Niche domain of unique environmental resources and needs Normative forces pressures to adopt structures, techniques or management processes because they are considered by the community to be up to date and effective Organizational ecosystem system formed by the interaction of a comm unity of organizations and their environment, usually cutting across traditional industry lines Organizational form an organizations specific applied science, structure, products, goals, and personnel Population set of organizations engaged in similar activities with similar resources and utcomes Population- environmental science perspective the focus is on organizational diversity and adaptation within a community or population or organizations Retention The preservation and institutionalization of selected organizational forms option process by which organizational variations are determined to fit the external environment, variations that fail to fit the needs if the environment are selected out and fail specialiser an organization with a narrow range of goods or services or serves a narrow market Struggle for existence principle of the population ecology model that states that organizations are engaged in a competitive struggle for resources and fighting to survive Vari ation new organizational forms that respond to the needs of the external environment (mutations in biology) SLIDES ONLY Agency theory (9-13) The relationship between Shareholders and Managers is dominated by this question, How can the Agent shareholder/owner make sure that the managers are acting in their best interest? Transaction cost theory (21-25) The inclusion of all costs are considered whenmakingadecisionand not just themarket prices. CHAPTER SIX DESIGNING ORGANIZATIONS FOR THE INTERNATIONAL ENVIRONMENT Consortia groups of firms that venture into new products and technologies Domestic face first stage of international exploitation in which a company is domestically orientated while managers are aware of the global environment Economies of scale achieving lower costs through whopping volume output, often made possible by global expansion Economies of scope achieving economies by having a presence in many product lines, technologies or geographic areas Factors of pro duction supplies necessary for production e. g. raw materials, land, labor Global companies no longer thinks of itself as having a home ground Global geographic structure an organization divides its operation into world regions, each of which reports to the CEO Global matrix structure A horizontal linkage in an international organization in which both product and geographical structures are implemented simultaneously to achieve a balance between standardization and globalization. Global product structure product divisions take responsibility for global operations in their specific product areas Global stage stage in international development in which the company transcends any one country Global teams work groups comprising MNC members whose activities span in different countries (transnational teams) Globalization strategy standardization of product design and advert strategy throughout the world International division equal in status to other major departments within the company and has its own hierarchy to detention business in various countries International stage 2nd stage of international development where company takes exports seriously and is multidomestic Joint venture separate entity of sharing developments and production costs and penetrating into a new market between two or more firms Multidomestic company that responds to local customers and competition in each country independent of other countries Multidomestic strategy competition in each country is handled independently of competition in other countries Multinational stage stage of international development where a company has marketing and production facilities in many countries and more than one third of its sales outside its home country Power distance level of inequality people are willing to accept within an organization Standardization all branches of the company at all locations operate in the same way Transnational model horizontal organization with multiple centers, subsidiary managers who initiate strategy and innovations for the company as a whole, and unit and coordination achieved through corporate horticulture and divided up vision and values Uncertainty avoidance level of tolerance for and comfort within, uncertainty and individualism within a culture SLIDES ONLY Core competency (5,6) Diversification (7-11) PART FOUR INTERNAL DESIGN ELEMENTS CHAPTER SEVEN MANUFACTURING AND SERVICE TECHNOLOGIES Analyzability a dimension of engine room in which work activities can be reduced to mechanical move and participants can follow an objective, computational procedure to solve problems Continuous process production completely mechanized manufacturing process with no sorting or stopping Core technology work process directly related to the organization mission Craft technology technology used for stable stream of activities where the conversion process is not well understood or analyzable Engineering technologies technology used when there is a substantial variety in the tasks performed, but activities are handled on the basis of established formulas, procedures, and techniques Flexible manufacturing systems using computers to link manufacturing components e. g. obots, machines, product design and engineering analysis to enable fast substitution from one product to another Intensive technologies variety of products or services provided in combination to a client Interdependence the extent to which departments depend on each other for resources or materials to accomplish their tasks Job design the assignment of