The Other Side Of The by Dale Phinn Essay Example for Free

The Other Side Of The by Dale Phinn Essay What does the extract The Other Side Of The Dale show about the things the inspector was looking for when visiting a school? An inspector looks at the teachers and the quality of their teaching. In The Other Side Of The Dale Phinn writes the following about one of the teachers mentioned. She smiled weakly and introduced her self as the teacher of the little ones. Her hand trembled These quotes show the teacher was nervous. Later in the piece he comments about her again. Despite her trembling and frequent blinking at the start of the lesson, she proved to be a good teacher. In this account the inspector notes they have two classrooms and uses one for the infants and one for the juniors. This also shows he is inspecting a Primary school. He also notes the size which is long square rooms with high beamed ceilings. The inspector also comments on the classrooms. He says that the classroom was neat and tidy. This shows they work in a tidy environment and it would make the inspector think they are a good school. He comments on the setting which he would look at when inspecting any school. It is on a cold bleak moor which was strange and desolate. Also it had a grey mist which hung low. The setting shows this is based in the North. This is emphasised by the pupils dialect; Miss twatter in then coops froz up last neight. It were as ard as Brimham rocks. Phinn is also told by a child, Joseph Richard Barclay, that the moor was the scene of a famous battle which took place over four hundred years ago, between the round heads and cavaliers. A lot of men perished on that moor. They say the ground was red with blood. This interest in local history is repeated later when another child, Emily, talks about an object her mum found. Its a sort of buckle. Its maybe from a belt or bag. Its all rusted up with a silver rose in the middle. Other old objects were also discovered but the most humorous is that of a dead cat These examples show the pupils enthusiasm for learning and engaging with their teacher. The inspector is impressed by the schools historical research and another example of this is when he is invited to have a look at the school log books which go back over a hundred years. The log book contains information on the past headmasters of the school. He takes particular interest into the recount of a past inspector. The subjects the headmaster used to teach compared. The interest in the past report is it is negative. ill-managed by a committee of languid, inept amateurs. Phinn comments on how harsh inspectors could be. But mainly the inspector would look at the quality of the pupils work. In The Other Side Of The Dale the write notes the work of the pupils which he sums up by saying I spent the remainder of the morning listening to the children read confidently and clearly and examined their written work. The structure of the poem relates to the theme which is about the school inspector. The structure of the piece is one of the inspector inspecting something then commenting on Joseph Barclay.

A Report Of The Nervous System

A Report Of The Nervous System The report are divided into two parts. first we will be talking about the Organization of the Nervous System, that includes the Peripheral Nervous system, and the Central Nervous system, then we will move on to the Brain and Behavior part, where we will start to talk about the brain and listing down the three major regions of the brains, and how each brain has its own functions different than the other regions, even though they are all located in the brain. In this report, you will find information about organs or nervous systems found in the human body, beginning with the definitions, describing its structure and functions in the body, illnesses or disorders that affects that part in the body. Part 1: Organization of Nervous System: Introduction: The Nervous System is a world in itself, weve learned only the little tidbits of its secrets, but there are many of what we still do not know, and in this section of the report, we will try to identify the anatomic configuration of the nervous system, its division and branches, and the function of each part of it, and the problems resulting in every part. The communication in the nervous system is essential to behavior. If youve wondered how you are aware of the elements in the environment surrounding you, you hear with your ears and see with your eyes, and be aware of many things by touching and smelling and tasting, following this awareness a response coming from you, so you move or talk or touch and hold things. You receive the influential in a very short time, and this can be done by the nervous system, moreover, the nervous system controls the other organs that works voluntary such as holding up things or the involuntary such as heartbeat rate. Nervous System chart Nervous system sections: The nervous system are divided into two main divisions: Peripheral Nervous System. Central Nervous System CNS. (the brain and spinal cord) First comes first. We will start with the peripheral nervous system. The peripheral nervous system: is made up of all those nerves that lie outside the brain and spinal cord. Nerves are bundled of neuron fibers (axons) that are routed together in the peripheral nervous system. The peripheral nervous system are made off nerves and neurons that sends and receive information to and from the brain. The peripheral nervous system are subdivided into two