Why do people watch reality TV

Why do people watch reality TV Are people dangerously disillusioned with their livelihoods such that they have to keep watching others on TV? This is a question that many scientific papers try to unravel as these programs continue to undo our civilized society. The shows are continuously attracting a large audience every new day. There are mixed reactions that explain such a rise. Advertising We will write a custom essay sample on Why do people watch reality TV? specifically for you for only $16.05 $11/page Learn More The great quantity of the programs looks like they are as reliable as the seasons, with shows like the â€Å"American Idol† and some Soap Operas being more popular than any other time ever. Their imitations are proliferating the cable channels at an alarming rate. In the entire world, people are fascinated by the rising popularity of reality TV programs. This paper explores the reasons behind the popularity of reality TV programs. Advantages of reality TV programs To understand the reason why many people watch reality TV, it is imperative to analyze the advantages of these programs. Firstly, these programs can be informative and thought provoking (Hill, 2005). For instance, programs that deal with crime can educate people on the dangers that policemen deal with on a daily basis. Other programs that deal with health issues can help people, especially pregnant women, depict early signs of complications. It is possible for viewers to learn of the disease symptoms through the information gotten from some of the reality programs like Dr. OZ, for example. In these programs, viewers also identify themselves with the celebrities in the view that they will one day become ones. These programs provide people with an opportunity to showcase their natural gifts and make people aware of social causes. What is so appealing about reality TV programs? The greatest appeal that makes these programs so popular is that viewers feel as though they are real participan ts. Secondly, the suspense created by these programs makes viewers anticipate the next episodes. Especially the Soap Operas create a high level of suspense that makes viewers remain glued to their TV sets wishing to see the next move. Other programs, such as the American Idol, give their viewers toll-free numbers to participate by making their remarks. This has a great appeal to the viewers who would always want to make recommendations. Thirdly, most of these programs deal with the real life situations that people are facing. Thus, other individuals watch them as a way of trying to find means to come out of their flabbergasting circumstances in life (Hill, 2005). For instance, married men may watch reality programs that deal with cheating to find out tactics to deal with their cheating wives. Another appeal is that viewers are given a chance to compare their lives with those of the shows’ protagonists (they are able to blend fantasy with reality).Advertising Looking for essay on social sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, some reality shows promote poor behavior such as emphasizing just sexual aspects of dating as opposed to developing mature and loving relationships. This is a detrimental effect of the programs. At times such detrimental aspects can contribute to some social problems in the society. Conclusion Different people watch reality programs for various reasons, but the greatest of all seems to be the fact that these programs make the viewers feel as if they are part of the action. The above article explores the peoples behavior and the manner in which the programs affect their livelihoods, either positively or negatively. Reference Hill, A. (2005). Reality TV: Factual Entertainment and Television Audiences. London: Tailor Francis group.

Sullivan Expedition in the American Revolution

Sullivan Expedition in the American Revolution Sullivan Expedition - Background: During the early years of the American Revolution, four of the six nations that comprised the Iroquois Confederacy elected to support the British.   Living across upstate New York, these Native American groups had built numerous towns and villages that in many ways eclipsed those constructed by the colonists.   Dispatching their warriors, the Iroquois supported British operations in the region and conducted raids against American settlers and outposts.   With the defeat and surrender of Major General John Burgoynes army at Saratoga in October 1777, these activities intensified.   Overseen by Colonel John Butler, who had raised a regiment of rangers, and leaders such as Joseph Brant, Cornplanter, and Sayenqueraghta these attacks continued with increasing ferocity into 1778.   In June 1778, Butlers Rangers, along with a force of Seneca and Cayugas, moved south into Pennsylvania.   Defeating and massacring an American force at the Battle of Wyoming on July 3, they compelled the surrender of Forty Fort and other local outposts.   Later that year, Brant struck German Flatts in New York.   Though local American forces mounted retaliatory strikes, they were unable to deter Butler or his Native American allies.   In November, Captain William Butler, the colonels son, and Brant attacked Cherry Valley, NY killing and scalping numerous civilians including women and children.   Though Colonel  Goose Van Schaick later burned several Onondaga villages in retribution, the raids continued along the frontier. Sullivan Expedition - Washington Responds: Under increasing political pressure to better protect settlers, the Continental Congress authorized expeditions against Fort Detroit and Iroquois territory on June 10, 1778.   Due to issues of manpower and the overall military situation, this initiative was not advanced until the following year.   As General Sir Henry Clinton, the overall British commander in North America, began to shift the focus of his operations to the southern colonies in 1779, his American counterpart, General George Washington, saw an opportunity for dealing with the Iroquois situation.   Planning an expedition to the region, he initially offered command of it to Major General Horatio Gates, the victor of Saratoga.   Gates declined the command and it instead was given to Major General John Sullivan. Sullivan Expedition - Preparations: A veteran of Long Island, Trenton, and Rhode Island, Sullivan received orders to assemble three brigades at Easton, PA and advance up the Susquehanna River and into New York.   A fourth brigade, led by Brigadier General James Clinton, was to depart  Schenectady, NY and move via  Canajoharie and Otsego Lake to rendezvous with Sullivans force.   Combined, Sullivan would have 4,469 men with which he was to destroy the heart of Iroquois territory and, if possible, attack Fort Niagara.   Departing Easton on June 18, the army moved to the Wyoming Valley where Sullivan remained for over a month awaiting provisions.   Finally moving up the Susquehanna on July 31, the army reached Tioga eleven days later.   Establishing Fort Sullivan at the confluence of the Susquehanna and Chemung Rivers, Sullivan burned the town of Chemung a few days later and suffered minor casualties from ambushes. Sullivan Expedition - Uniting the Army: In conjunction with Sullivans effort, Washington also ordered Colonel Daniel Brodhead to move up the Allegheny River from Fort Pitt.   If feasible, he was to join with Sullivan for an attack on Fort Niagara.   Marching with 600 men, Brodhead burned ten villages before insufficient supplies forced him to withdraw south.   To the east, Clinton reached Otsego Lake on June 30 and paused to wait for orders.   Not hearing anything until August 6, he then proceeded to move down the Susquehanna for the planned rendezvous destroying Native American settlements en route.   Concerned that Clinton could be isolated and defeated, Sullivan directed Brigadier General Enoch Poor to take a force north and escort his men to the fort.   Poor was successful in this task and the entire army was united on August 22. Sullivan Expedition - Striking North: Moving upstream four days later with around 3,200 men, Sullivan commenced his campaign in earnest.   Fully aware of the enemys intentions, Butler advocated mounting a series of guerrilla attacks while retreating in the face of the larger American force.   This strategy was adamantly opposed by the leaders of villages in the area who wished to protect their homes.   To preserve unity, many of the Iroquois chiefs agreed though they did not believe making a stand was prudent.   As a result, they constructed concealed breastworks on a ridge near Newtown and planned to ambush Sullivans men as they advanced through the area.   Arriving on the afternoon of August 29, American scouts notified Sullivan of the enemys presence. Quickly devising a plan, Sullivan used part of his command to hold Butler and the Native Americans in place with dispatching two brigades to encircle the ridge.   Coming under artillery fire, Butler recommended retreating, but his allies remained firm.   As Sullivans men commenced their attack, the combined British and Native American force began to take casualties.   Finally recognizing the danger of their position, they retreated before the Americans could close the noose.   The only major engagement of the campaign, the Battle of Newtown effectively eliminated large-scale, organized resistance to Sullivans force.    Sullivan Expedition - Burning the North: Reaching Seneca Lake on September 1, Sullivan began burning villages in the area.   Though Butler attempted to rally forces to defend Kanadesaga, his allies were still too shaken from Newtown to make another stand.   After destroying the settlements around  Canandaigua Lake on September 9, Sullivan dispatched a scouting party towards  Chenussio on the Genesee River.   Led by Lieutenant Thomas Boyd, this 25-man force was ambushed and destroyed by Butler on September 13.   The next day, Sullivans army reached Chenussio where it burned  128 houses and large fields of fruits and vegetables.   Completing destruction of Iroquois villages in the area, Sullivan, who mistakenly believed that there were no Seneca towns west of the river, ordered his men to begin the march back to Fort Sullivan. Sullivan Expedition - Aftermath: Reaching their base, the Americans abandoned the fort and the majority of Sullivans forces returned to Washingtons army which was entering winter quarters at Morristown, NJ.   During the course of the campaign, Sullivan had destroyed over forty villages and 160,000 bushels of corn.   Though the campaign was considered a success, Washington was disappointed that Fort Niagara had not been taken.   In Sullivans defense, a lack of heavy artillery and logistical issues made this objective extremely difficult to achieve.   Despite this, the damage inflicted effectively broke the Iroquois Confederacys ability to maintain their infrastructure and many town sites.    Displaced by Sullivans expedition, 5,036 homeless Iroquois were present at Fort Niagara by late September where they sought assistance from the British.   Short on supplies, widespread famine was narrowly prevented by the arrival of provisions and the relocation of many Iroquois to temporary settlements.   While raids on the frontier had been halted, this reprieve proved short-lived.   Many Iroquois who had remained neutral were forced into the British camp by necessity while others were fueled by a desire for revenge.   Attacks against American settlements resumed in 1780 with an increased intensity and continued through the end of the war.   As result, Sullivans campaign, though a tactical victory, did little to greatly alter the strategic situation.   Selected Sources HistoryNet: Sullivan ExpeditionNPS: Sullivan ExpeditionEarly America: Sullivan Expedition