goals and tasks to be stainless my employees Job enlargement the designing of jobs to expand the number of different tasks performed by an employee Job enrichment the designing of jobs to increase responsibility, recognition and opportunities for growth and achievement Job revolution moving employees from job to job to give them a greater variety of tasks and alleviate boredom Job simplification the re duction of the number and difficulty of tasks performed by a single person Joint optimization the goal of the sociotechnical system approach, which states that organization will function best only if its social and technical systems are designed to fit the needs of each other Large-batch production manufacturing process with long production runs of standardized parts Lean manufacturing uses highly trained employees at every stage of the production process who take painstaking approach to details and continuous problem solving to cut waste and improve quality Long-linked technology the combination, within one organization, of successive stages of production, with each stage using as its inputs the production of the preceding stage Mass customization the use of computer combine systems and flexible work processes to enable companies to mass produce a variety of products or services designed to exact customer specification Meditating technology the readiness of products or serv ices that mediate or link clients from the external environment and allow each department to work independently Noncore technology a department work process that is important to the organization but is not directly related to the central mission Nonroutine technologies there is high tasks variety and the conversion process is not analyzable or well understood Pooled interdependence the lowest form of interdependence among departments in which work does not flow between units interchangeable interdependence the highest level of interdependence in which the output of one operation is the input of the second, and then the output of the second operation is the input of the first. Routine technologies technology thats characterized by little task variety and the use of objective, computational procedures Sequential interdependence serial form of interdependence in which the output of one operation becomes the input of another operation Service technology characterized by simultane ous production and consumption, customized output, customer booking, intangible output and being labour intensifier Small-batch production manufacturing process, often custom work that is not highly mechanized and relies heavily on the human operation Sociotechnical systems approach combines the needs of people with the need for technical efficiency Task variety the frequency of unexpected and novel events that occur in the conversion process Technical complexity the extent of mechanization in the manufacturing process Technology tools, techniques and actions used to transform organizational inputs into outputs SLIDES ONLY History of commercial technology (7) Historical context of technology Woodward, Perrow, and Thompson (10-30) CHAPTER NINE ORGANIZATIONAL SIZE, LIFE CYCLE, AND DECLINE bureaucracy An organizational framework marked by rules and procedures, specialization and division of labour, hierarchy of authority, technically qualified personnel, separation of positi on and person, and written communications and records (p. 30) bureaucratic control The use of rules, policies, hierarchy of authority, written authentication, standardization, and other bureaucratic mechanisms to standardize demeanour and assess performance (p. 336) centralization Level of hierarchy with authority to make decisions (p. 332) charismatic authority Based in devotion to the exemplary character or heroism of an individual and the order defined by him or her (p. 337) clan control The use of social characteristics, such as culture, shared values, commitments, traditions, and beliefs, to control conduct (p. 338) collectivity stage The sprightliness-cycle conformation in which an organization has strong leadership and begins to develop clear goals and direction (p. 24) downsizing Intentionally reducing the size of a companys workforce by laying off employees (p. 343) elaboration stage The organizational life-cycle phase in which the red-tape crisis is resolved through the development of a new sense of teamwork and collaboration (p. 326) entrepreneurial stage The life-cycle phase in which an organization is born and its emphasis is on creating a product and surviving in the marketplace (p. 324) Formalization The degree to which an organization has rules, procedures, and written documentation (p. 332) formalization stage The phase in an organizations life cycle involving the installation and use of rules, procedures, and control systems (p. 26) incident command sytem Developed to save the efficiency and control benefits of bureaucracy yet prevent the problems of slow response to crises (p. 334) life cycle A perspective on organizational growth and change that suggests that organizations are born, grow older, and eventually die (p. 323) market control A situation that occurs when price competition is used to evaluate the output and productivity of an organization (p. 337) organizational decline A condition in which a substantial, absolute decrease in a n organizations resource base occurs over a period of time (p. 340) personnel ratios The proportions of administrative, clerical, and professional support staff (p. 32) judicious-legal authority Based on employees belief in the legality of rules and the right of those in authority to issue commands (p. 337) self-control A persons values are brought into line with the organizations values to control deportment (p. 339) traditional