Sunset Boulevard as a Genre Film Essay Example | Topics and Well Written Essays - 2000 words

Sunset Boulevard as a Genre Film - Essay Example Many critics argue as to whether noir is a genre or a sub-genre. As Martin Scorcese says in one his documentaries, noir is a sub-genre of drama and doesn’t have any unique definition. Filmmakers like him say that term noir is just a term that is used to indicate certain stylistic elements which are common in the movies of 1940s and 1950s. In the wake of this dilemma among the critics, this essay puts forward a hypothesis that identifies itself with the claim of many film critics that it a noir movie. In this essay, the movie shall be tested against the framework of conventional noir movie making and an analysis shall be made about the genre of the movie. The analysis shall be comprehensive and include detailed examples from the movie and also various secondary sources of information. Sunset Boulevard is widely regarded as a cult movie and one of the epic movies belonging to the noir genre. First of all, it is important to establish what is a noir genre and how did it develop in Hollywood. During the 1930s many artists, directors, and composers were ousted from Germany by Hitler. These people came to Hollywood and started to work there. The political and social situation of Germany instilled in them a sense of cynicism. It is a known fact that the German government at that time was involved in the systematic killing of millions of people. This cynicism and pessimism was carried forward and brought to Hollywood. The German Expressionist cinema, when combined with the Hollywood’s fascination with crime, created a genre called noir. This term was not used at that time but was later coined by critics in the 1970s to describe a kind of films that were made in the 1940s and 1950s.

Alzheimer’s Disease Research Paper Essay Example for Free

Alzheimer’s Disease Research Paper Essay Abstract: Alzheimer’s disease is the most common cause of dementia in elderly individuals. Currently, 4.5 million people in the United States approximately have Alzheimer’s disease. (Burns) Alzheimer’s disease presents the victim with a sharp decline in memory, language, visuospatial perception, executive functioning and decision-making. Because this disease is so harsh on people’s personality, behavioral and psychiatric symptoms are frequently present in Alzheimer’s disease. The impact Alzheimer’s disease has on health care is significant and estimated to cost $100 billion dollars per year and predicted to rise as it is a demand to find new medication and the number of Alzheimer’s disease individual rise. (Burns) There is medication available, however there is currently no cure, the medications that are given have symptoms that do not alter the negative progression of the disease. Alzheimer’s disease is defined as progressive, degenerative disorder that attacks the brain’s nerve cells and neurons resulting in a loss of memory, thinking, language skills, and behavioral changes. (Burns) Alzheimer’s disease is characterized by cognitive dysfunction, psychiatric symptoms, behavioral disturbances, and difficulty performing daily activities. Alzheimer’s disease is currently the 6th leading cause of death in the United States and presently 4.5 million Americans are living with it. Alzheimer’s disease is the leading cause of dementia in elder individuals. (Burns) Even though there is no cure for Alzheimer’s disease, the health care costs are extremely high, being just over 100 billion dollars per year. The hopefulness of the development of a cure or new therapies becomes more desperate every year for new advances in the future. (Burns) The symptoms of Alzheimer’s disease in every individual vary; the disease can be extremely severe and other times slightly mild. Because Alzheimer’s disease is progressive it advances as time goes on, it starts off as the individual becomes forgetful and looses a small amount of memory and continues to severe dementia and loosing memory completely. The cognitive dysfunction of a person with Alzheimer’s disease includes memory loss, language difficulties, and executive dysfunction, which consists of a loss of higher level planning and intellectual coordination skills. (Burns) The psychiatric symptoms and behavioral disturbances can be anything from depression and agitation to hallucinations. The psychiatric symptoms of Alzheimer’s disease can also be collectively termed as non-cognitive symptoms. (Burns) The general symptoms of memory loss is always the first symptom of a majority of the cases of Alzheimer’s disease. The gradual onset of memory loss has the same symptoms as normal aging, because ageing shows symptoms of some dementia as well, this can understandably become confusing to diagnose, and however Alzheimer’s disease is not a normal part of aging. (Burns) The onset of Alzheimer’s disease is sly and emerges with a mild loss of memory and continues on with difficulty in finding the right word to go along with sentences. A diagnoses occurs only when the symptoms interfere significantly with everyday life such as social and work functions. Personal and emotional changes within the individual are very common for people who have Alzheimer’s disease. Major depressive disorder occurs in 20-35% of cases, while anxiety reaches 15-25% of people who have been diagnosed with Alzheimer’s disease. (Burns) Every 67 seconds someone in the United States develops Alzheimer’s disease. Women seem to get his the hardest with this disease. In a women’s 60’s, the estimated risk for developing Alzheimer’s is 1 in 6 and two