The Distribution of Primary Goods by Nozick and Rawls Essay

The Distribution of Primary Goods by Nozick and Rawls - Essay Example He contends that if individuals have acquired their share in the distribution in a fair manner, without violating the rights of other people, then the distribution is just. Since such acquisitions are made using the natural talents that individuals possess, he argues that injustice cannot contend in the allocation and use of natural talents. The system whereby such distributions have resulted are the result of gifts or acquisitions made on the basis of individual initiative, which is just, as a result, the distribution resulting out of it is also just. Rawls, however, offers a different view on the distribution of primary assets, viewing it on the basis of its end outcome. He contends that since the outcome is an unjust distribution of primary assets in society, it is morally repugnant and must be redressed through the input from social and legal establishments by providing equality in opportunity for access to those resources to all individuals. Nozick’s theory of justice is based upon the â€Å"entitlement theory of holdings†, wherein the question of justice in acquisition is determined by the manner in which the property is acquired rather than the final outcome itself. Property may be transferred either through gift giving or by free exchange selling. Both these methods are undertaken voluntarily and there is no coercion at all that is involved in one person passing on a property to another. (Nozick, 151). He argues that when land does not belong to anyone at first, then a just acquisition process would allow someone to own it legitimately and claim it as theirs, so long as they do not make anyone else worse off in the process. Nozick’s theory of justice is, therefore, a system of pure procedural justice, where the important aspect to be considered is the process and system by which distributions are made, rather than the final outcome of that distribution.

International Media Communication Research Paper

International Media Communication - Research Paper Example With the free flow of information in the international arena, where the participants in the other countries now possess better accessibility to the facts and issues faced by the neighboring countries, the international media communication channels such as the news media are often criticized of being influenced by the socio-cultural and political biases or else raising the risk of ‘false consciousness’ and even ‘racial stereotyping’ (Barnhurst, 2005; Media Monitoring Project, 1999). Based on these aspects, the discussion henceforth will intend to illustrate and critically review two news stories presented from distinct ideologies by two international media channels, the Fox News of the United States and The Guardian of the United Kingdom. The stories have been selected based on the same issue, the recent support of President Mr. Barack Obama of same-sex marriages in the United States. Background of the Story: President Obama’s Support of Same-Sex Marri age Same-sex marriages have long been under critical scrutiny by social and political institutions in the United States. Even though six states of the geopolitical region of the United States, including Massachusetts, Connecticut, New Hampshire, and New York, have legally permitted the performance of same-sex marriages, the federal law yet restricts the act to be accredited openly in the American society. Apparently, the depiction of agreeability or vice-versa of the legal approval for same-sex marriages has emerged to be a base for distinction between social groups. In the social context of America, the polarization based on same-sex marriage accreditations has been apparent since the implementation of the policy measure â€Å"Don’t Ask, Don’t Tell† by the former President Mr. Bill Clinton in the year 1992. This policy measure placed emphasis on restricting the open depiction of homosexual behavior, especially within the military base (Singer, 2008). This polar ization in the American society has become more perceptible with the statement in favor of homosexual marriages made by the President Obama to the ABC News. In his words, â€Å"...I’ve just concluded that for me personally it is important for me to go ahead and affirm that I think same-sex couples should be able to get married† (Klein, 2012). This particular appraisal by the current President of the United States attracted a mass attention not only in the national context but also from the international horizon, making an obvious presence in the international media channels. Recently, after being aired in the news media, the support of Mr. Barack Obama came reverberating in the Fox News as well as in The Guardian, the former being a renowned tabloid in the United States and the latter in the United Kingdom. However, in both the narratives a distinct ideology can be examined in the course of illustrating the statements connoted by the American President. Where the narra tion or the story portrayed by the Fox News can be identified as highly