authority Based in the belief in traditions and the legitimacy of the status of people exercising authority through those traditions SLIDES ONLY Organizational birth and early life (4,5) Nandys Model (6-9) Geniers Model (10, 11,18,19) PART FIVE MANAGING DYNAMIC PROCESSES CHAPTER TEN ORGANIZATIONAL CULTURE AND ETHICAL VALUES adaptability culture A culture characterized by strategic focus on the external environment through flexibility and change to meet customer needs (p. 60) bureaucratic culture A culture that has an internal focus and a consistency o rientation for a stable environment (p. 363) chief ethics officer High-level executive who oversees all aspects of ethics, including establishing and broadly communicating ethical standards, setting up ethics training programs, supervising the investigation of ethical problems, and advising managers in the ethical aspects of decisions (p. 379) clan culture A culture that focuses primarily on the involvement and participation of the organizations members and on rapidly changing expectations from the external environment (p. 362) enrol of ethics A formal statement of the companys values concerning ethics and social responsibility (p. 80) culture The set of values, guiding beliefs, understandings, and ways of thinking that are shared by members of an organization and are taught to new members as correct (p. 356) culture strength The degree of agreement among members of an organization about the importance of specific values (p. 364) ethical dilemma When each alternative prime(prenomi nal) or behaviour seems undesirable because of a potentially negative ethical consequence (p. 372) ethics The code of moral principles and values that governs the behaviour of a person or group with respect to what is right or wrong (p. 369) ethics committee A group of executives appointed to oversee company ethics (p. 378) ethics hotline A telephone number that employees can call to seek guidance and to report questionable behaviour (p. 79) external adaptation The manner in which an organization meets goals and deals with outsiders (p. 357) heroes Organizational members who serve as models or intellectls for serving cultural norms and values (p. 359) internal integration A state in which organization members develop a collective identity and know how to work together effectively (p. 357) language Slogans, sayings, metaphors, or other expressions that nonplus a special meaning to employees (p. 359) legends Stories of events based in history that may have been embellished with fict ional details (p. 359) managerial ethics Principles that guide the decisions and behaviours of managers with regard to whether they are morally right or wrong (p. 72) mission culture A culture that places emphasis on a clear vision of the organizations purpose and on the achievement of specific goals (p. 361) myths Stories that are consistent with the values and beliefs of the organization but are not supported by facts (p. 359) rites and ceremonies The elaborate, planned activities that make up a special event and often are conducted for the benefit of an audience (p. 357) rule of law That which arises from a set of codified principles and regulations that describe how people are required to act, are generally accepted in society, and are enforceable in the courts (p. 371) social audit Measures and reports the ethical, social, and environmental impact of an organizations operations (p. 83) social capital The quality of interactions among people, affected by whether they share a com mon perspective (p. 355) social responsibility Managements agreement to make choices and take action so that the organization contributes to the welfare and interest of society as well as itself (p. 372) stories Narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization (p. 359) subcultures Cultures that develop within an organization to reflect the common problems, goals, and experiences that members of a team, department, or other unit share (p. 365) symbol Something that represents another thing (p. 59) values-based leadership A relationship between a leader and followers that is based on strongly shared values that are advocated and acted upon by the leader (p. 377) whistle-blowing Employee disclosure of illegal, immoral, or illegitimate practices on the part of the organizations officers and employees SLIDES ONLY Deal and Kennedy habitual Typology of Organizational Culture (12,13) Utilitarian ethics model (27) Moral rights ethics model (28) Justice ethics model (29) Forces acting on managers ethics moment (30) CHAPTER ELEVEN INNOVATION AND CHANGE ambidextrous approach A characteristic of an organization that can behave in both an original and a mechanistic way (p. 402) change process The way in which planned changes occur in an organization (p. 99) creative departments Organizational departments that initiate change, such as research and development, engineering, design, and systems analysis (p. 403) creativity The generation of novel ideas that may meet perceived needs or respond to opportunities (p. 399) culture changes Changes in the values, attitudes, expectations, beliefs, abilities, and behaviour of employees (p. 397) dual-core approach An organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change (p. 411) horizontal coordination model A model of the three components of organizational design needed to achieve new product innovation departmental specialization, boundary spanning, and horizontal linkages (p. 07) idea champions Organizational members who provide the time and energy to make things happen sometimes called advocates, intrapreneurs, and change agents (p. 404) idea incubator Safe harbour where ideas from employees throughout the organization can be developed without interference from