parts, the autonomic nervous system and somatic nervous system. Let us have a look at the Autonomic Nervous System. Autonomic Nervous System: The autonomic nervous system (ANS) is made up of nerves that connect to the heart, blood vessels, smooth muscles, and glands. The autonomic nervous system function is to maintain the internal environment of the human body in a stable state, sometimes called homeostasis. Maintaining and balancing the internal environment by controlling visceral organ functions that people dont normally think about. like heart rate, blood pressure, digestion and perspiration. The Autonomic nervous system mobilized bodily resources in times of need. Just as its name, this nervous system works automatically, without the control or conscious of the individuals, these which we do not directly control are like closing your eyes, the increase of heartbeat, sweat or produce saliva by stimulating our salivary glands. For example, right when you first experience fear, the Autonomic nervous system will start and work on to control the involuntary, visceral functions that are difficult to control consciously. How it does it work: when you see something frightening or threatening your life, and happens to throw fear into you, your heartbeat rate will rise, sweating, pupil dilation, goose bumps and increased respiration. Even thought the Autonomic nervous system works unconsciously, we can sometimes be aware that our heartbeat rate has increased. One of the first psychologists to study this reaction is Walter Cannon (1932). He referred it to as the fight-or-light response reaction. Cannon monitored this response from cats after confronting them with dogs. From his observation on the cats response, he concluded that what prepares generally any organisms physiologically for attacking (fight) or fleeing from (flight) the enemy is the response to a threat, or when faced to danger. Illness and diseases affecting the Autonomic Nervous System: There are diseases and illnesses affecting the autonomic nervous system, causing a disorder in the system, which this disorder effects the controlling of the heartbeat rate and blood pressure of the body that can lead into causing serious problems to the patient, some of these disorders can be life-threatening when they affect the breathing or heart function of the patient. Some of these diseases are Diabetes, Alcoholism and Parkinsons disease. Disorders made by the diseases can either affect the whole system, or a part of it. The Sympathetic and Parasympathetic Divisions: The Autonomic Nervous System are subdivided into the Sympathetic division and the Parasympathetic division. The Sympathetic Division: The sympathetic division is the branch of the autonomic nervous system that mobilizes the bodys resources for emergencies. As we stated before, the sympathetic nervous system is a sub part of the Autonomic Nervous System. This system is responsible for controlling functions that mobilize the bodys resources under stress, such as the fight or flight response, and the other energy generation forms as well. Not only the sympathetic nervous system prepares the body when faced with stress or emergencies, but it also serves other vital purposes. Example, if you stand up after being setting down for a long period of time, your blood pressure will raise, else you may fall unconscious. The sympathetic nervous system also works in increasing your heartbeat rate and perspiration during exercises. Diseases affecting the Sympathetic nervous system: A disease affecting the sympathetic nervous system known as reflex sympathetic dystrophy syndrome (RSDS). The signs of this dieses are the heightened sensitivity to heat and cold, excessive sweating, and limbs being warm to the touch. The causes of this dieses are not confirmed, but its seems to be associated with some forms of nerve injury. The Parasympathetic Division: Like the sympathetic, it is a sub part of the Autonomic Nervous System, and most what the parasympathetic division controls are visceral and involuntary organs, such as breathing and blood pressure and heartbeat rate, But it differ from the sympathetic division in its activities. The parasympathetic division are responsible in controlling the body organs when in an relaxed or normal state. Some of its activities when the conditions are met, and those condition can be met when the person are calmed and relaxed, is reducing the heartbeat rate, slow down the respiratory rate, increases perspiration and salivation and smaller eye pupils. The Sympathetic and Parasympathetic divisions activities are the opposite of each other, but they work together to maintain stability in the body when a certain external condition are met and calls for the division that are responsible to act in such situation. Much like an automobile accelerators and brakes. The Central Nervous System: The Central Nervous System are responsible of controlling the whole body, regulating the functions of the body. The Central Nervous System are the control center of the body. The central nervous system (CNS) consists of the brain and the spinal cord. The Central Nervous system lies within the skull and the spinal column, protected by enclosing sheaths known as the meninges, additionally, the central nervous system is covered by the cerebrospinal fluid. The cerebrospinal fluid (CSF) nourishes the brain and provides a protective cushion for it. Ventricles are the hollow cavities in the brain that are filled with CSF. Diseases affecting the central nervous system: diseases and infections of the central nervous system are many, some of these diseases are Alzheimers disease. The Spinal Cord and The Brain: So we know now that the Central Nervous System consists of two things, the brain and the spinal cord. Let us have a look at these two organs: The Spinal Cord: Basically, the spinal cord is an extension of the brain. The spinal cord are located at the back of the body and are enclosed by the backbone Vertebral column, running from the base of the brain to below the waist, and are covered by the meninges. The spinal cord connects the brain to the whole body through the peripheral nervous system, conducting sensory information to the brain from the peripheral nervous system, And from the brain, the spinal cord works on conducting motor information to the glands, skeletal, cardiac, and smooth muscles. The Spinal cord also serves as a minor reflex center. The spinal cord consist of bundles of axons, and these axons carry out the commands from the brain to the peripheral nerves, that relays sensation from the periphery of the body to the brain. Spinal Cord Injury: Injury to the spinal cord can damage it, causing a partial or full paralysis to the body. Injury can be a result from a car accident or from a serious fall, or any other form of injury that damages the spinal cord, like a gunshot. The Brain: The brain is the part that of the central nervous system that fills the upper part of the brain. The brain is enclosed by the skull. The average weighs of the brain are 1.3 kg, three pounds, and contains billions of nerve cells that links and relays information in and outside the body, Such as coordinating the body actions and movements, talking, thinking, remembering, planning, creating and dreaming. The brain are covered by the meninges, moreover, the brain contains bundles of axons, that works on receiving sensory information from its own nerves, as well as from the spinal cord. Brain Injury: Injuries to the brain can be the result of a car accident, or any other form of damage or hit directed to the head. Childrens or infants can possibly get a brain injury if shaken violently. Part 2: The Brain and Behavior Introduction: The Brain, and how it controls our behavior. All of the body movements, thinking, dreaming, talking, remembering, feeling, and any other actions, are controlled by the brain. The Brain is the control room of your body. From the brain, commands are issued and sent to the whole body, and these commands are carried out, in and out by the nerves. In this part of the report, we will shed some light on the brain, and how every region in the brain has functions different than the other regions, even though they are located in the same organ. The Three Regions of the Brain: The brain has three regions, The Hindbrain, the Midbrain and the forebrain. The location of the three regions are the same, but differ in function and size of region. The Forebrain is taking the largest portion of the brain, then comes the Hindbrain, and smallest is the Midbrain. Structure and Areas of the Brain: The Hindbrain: The hindbrain includes the cerebellum and two structures found in the lower part of the brainstem: the medulla and the pons. The controlling of essential body function and process, such as heartbeat rate and respiration, is the Hindbrain responsibility. An important part of the Hindbrain, the brainstem, controls functions such as swallowing and breathing, and any other critical functions that affect the life of the living being. The Medulla are attached to the spinal cord, controls unconscious vital functions, such as blood pressure, heartbeat rate, swallowing, breathing and coughing. The Medulla works without relying on the thoughts of the person, It works by itself. The pons, sometimes called the Bridge, because of its form of structure which looks like a bridge connecting between the medulla and the cerebellum. From its structure form, we can know that it works on sending signals to and from the cerebellum and the cerebrum, a part located in the forebrain. The Pons contains clusters of cell bodies that helps in controlling movements and sleep. The Cerebellum, which means Little brain in Latin, Is a large and a folded structure located rear lower portion of the brain. The role of the cerebellum is providing feedback and fine-tuning for motor output. The cerebellum controls movements and smoothing them up, such as when you bring up your hand and smoothly bring your finger to a stop on your nose, and how you walk, and every action or movement that people make without any thinking about them or concentration, are coordinated by the cerebellum. The Midbrain: The midbrain is the segment of the brainstem that lies between the hindbrain and the forebrain. The Midbrain, The smallest region of the brain regions, are responsible for visual and auditory and motor system information station. motor and sensory functions are directly controlled by the midbrain. An Important system of dopamine- releasing neurons, which originates in the midbrain, projects into various high centers of the brain. Conscious, voluntary movements has dopamine system are involved in their performance. Degeneration or decline in dopamine synthesis is associated with Parkinsons disease. The reticular formation, which are located at the central core of the brainstem, is the structure that runs through the hindbrain and the midbrain. The reticular formation contribute in the modulate of breathing, reflexes and pain perception. The Forebrain: The forebrain is the