The Religion of Paul the Apostle by John Ashton Essay Example for Free

The Religion of Paul the Apostle by John Ashton Essay This book is the outcome of the author’s conviction that an important way of understanding Saint Paul has been neglected. He mentions the idea expressed in 1888 by Hermann Gunkel, that Paul’s life experiences are the key to understanding his teaching about the spirit. On page 198 Ashton quotes Heinrich Weinel as saying :-   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Whenever the early church speaks of spirit and spirits it is always a matter of a perception based on frequent occurrences of real experiences. We see therefore that this book is much more an attempt to explain Paul’s experiences than yet another examination of his theology. The blurb on the back of this unusual book says in the author’s own words :- Paul did, I think, found a religion, and this book is largely concerned   with the question of how he came to do so. Besides being a study of comparative religion it is also proffered as a contribution towards the   history of early Christianity. Some would argue with that definition – it seems to remove Christ from the picture and also the work of other evangelists. Paul has such a prominent position in the New Testament not necessarily because he was more important than other evangelists, but because, in Luke, he had such an excellent biographer. A look at the Bible references in the back of the book reveals how many times Paul’s life or words are referenced in comparison to the relatively few references taken from the gospels and the Old Testament. The book is very concerned with definitions, in particular with the difference between   religion – defined as experience, and theology – defined as the thinking that comes as a result of that experience. This is a scholarly work as can be seen immediately from the background of the author and the number of works by other scholars that he has consulted .John Ashton was formerly a lecturer in New Testament Studies at Oxford University. He had previously taught at the universities of London, St Andrews and Edinburgh. At the time of writing this book ( 2000) he was Emeritus Fellow of Wolfson College, also in Oxford. He is best known for writing about John’s gospel – ‘Understanding the Fourth Gospel’, ‘Approaches to the Fourth Gospel’ etc ‘The religion of Saint Paul the Apostle’ was originally a series of 8 lectures which the author had been asked to give at Oxford University in 1998. These were the annual ‘Wilde Lectures in Natural and Comparative Religion’, founded under a trust deed in 1908. The nature of the lectures has changed over the years   as Ashton explains. Once upon a time they sought to distinguish the higher religions from the lower, but this second part of the description was dropped in 1969, probably in an attempt not to appear racist or judgmental. He uses material both from Paul himself, but also from contemporaries of his from both Jewish and Hellenistic, i.e. pagan, backgrounds. Ashton describes how from the 1880’s onwards there had been attempts to study the New Testament as objectively as one might study any other historical sources, but also goes on to say that the people were concerned were actually theologians rather than historians and were in the main Christians. It is however a subject t upon which it is very difficult to remain objective whatever one’s background as believer, atheist, agnostic or member of another religion.   Ashton’s main argument in this work is that Paul’s personal mystical experiences, especially the events on the Damascus road recorded by Luke in Acts 9, may be of more importance than the somewhat unsystematic theology of his letters. The book seeks to show how important aspects of Paul’s life and ministry should be seen in the light of his religious experience. He quotes Schweitzer who said of Paul’s mysticism that it ‘marks the last stage of the battle fought by the idea of resurrection to establish its place in eschatology’. He examines closely what he sees as shamanistic elements of Paul, both in his teaching and his letters and mentions how, from the1880’s onwards there have been those who have sought to prove that Paul was greatly influenced by pagan mystery religions which abounded at the time giving as an example his theology of baptism which it could be argued was very similar to that of the re-enactions of the death and rebirth of various gods such as Attis,   a Phrygian god of vegetation and Adonis,   a Greek deity. These ideas would be familiar to Paul, bought up as he was in a world where Greek influence was important, but his main influence   must have been his Jewish background, although Ashton believes that Paul’s religion was rather more than a mere modification of Judaism. On page 135 Ashton describes baptism as practised in the churches that Paul founded as being no more than a token when compared to the rites of passage practised in other religions of the time. Some would disagree with this minimalisation of what they see as an important part of Christian ritual, and in many churches it is only undertaken after a period of instruction which may be quite prolonged. Ashton says that the starting point for Paul’s thinking on the subject comes not from his knowledge of baptismal practices in Judaism, but was a result of his dramatic death life experience on the Damascus road and the subsequent resurrection to a new life in Damascus.   In chapter 7 he explains the part that the spirit world played in ancient times – anything that could not be explained was deemed to be the work of spirits and gods – for good or ill. Mention is made of how demons were believed to be behind and to explain all sorts of happenings that deviated from the norm such as storms, plagues, riots, unhappy love affairs and much more. Paul does not mention demons much, though he does refer to what he sees as his one great adversary – Satan. Ashton explains the role of the spirit both in Paul’s life and in that of his converts. He also examines the role of Christ himself in a passage which he realises may cause offence as it is entitled ‘Jesus the Shaman’.   In order to mitigate any offence he states that shamanism was not the most important aspect of Jesus’ ministry, but says that Jesus’ life as a wandering healer fits in with shamanistic practices even more than does the work of Paul. He claims that Jesus was not unique in this quoting several sources. There is detailed reference to the various words used to describe Jesus’ actions in ‘muzzling’ evil spirits. This, Ashton says, merely places Christ alongside other exorcists of the time. The difference was how he did it according to Mark chapter 3 v 11 and 12 where we are told that â€Å" Whenever the evil spirits saw him they fell down before him and cried out ‘You are the Son of God’.† On page 69, still discussing the shamanism of Christ, Ashton reminds us that in all three synoptic gospels the two incidents of the baptism of Christ and the temptation in the wilderness are recorded in that order and   he admits that for the purposes of his argument it would be better if they had been   recorded in the reverse order which would have fitted in better with the usual shamanistic experience of struggle followed by call or empowerment but a t least the two are associated.   Although in chapter 2, entitled ‘Paul the Enigma’ the question is asked ‘Was Paul a shaman?’ the answer is quickly given ‘Not really’. A shaman is a member of a tribal society who acts as a medium between the natural world and the spiritual one. A shaman is limited in his influence and also his periods of spirit filled ecstasy are limited and transitory. He uses magic to control events in the natural world, whether for good as in healing, or for bad as in curses. Paul did use his powers to control nature as when on the isle of Malta ( Acts 27) to cure many people, but it was available widely and not used in a negative way. Yet the author insists that some of Paul’s practices were shamanistic in nature and quotes the example of a picture of Paul struck blind from ‘Trà ¨s Riches Heures du Duc de Berry.’ Under the picture are the words ‘The inspired priest or shaman is usually called to his vocation   by a traumatic experience.’ Ashton sees the role of the shaman in two parts – the shaman’s personal experience and his ability to persuade other people of his exceptional gifts. This latter aspect is described as the social aspect. Ashton quotes at length from a Japanese work on the subject which states that a shaman is one who receives a gift from the spirit world. Usually this is from one spirit who becomes a companion or guide and after receiving the gift the shaman may experience a period of hysteria afterwards which results in illness. The process involves a complete change of character, perhaps like that described at the time of Paul’s meeting with the risen Christ. Whatever happened to Paul he himself saw it as a vision and a call – see Galatians 1. On page 243 Ashton mentions the finding of the documents now known as the Dead Sea Scrolls in 1947. One of these ‘Songs of the Sabbath Sacrifice’ was finally published only in 1985. He states that as early as 1971 John Bowker had put forward the proposition that Paul’s vision took place while he was engaged in a period of merkabah mysticism as mentioned in the scroll. He then mentions the doctoral thesis published in 1980 by Seyoon Kim ‘The Origin’s of Paul’s Gospel† which seems able to prove a link between Ezekiel 1, a key passage in the study of such mystic practises, and the verse in the Second letter to the Corinthians   ( 4 v 6) where it says ‘For God who said â€Å"Let light shine out of darkness† made his light shine in our hearts’. Ashton further argues that Paul’s ability to discuss spiritual matters is important in understanding the continuing popularity of his writings. The aim is to define Paul – a convert, a prophet, a mystic, an apostle, a charismatic, a shaman. Whichever definition one prefers Ashton argues that Paul acted as he did because of the set of circumstances in which he found himself. In chapter 4, entitled ‘Paul the Mystic’ Ashton is concerned with Paul’s mystical experiences, especially the rapture which he described in 2 Corinthian 12 as being carried up to the third heaven. The trances in which visions like these occur were well known in Judaism, but as Ashton points out, are a feature of shamanistic activities throughout the world. Despite this Ashton admits on his final page that any observable resemblances between Paul’s life and features of shamanism are coincidence only. Another aspect of the book is the examination of why, according to Ashton, Paul generally seemed to prefer to speak to Gentile audiences rather than the Jews of whom he was one, and, alongside this, there is an examination of Paul’s attitude to traditional Judaism, which it is possible he never officially renounced. See 2nd Corinthians 11 v 22 ‘Are they Hebrew? So am I’   Ã‚  Ashton seems fascinated with the idea of the symbiosis of Judaism and its younger offspring Christianity as when Paul spent three weeks at Thessalonica explaining how Jesus had to die and rise again, using the Jewish scriptures to do so.( Acts 17 v 1-4). Christians today read Paul’s words after 2000 years of the church developing his ideas into what we call Christian theology, something that was not in place before Paul – says Ashton, but he pays little attention to the theology of Christ found in the gospels. Ashton believed that Paul was a religious thinker in the sense that his thoughts were reflection upon his experiences rather than a pure theologian. In his introduction Ashton discusses various previous ways of looking at Paul and his influence i.e. a studies of his conversion and subsequent work in founding and building Christian communities; those who aim to present a systematic account of his thinking; Paul’s psychology and finally those who seek to put his work in a historical or/and sociological perspective. He concludes that none of these approaches quite fits his purpose, without stating precisely what his purpose is at this point. Chapter 2 describes Paul as an enigma – a puzzle. He questions how much shamanistic practices, already present in Judaism back until the time of the Judges, affected Paul. Ashton quotes passages from I Samuel describing prophets and seers, a translation which Ashton believes to be wrong. and quotes much later passages, in Isaiah and Jeremiah where the practices of mediums and so on were condemned e.g. Isaiah 8 v 19. Like many others of Christ’s followers Paul was an exorcist and a prophet. On page 36 Ashton concludes that there is no evidence that Paul picked up shamanistic practices from another   shaman, unless, as some such as Andrew Wilson believe, he did meet Christ in life and copied his practices. Among the many works quoted is Karl Barth’s commentary on Romans in which Ashton says that Barth deplores any attempt to describe Paul as a religious figure. Also mentioned is   J. Louis Martyn who aims in his commentary to dispel the idea that Paul was in any way anti-Jewish. Barth in particular splits religion absolutely from theology, but although it is possible to study the subject in a totally objective way, just as one might study chemistry, I do not feel that this is true of Paul. His theology sprang very definitely from his personal experience of the Saviour and the Holy Spirit working within him. Ashton also tries to explain the huge success of Paul’s message in bringing about change in the lives of both individual’s and communities. On page 234, in a chapter entitled ‘Paul the Possessed’ Ashton quotes Paul’s words in his letter to the Galatian church , Galatians 4   v14, where he describes how, despite his physical difficulties, he was welcomed ‘as if I were an angel of God’ i.e. as a messenger directly from God.   George Bertram is quoted as saying that this passage is the key to Paul’s own understanding of his role.    ‘He is entitled   to speak in this way’ says Bertram , ‘because Christ is manifested in him, in his body, in his missionary work’. On page 236 Evans-Pritchard’s statement about how, when a man is seized by a spirit, the event may be a temporary one, is quoted. Evans-Pritchard went on to say that if it is a permanent possession, the person becomes a prophet capable of healing, of exorcism and having foresight into events. The presence of the Holy Spirit was the ruling factor in Paul’s life. Consider for instance his words in Romans 8 v 14 -16:-‘Those who are led by the Spirit of God are the sons of God ‘ and ‘the Spirit itself testifies with our spirit that we are God’s children’. Yet this is the same Paul who described himself in 1st Timothy as ‘the worst of sinners.’ (I Tim. 1 v 16). How great the change must have been. If we take Luke’s word in Acts 28 where he describes how Paul, right up until what may have been the end of his life, continued to teach and preach and quoted Isaiah who spoke about how the Holy Spirit spoke the truth, then in Paul’s case the change that occurred on the Damascus road was very permanent and influenced all that he both did and said.   Professor Ashton claims on page 162, in a chapter concerned with the apostleship of Paul, that Luke, as biographer, has no interest in the question that intrigues him. The story Luke is telling is that of how Christ, rejected by the Jews, was proclaimed to the Gentiles. Luke was eager to show how Paul used scripture to make his point. Ashton describes Paul, on page 162, as the chief witness and as such he was not reluctant to use spiritual power to do so.( I Corinthians 2 v 5) Just as Luke uses the phrase ‘in the power of the spirit’ to describe how Jesus returned to Galilee, Paul uses the same phrase to describe his own activity. Luke also tells us that Christ gave the apostles power and how Paul manifested similar power. Ashton mentions the passage in 2nd Corinthians 12 v 12 that he feels is the key to Paul’s ability to gain a hearing and also to convince –‘The things that mark an apostle – signs, wonders and miracles – were done among you with great perseverance.’ The people were convinced because his words had authority behind them – an authority he claimed came from the Messiah himself. Ashton mentions the work of Ramsey MacMullen in describing how religious fairs would convince people to join pagan religions. Their senses would be assaulted by all kinds of wonders. Ashton claims that Paul’s career begun in a similar way as a wonder worker and, although Luke tells us that Paul preached the word it seems likely that it was his spiritual acts that were the first attraction and only later did promises of salvation and forgiveness take root. Ashton concludes his unusual book by saying that he is a historian, and having looked at Paul using history and comparative anthropology as an alternative to the work of theologians, he hopes that if the book is noticed at all it will show that the way of the theologian is not the only way to come to an understanding of Paul the Apostle. This is not an easy book to either read or review. Not because it is difficult to follow the arguments, whether or not one agrees with them, but because it is so easy to get sidetracked along paths that one has not perhaps explored before such as the influence of Jewish mysticism on the early church or what other commentators say about a passage  Ã‚   such as that in Ezekiel chapter 1. Bu t if it rouses interest in this subject it has done its job even if the author is rather divident to whether or not or not he has proved his point.       Bibliography and Works Cited Ashton, John, Approaches to the Fourth Gospel ( Oxford University Press, Oxford 1994) Ashton, John, The Religion of Paul the Apostle ( Yale University Press, New Haven and London, 2000) Ashton, John, Understanding the Fourth Gospel (Clarendon Paperbacks, Oxford, 1994) Bertram,G. ,Paulus Christophoys:Ein anthropologisches Problem des Neuen Testaments in Stromata: Festgabe des akademischen Verreins zu Giessen im Schmalkaldener Kartell anlà ¤ÃƒÅ¸lich seines 50. Stiftungstages ( Leipzig 1930) Bible, New International Version ( Hodder and Stoughton, London 1998) Bowker,J. ‘Merkabah’ Visions and Visions of Paul, ( JSS 16 1971) Evans-Pritchard, E.E. Nuer Religion,( Oxford 1956). Gunkel, H. Die Wirkungen des heiligen Geistes nach der populà ¤ren Anschuung der apostolischen Zeit und der Lehre des apostels Paulus ( Gà ¶ttingen 1888) Kim,S., The Origin of Paul’s Gospel, ( Berlin 1984). Ramsey,W.M., The Bearing of Recent discoveries on the Trustworthiness of the New Testament,( London 1915) Schweitzer,A.   Geschichte der paulinnischen Forschung von der Reformation bis auf die Gergenwart.( Tà ¼bingen 191) Trà ¨s Riches Heures du Duc de Berry http://www.ibiblio.org/wm/rh/1.html ( accessed 12th January 2008). Weinel,H., Die Wirkungen des Geistes und der Geister im nachapostolischen Zeitaler bis zum Irenà ¤us ( Friburg i.B/Liepzig/Tà ¼bingen 1899) Wilson,A.N. Paul  :the Mind of the Apostle, ( London 1997).