thirds of Americans with Alzheimer’s disease are women. (Burns) Not only are women more likely to have Alzheimer’s, women are also more likely to be caregivers of those with Alzheimer’s disease. Alzheimer’s disease leads to nerve cell death and tissue loss throughout the brain. Over time, the brain shrinks dramatically because of this, affecting nearly all of its functions, especially the memory. The cortex of the brain  shrivels up and damages areas involved in thinking, planning, and remembering. (Fackelmann) Shrinkage is especially threatening in the hippocampus, which is the area that forms new memories. The ventricles, which are the fluid-filled spaces within the brain, grow larger to fill in the places that have shriveled up. The tissue within an Alzheimer’s patient has fewer nerve cells and synapses than a healthy brain. Nerve cells and synapses are what carry messages throughout the brain they are crucial to the biological computations that make up perception and thought. The dead nerve cells contain tangles, which are made up of twisted strands of another protein. The small clumps can clock the synapse and can activate the immune system to trigger inflammation. (Fackelmann) The plaques and tangles spread throughout the cortex in a predictable pattern as Alzheimer’s disease progresses. The rate of the progression of the tangles and plaques within the brain varies significantly. (Fackelmann) People with Alzheimer’s disease live an average of 8 years, but some individuals can survive up to 20 years. In a severely advanced Alzheimer’s disease most of the cortex is severely damaged. (Fackelmann) This is where the brain had shrunk dramatically because of widespread cell death. In this stage, individuals lose their ability to communicate, recognize their family and loved ones, and to care for themselves in their daily activities. The cause of Alzheimer’s disease is unknown, however researchers have linked several risk factors with Alzheimer’s disease such as an increasing age, family history, head injury (anti-inflammatory drugs have been associated as a reduction of risk), depression, hypertension, high cholesterol, low physical and cognitive activity, diabetes, diseases that cause mutations of chromosomes 1, 14, and 21, ApoE genotype, and individuals diagnosed with down syndrome eventually develops the neurological symptoms of Alzheimer’s disease. (Fackelmann) The genetic contribution to Alzheimer’s disease is a risk. The risk for the first degree of relatives of people with the disease is estimated at 10-40% higher than unrelated people. (Whalley) The fact that monozygotic twins (twins who share 100% of their genetic material) have a higher concordance rate than dizygotic twins indicates that there is a significant genetic  component to Alzheimer’s disease. (Whalley) Because of the risks stated above, researches suggest that environmental factors are also a contribution to the diagnoses of Alzheimer’s disease. Environmental factors is confirmed by the fact that the strongest association is not true across all races; 50% of white patients with Alzheimer’s disease do not carry an e4 allele (ApoE genotype), which is a significant risk in getting Alzheimer’s disease. (Whalley) The cure for Alzheimer’s disease is uncertain and is mainly focused on therapeutic treatments that help some dementia and other symptoms associated with it. For clinical reasons, non-drug interventions should be used initially, especially if the symptoms are not causing stress or placing the individual at risk to themselves or to others. If non-drug remedial interventions have no effect, cholinesterase inhibitors are the conventional drug treatment of choice for Alzheimer’s disease. Cholinesterase inhibitors have a moderate beneficial symptoms associated with the drug. The drug modifies symptoms in the minority of people with Alzheimer’s disease because it is nicely tolerated in the majority of individuals. Memantine is a drug that is a glutamatergic antagonist that trials have found effective in individuals that have severe dementia, however it is restricted to those in clinical trials. Cholinesterare inhibitors and memantine are known to produce little identifiable improvements in the activities of daily life. Non-drug approaches are not effective in helping memory loss, even though there are therapeutic techniques that help retain memory and can offer support for people with mild dementia. Sources Burns, A. Alzheimers Disease. British Medical Journal, 338, 467-471. Retrieved June 2, 2014 Fackelmann, K. Forcasting Alzheimers Disease. Science News, 149, 312-313. Retrieved June 2, 2014 Whalley, L. Genetics of Alzheimers Disease. British Medical Journal (clinical research edition), 1556. Retrieved June 2, 2014

Emily Bronte’s Wuthering Heights Essay -- Emily Bronte, Wuthering Heigh

In Emily Bronte’s Wuthering Heights revenge is a common, reoccurring theme. According to Webster’s Dictionary, revenge is to inflict punishment in return for injury or insult. Within the novel, Wuthering Heights, revenge is an action taken by many people in order to redeem themselves. However, all of the characters end up in misery because of their hearts’ desire to avenge. In many novels, revenge is an action typically taken by the main villain upon the main hero. Revenge occurs often in both fiction and non-fiction books. Within Withering Heights, there are three examples of revenge that posses romantic tenets; Heathcliff’s revenge on Edgar and Catherine is the isolation tenet; Catherine’s revenge on Heathcliff is the elevated emotional level tenet; and Hindley’s revenge on Heathcl...