largest and most complex region of the brain, encompassing a verity of structures, including the thalamus, hypothalamus, limbic system, and cerebrum. The three structures, the Thalamus, hypothalamus and the limbic system, form the core of the forebrain. The location of the three structures are near the top of the brainstem. The cerebrum sits above the three structures. The cerebral cortex, the outer layer of the brain, is the wrinkled surface of the cerebrum. So now we know that the Forebrain, which takes the biggest portion of the brain, and the biggest of the three regions, consists of four structures, the Thalamus, Hypothalamus, Limbic system and cerebrum. Let us have a quick look on each structure and its activities and functions. The Thalamus: The thalamus is a structure in the forebrain through which all sensory information (except smell) must pass to get to the cerebral cortex. The Thalamus which is located at the top of the brainstem, is responsible for relaying sensory information to a particular part of the cortex, and regulating motor control. It also works on receiving information and signals from various brain areas, such as auditory, visual sensory, and samotosensory signals. The Hypothalamus: The hypothalamus is a structure found near the base of the forebrain that is involved in the regulation of basic biological needs.

The relationship between leadership and followership

The relationship between leadership and followership Leadership is a person or group of people who have taken on the position of assisting others through motivation, good decision making, and a strong commitment to promoting change. Leaders are considered as one of the key success of management of organizations and companies. While establishing goals, an effective leader addresses clear direction, delegates their team against achievement, and leads by exemplar. Leadership and motivation styles vary from individual to individual, it is essential for managers to know and understand leadership, and particular how leadership affects countries and the workplace. However, followers are just as important, without followers there would be no leaders. Leadership has changed a great deal over time. The historical views of leadership differ dramatically from the views of modern times. In the past, leaders were seen as powerful and authoritative. Historical leaders were usually dictators, kings, prophets, or priests. They were not any average person and no one could learn to be a leader, it was an innate characteristic. Almost all historical leaders were male as well. They were rulers and used force and manipulation to get their point across and to get individuals to follow them. Historically leadership began with the trait approach. This approach is what brought about the theory that leaders were born and never made. Another name for this approach is the great man theory. Much of the research about the trait approach was conducted in the 1930s, 40s, and 50s. This theory did not look at the impact that situations may have on leadership, only traits. There were no empirical findings from the trait approach so the research ultimately ended in the 1950s (Barnett, 2003).   Ã‚  Ã‚   Modern leaders are very different from historical leaders. Over the years, a great deal of research and scientific studies were conducted. Through that research, individuals views of leadership have changed and evolved. While there is still debate, the universal view is not that leadership is inherited. People have come to think that leadership is taught and some people even believe that all individuals possess the potential to be a leader.   Ã‚  Ã‚   After the trait, theory proved an ineffective way to determine who would be an effective leader researchers began to look at the behaviors of a leader rather than the traits. Most of that research was done in the 1940s and 50s. The behavioral theory began to look at what leaders actually do instead of just looking at their inborn traits and characteristics. The behaviors of effective leaders are different from the behaviors of ineffective leaders. Two major classes of leadership behavior are relationship-oriented behavior and task-oriented behavior. This theory put into motion the thought that leaders are created and a person can learn to be a leader. This theory also put leadership development into action.     Ã‚  Ã‚   In the 1960s and 70s another leadership theory was introduced, the contingency theory. This theory put forth the idea that factors unique to each situation determine whether specific leader characteristics and behaviors will be effective. In essence, this theory states that a leadership style that works well in one place may not be effective in another. How a leader performs is contingent on their situation and placement rather than just their style.   Ã‚  Ã‚   In the 1970s and 80s even more research was being conducted and through that emerged both the theories of leader-member exchange and charismatic leadership. The leader-member exchange theory states that leaders form high-quality relationships with some of their employees but not others. The quality of those relationships can lead to many different outcomes in the workplace because people are being treated differently. Charismatic leadership theory proposes that effective leaders inspire their employees to commit themselves to goals by communicating a vision, displaying charismatic behavior, and setting a powerful personal example.   