Hemingways Hills Like White El :: essays research papers

“Hills Like White Elephants,'; by Ernest Hemingway   Ã‚  Ã‚  Ã‚  Ã‚  In Ernest Hemingway’s “Hills Like White Elephants,'; the two main characters, Jig and the unnamed American man, are at a train station in Spain trying to decide whether or not they (actually just Jig) should go through with an abortion. The first time I read the story it wasn’t very clear to me what type of an operation it was that they were talking about. Hemingway doesn’t really spell it out for the reader. After reading the questions at the end of the text and reading over the story again I realized that the operation they were talking about was in fact an abortion. Although Hemingway provides very little information about the character’s situation or their pasts, the use of symbolism in the character’s dialogue throughout the story makes it a whole lot easier to understand.   Ã‚  Ã‚  Ã‚  Ã‚  The only thing I really noticed the first time I read the story was the tension between the two main characters throughout the story. In the first dialogue, there seems to be some tension between Jig and the American man. They speak to each other in short sentences and Jig starts getting sarcastic with her male companion (Hemingway doesn’t state whether they are married) when he says that he’s never seen white elephants. At first impression, seems like the lady is the antagonist. For most of the beginning of the story all they talk about is drinks. At one point Jig says “That’s all we do, isn’t it—look at things and try new drinks?';(445) These people must have a pretty meaningless relationship if that’s all they do. Even after they’re done talking about having the operation on page 446, they go back to more drinking.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  The whole dialogue about the operation made me question the American man’s love for Jig. Was he sincere? At first he’s convincing her that the operation is simple and how “it'; is the only thing that has made them unhappy. One can tell that Jig doesn’t really want to go through with the operation by the way she talks. She asks him, “And if I do it you’ll be happy and things will be like they used to be and you’ll love me?'; It sounds like she really doesn’t think that he’ll love her if she does have the kid. It also sounds like he isn’t really concerned about her safety either.

The Reason of Marshall Plan

In June 5th, 1947, Marshall declared a famous speech in Harvard University. The idea of providing economic aid to the all Europe came on the scene. Between 1948 and the end of 1951, United States channeled $12. 3 billion aid to Western Europe including grants, loans and in-kind transfer. The effects of Marshall Plan are all-encompassing, for example, contributing to the cold war, helping the recovery of European economy and European integration. Someone called in question about its necessity, someone embraced it as the saver of the world.It is wondered what is the deep reason that pushed America to launch the plan. Though many scholars have written about this topic, this paper will call for reassessment of the existing literature based on recent findings, new methodologies. This essay will specifically argue that the main reasons of the launch of Marshall Plan are the threats of communism and the interweaving interest’s network of America and Europe. In the first part, it will display the urgency of 1947 European crisis. In the next part, it will focus on the threats from the communism and inferred with the Truman doctrine declared before.Next, it will analyze the short-term and long-term interests that America could gain from the plan. After the World War II, the Europe showed a sign of fast recovery at the beginning, and soon faced with increasingly worsening situation. Within several months after the war, through large scale reconstruction of the infrastructure, the industry recovered quickly. People were drowned in the prospect of peace and happiness of a fresh start. However, the limits on the raw material and lack of the energy supply constrained the recovery soon.Further worse, during the winter of 1947, because of the heavy snow, roads, bridges, rail links, and water ways were impassible, hindering the obtaining of raw material and transportation of the products. The thawing snows also flooded coal mines, making the production of steel fell backw ard significantly. The summer of same year, was called the hottest and driest since records began, and the drought reduced supplies of hydroelectric power. Disillusionment of hopes and desperation hung over people’s hearts. The European crisis of 1947 was more than the misfortune of natural disaster.The disappearance of Germany from the economy is a deeper reason beneath the desperation. During pre-war period, Germany was the main market of European economy. By 1939, the Germany held 38% of Greece exports and one third imports. During pre-war period, the German Ruhr area exported large amounts of coal to France used for the production of steel. Substitute for Germany, America became the main exporting country to Europe. However, another problem came, the dollar crisis. Most European countries imported large amounts of food, coal and raw materials from America, but they have nothing to sell back.France carried $2049 million of payment deficit for buying coal from America annua lly. The heavy national debts carried by the country brought about the inflation and eroded the confidence of currency. Marshall said in his radio speech: ‘the patient is sinking while the doctors deliberate. So I believe that action cannot await compromise through exhaustion. New issues arise daily. Whatever action is possible to meet these pressing problems must be taken without delay. ’ Marshall claimed that the severe of crisis of Europe and the disagreement between two blocks pushed Marshall or the America to make such choice.Though the plan was initially directed to both eastern and western European countries, it is argued that Marshall knew the refusal of Soviet Union in advance, because soviet had been always against any activity of Germany industry construction and stressed the importance of reparation. Hitchcock argued in his article that the primary trigger of the Marshall Plan was ‘the failure of American policy in occupied Germany’ and the ambi tion of the European recovery developed later. In addition to the economic crisis, the political situation was especially not going well for America.The initial hope for fast recovery was downgraded into the desperation of living. The situation of capitalism was between the beetle and the block . The failure of post-war government turned out to provide a good opportunity for communists. Especially students and working class valued the communism as the only party that could bring a totally different world, create a classless society. As Kenan wrote in his memoir, ‘the pall of fear hanging over Europe in 1947 was preparing the continent to fall, like a ripe fruit, into Stalin’s hands. ’America used the plan as an economic barrier to soviet expansion. As said in a CIA report in April, 1947, ‘The greatest danger to the security of united states is the possibility of economic collapse in western Europe and the consequence accession to power of communist element. ‘ Looking back the Europe in 1957, there are guessing that at best, the Europe would be in decades of poverty and struggle; at worst, Europe will collapse back into civil war, fascism and communism. Truman doctrine is released before the Marshall plan and closely related to the plan.In 1947, March, President Truman told the US congress ‘to help free peoples to maintain in their free institutions and their national integrity against aggressive movements that seek to impose upon them totalitarian regimes. This is no more than a frank recognition that totalitarian imposed on free peoples, by direct or indirect aggression, undermine the foundation of international peace and hence the security of the united states. ’ The Truman doctrine was declared as a proposal to provide economic and military aid to Greece and Turkey for fighting against local communists, or as he named, ‘totalitarianism’.Compared with Truman doctrine, Marshall Plan focused more on the economic aid and the recovery of Europe. However, there is still similar intention between these two plans. If the Truman doctrine is the explicit counterattack to the soviet expansion, the Marshall plan is the implicit one. The short-term interests of the plan, which were not so vital to America, however, were worth to mention. It has claimed by Americans that the primary intention of the plan is good-will for the recovery of Europe and soviet expansion urged them to establish the plan as soon as possible.However, there were also suspicions that the act of America was just self-serving and America was using Europe as an outlet for their goods. What is more, in some areas, the aid plan was not welcomed. It will be argued here that the short-term interests of the plan could be nearly negligible when compared with other reasons. The products were given for free from America and what American people can directly gain profits from is that all goods were distributed through American shi ps and were uploaded by the American dock man. The interweaving interests of America and Europe are prime reason behind the aunch of Marshall Plan. The sink of Europe or the sovietization of Europe did more than harm to America and like domino effects, it will threat the whole America’s safety. The primary concern for the plan is the safety and long-term development of the United States. Between the end of war and the announcement of the plan, there already were loan plans from America to Europe. As additional conditions of the loan, the United States demanded Britain to give up the exchange control and make British currency fully convertible. Similarly, America asked France to abandon the protectionism and allow freer imports and exports.Though these plans failed at last, the intention of America was obvious, contributing to freer international trade, more stable currency exchange and wider international cooperation. The Marshall plan is claimed different from all the previo us plans. First, the choice of whether to take it and how to use it is in the hands of Europe, and the role America played was just advisory. Second, the plan is a long-term strategic program, with the help of European recovery program. Third, the money attached to the plan is enormous, more than any previous United States oversea aid combined.If measured by GDP, the money cost 5% of American GDP, equal to 201 billion dollars in 2004. If measured with the value of dollars, the money is worth 100 billion dollars in 2004. Fourth, the plan is a larger European-scale plan, involved many countries into the plan simultaneously. Nevertheless, compared to the past plans, the declaration of the Marshall plan is another form or another positive trial of the same intention. Opinions of whether to declare the Marshall plan was initially divided within the United States.However, new dealers in most post-war administration favored the plan and viewed it as ‘an opportunity to reconstruct Eur ope in America’s image’. The program of ‘productivity mission’, funded by the Marshall plan, was to bring technical Europeans to learn the American way of economy and business. New dealers in America expected these managers and technicians could take the atmosphere of free trade and business cooperation back to Europe. Underlying the aim of Americanization of Europe, the pursuit of restoring long-term trade partner is more essential reason.A CIA director Allen Dulles said: ‘the plan supposes that we desire to help restore a Europe which can and will compete with us in the world markets and for that very reason will be able to buy substantial amounts of our products. ’ the establishment of closer ties for America with Europe could facilitate future business and political communication, and the decrease in distinction and gap could decrease the possibility of quarrel and war. In conclusion, the declining European economy led to the increasing at traction of communism.Faced with the sinking Europe and aggressive Soviet Union, the American government was pushed to launch the Marshall plan. Aligned with Truman doctrine, it is a diplomatic strategy of America to suppress the expansion of Soviet Union and maintain the common interests of Europe and America. Attached with the plan, there are also American blueprint for a prosperous international trade and cooperation within the western bloc without the interference from Soviet Union. The threats of communism are the main direct external factor that makes the plan available through the congress.The desire for a trade-free Europe and the presumably impossible negotiation with Soviet Union are the main reasons that make the plan come into being. The potential benefits of advancing America-Europe relationships and shaping a freer trade atmosphere are ambitious goals of the new dealers and the plan proves to have subtle but far-reaching influence on the integration of Europe. Word cou nt: 1879 Bibliography Calbraith John, 1998. ‘Interview with prof. J k. Galbraith, 28/11/95’ 12 November 2012 Debouzy Marianne . 1998. ‘ interview with Madame Marianne Debouzy’ 11 November 2012 Eichengreen B. et al. , â€Å"The Marshall Plan: Economic Effects and Implications for Eastern Europe and the Former USSR†, in Economic Policy, 7, (1992) pp. 13-75 online available from [18th October 2012] Ellwood, David W. â€Å"The Impact of the Marshall Plan,† History 74 (October 1989) pp. 427–36. Hitchcock, W.I, ’The Marshall Plan and the creation of the West’ in The Cambridge History of the Cold War, 1 (2010) pp. 154-174. Hogan Michael J. The Marshall Plan America, Britain, and the Reconstruction of Western Europe, 1947-1952 (New York: 1987) Judit, T. , ‘The rehabilitation of Europe’ in Postwar: A History of Europe Since 1945 (New York, 2006) pp. 63-99. Milward, A. S. (1989) â€Å"Was the Marshall Plan Necessary ? † In Diplomatic History, pp. 231–252. Online available from [25th October 2012]Parrish S. D. â€Å"The turn toward confrontation: the soviet reaction to the Marshall plan, 1947† in cold war international history project working papers series ,9 (1994) ——————————————– [ 1 ]. Barry Eichengreen, et al. , â€Å" The Marshall plan: economic effects and implications for Eastern Europe and the former USSR†, in Economic Policy, 7:14 (1992), pp. 16-18 [ 2 ]. Quoted inWilliam Hitchcock, ‘The Marshall Plan and the creation of the West’, in The Cambridge History of the Cold War, 1:8 (2010),p. 156 [ 3 ]. Ibid. , p. 157 [ 4 ]. Ibid. , p. 155 [ 5 ].Tony Judt, â€Å"The rehabilitation of Europe†, in Postwar: A History of Europe Since 1945 (New York,2006), p. 91. [ 6 ]. Ibid. , p. 95. [ 7 ]. Quoted inWilliam Hitchcock, ‘The Marshall Plan and the creation of the West’, in The Cambridge History of the Cold War, 1:8 (2010),p. 156. [ 8 ]. Calbraith John, 1998. ‘Interview with prof. J k. Galbraith, 28/11/95’ 12 November 2012 [ 9 ]. Debouzy Marianne . 1998. ‘ interview with Madame Marianne Debouzy’ 11 November 2012 [ 10 ]. Tony Judt, â€Å"The rehabilitation of Europe† , p. 91. [ 11 ]. Ibid. , p. 93. [ 12 ]. Quoted in Tony Judt, ‘The rehabilitation of Europe’, p. 94.