RC Cola Case Essay

As we all know that Coca-Cola, Sprite, Pepsi are very famous drinks all over the world as well as Bangladesh. We can’t find single person who doesn’t like soft drinks. Mainly our young generation preferred to drinks. Now days there are many soft drinks company are coming continuously like Euro-Cola, RC Cola etc. Most of them are tastes are quite similar. Popularity of RC Cola is rapidly increasing day by day. In a small town, city even in villages RC Cola is available. RC Cola has taken a very strong place in people’s heart within very short time. One of the reasons is its price and another reason is its taste. The first line of beverages was named ‘Royal Crown’ and the first Cola was called Chero-Cola. Activities of the Management: Different activities of the management in RC Company Ltd. are given below: Planning: The overall planning approach in RC Company Ltd. is top-down. The seven members of the Board of Directors are responsible for the strategic planning and overall policy guidelines of the Company. Mainly the top level management plans al the long term and short term planning. ââ€"  Expansions of its products and sales are the long range planning. How can expand its products, sales and how it will be financed to earn more profit are its long term planning. * The lower level management of RC Company Ltd. makes short term plans. The management makes the plans of daily activities of the Company. Today or tomorrow’s work schedule making is the part of short term planning of RC Company Ltd. Organizing: Planning of the management of RC Company Ltd. establishes the goals of the company and how they are to be achieved. Organizing develops the structure to reach these goals. The CEO, Managing Director, Deputy Managing Director and Head of Factory are responsible for achieving business goals and overseeing the day to day operation. Co-ordinating: The CEO and Managing Director of the Company are assisted by a senior Management Group consisting of Deputy Managing Director and Head of Factory centrally and co-ordinates operations of offices. Management of RC Company Ltd. also trains their labors, so that they can get better performances from their labors. Directing: Through the planning the management of RC Company Ltd. builds climate, provides leadership and arranges the opportunity for motivation. Manager of the factory and offices plans and oversees the work of each of his or her sub-ordinates. Directing is aimed at getting the members of the Company to move in the direction that will achieve Company’s objectives. Controlling: The management approach in RC Company Ltd. is authoritative. Tasks are designed in such a way that one cannot leave without completing it as he is assigned for a day. Sitting arrangement in the factory and all offices is done in a way that the superior can monitor the sub-ordinates all the time. Budgeting, rewarding, punishing etc. are also practiced as control mechanism. Product planning: * RC Company designs the product according to the USA brand. * Import the raw materials from USA. * Assess the need of the market. * They assess the product cost and the price of the product in the market. * Import the machineries from USA. * They follow the production method of the foreign product. Production Method and Design: Most of the flavors of RC Cola are as concentrates, which are rigorously analyzed toensure the quality specifications. Each concentrate lot is coded and packaged, thenshipped on for the next step – the addition of sweetener and water to the concentratesto produce syrups for cola.The quality standards are very high. Mixing tanks must be of a specified grade of stainless steel. The entire syrup manufacturing system must employ hot sanitation. Precise control over water and sweetener components must be demonstrated. And,quality control professionals must oversee each step of the process. RC syrups start with fresh water, treated by using a multiple barrier filtration process.In one tank there are two large mixers, which look like wheels from outside. There tons of sugars are added to produce syrup. Then the syrup is transferred to the other tank where it is refined. After that it is kept under the Ultra Violet (UV) ray to cleanthe germs. In another tank the flavors are mixed. Finally it is transferred to thecarbonated chamber. Throughout the manufacturing process, they take special careto ensure that every step – from the selection of ingredients to the calibration of equipment – requirements. The final step is to verify that their efforts have been successful by testing the syrups for taste and adherence to their formula. Product and Customer solution: RC cola is a soft drink. We get it as a bottled drink. We get it in different size, quantity and taste. It contains calories, carbohydrate and sugar. There is no fat, protein and sodium. But diet cola has no sugar. We get it in different colors and flavors. It has no harmful element. It is a refreshing drink for all classes of people. RC is a product that consists of the basic physical offering and an accompanying set of images and services features that seek to satisfy needs. RC Cola is also that type product. Price and Customer cost: Price depends on its quantity. It is expected to all because the price is reasonable. We get it within 15-50 taka. Though the cost to market the product in the rural area is bit high, the price is same both to the urban and rural area. Pricing decisions are influenced by now responsive a target market is high or low price, the physiological created by prices and the actions of competitors. Inventory control: Inventory control balances the need for adequate stock against the costs of purchasing, handling, storing and keeping records on it. It is an attempt to keep enough material on hand to satisfy production requirements and at the same time avoid tying up too much capital in inventors. RC can keep its raw materials very well because if they do not keep their materials well they can face a heavy loss. Materials management: RC cola is a soft drink. To prepare it needs some elements that are very essential for it. The RC Company buys its raw materials from home and aboard. The RC Company establishes performance specification for required item, or accepts supplier’s specification. Department that needs submits purchase requisition to purchasing agent. Purchasing agent sends purchase order to supplier. Purchasing agent follows to confirm item will be delivered according to terms. Goods – received and inspected by the inspector of RC Company Promotion and Communication: Advertising is the main way of promoting new flavor and new design product. When the product is launched the company gives ads to the electronic media and paper media to create concentration of the people. When the new product is launched the company give discount in product. They offer several types of free gift with the newly launched product. Promotional strategy is the second element of the marketing mix. It involves the correct blending of advertising, publicity to create the promotional mix. Product and Customer solution: RC cola is a soft drink. We get it as a bottled drink. We get it in different size, quantity and taste. It contains calories, carbohydrate and sugar. There is no fat, protein and sodium. But diet cola has no sugar. We get it in different colors and flavors. It has no harmful element. It is a refreshing drink for all classes of people. RC is a product that consists of the basic physical offering and an accompanying set of images and services features that seek to satisfy needs. RC Cola is also that type product. Price and Customer cost: Price depends on its quantity. It is expected to all because the price is reasonable. We get it within 15-50 taka. Though the cost to market the product in the rural area is bit high, the price is same both to the urban and rural area. Pricing decisions are influenced by now responsive a target market is high or low price, the physiological created by prices and the actions of competitors. Responsibility to the Environment: Water pollution- Water pollution is caused by the dumping of toxic chemicals, sewage and garbage into rivers and streams. To keep the water pollution free, steps are strictly maintained by the RC Company people. Air pollution-Air pollution caused by carbon-monoxide and hydrocarbons that come from motor vehicles and by smoke and other pollutants from manufacturing plants. From the RC Company these gasses are not exhausted. Only very low amount of smoke exhausts from generators. Land pollution-Land pollution results from strip mining of coal and minerals, forest fires, garbage, disposals and dumping of industrial wastes including chemicals. RC Company is not caused any kind of land pollutions. Responsibility to Investors: Company also has a responsibility to the people who invest money to them. Proper management of funds-RC Company manages funds properly so as to return a fair profit to investors. Managers have a responsibility to thoroughly investigate their investments and to clearly present all facts and risks to investors. Access to information-RC Company has the responsibility to make stock information available to all potential investors. Executive compensation-Executives who run company carry tremendous responsibility and deserve to be compensated accordingly. A fair compensation program definitely rewarded executives for out-standing performance. Conclusion: The management approach differs from organization to organization. But all types of organization apply mare or less some common functions such as planning, marketing, HRM, co-ordinating and production. RC Company Ltd. successfully applies management functions in its operations. As a result, today RC Company deserves top position in the market of soft drinks.

Gestalt Learning Theory Essay

Doing my research on learning and instruction in complex simulation-based learning environments, I experienced a large difference in how learners reacted to my learning material (Kluge, in press, 2004). Complex technical simulations involve the placement of the learner into a realistic computer simulated situation or technical scenario which puts control back into the learner’s hands. The contextual content of simulations allows the learner to â€Å"learn by doing. † Although my primary purpose was in improving research methods and testing procedures for evaluating learning results of simulation-based learning, the different reaction of our participants were so obvious that we took a closer look. I had two different groups participating in my learning experiments: students from an engineering department at the University, mostly in their 3rd semester, and apprentices from vocational training programs in mechanics and electronics of several companies near the University area in their 3rd year of vocational training. Most of the students worked very intensively and concentrated on solving these complex simulation tasks whereas apprentices became easily frustrated and bored. Although my first research purpose was not in investigating the differences between these groups, colleagues and practitioners showed their interest and encouraged me to look especially at that difference. Practitioners especially hoped to find explanations why apprentices sometimes are less enthusiastic about simulation learning although it is said to be motivating for their perception. Therefore, in this dissertation I address the difference in the effectiveness of using simulation intervention program based on a Gestalt learning theory. Moreover, to find out if the program improves either or both the quality and speed of the learning process of students enrolled in a highly technical training program. This dissertation focuses on using simulation based learning environments in vocational training program. In this chapter, the experimental methodology and instruments are described, results presented and finally discussed. As mentioned above, my primary purpose when I started to investigate learning and simulation based on Gestalt learning theory was focused on improving the research methodology and test material (see Kluge, in press, 2004) for experimenting with simulation-based learning environments. But observing the subjects’ reactions to the learning and testing material the question arose whether there might be a difference in the quality of and speed of the learning process of students involved in my study. Research Design: A 3-factor 2 ? 2 ? 