bureaucracy or politics (p. 403) incremental change A series of continual progressions that maintains an organizations general equilibrium and often affects only one organizational part (p. 394) large group intervention An approach that brings together participants from all parts of the organization (and may include outside stakeholders as well) to discuss problems or opportunities and plan for change (p. 15) management champion A manager who acts as a supporter and sponsor of a technical champion to shield and promote an idea within th e organization (p. 405) new-venture fund A fund that provides financial resources to employees to develop new ideas, products, or businesses (p. 404) organization development A behavioural science field devoted to improving performance through trust, outdoors confrontation of problems, employee empowerment and participation, the design of meaningful work, cooperation between groups, and the full use of human potential (p. 415) organizational change The adoption of a new idea or behaviour by an organization (p. 98) organizational innovation The adoption of an idea or behaviour that is new to an organizations industry, market, or general environment (p. 398) product and service changes Changes in an organizations product or service outputs (p. 396) chemical group change A breaking of the frame of reference for an organization, often creating a new equilibrium because the entire organization is transformed (p. 394) skunkworks Separate, small, informal, highly autonomous, and often c lose-fitting group that focuses on breakthrough ideas for the business (p. 404) strategy and structure changes Changes in the administrative domain of an organization, including structure, policies, reward systems, labour relations, coordination devices, anagement information control systems, and accounting and budgeting (p. 396) switching structures An organization creates an organic structure when such a structure is needed for the initiation of new ideas (p. 403) team building Activities that promote the idea that people who work together can work together as a team (p. 416) technical champion A person who generates or adopts and develops an idea for a technical innovation and is devoted to it, even to the extent of risking position or prestige also called product champion (p. 405) technology changes Changes in an organizations production process, including its knowledge and skills base, that enable distinctive competence (p. 97) time-based competition Delivering products and ser vices faster than competitors, giving companies a competitive edge (p. 409) venture teams A technique to cling to creativity within organizations in which a small team is set up as its own company to pursue innovations SLIDES ONLY Four Ps (10) Leavitts diamond (11) Triggers for change (12) Forces against change (13) Lewins three step change management (14) Change management five action steps (15-24) CHAPTER TWLEVE DECISION MAKING PROCESSES bounded aptity perspective How decisions are made when time is limited, a large number of internal and external factors affect a decision, and the problem is ill-defined (p. 34) Carnegie model Organizational decision making involving many managers and a final choice based on a coalescency among those managers (p. 445) coalition An alliance among several managers who agree through bargaining about organizational goals and problem priorities (p. 445) contingency decision-making framework A perspective that brings together the two organizat ional dimensions of problem consensus and technical knowledge about resultants (p. 458) decision learning A process of recognizing and admitting mistakes that allows managers and organizations to acquire the experience and knowledge to perform more effectively in the future (p. 62) escalating commitment Persisting in a course of action when it is failing occurs because managers block or distort negative information and because consistency and perseveration are valued in contemporary society (p. 463) garbage can model Model that describes the pattern or flow of multiple decisions within an organization (p. 453) high-velocity environments Industries in which competitive and technological change is so extreme that market data are either unavailable or obsolete, strategic windows open and shut quickly, and the cost of a decision error is company failure (p. 461) imitation The adoption of a decision tried elsewhere in the desire that it will work in the present situation (p. 60) incre mental decision process model A model that describes the structured sequence of activities undertaken from the discovery of a problem to its solution (p. 447) inspiration An innovative, creative solution that is not reached by logical means (p. 460) intuitive decision making The use of experience and judgment, rather than sequential logic or explicit reasoning, to solve a problem (p. 439) management science approach Organizational decision making that is the analog to the rational approach by individual managers (p. 443) nonprogrammed decisions Novel and poorly defined, these are made when no procedure exists for solving the problem (p. 433) organizational decision making The organizational process of identifying and solving problems (p. 33) organized anarchy Extremely organic organizations characterized by highly uncertain conditions (p. 453) pointcounterpoint A decision-making technique that divides decision makers into two groups and assigns them different, often competing, respo nsibilities (p. 462) problem consensus The agreement among managers about the nature of problems or opportunities and about which goals and outcomes to pursue (p. 457) problem identification The decision-making stage in which information about environmental and organizational