Ã‚  Ã‚   In light of the research that formed the modern views of leadership, followership came into the forefront. My first thought when I think of being a follower is negative. I think that most people automatically think negative when they hear of the word follower. In the beginning, I pictured an individual who had no sense of self-worth who goes along with what anyone says; however, is not the case. There is a clear relationship, which takes place between leaders and followers, and the dynamic, which forms the relationship, is essential to the function of both parties. Without followers, leaders would not exist. Leaders need their followers and they need the respect of their followers as well. A leader could have many followers or subordinates in the workplace but if the leader is not respected or accepted that means nothing. According to Gardner (1987) a leader can be given subordinates, but they cannot be given a following. A following must be earned. Leaders and followers must be able to collaborate and work together. It is important for leaders to assist their followers in independent thinking and judgments so that they are able to contribute to the workplace effectively. A leader sees possibilities in individuals and figures out what it takes to motivate them. Aside from the relationship that is essential between leaders and followers there are also people who are considered good followers. According to Kelley (1988), many roles are attributed to an effective follower. Followers are able to think critically and think both inside and outside the box. They are able to manage themselves when they are called upon to do so and they show incredible commitment to the job. Many organizations are cultivating effective followers by instituting training programs and leaderless environments. Overall, a follower is not just a mindless drone who does whatever they are told to do. Effective followers are not only necessary, but also essential, to the functioning of any organization. There is a clear relationship between leadership and followership and the differences between the two are relatively clear. The differences between leaders and managers are not quite as clear. Ideally, a manager can also be a leader as well. Managers are thought to be authoritative and transactional while leaders are charismatic and transformational. Some qualities that are attributed to managers that they are reactive, use routine, are tactical, and are controlling. Qualities that are attributed to leaders are that they use strategy, have a vision, are passionate, and are proactive. Managers seek stability while leaders seek change. While some attributes between the two are interchangeable, the main differences are the ways in which they handle situations. According to Pascale (1990), Managers do things right, while leaders do the right thing. As mentioned, managers are thought to be transactional. Transactional and transformational leadership are two more types of leadership styles. Transactional leaders use a system of reward and punishment. The chain of command is clear and employees are expected to do what they are told. There is also a clear structure in place as well as a system for disciplinary action. Transactional leadership is based on contingency where rewards or punishments are contingent on the performance of the employee or subordinate. Subordinates are usually responsible for their own work and they are held personally responsible for anything that may go wrong even if they did not have the proper resources to carry out the task. Transformational leadership is almost the opposite of transactional. A transformational leader creates trust within their organization and with their employees. They give a sense of energy and enthusiasm to the workplace. This type of leader is caring and not only cares about the bottom line but also about the individual and their success. They have a vision and take the time for others to see that vision as well. While maintaining focus on their primary objectives, leaders must be agreeing enough to listen to other peoples opinions, and ideas. The debate over whether leadership is inherited or learned has been going on for a long time; many people have taken a stand on this topic, and are firm in their beliefs. One view is that we are born with the characteristics to be a leader. People are not made into leaders or taught to be leaders, they just are leaders. They were born with the skills and abilities to lead. The other view is that leadership can be learned. This view believes th at with the proper tools, education, and discipline anyone can learn to be a leader. According to Resnick (2003), leaders must be able to create a vision, build alignment, and effect deployment. He claims that not all individuals are able to achieve all of those things and become leaders. He further states that there are two main reasons why an individual may not possess the qualities of a leader. The first reason comes from our DNA. We are all born with capabilities and inherent characteristics and at some point in our life; some of our skills may develop to the limit of our potential. Some people may be more intuitive then others or some individuals may be extreme extroverts. Those characteristics influence a person to become what type of leader they will be. The second reason is seen as embedded into our character. Our sense of right and wrong, of fairness and justice, and of honesty and integrity is deeply rooted and unlikely to change. Those elements are likely to come from our families, culture, religion, and