2 factorial control-group-design was performed (factor 1: â€Å"Simulation complexity†: ColorSim 5 vs ColorSim 7; factor 2: â€Å"support method†: GES vs. DI-GES; factor 3: target group, see Table 2). Two hundred and fifteen mostly male students (16% female) in eight groups (separated into four experimental and four control groups) participated in the main study. The control group served as a treatment check for the learning phase and to demonstrate whether subjects acquired any knowledge within the learning-phase. While the experimental groups filled in the knowledge test at the end of the experiment (after the learning and the transfer tasks), the control groups filled in the knowledge test directly after the learning phase. I did not want to give the knowledge test to the experimental group after the learning phase because of its sensitivity to testing-effects. I assumed that learners who did not acquire the relevant knowledge in the learning phase could acquire useful knowledge by taking the knowledge test, which could have led to a better transfer performance which is not due to the learning method but caused by learning from taking the knowledge test. The procedure subjects had to follow included a learning phase in which they explored the structure of the simulation aiming at knowledge acquisition. After the learning phase, subjects first had to fill in the four-item questionnaire on self-efficacy before they performed 18 transfer tasks. The transfer tasks were separated into two blocks (consisting of nine control tasks each) by a 30-minute break. In four experimental groups (EG), 117 students and apprentices performed the learning phase (28 female participants), the 18 control tasks and the knowledge test. As said before, the knowledge test was applied at the end because of its sensitivity to additional learning effects caused by filling in the knowledge test. In four control groups (CG), 98 students and apprentices performed the knowledge test directly after the learning phase, without working on the transfer task (four female participants). The EGs took about 2-2. 5 hours and the CG about 1. 5 hours to finish the experiment. Both groups (EGs and CGs) were asked to take notes during the learning phase. Subjects were randomly assigned to the EGs and CGs, nonetheless ensuring that the same number of students and apprentices were in each group. The Simulation-Based Learning Environment The computer-based simulation ColorSim, which we had developed for our experimental research previously, was used in two different variants. The simulation is based on the work by Funke (1993) and simulates a small chemical plant to produce colors for later subsequent processing and treatment such as dyeing fabrics. The task is to produce a given amount of colors in a predefined number of steps (nine steps). To avoid the uncontrolled influence of prior knowledge, the structure of the plant simulation cannot be derived from prior knowledge of a certain domain, but has to be learned by all subjects. ColorSim contains three endogenous variables (termed green, black, and yellow) and three exogenous variables (termed x, y, and z ). Figure 1 illustrates the ColorSim screen. Subjects control the simulation step by step (in contrast to a real time running continuous control). The predefined goal states of each color have to be reached by step nine. Subjects enter values for x, y, and z within the range of 0-100. There is no time limit for the transfer tasks. During the transfer tasks, the subjects have to reach defined system states for green (e. g. , 500), black (e. g. , 990), and yellow (e. g. , 125) and/or try to keep the variable values as close as possible to the values defined as goal states. Subjects are instructed to reach the defined system states at the end of a multi-step process of nine steps. The task for the subjects was first to explore or learn about the simulated system (to find out the causal links between the system variables), and then to control the endogenous variables by means of the exogenous variables with respect to a set of given goal states. With respect to the empirical evidence of Funke (2001) and Strau? (1995), the theoretical concept for the variation in complexity is based on Woods’ (1986) theoretical arguments that complexity depends on an increasing number of relations between a stable number of (in this case six) variables (three input, three output: for details of the construction rational and empirical evidence see Kluge, 2004, and Kluge, in press, see Table 1). To meet reliability requirements, subjects had to complete several trials in the transfer task. For each of the 18 control tasks a predefined correct solution exists, to which the subjects’ solutions could be compared. In addition, knowledge acquisition and knowledge application phases were separated. The procedure for the development of a valid and reliable knowledge test is described in the next section. Different methods have been developed to provide learners with support to effectively learn from using simulations. De Jong and van Joolingen (1998) categorize these into five groups: 1. Direct access to domain knowledge, which means that learners should know something about the field or subject beforehand, if discovery learning is to be fruitful. 2. Support for hypothesis generation, which means learners are offered elements of hypotheses that they have to assemble themselves. 3. Support for the design of experiments, e. g. , by providing hints like â€Å"It is wise to vary only one variable at a time† 4. Support for making predictions, e. g. , by giving learners a graphic tool in which they can draw a curve that gives predictions at three levels of precision: as numerical data, as a drawn graph, and as an area in which the graph would be located. 5. Support for regulative learning processes: e. g. , by introducing model progression, which means that the model is introduced gradually, and by providing planning support, which means freeing learners from the necessity of making decisions and thus helping them to manage the learning process. In addition, regulative processes can be supported by leading the learner through different stages, like â€Å"Before doing the experiment . . . ,† â€Å"Now do the experiment,† â€Å"After doing the experiment. . . .† Altogether, empirical findings and theoretical assumptions have so far led to the conclusion that experiential learning needs additional support to enhance knowledge acquisition and transfer. Target Population and Participant Selection: In the introductory part, I mentioned that there were two sub groups in the sample which I see as different target groups for using simulation-based learning environments. Subjects were for the most part recruited from the technical departments of a Technical University (Mechanical Engineering, Civil Engineering, Electronics, Information Technology as well as apprentices from the vocational training programs in mechanics

Self-assessment process Essay Example