conditions is monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings (p. 33) problem solution The decision-making stage in which alternative courses of action are considered and one alternative is selected and implemented (p. 433) problemistic search When managers look around in the immediate environment for a solution to resolve a problem quickly (p. 446) programmed decisions Repetitive and cleared procedures that exist for resolving problems (p. 433) rational approach A process of decision making that stresses the need for systematic analysis of a problem followed by choice and implementation in a logical sequence (p. 434) satisficing The acceptance by organizations o f a satisfactory rather than a maximum level of performance (p. 46) technical knowledge Understanding and agreement about how to solve problems and reach organizational goals (p. 458) Organizational Learning Single and Double-Loop Learning (Slide only) CHAPTER THIRTEEN CONFLICT, POWER, AND POLITICS authority A force for achieving desired outcomes that is prescribed by the formal hierarchy and reporting relationships (p. 481) centrality A trait of a department whose role is in the primary activity of an organization (p. 488) collective bargaining The negotiation of an agreement between management and workers (p. 498) competition Rivalry between groups in the pursuit of a common care for (p. 75) confrontation A situation in which parties in conflict directly engage one another and try to work out their differences (p. 498) coping with uncertainty A source of power for a department that reduces uncertainty for other departments by obtaining prior information, prevention, and absorpt ion (p. 489) decision premises Constraining frames of reference and guidelines placed by top managers on decisions made at lower levels (p. 483) dependency One aspect of horizontal power when one department is dependent on another, the latter is in a position of greater power (p. 487) domains of political activity Areas in which politics plays a role.Three domains in organizations are structural change, management succession, and resource allocation (p. 491) financial resources Control over money is an important source of power within an organization (p. 488) intergroup conflict Behaviour that occurs between organizational groups when participants identify with one group and perceive that other groups may block their groups goal achievements or expectations (p. 475) labour-management teams Teams designed to increase worker participation and to provide a cooperative model for addressing unionmanagement issues (p. 498) negotiation The bargaining process that often occurs during confro ntation and enables the parties to systematically reach a solution (p. 98) network centrality Top managers increase their power by locating themselves centrally in an organization and surrounding themselves with loyal subordinates (p. 484) nonsubstitutability A trait of a department whose function cannot be performed by other readily available resources (p. 489) organizational politics Activities to acquire, develop, and use power and other resources to obtain a preferred outcome when there is uncertainty or disagreement about choices (p. 490) political model A definition of an organization as being made up of groups that have separate interests, goals, and values in which power and influence are needed to reach decisions (p. 79) political tactics for using power These include building coalitions, expanding networks, peremptory decision premises, enhancing legitimacy and expertise, and making a direct appeal (p. 494) power The ability of one person or department in an organization to influence others to bring about desired outcomes (p. 480) power sources There are five sources of horizontal power in organizations dependency, financial resources, centrality, nonsubstitutability, and the ability to cope with uncertainty (p. 487) rational model A description of an organization characterized by a rational approach to decision making, extensive and reliable information systems, central power, a norm of optimization, uniform values across groups, little conflict, and an efficiency orientation (p. 79) sources of intergroup conflict Factors that generate conflict, including goal incompatibility, differentiation, task interdependence, and limited resources (p. 476) strategic contingencies Events and activities inside and outside an organization that are essential for attaining organizational goals (p. 486) tactics for enhancing collaboration Techniques such as integration devices, confrontation and negotiation, intergroup consultation, member rotation, and shared miss ion and superordinate goals that enable groups to pass over differences and work together (p. 497) tactics for increasing power These include entering areas of high uncertainty, creating dependencies, providing resources, and satisfying strategic contingencies

Analyzing and Interpreting Data Essay