Employee Recognition in Relation to Motivation Theories

The term â€Å"motivation†, which is defined using various terminologies, is often used to describe different types of behavior. Motivation is the â€Å"internal state or the condition that activates behavior and gives it direction; the desire or want that energizes and directs goal-oriented behavior, or the influence of needs and desires on the intensity and direction of behavior†. (Huitt, 2001) Motivation is specific to an individual’s make-up, their personal interests, wants and desires, or need to fulfill a goal. Several factors influence an employee’s level of motivation: pay, opportunity for advancement, growth and development, job security, honesty and integrity, working conditions, reward and recognition. Employee recognition is often praised at a â€Å"successful motivator†. To understand what factors influence motivation we need to understand the research and theories developed to define and explain motivation. Discussion Motivational theories dating back to the early 1950’s â€Å"provide a foundation to today’s motivational concepts†. Robbins, 2005) Abraham Maslow introduced the â€Å"hierarchy of needs† theory suggesting that needs are a physiological or psychological deficiency that a person feels the urge to satisfy. Maslow’s theory proposes that individuals are motivated by multiple needs and that these needs are present in a â€Å"hierarchical† order. Maslow’s theory was that an unsatisfied need influences an individual’s behaviour and once the need is satisfied it is no longer a motivator. The model of needs was developed using five levels of human needs: hysiological, safety, social, esteem, and self actualization. Physiological and safety levels were described as the lower levels of the model following the idea that these needs are satisfied externally. To satisfy the lower level needs of hunger, shelter, security is accomplished by things such as pay, medical benefits, or tenure. The â€Å"higher-order needs which are met internally include social, esteem, and self actualization. The concept is that an individual works through each level of the model one by one. Each level must be satisfied before moving on to the next level eventually attaining self-actualization. Self-actualization is the point in which one has reached their maximum potential. (Robbins, 171) Douglas McGregor had opposing theories â€Å"Theory X and Theory Y† to explain an individual’s behaviour in work and organizational life. McGregor theorized that â€Å"management involved more than simply giving orders and coercing obedience; it was a careful balancing of needs of the organization with the needs of individuals†. McGregor followed Maslow’s â€Å"hierarchy of needs† philosophy to describe human needs and to support the belief that an individual’s need is satisfied through work. Studying how managers interacted with employees, McGregor identified a set of beliefs managers used to assess employees. The assumptions identified in Theory X are based on the lower level needs (physiological, safety) on the hierarchy model. This portrayed a somewhat negative viewpoint using the assumption â€Å"that most people will avoid work because they don’t like it and must be persuaded to put forth significant effort. The individuals in this category are not interested in being â€Å"self-led†, do not care to take on responsibility as they are content following directions. † (Robbins, 2005) In opposition to this, Theory Y uses the upper level of the needs (social, esteem, self-actualization) hierarchy model stating that most individuals are â€Å"self-led† to accomplish goals in which they have set for themselves. In this positive view, McGregor identifies that employees regard work as a natural activity. This premise led to the belief that motivation occurs due to an individuals’ drive to satisfy their needs. McGregor identified those managers of Theory Y type employees believed that people inherently like to work. A result of this belief the manager pushes more responsibility on the employee in an attempt shape employee’s goals to align with the organization. Following the steps of Maslow and McGregor, Frederick Herzberg developed a motivational theory based on the â€Å"needs† concept. Trying to answer the question â€Å"what do people want from work†, he developed the â€Å"Two Factor† theory. Based upon his studies he believed that satisfaction and dissatisfaction at work arose from different factors, and was not simply opposing reactions. Hygiene needs are defined as company policy, work conditions, relationship with supervisor, and salary by Herzberg. He believed that people strive to achieve hygiene needs because without them they are unhappy, but once satisfied the effect will wear off. End result or meaning is that satisfaction is temporary. This factor indicates that people are not motivated by addressing these hygiene needs, fulfillment just appeases the individual. Herzberg’s second factor is identifying â€Å"motivators†, suggesting that individuals are motivated by enabling them to reach for and satisfy real motivating factors such as personal growth, development, recognition, responsibility and achievement which correspond to a high level of meaning and fulfillment. Maslow, McGregor, and Herzberg were pioneers in motivational study. The amount of research on the topic did not end there. Contemporary researchers have continued collecting data and developing theories in the subject area of motivation. The concept of â€Å"what motivates an employee† continues to intrigue researches. Data collected today is not a direct dispute to past theory but a reflection on the change of the times, the change in work environment. Clayton Alderfer modified Maslow’s â€Å"Hierarchy of Needs† introducing the ERG theory; consisting of three need categories: â€Å"existence†, relatedness, and â€Å"growth†. Alderfer’s theory suggested that movement between the need levels is quite simple, resulting in a regression when an individual does not meet a higher-order need. The ERG theory starts with â€Å"existence† identifying an individual’s need to satisfy hunger, thirst, and sex, correlating with Maslow’s lower level needs of physiological and safety. Alderfer classifies the need for successful relationships with others (family, friends, coworkers, etc) as â€Å"relatedness† aligning with Maslow’s theory of social need and esteem. Lastly, Alderfer categorized a person’s desire for personal growth and increasing competence as â€Å"growth†. (Robbins, 2005) The ERG theory although similar to Maslow’s Hierarchy of Needs theory differs in the philosophy that people can work towards fulfilling the different level of needs at the same time. Contrary to Maslow’s beliefs that an individual must obtain and satisfy a â€Å"need† before attempting to work on the next need level Alderfer theorized that these areas are simultaneous. In addition to believing that individuals worked on the different needs categories at the same time he also introduced the concept of â€Å"regression†. As an individual attempts to satisfy a high lever need frustration my occur resulting in regression to satisfying a lower level need. This idea proposes potential impacts in employee motivation. An employee can become frustrated if the opportunity for growth and development is not made available resulting in regression towards the â€Å"relatedness† need. This leads to â€Å"de-motivation† where as the employee loses focus on satisfying the â€Å"growth† need and begins to concentrate on building and maintaining relationships with others. David McClelland developed a motivational theory based on needs as well. McClelland proposed that individual needs are acquired over time and are shaped by the early experiences faced in life. McClelland identified three needs influence an individual’s motivation and effectiveness in an organization: achievement, power and affiliation. McClelland based his theory on the thought that everyone prioritizes needs differently. He also believed that needs were acquired based on an individual’s experiences in life. The need to succeed or excel (achievement) is associated with individuals who are driven to do things better. These individuals are motivated by personal responsibility in identifying solutions to problems, desire immediate feedback on their performance to determine if they are improving or not, and set challenging goals. The need for power is the desire to have impact, to be influential, and to control others†. (Robbins, 2005) Power can be categorized in one of two types; personal and institutional. Individuals driven to direct others when its unwanted is personal power, whereas those who want to organize the efforts of others to further the goals of the company is institutional power. Individuals who possess the need for institutional power are more effective leading employees than one who desires to control people. Individual who have a high need of power are likely to follow a path of continued promotion over time. Behaviors including enjoying being in charge, wanting to influence others, prefer competitive situations, and are more concerned with prestige and influence over others versus effective performance are associated with the need for power. And finally, McClelland identified the need for affiliation. People with the need for affiliation seek harmonious relationships, social approval, and need to feel accepted by other people. Individuals seeking to fulfill the affiliation need prefer to work in situations that provide social interaction; they enjoy being part of a group and tend to conform to the norm of the group. There are two types of motivation: intrinsic and extrinsic. Intrinsic motivation is when individuals are internally motivated to do something because it either brings them pleasure, or they believe it is important. Many of the motivational theories discussed in the first portion of this paper are associated with intrinsic motivation. Maslow, McGregor, Herzberg, Alderfer, and McClelland based their theories of behavior on individuals’ desire to satisfy basic and advanced needs. These desires are based on the individual’s level of personal satisfaction and the theory focuses on the natural tendency toward growth and development. Additional studies have been conducted with theories based on â€Å"extrinsic† motivation. Extrinsic motivation is when an individual is compelled to perform based on external factors like money, recognition, rewards, ect. Cognitive theories such as â€Å"Goal-Setting†, â€Å"Reinforcement†, and Equity have received a similar amount of attention as needs-based theories. Cognitive theory is based on the idea that â€Å"high intrinsic motivation levels are strongly resistant to the detrimental impacts of extrinsic rewards. No matter how interesting or exciting a job is there is still an expectation for some type of extrinsic payment. For those positions or jobs that fall in between the highly satisfying intrinsically and low level less interesting work cognitive theory may be more appropriate. (Robbins, 2005) Edwin Locke believed that the objective of working towards a goal is a key foundation in employee motivation. Locke introduced the â€Å"Goal-Setting† theory using the concept that setting goals offers an employee structure. Goals establish was needs to be done, and