Self Self-assessment process Paper Self-assessment process Paper In the modern context, women are obviously gaining the world’s tolerance to their desire for leadership. This is evident in the areas of business and politics, in arts and sports and even in the Defense Ministry where women pilots and women soldiers and policemen are now recruited and being allowed to serve. However we cannot deny the fact that there are areas where men’s skills and capacities are dominant while women are up in other areas. This is due to the biological facts that men are physically stronger than men and that there are specific areas of interest common to men only and vice versa. Gender bias is therefore normal in some situations. In the study conducted by Kent and Mass on Leadership and the Role of Gender (Kent, Russell L. and Sherry E. Mass), they found that gender or sex still matter when it comes to leadership issues. Their research found that there are three implication of having men and women the same chances of leadership emergence: (1) masculinity is still an important predictor of leadership emergence, (2) emergence of female leaders suggests that feminine characteristics does not decrease women’s chance of emerging as leaders, (3) women have better chances of leadership emergence in certain contexts if they if they exhibit androgynous characteristics rather that masculine (Russell and Kent, p. 97). The results are obvious in specific fields like for example in the military where men are more likely to have better physical endurance than women and therefore it has to be led by men. In other fields like in the field of education where there are more women teachers than men, it can be rationalized that women can lead better than men since handling children are at stake here. With all other factors such as the population of women and men in certain context or situation, the researchers concluded that self-perception and group perception of gender roles are important factors of leadership emergence (Russell and Mass p. 98). The author also stressed that it is gender role that matters and not the sex. This means that perception of leadership does not rely on being women and men but the role they are to play as leaders. The difference in leadership styles also plays a big role in assessing leadership emergence. Eagly and Johnson assert that there are several reasons to expect the difference in leadership styles of men and women (Eagly, Alice H. and Blair T. Johnson, pg. 101). Eagly and Blair specifically mentioned biological personality traits that somehow affect the leadership styles of men and women including childhood experience of group plays (p. 102). From here we can extract the role of self-perception in the self-assessment process. Based on Kent and Mass’ research, self-perception of leadership is congruent with group perception (p. 98). This gave us the idea that the perceived leaders by the group also think of themselves as leaders. The desire to lead must therefore be backed with an assessment of the leader’s ability to take the role they are required to play. The question is therefore whether the leader can play the role well, regardless of his being a male or female. Therefore, before deciding in what field one has to engage into, men and women need to assess their own skills and capacities including their knowledge and interest in the area in order to be effective. To emerge as leaders, it is important that leaders also consider the group perception because it is in the group perception that compliance and commitment to the objective of the group initially rely. Women as commanders in the military may seem weird in the perception of the whole group and therefore commitment to the new rules and regulations and the projects implemented may not be taken as seriously as when men are leaders. This however does not mean that such perceptions will remain the same for all times. Remember that women are previously perceived as non-leaders in history but as time passed by and these women were gives the opportunity to lead, they have proven their worth. Therefore group perceptions of leadership changes overtime and maybe affected by the factors of development and technology including education. In conclusion this writer prefers to borrow Baril and others’ conclusion that â€Å"effectiveness of managers depends on the way masculinity and femininity are integrated and displayed, the social climate and other factors† (Baril, Galen L. et. al, pp. 117-118). Essay# 2: Self-Monitoring Self-monitoring refers to the ability and the willingness to read verbal and non-verbal social cues and alter one’s behavior accordingly (Snyder, 1979 cited in Dobbins, Gregory et. al. ). Dobbins and others described High Self-Monitors (HSMs) as â€Å"adept both at reading social cues and at regulating their self-presentation to fit a particular situation† (Dobbins, Gregory et. al. , p. 134). On the other hand, Low Self-Monitors (LSMs) â€Å"lacks the ability and the motivation to regulated self-presentation. † Based on these descriptions we can say that HSMs are more likely to become better leaders that the LSMs since HSMs has the ability and motivation to read social cues which is important in group leadership. Because HSMs also can regulate self-presentation they are more likely to perceived as leaders and therefore has the better change of leadership emergence. Although leadership perceptions by subordinates do not have a guarantee of accuracy, such perceptions are importance in compliance and commitment in tasks being asked to them. Because HSMs can regulated their display of emotions in different situations, their behaviors as leaders are dependent of situations wherein in the leader acts according to the demand of the situation and not according to how he genuinely feels. At some point, this type of behavior maybe beneficial for both the leader and the organizations especially in situations where displaying annoyance and anger cannot help solve a problem. For example when a customer in restaurant expressed his dissatisfaction on the service of one crew, handling customer complaint may help HSMs solve the problem. Even if the customer is wrong, holding back anger and annoyance by the manager towards the customer may help ease the situation, let the customer calm which may just be worsen when the manager displays his true feelings. On the other hand, being HSMs especially within the organizational set up may not help the organization to bring the desired results especially in conflict resolution. For example hiding the true feelings of annoyance towards an employees repeated mistakes in his job may be make the leader appear lax and tolerant of errors. In contrast, LSMs who do not have the capacity and the ability to regulate self-presentation maybe ineffective in handling customer