BIMS prudence team has been facing a major dilemma of high turnover and extremely low employee morale. BIMS management team has asked aggroup B to facilitate identify the main cause of the high turnover and low morale and propose an acceptable solution that will result in a decrease of both.Data Collection ConclusionIn the past few months we at BIMS have learned, thru the drop in employees that the companys employee morale was dwindling. So, to help the company boosts the employees morale and company image, we decided as a whole in management by collecting data from those that are at one time responsible for or affected by the issues, the research should lead them to some resolution to fix the problems we are facing with the turnover in employees. We gave follows to 449 staff members. The bailiwick collected information on attitudes, opinions, and levels of satisfaction from the staff. We employ the levels used nominal, ordinal, and interval levels of measurement for the ques tions. 449 employees were given surveys, and scarcely 78 turned in the survey, which was less than 18% of the employees. The surveys had flaws and they were biased, causing them to non contain enough input to implement any changes.Summarizing and presenting conclusionBased on the conclusions represented in the collected data of the survey used by management, the findings conclude the overwhelming dissatisfaction of a majority of the employees surveyed. This survey is based on a sm every(prenominal)er sample of the entire employee base and represents only those that took part in the process and cannot conclude the entire impact of how all employees feel regarding their employer and how they are ultimately treated in their own minds of fairness. The data gives the management team a olfactory perception into how their employees feel, what is causing them to consider divergence the company and offers an insight into what the management team can do in order to helpchange the percepti ons of those that feel negative about any portion of the company. Most employee satisfaction surveys lend the company a well-constructed look into the pulse of their workplace and eternalize proof of dissatisfaction throughout the company, allowing the owners or managers to fix the problems and institute productive changes in the area of concern (T. Englander, Employee Surveys, Sept. 1988). Another survey with questions as to why employees are leaving is suggested.Hypothesis StatementUpon the reviews the company has submitted another test asking employees why they are leaving. This survey allows the company to come up with a hypothesis line and testing. A hypothesis is a statement about a population (Lind, & Marchal, 2011). The company wants to decrease turnover and improve morale. This makes our hypothesis statement if the employee turnover is rock-bottom than the employee morale will increase. Data from the company is then used to check the reasonableness of this statement (Lin d, & Marchal, 2011). The survey can identify the areas of greatest concern to the resigning employees. If we look at question 11 that asks employees the primary reason that led them to decide to quit, this could create a hypothesis statement of employees who resigned, did so because they did not like their supervisor. pentad Step Hypothesis testThe hypothesis test was performed on question 11. Question 11 asks what the primary reason for leaving the organization is. After all the responses were collected 78 out of 78 responses were gathered. Of the 78 responses the two reasons that scored the highest explaining why BIMS employees were leaving the organization was 45% answered their supervisor temporary hookup 24% were not contented with their pay. The null hypothesis would be Ho = 45 and the alternate would be H 45. Testing mean with known variancesample size78population variance0.932281Mean2.205128Null Hypothesis45Type I error0.05Z value-391.92P value (1tail)1P value (2tail)2Tes tingThe decision was to perform a hypothesis test on question 11 because this gave us the best insight as to why BIMS employees were choosing to leave the organization or had low morale. We decided to use a percentage test to calculate the responses given by BIMS employees for leaving the organization. down the stairs you can see that each question was broken down by percentage of how each employee responded. We took the responses from each question totaled them and then divided them by the number of employees that responded which was 78. The percentages can then be put into a pie chart to create a visual impact. With the attached pie chart it gives BIMS management a mustinesser out picture of their employees feelings towards the specific questions asked. For example, most of the employees who answered the survey did not like their supervisor.Interpret ResultsThe results show patterns of dislike toward the management in place andfinancial incentive remunerative to employees. Wit h 45% of all employees surveyed stating their immediate supervisor is not liked, Team B believes it best to introduce management training in an effort to ease the unfavorable tension from the almost half surveyed employees. With limited participation from the employee population, the group cannot strongly encourage change, because of an inconclusive response and varying degrees of discrepancies.DecisionTeam B used the statistical data obtained from the employee survey results to rule out certain attributes as to why the employees are leaving the company at a faster prise recently. The data points to dissatisfaction in pay and leadership quality. The group believes the decisions made by management have led to a higher quitting rate than ever before, while shift times were ranked very low as a reason for leaving. The survey supports evidence that suggests changes do need to be made in management, and employee departure is relevant to the decisions that have been being made over the past few months. The results also report pay structures need to be addressed, and the company must recognize and be willing to conform to industry standards as far as pay is concerned.ConclusionAfter processing the small amount of returned surveys completed, the psychoanalysis team concludes the returns are far too small to positively make concrete adjustments to many of the possible problems that may be causing employees to quit the company. The team recommends management training with a focus on supervisors morale boasting methods in order to help identify those that are not happy with the current management process that takes place. The analyst also reports a need to look into pay increases at the entry levels of the company and make adjustments in an effort to increase productivity and company morale. The team encourages the company to insert a new independent anonymous survey into every employees paycheck in hopes of a greater return of data needed to positively make the right changes and implement the changes to keep a happier and healthier work environment. referenceLind, D., & Marchal, W. (2011). Basic statistics for business & economics (Revised/Expanded ed.). Boston. McGraw-Hill. Englander, Todd, EmployeeSurveys, Incentive 1988, Sept. pg. 150