from this the individual understands how much effort is required to complete the task. As the goal becomes more challenging the effort required increases. Understanding this basic concept supports the theory that goals are valuable to the company in the respect that challenging goals leads to increased employee performance. Locke further suggests that employee involvement in goal setting increases the commitment and drive to obtain the goal. Taking a slightly different approach, the â€Å"Reinforcement† theory looks at the relationship between behavior and the consequences that arise from specific behaviors. The theory implies that individual behavior can be modified using different techniques such as positive reinforcement, avoidance, extinction, or punishment. â€Å"Reinforcement theory ignores the state of the individual and concentrates solely on what happens to a person when he or she takes some action†. (Robbins, 2005) This theory is based on the idea that is the physical, environmental stimuli that individuals are exposed to affects one’s behavior, their motivation does not come from within (emotions, feelings, desires, etc. The idea is to respond or do not respond to certain types of behavior. An example of reinforcement is when a frustrated child is throwing a temper tantrum, one of two reinforcement approaches can be used: Avoidance; the parent ignores the behavior in an attempt to show the tantrum will not be acknowledged and the tantrum will end. Or, punishment such as placing the child in time will reinforce that the type of behavior is unacceptable and will no t be tolerated. The theory is that the negative consequence of being in time out will deter similar behavior. An individual’s perception can play a large role in their job performance. The Equity theory states that employees compare their job process, the tasks required and their performance with other employees and react accordingly. Based on the comparison the employee may feel as though others are treated better, (increased pay, better working conditions, more/less hours) and tend to act accordingly. Employees will also compare their output in relation to the company’s input (reward) to determine if the input is equal to their effort. When there is a negative perception, or it felt that there is an inequality an individual may decide to decrease the amount of effort they put forward, look for work elsewhere, reduce the quality of their work or attempt to persuade co-workers perceptions. On the other side of the theory when employees perceive that they are being treated equitably or fairly they are more apt to be happy or satisfied resulting in increased participation/productivity. Given a thorough review of the different theories that have been developed, studied and documented there is not a quick, easy, or one size fits all answer to what motivates employees. Most often the typical response to this question is â€Å"money†. But surprisingly enough when employees are surveyed money is not the number one answer. (Robbins, 2005) Kenneth Kovach Ph. D. , discusses employee survey results in â€Å"Employee Motivation: Addressing a Crucial Factor in Your Organization’s Performance†. Ranking high on the scale is â€Å"full appreciation of work done†. (Kovach, 1995) Kovach compared results from an employee survey conducted in 1946 and in 1995, employees ranked â€Å"full appreciation of work done† number 1 and number 2 respectively. Obviously the change in times and work environment played a part in the slight change over the years. Kovach’s point is that based upon employee surveys money is not a hot topic, what seem to be on the minds of employees is interesting work, appreciation of work and the feeling of being in on things or involved. One approach to satisfy these desires is the use of recognition. Recognition, what is it? Webster’s dictionary defines â€Å"recognition† as â€Å"to recognize†, â€Å"to know†, â€Å"to admit the value†. To use this in today’s organizations recognition is about â€Å"noticing and honoring† one’s performance. Hansen, Smith, & Hansen, 2002) Employee recognition is the communication used to identify the positive performance or outcomes conducted for the organization. How do we correlate the use and effect of recognition with the different motivational theories? Hansen discusses Maslow’s concept of â€Å"expressive mode† theorizing that people are propelled by growth motivation rather than by deficiency motivation (lack of faith in human potential) Employees are not dependant on the extrinsic satisfaction, but rather dependant on their own personalities and hidden resources for their continued growth and development. Hansen, 2002) Simply put, individuals are motivated by acknowledgment of progress, growth and development, as well as performance. Similarly, Herzberg’s two-factor theory distinguishes between hygiene and motivator motivation factors. Hygiene factors correlate to job dissatisfaction, while motivator factors align with job satisfaction. Herzberg believed that job dissatisfaction and job satisfaction were not opposite each other, meaning that the lack of one did not result in the other. â€Å"Job dissatisfaction do es not mean that there isn’t â€Å"any† job satisfaction. Hygiene factors (rewards) can be observed when an employee is asked to complete a project with a promise of position advancement, versus recognition for achievement as a motivator factor that is basic to the job. Ultimately, the use of rewards corresponds to the use of â€Å"hygiene factors† just as the use of recognition signifies the use of â€Å"motivator† factors. (Hansen, 2002) Using the mind set that â€Å"we want employees to perform well, and, given the right environment, and incentives, employees also want to perform well†. Bobic & Davis, 2003) Reflecting on McGregor’s Theory Y, the managerial approach assumes first that people prefer to work and strive to perform, thus delegating responsibility to the employee allowing the worker to be creative, to have the opportunity to identify areas of concerns and find solutions. When this is accomplished with success, the manager recognizes the individual’s ability to perform. The result is employee recognition resulting in increased responsibility and accountability. McGregor supported Maslow’s theory that all humans had the potential to be creative, stating that â€Å"†¦ elf actualized creativity to be innovative†¦Ã¢â‚¬  (Bobic &Davis) Management has the ability to â€Å"motivate† an individual’s pursuit of self esteem, and self actualization through recognizing their ability to assume responsibility. Recognition of creativity and innovation will encourage the commitment and initiative the employee brings to company. â€Å"By strengthening and enhancing behaviors that are a source of differentiation and uniqueness, recognition serves a strategic function. (Hansen, 2002) Motivational theories differ in the way the concept of motivation is defined and controlled. Each theory has it basis, whether it is a â€Å"needs† based concept, or a â€Å"behavioral† concept. Just as humans are genuinely different, so are the theories. We can make general assumptions in regards to human character, trait, desires, and reactions but in the end what is definite is situational. There are many factors such as cultural background, environment, economics, and a person’s upbringing that potentially has an effect on what will motivate an individual. Reviewing the basic concept behind the theory of motivation and recognition you can identify some simple correlations. The reinforcement theory is not just about administering negative consequences. There are several different types of â€Å"behavioral† based programs available to address different concepts. For example a behavioral based safety program is built on the concept of recognizing safe behavior. Instead of focusing on the negative actions or unsafe attitudes of employees the program is established to recognize and reward safe behavior and encourage employee participation in identifying and correcting unsafe conditions. In the same manner, the reinforcement theory can enhance employee motivation towards work performance if a positive approach is used. Pointing out the negative performance ratings or avoiding a problem employee results in de-motivating the employee. Similarly, avoiding a problem employee gives the perception that the manager or company doesn’t care and fosters thinking of â€Å"why should I†? The last concept or theory to consider is the Equity theory. The basis for this theory is that employees expect a fair return for what they contribute to their job. This â€Å"fair return† is often evaluated based on what the return is for their effort. These individuals compare the input (reward/pay) by the company to the output (their effort) to determine if the reward warrants the effort put forth. Using the same concept employs also compare their input/outputs with their coworker to determine equality. If they feel that their coworker was given more for the same amount of work or less the employee will perceive this as unjust practices. Conclusion Motivation is â€Å"the processes that account for an individual’s intensity, direction, and persistence of effort in attaining a goal†. Robbins, pg. 170) Identifying what drives and contributes to employee motivation has been a topic for numerous researches, psychologists, and organizations alike over the last fifty to sixty years. During these years many motivational theories were developed to explain what motivates individuals. Theories based on â€Å"needs† principal were developed by researchers/psychologist such as Maslow, Herzberg, & McGregor. â€Å"Maslow professed that the specific needs of people that must be met in order for them to be motivated, thus improving productivity†. Herra, 2002) Additionally motivational theories were developed based on the concept of equity or reinforcement. The â€Å"Equity† theory represent the idea that equity is a perception of justice/equality based on what the employee puts out and receives in return. A comparison is made in regards as to performance/effort and what reward/recognition is received to determine if equality exist. Tasked with understanding what motivates employees organizations have spent a great amount of time, energy and resources identifying how to keep employees motivated under various, ever changing conditions. When asked what is of key importance employees respond with â€Å"recognition† (Robbins, 2005) Recognition of an employee’s accomplishments, performance and/or dedication to the organization results in increased productivity, continued support of the company’s goals, and positive employee attitude. Based on the motivational theories established, recognition, while not the only source of motivation seems to an easy, simplistic solution to improve employee motivation. Employee recognition serves two distinct purposes: enhance employee motivation as well as bond together other motivators presently used for business organizations. An employee’s wage is payment for doing a job, benefits are designed to preserve an employee’s well being, and rewards are used to compensate for completion of a specific task or organizational goal. Recognition pulls the three aspects together as a means for organizations to develop and maintain a strong employee workforce.