complaint and in handling black sheep in the organization. Because they lack the sensitivity in reading social cues, LSMs may not become emergent leaders as they lack the ability to act properly according to the need of the situation. Relative to self-perception and self-assessment, it is important that a leader be able to develop way of making traits inventory, by making an assessment which traits are proper in certain situations and what are not. Failure to accurately assess such abilities may do harm to the organization as with assuming to take the responsibility of handling stressful situations when in fact his traits does not match the need of the situation and his inability to control self-presentation makes the situation worse. Leaders who are HSMs and LSMs need both improvements as they may both harm the organization where they belong. It is however recognized that is still the need of more studies and researchers relative to the leadership effects of self-monitoring in order to fully understand how such personalities can affect the organization and leadership of individuals possessing them. Essay #3: Influence Tactics Influence tactics are being used by managers and even other members of the organization in order to acquire the desired compliance to a certain task requests. For managers, success in influencing people and developing their commitment to task objectives are determinant of their effectiveness (Yukl, Gary 1989 cited in Yukl, Gary and J. Bruce Tracey, p. 153). But in order to exercise influence an individual must first attain leadership of which emergence as leader of the group depends on the perception of the subordinates. Such leadership emergence is determined by the group members’ perception that the leader is competent enough to lead and primarily that he is a member of the group (Hollander, E. P. p. 126). It is however important to note that influence tactics do not only involve downward direction of influence but also upward and lateral direction of influence. Studies show that influence tactic’s effectiveness can be measured on through the results of performance appraisals as being done by Kipnis and Schmidt (1988 cited in Yukl, Gary and J. Bruce Tracey). In Yukl and Tracey’s model of Influence Tactics, there appears to be nine currently used tactics wherein rational persuasion was assumed to be the most socially desirable tactic while pressure tactic at the bottom of the list (Table 1, p. 154). These influence tactics are regarded as separate and distinct which means that there can only be one in the list that are generally used by one manager (Yukl and Tracey, p. 158). The authors’ own research found the following: (1) consultation, inspirational appeal and rational persuasion were moderately effective regardless of direction, (2) pressure, coalition and legitimating tactics are ineffective, (3) ingratiation and exchange were moderately effective for the downward and lateral direction of influence but are ineffective in the upward direction and (4) personal appeals are moderately effective for downward and lateral direction of influence but results are hard for the authors to interpret (Yukl and Tracey, p. 159). The research concluded that rational persuasion, regardless of direction was the best predictor of effectiveness ratings (pp. 159-160). Using the table of Influence Tactics, we can say that rational perception, although proven effective, require a logical persuasive skills that are developed by experience, backed up with knowledge and maybe such innate factor of making things persuasive. If request for compliance to a certain task is well backed up with the clear and factual objectives, target possibly can possibly see no reason to comply. For example, using downward direction (Manager to subordinates), a manager can effectively persuade his subordinates that the idea of having extended weekday working hours will save them from other expenses compared to the regular eight-hour weekdays with four hours during Saturdays. Logical presentation of the details of such argument may effectively persuade the subordinates to accept the idea and comply with commitment. In comparison, if the manager uses the pressure tactic wherein demands and threats are employed, it cannot possible encourage subordinates to comply and commit. Relative to self-assessment, it is important that a manager, in this context reflect on the tactic that he employs to influence his subordinates. It is important that a manager objectively look into the effects of such tactic on the personality and performance of his subordinates. For example, despite the pressure that a manager inflicts with his subordinates, the volume of finished goods rejection is still high based on the company’s quality control standards. Managers should critically look into how pressure affects the performance of the employees and ask him if pressure positively or negatively affect them. Using upward direction of influence, subordinates may also employ pressure tactics by persistent reminders that instead of positively influencing the decision of the manager towards the request it will most likely irritate the manager and feel that he is not given enough time that he requires to decide. Performance appraisal results are therefore tools in self-reflection and in the self-assessment process. Regardless of direction, performance appraisals give a general idea if an influence tactic has to be changed or to be retained. What is important is to gain commitment from both managers and their subordinates in order to make the goals easier to achieve. Finally, Hollander found that â€Å"the task-competent follower who conforms to the common expectancies of the group may emerge as a leader while the leader who fails to fulfill the expectancies will lose credit and will be replaced† (Hollander, E. P. p. 128). Essay #4: Personal Power Profile Power in the context of leadership should not be misunderstood as the common interpretation of power as â€Å"dirty† and â€Å"bias† as with political power of leader being used to degrade others. Power is simply the â€Å"ability to get things done the way one wants them to be done† (Salincik, Gerald A. and Jeffrey Pfeffer, p. 129). Salincik and Pfeffer also assert that power does not come from the individual possessing it but from the activities brought about by situations and opportunities (p. 130). The exercise of power in the in the society is dependent on the culture and the scarcity of resources, according to the authors. For example, during times of calamities, where there is food shortage including