Benjamin Franklin Compared to Jonathan Edwards

Kendra Hughes Professor Machann English 2327 March 24, 2010 Errata in the Hands of an Un- wrathful beau ideal A Comparison of Edwards and Franklin Oberg and stout put it best in the introduction of their book benzoin Franklin, Jonathan Edwards, and the Representation of Ameri brush aside Culture, It is difficult, if not impossible to, think of two more widely studied colonial figures than Benjamin Franklin and Jonathan Edwards. As Franklin and Edwards have been studied personly over generations, so also have they been looked at together (Oberg and Stout 3).Through their influential piece of music and critical evaluations of how to make better oneself, Jonathan Edwards and Benjamin Franklin both encompass American themes that in conclusion define them as part of American books. While living in different times and writing for different reasons they share the common themes of self-improvement, the setting and accomplishment of goals, and the importance of coherence of society.B y studying Edwards in-person Narrative, Resolutions, Sinners in the Hands of an Angry God, and excerpts from Benjamin Franklins Autobiography, found in Nortons Anthology of American Literature, edited by Nina Baym, their distinct individual ideas, and these shared fundamental themes of American literature can be seen. Their personal narratives prove how their environment impacted them to better themselves. Jonathan Edwards Personal Narrative portrays his get on towards a more close relationship with God. His family was deriveers of the Congregationalist Church, and from early childhood, he deciphered a Christian action (Edwards 385). Edwards annals, Personal Narrative, begins with him saying, I had a variety of concerns and exercise about my brain from my childhood but had two more remarkable seasons of awakening, before I met with that change, by which I was brought to those unexampled dispositions, and that new sense of things, that I have had (Edwards 386). Edward compl etes a sojourn that brings him closer to God.This discovery helped him in his evaluation of what it took to amaze a better Christian in Gods eyes. On the other hand however, Benjamin Franklin less closely adhered to his familys Christian beliefs. As a Deist, Franklin believed that there was a Supreme universe and that it is ones own chore to discover reality through with(predicate) reason. In his autobiography, he reveals a few instances that modify his way of life. Case in point, he had qualms about not further pursing his relationship with Miss contract when he left for England. Franklin calls these wrong doings or regrets Errata (Franklin 473).The spirituality of Edwards and Franklin, although different, and very distinctive, their works go their exposure and the impact it had on their personal improvement and growth. Also, as a Deist, Franklin believed he determined his inevitableness by his own accord. This encouraged him to set and accomplish goals to achieve what he de sired in life. His autobiography portrays his faults and his accomplishments. This lack of modesty in revealing his errata is targeted towards his assembly, the American man, with hopes of prompting them to augment themselves and progress upon their deficiencies.Franklin rallied for the reformation of the American man through self-evaluation and correction. On the contrary, Edwards believed that it was Gods divine will of which men were the selected few who could entered into heaven after life. Edwards focused his writings towards Christians more so than just purely Americans. His goal was to prepare Christians to buy the farm these select individuals that gained entrance into heaven. Christians under Edwards felt responsible to live better lives and to set examples for the congregation and the community.As Christian individuals, just as Franklins Americans, they continually believed that one must examine and self-asses their place in life, the church, and the community. In the bo ok Early American Literature A Collection of Critical Essays, edited by Michael T. Gilmore, Gilmore writes in the introduction, The Puritans in their minds the Bible was the book of history, and typology revealed the developmental pattern of everyday events by finding correspondences among the Old and impudent Testaments (Gilmore 2). Edwards consistently leads his life adhering to the bible. He believed like Winthrop, that his community needed to prepare and plow a city upon a hill (Gilmore 2). In Resolutions Edwards self-reflection and goals can be seen. He constantly tries to improve himself and his congregation so that they can achieve Gods envisage of a new native land in New England. Edwards primary commitment was to understand the Bible and to abide by it to live life to the fullest. Edwards aspired to better himself and set a precedent for his congregation and his Christian community.Franklin, like Edwards, also seeks these goals and achievements as and individual and fo r the American man. In Soundings Some Early American Writers, Lewis Leary writes, Franklin was the true American he constantly redefines himselfnone better represented the simple, noble menwho