Water Intoxication and Hyponatremia

Water Intoxication and Hyponatremia Youve probably heard that its important to drink plenty of fluids or simply drink lots of water. There are excellent reasons for drinking water, but have you ever wondered if its possible to drink too much water. Heres what you need to know: Key Takeaways: Drinking Too Much Water It is possible to drink too much water. Overhydration leads to water intoxication and hyponatremia.The problem isnt really about the amount of water, but how ingesting too much water upsets the electrolyte balance in blood and tissues.Drinking too much water is uncommon. If you stop drinking water when you no longer feel thirst, there is no risk of water intoxication.Hyponatremia most often occurs when babies are given water instead of formula or formula that has been mixed with too much water. Can You Really Drink Too Much Water? In a word, yes. Drinking too much water can lead to a condition known as water intoxication and to a related problem resulting from the dilution of sodium in the body, hyponatremia. Water intoxication is most commonly seen in infants under six months of age and sometimes in athletes. A baby can get water intoxication as a result of drinking several bottles of water a day or from drinking infant formula that has been diluted too much. Athletes can also suffer from water intoxication. Athletes sweat heavily, losing both water and electrolytes. Water intoxication and hyponatremia result when a dehydrated person drinks too much water without the accompanying electrolytes. What Happens During Water Intoxication? When too much water enters the bodys cells, the tissues swell with the excess fluid. Your cells maintain a specific concentration gradient, so excess water outside the cells (the serum) draws sodium from within the cells out into the serum in an attempt to re-establish the necessary concentration. As more water accumulates, the serum sodium concentration drops - a condition known as hyponatremia. The other way cells try to regain the electrolyte balance is for water outside the cells to rush into the cells via osmosis. The movement of water across a semipermeable membrane from higher to lower concentration is called osmosis. Although electrolytes are more concentrated inside the cells than outside, the water outside the cells is more concentrated or less diluted, since it contains fewer electrolytes. Both electrolytes and water move across the cell membrane in an effort to balance concentration. Theoretically, cells could swell to the point of bursting. From the cells point of view, water intoxication produces the same effects as would result from drowning in fresh water. Electrolyte imbalance and tissue swelling can cause an irregular heartbeat, allow fluid to enter the lungs, and may cause fluttering eyelids. Swelling puts pressure on the brain and nerves, which can cause behaviors resembling alcohol intoxication. Swelling of brain tissues can cause seizures, coma and ultimately death unless water intake is restricted and a hypertonic saline (salt) solution is administered. If treatment is given before tissue swelling causes too much cellular damage, then a complete recovery can be expected within a few days. Its Not How Much You Drink, Its How Fast You Drink It! The kidneys of a healthy adult can process 15Â  liters of water a day! You are unlikely to suffer from water intoxication, even if you drink a lot of water, as long as you drink over time as opposed to imbibing an enormous volume at one time. As a general guideline, most adults need about three quarts of fluid each day. Much of that water comes from food, so 8-12 eight-ounce glasses a day is a commonly recommended intake. You may need more water if the weather is very warm or very dry, if you are exercising, or if you are taking certain medications. The bottom line is this: its possible to drink too much water, but unless you are running a marathon or are an infant, water intoxication is a very uncommon condition. Can You Drink Too Much If Youre Thirsty? No. If you stop drinking water when you stop feeling thirsty, you are not at risk for overdosing on water or developing hyponatremia. There is a slight delay between drinking enough water and not feeling thirsty anymore, so its possible to overhydrate yourself. If this happens, youll either vomit the extra water or else need to urinate. Even though you might drink a lot of water after being out in the sun or exercising, its generally fine to drink as much water as you want. The exceptions to this would be babies and athletes. Babies should not drink diluted formula or water. Athletes can avoid water intoxication by drinking water that contains electrolytes (e.g., sports drinks).