the difficulty of transportation, store owners or traders may exercise power the general public. They have this power exercised by dictating higher prices, as much as they want, for their goods since the public does not have other choice but to but from him. Flooded areas may provide opportunity for the creative people who can make rafts to transport residents to other areas and of course can dictate price. There are several bases of power according to French and Raven: reward, coercive, legitimate, referent and expert power (French, John R. P. Jr. and Bertram Raven, p. 146). Reward power is the ability of the leader to make rewards and that his power emanates from the magnitude of rewards. Coercive power is the leader’s power to influence compliance to the subordinate in the fear of punishment. Legitimate power emanates from culture, acceptance of social structure and designation of legitimizing agent. Referent power is based on identification which means that influence is being enforced to someone who feels or sees that he has something in the group or the person that he likes and he is attracted to. Lastly, expert power is based on knowledge and perception of the leader or the group attributed by the subordinate or follower (French and Raven, pp. 147-151). Using power to influence others in the context of formal or business organizations, scarcity may not be the factor of power sharing but instead the need of the organization (Salancik and Pfeffer, p. 129). For example, the accounting department exercises their power (authority or control in organizational set up) over product pricing as they have the access to information relative to costs aside from their expertise in analyzing such information. They cannot however get control over the purchasing of manufacturing machines as they do not have the expertise of determining which brand or type works better over the others. In this regard, the engineering department has the control over such need. Therefore power distribution in an organization depends on the â€Å"whats† and â€Å"whens† of the organizational needs. This will give us the idea that control of the organization is not absolute or long-term. Relative to self-perception and self-assessment, leaders and subordinates must be able to stick to their roles in their exercise of power. To make it clear, the legal department should stick making decisions over the situations or things that they are given control over, an example of which is on deciding what measure is best taken when labor laws require companies to increase wages when they cannot afford to do so. On the other hand, the accounting department should stick to decisions whether the company can still survive with the implementation of new wage increase or it is better to retrench. The engineering department can still exercise their share of power in the situation by recommending ways and means by which machine use can save overhead costs for the company. The main point here is that everyone should know where they stand and by doing so, conflict maybe significantly avoided while maintaining respect for others. Personal power profile therefore must be objectively assessed in order for an individual to know the scope and limitations of their powers. As Salincik and Pfeffer argued, the exercise of power on decision-making is affected by the factors of scarcity, criticality and uncertainty (Salincik and Pfeffer p. 131). The ability of leaders to gage or judge which resources are critical, scarce and uncertain affects how decisions are supposed to be made. It is important to note that consultation of matters to be decided upon will not weaken the power of the leader over the situation, rather it will give him a better idea of how his power can be worthily exercised regardless of the situation. REFERENCES Baril, Galen E. et. al. Are Androgynous Managers Really are More Effective? Reading 13. pp. 115-118 Dobbins, Gregory H. et. al. The Role of Self-Monitoring and Gender on Leader Emergence: A Laboratory and Field Study. Reading 16. pp. 134-136 Eagly, Alice H. and Blair T. Johnson. Gender and Leadership Style: A Meta-Analysis. Reading 12. pp. 100-110. Hollander, E. P. Emergent Leadership and Social Influence. Reading 14. pp. 125-128 Kent, Russell L. and Sherry E. Mass. Effect of Sex and Gender Role on Leader Emergence. Reading 11. pp. 95-98 Salancik, Gerald R. and Jeffrey Pfeffer. Who Gets Power- And How they Get Hold to It: A Strategic Contingency Model of Power. Reading 15. pp. 129-133 Yukl, Gary and L. Bruce Tracey. Consequences of Influence Tactics Used with Subordinates, Peers and Boss. Reading 18. pp. 153-160

The Dream essays

The Dream essays It was late December, the drifts were piling up in collusion against the rails of the porch. Little could be discerned above the sound of the wind, wrapping itself around the northeast corner of the house. Restless, it continued to bully what remained of the brittle branches of last summers honeysuckle, a loose shutter, and my grandmothers wind chimes. In the midst of this late afternoon concert, the sun was descending unnoticed toward its mountain crypt. Already the sky was filtering the light with its angular sieve suggesting the beginnings of the golden hour. Soon it would lend itself to blazing oranges and finally a pastel pink adieu. In that moment of silence, when the wind stops to take an in breath, I stirred. As I rallied myself from the daybed, throwing my coverlet aside, I grabbed the poker in hopes of being able to stir up the starving fire a little longer before an inevitable trip to the mud room. Arming myself with boots, gloves, and coat, I would soon enough be staggering out toward a chaotic woodpile in order to replenish the famished fire. My thoughts were still troubled. Clouded and confused. The images, rich with texture, numinous with meaning, affronting my conscious sensibilities. Between worlds, as if stepping on the edge of a great secret, I found the strength to twist an aberrant piece of wood back on itself to re-inspire the licking heat out of tired smoking embers. How long had I been sleeping? Years.... or minutes? The sounds of branches against glass beckoned my attention outward. The wisp of her hand, still reaching out to me.... the color of the garden hose, surrealistic in its green undulating wetness..... and the receding scent of roses..... I knew it would be a mistake to surrender to my impulses now. The warmth I had managed to coax out of the fireplace would not last long. I gathered up my sweater and moved toward the boots in the anteroom, having accepted my fa...