lived close to genius faithful to her laws uncontaminated by artificialities of motor hotel or town (Leary 9,11). Franklin provides his audience with virtues to adhere to when trying to set goals to improve themselves.Franklin explains, no one can change overnight and one must work on one vice until successively conquered, such as chastity, everyman can find self-improvement and further contribute to their community (Franklin 487). Franklins determination to cross vices enabled him to become closer to virtuosity, and hopefully in the end encourage his community to do the same. Similarly, Edwards efforts to exceed his sins enabled him to become closer to God and to set an example for his congregation.Both men documented the progress of their goals to follow their self-defined resolutions a nd both men hoped their comrades would adhere to the same principles. They desired to be influential and catch attention and rate from their community by showcasing their sacrifices. Along with self-improvement and setting of goals Edwards and Franklins writings reflect the importance of cohesion as a society. While Edwards urges his congregation of the need to seek salvation and bind together during a time when America was redefining religion, Franklin, through his writing encourages society to move closer together after the subverter War.In, Sinners in the Hands of an Angry God, Edwards reciprocates with ferocity and anger to his congregation when faced with The Great Awakening. In the discourse to his congregation Edwards objective is to rationalize with the countless that are doomed to damnation and not saved. He preaches, straight you have an extraordinary opportunity, a day wherein Christ has thrown the door of mercy wide pass on (Edwards 435). Edwards begs for the cohesi on of his congregational community in effort to defeat the influences of uncertified preachers and the impendence of damnation.Ursula Brumm explains in her taste Jonathan Edwards and Typology, In Early American Literature A Collection of Critical Essays, Edwards took part heart and soul in the events of the Great Awakening He regarded this movement with overwhelming expectations in the belief that it marked the low of a new millennium (Brumm 71). Edwards felt The Great Awakening was a test from God, that Satan was causing these events, and that by force through his sermons he could hold his congregation together and pass this test from God to see who was faithful.Being much less forceful in his path, Franklin simply attempted to coax others to follow his path to become more patriotic. Franklin delves into the concept of how man can be made into a correct citizen by following his list of virtues. He says, Its every ones interest to be virtuous, who wishd to be happy even in this world (Franklin 495). Franklins goal is, to show men that his autobiography and literature alike can help oneself to analyze and correct their own errors (Leary 15). Franklins autobiography is defined by the case of rags to riches and has become a commonly used theme by many American writers.In the book Making the American Self Jonathan Edwards to Abraham Lincoln by Daniel Walker Howe, Howe further explains the evolution of the self made man, Edwards and Franklin agreed in their assessment of human nature and the difficulties put in the way of a virtuous life. The origins of the model of human nature that Edwards and Franklin shared with so many others, led to the cult of the self made man (Howe 2). During the period after the recently acquired American independence, the nation attempted to define the representative citizen.Climbing from the lower class rags to the upper class riches Franklin achieved true success, set an example of the model citizen and influenced many fellow Amer icans during this time of need. Edwards and Franklin were both avant-gardes to their societies when people about yearned for an exemplary to live their lives by. Although so different Edwards and Franklin both were able to adhere to the American themes of self-improvement, setting and achieving goals, and approaching together as a community. Through their erpetual self-appraisal, self-advancement, disclosure of their personal narratives, and their acknowledgment of a need to merge the community as one, they were able to produce the model of the American, Christian man, and epitomize American Literature through their works. Works Cited Brumm, Ursula. Jonathan Edwards and Typology. Early American Literature A Collection of Critical Essays. Ed. Michael T. Gilmore. New island of Jersey Prentice-Hall, Inc. , 1980. Pg 71. Edwards, Jonathan. Jonathan Edwards Resolutions and Advice to younker Converts. Ed. Stephen J.Nichols. New York P&R Publishing, 2001. Edwards, Jonathan. Personal N arrative. The Norton Anthology of American Literature. 7th Ed. Ed. Nina Baym. New York W. W. Norton & Company, 2007. Pg 385-396. Edwards, Jonathan. Sinners in the Hands of an Angry God. The Norton Anthology of American Literature. 7th Ed. Ed. Nina Baym. New York W. W. Norton & Company, 2007. Pg 425-436 Franklin, Benjamin. The Autobiography. The Norton Anthology of American Literature. 7th Ed. Ed. Nina Baym. New York W. W. Norton & Company, 2007. Pg 472-517. Works Cited ContinuedHowe, Daniel Walker, ed. Making the American Self Jonathan Edwards to Abraham Lincoln. New York Oxford University Press, 1997. Pg 2. Gilmore, Michael T. , ed. Early American Literature A Collection of Critical Essays. New Jersey Prentice-Hall, Inc. , 1980. Pg 2. Leary, Lewis. Soundings Some Early American Writers. Athens University Of Georgia Press, 1975. Pg 9-15. Oberg, Barbara B. , and Stout, Harry S. , eds. Benjamin Franklin, Jonathan Edwards, and the Representation of American Culture. New York Oxford University Press, 1993. Pg 3.