The Best Questions to Ask During An Interview -TheJobNetwork

The Best Questions to Ask During An Interview -TheJobNetwork The interview has gone really well so far: you were exactly five minutes early, you hit all of your talking points in a confident and conversational way, and it turns out that both you and the interviewer went to Camp Mohegan (and you both remembered the secret handshake). Now things are winding down, and you can practically smell the new-folder scent of your employee orientation packet. Before you can collect your bag and use your superb (non-secret) interview handshake to close things out, though, there’s one more question: â€Å"Do you have any questions for me?† Here’s why questions to ask during an interview are really important. If you’re not prepared, this is a chance for that unappealing deer-in-headlights moment. It may not be a total dealbreaker, but it can definitely undermine all the highlights of your interview up to this point.1. Why Do You Need to Ask Questions?2. How to Prep Your Questions for the Interview3. What to Ask During the Intervie w4. What Not to Ask During the InterviewWhy Do You Need to Ask Questions?Basically, interviewers are asking you if you have any questions for them for a few reasons:It’s polite.They’re out of questions themselves.They want to see how you interact.They want to gauge your interest in the job.Okay, so #1 isn’t necessarily the most important reason. The ghost of Emily Post doesn’t haunt job interviews to make sure everyone’s behaving with impeccable manners. #2 and #3, however, make a difference to you. If, as in #2, the interviewer has just run out of topics for whatever reason, it’s a chance for you to step in and keep the dialogue open. You can re-emphasize points that you want to make sure the interviewer comes away remembering, and you can use this as an avenue to introduce skills or experience that you hadn’t previously discussed.If you’ve had a pretty exhaustive interview where you covered your resume comprehensively, itâ₠¬â„¢s likely that #3 is the reason. These days, just about everyone is busy at work due to understaffing and increased workloads. When companies hire someone new to join the team, they want to know that this person will be able to hit the ground running. So the â€Å"any questions for me?† question is really a gambit to see if you can follow up quickly, and request information that you want or need. If you just sit there with a blank expression, that’s a potential red flag. If you have the social skills to interact with the interviewer rather than just answer questions with a set of talking points, that shows you could be a proactive employee with good listening and communication skills.Responding with smart, insightful questions can tell the interviewer a lot about you (or reinforce the overall perception of you as a great, detail-oriented candidate). When you have good questions (throughout the interview or at the end when there’s an official call for question s), it shows the following qualities to the interviewer:Engagement: You are actively interested in the opportunity.Intelligence: You get what the job entails, and how you could fit into it.Confidence: You know you can do the job well and be an asset to the company.Social intelligence: You understand the give-and-take interactions, and present yourself well.And in addition to using questions to present your best self to the interviewer, it’s also a chance to do some final information-gathering on the job itself. Sure, you’ve read every line of the job description, have combed the internet and your social networks for intel on the company, and have checked to see what similar jobs at other companies entail. (If you haven’t done those things, definitely do them before interview day.) The interview is a chance for the company to evaluate you, but it’s also your chance to evaluate the job. After the interview, the next big step is either an offer (or a non-off er)- the grace period for follow-up questions closes around the same time you send your thank-you email to the interviewer. So it makes total sense to use the interview to get as much information as you can on the day-to-day life of the job, or the colleagues with whom you’d be working. Seize the opportunity!How to Prep Your Questions for the InterviewInterview prep is usually about how to frame yourself for maximum interview success: the resume points you want to emphasize, the specific anecdotes that show your leadership skills or your problem solving skills, and body language (posture, handshake, a hire-me smile that doesn’t scare anyone). But while you’re planning and practicing those things, also think about what you can ask the interviewer.According to The Interview Guys, the questions aren’t so much asking any old question as they are about asking the right ones, intelligently. This means focusing on the job itself, not generic things like â€Å"h ow many people are in the company?† or â€Å"what’s the current stock price?†To help you prep, you can break down questions into these different areas:The Job: What do you want to know about the nitty-gritty of life in this role?The Requirements: Are you equipped to take over this role? Or is there anything you can do to prepare?The Expectations: How does the company see this role, and what do they expect from the person who steps into it?The Company: What is this company really like?The People: What qualities do your possible future coworkers have? What do they value?The Follow-up: When is the company planning to fill this position? (This can help manage your expectations.)Prepping for this can be difficult, because you don’t know what you’ll be asked in the interview. You might cover any combination of these areas during the course of the interview, so you don’t want to ask questions that would directly repeat information that you’ve already been given. So the best way to account for this is to come up with a broad list of questions you can ask. Try to remember at least two in each of the categories above, so that you’re covered. You Can Bring a Cheat SheetNotes are fine to bring into an interview. There will be no Teleprompter, and you don’t get bonus points for memorizing and repeating canned responses. If you do decide to bring in notes with you, keep them limited to bullet points on an index card or small notebook. You don’t want to spend your time looking down at your novelized questions instead of making eye contact and engaging with the interviewer. Basically, you should come up with your list of tentative questions ahead of time, and know them pretty well, bringing notes only as a cheat sheet if you need them. Nothing stops the momentum of a good interview like pausing to shuffle through your notes in a moment of awkward silence.What to Ask During the InterviewAs you think about wha t questions to ask the interviewer, here are some examples in the categories we outlined above. Again, make sure these are as specific as possible to the job for which you’re applying, so that it sounds like you’re engaged and enthusiastic to learn more.The JobCan you describe what a typical day is like as an [insert job title]?What do you see as the biggest challenge for someone in this position?RELATED:  7 Interview Questions That Will Make You Stand OutThe RequirementsWhat kind of training can I expect if I’m hired for this job?Is there any training you would recommend in the meantime?The ExpectationsCan you tell me about the performance expectations for this role?Thinking about the long term, can you give a quick outline of the path for advancement in this department?What are the employee review processes for this role?The CompanyWhat would you say is the overall mission of this company?How would you say the company fits into the industry as a whole?Whatâ €™s your favorite part of working here?What’s your least favorite part of working here?How does the company approach work-life balance?The PeopleHow big is the team I’d be working with?Which other departments would I be working with as a [insert job title]?Can you give a brief description of the team members I’d be working with?If you could describe the team here in one word, what would it be?How would you describe the working environment here?Can you tell me about my direct manager? (Note: This one really only works if you’re being interviewed by a recruiter or HR person.)Can you describe your management style? (This is the equivalent if you’re being interviewed by the person to whom you’d be reporting.)The Follow-UpCan I email you with any additional questions if I think of any later?Do you know what the approximate timeline is for filling this position?What are the next steps?Is there anything else I can provide?We talked a little bit about my experience with [example based on job description]. Is there any other info I can provide on that front?Tips for Framing QuestionsAsk open-ended questions. Basic yes-or-no questions can shut down the conversation, and then you’ll be on the hook for another question even faster.Make sure you’re framing it as a question, and not just trailing off. â€Å"Is this position subject to an annual review, or†¦Ã¢â‚¬ Don’t ask leading or loaded questions, which make it look like you’re fishing for a specific answer. You want to seem like you genuinely want information, and aren’t just looking to confirm something you already know. â€Å"Isn’t it true that†¦Ã¢â‚¬ If you can, weave your questions throughout the interview. It demonstrates that you’re paying attention, and engaged in the process. If you find you can’t really do that with the conversational flow, save them until the end or until you’re asked if y ou have questions.Keep the tone light and professional. Don’t try to trap the interviewer in a mistake or misstatement, or use the questions aggressively to pin down an answer. You want to seem involved and relatable, not intense and overbearing.What NOT to Ask During the InterviewThere are some areas where you just shouldn’t go with your table-turning questions.Anything about salaryThis isn’t the time or the place- and the person who’s interviewing you may not have much insight into compensation. Also, if you jump the gun on salary discussions now, you could put yourself at a disadvantage later during the offer and negotiation phase.How soon you can take vacation timeThis is not only presumptuous, but also a part of later benefit discussions, like salary.Multi-part questionsIf you have a complicated question, ask it in pieces, in a conversational way.If the rumors are trueAny rumors. Whatever you’ve heard about the company, now is not the time to bring it up, even with your new Camp Mohegan buddy.Personal questions about the interviewerYou’ll have plenty of time to get to know your (hopefully) new colleague later.Once you have a feel for the general topics for these questions, you can start bending them to fit the job you want, and practicing the questions in a confident, conversational way. The more you come up with ahead of time, the less likely you are to be that deer in the headlights. You want to finish the interview strong, so get ready to have interview questions cut both ways.RELATED:  5 Unique Questions to Ask in a Job Interview

International Investment Analysis Essay Example | Topics and Well Written Essays - 2000 words

International Investment Analysis - Essay Example Present Situation of TESCO The company has a worldwide presence in China, India, Hungary, Slovakia, Czech Republic, Poland, Ireland, North America and many other countries. The company employs 300,000 people and operates 3,000 stores worldwide (TESCO Plc, 2013b). The company operates 200 stores in UK itself and offers a varied range of food items (Gargeya, V.B. et al., 2012). It is the leading brand of food retailing in UK followed by Everyday Value. Tesco has always believed that the strategy of the company needs to be revised as per the changing taste and preference of consumers. The company earns 25 percent of its revenue from countries outside UK (Martin and Thompson, 2010). The underlying objective of the company is to earn higher amount of profits but their strategies are usually customer oriented. Tesco believes in improving the customer service by responding to the customer needs and wants. TESCO believes in innovation and expansion in the UK grocery market and convenience st ores electronics, clothing, beauty health and wellness and retail services like personal finance and telecom products. These strategies are followed by TESCO to strengthen its market position in UK and other countries. The stores are usually renovated from time to time, in order to give customers a warmer and refreshing feel in the stores. TESCO products are usually low priced and of better quality. The company believes in undertaking environmental and social responsibilities. It publishes its corporate social responsibility charter every year. Macroeconomic situation Prior to recession, TESCO’s sales were ?42 billion in the year 2006, which was an increase in profit by 13.2 percent from the financial year 2010-2011. The market share of TESCO was 31.4 percent, which was even more than the market share of ASDA Walmart that was 16.7 percent (Henry, 2008). Figure 1: Market share of UK supermarkets in the year 2006 (Source: Henry, 2008) The company was reaping profits and was mak ing considerable amount of sales before recession. This was mainly due to the marketing team of TESCO which monitored the trend of external environment and provided innovative products and solutions to customers. The brand became so popular among the residents of UK that customers had created a brand loyalty towards the company (Haerifar, 2011). From the above graph, we can observe that the dominant supermarket was TESCO in the year 2006 followed by ASDA Walmart and Sainsbury. After recession had penetrated into the markets of USA and UK in the year 2008, the company TESCO witnessed a slow growth (English, 2009). Majority of its revenue was coming from the overseas markets and it was facing a stiff competition from the supermarkets of UK like ASDA Walmart, Morrisons and Aldi. Although, TESCO claimed that there was an increase in sales by 11.7 percent in the fourth quarter of the year 2008 (Thompson, 2008) economist believed that TESCO was not able to reach its sales target. To add t o the woes of TESCO, the government had also increased the Value Added Tax (VAT) rate and excise duty (Peston, 2012). The net sales of TESCO was ?51.77 billion in the year 2008 compared to ?59.46 billion in the year 2009 (TESCO Plc, 2013a). TESCO is slowly recovering from the recession and