schooling. There is a chance that an extreme experie nce in life could affect those elements, but overall they usually stay the same. Some individuals, however, believe that anyone can be molded into a leader. Mohr (2000) believes that some of the greatest leaders were created and molded into leaders that they eventually became. Effective and strong leaders consist of government, military, and corporate CEOs, which must be strong enough to get the job complete. Some of those leaders were Abraham Lincoln, Winston Churchill, Martin Luther King, Ronald Reagan, and Sam Walton of Wal-Mart. They are considered educated leaders and became great leaders through hard work, vision, and a laid out plan to succeed. With the proper training, anyone in the business world can become a great leader. Leadership balances strong, forcefulness with accommodation to achieve successful outcomes.   Ã‚  Ã‚   There are many issues surrounding leadership, especially in recent times. I believe that America has become bitter about leadership. Much like the dictators and authoritarians of the past, we have come to fear and not trust our leaders. Many people feel let down by our recent leaders. While we hold on to the hope that things will soon get better, the fact that we are in a very bad situation due to poor leadership is very apparent and still in the forefront.   Ã‚  Ã‚   I believe that the crisis in leadership stems from many areas. The most apparent is the businesspersons who build peoples trust in them only to rob them blind. One of the most recent cases of that is the 50 billion dollar fraud case of Bernard Madoff. Many people, mostly wealthy, put their trust in him and he ripped them off. Another case of that was the entire Enron scandal where so many people lost everything. Those individuals were viewed as powerhouse leaders. People wanted to trust them since they were at the top and promised great things. So many people were let down. The individuals did not have to be personally affected by those incidences, the fact that they happened and are still happening makes people wary of trusting anyone in an authority position, especially in business.  Ã‚  Ã‚     Ã‚  Ã‚  America is in a crisis due to poor leadership. People are losing their homes, retirement accounts are dwindling, the unemployment rate keeps getting higher, and people are living paycheck to paycheck. Those are just a few of examples of the extreme crisis we are in. Our leaders have taken a part in creating that crisis and have done nothing to remedy it. We talk about a crisis in leadership however; I see it as a crisis in lacking an effective leadership. It may sound the same but I think the two are different. Ineffective leaders did not create the entire crisis in America but they have done little to help it either. I think there is a crisis in leadership but I think our leaders are in crisis as well.   Ã‚  Ã‚  I believe there will always be a crisis in leadership, even if the government was liked and the economy was not in a recession, I think the answer would still be yes. We live in an imperfect world and there are no perfect people. There will always be someone, somewhere who has been let down by a leader, whether it be a global leader or their own leader at their place of employment. Leadership will never be perfect because we, as human beings, will never be perfect. For that reason, alone I believe there will always be some sort of crisis in leadership. I believe that leadership can be both inherited and learned. I think that many people are born to be leaders. Their personalities are mapped out in a way that they just happen to possess all of the qualities of a great leader. I do not believe, however, that all people who are born to be leaders actually realize that potential. Their environment or upbringing, just to name a few, could stifle that potential and they may become followers after all. On the other hand, I think that people can learn to be leaders, but I do not think this applies to everyone. It is not universal. I do not agree with the notion that every person can be taught to be a leader. I feel as though some people just do not fit into the leadership personality type or they are so comfortable not taking the role of leader that they cannot learn any other way.

The Beast Fable and Romance in the Nuns Priests Tale Essay -- Nuns Pri

The Beast Fable and Romance in the Nun's Priest Tale Chaucer utilized many literary forms when composing his Canterbury Tales. Among these forms he utilized were the beast fable and romance. We find elements of both of these forms in the Nun's Priest's Tale. Yet Chaucer was a decidingly original poet. When he took these forms he made them his. He often diverged from the accepted norms to come up with stories that were familiar to the fourteenth century reader yet also original. First let us look at the use of beast fable and how Chaucer diverged from tradition. One significant difference is that there is almost no human interaction with the animals. We have a brief description of the human inhabitants of the farm and then they disappear until the end. The true "humans" are the animals themselves as they possess almost total human qualities. For example, Chauntecleer and Pertelote are a "married" couple and bicker as humans. They also "love" each other. "He loved hir so that wel was him terwith" (VII. 2876). Most striking is the logical analysis both chickens are capable...

An Examination of Deontology and Utilitarianism in Deeply Moral Situati

An Examination of Deontology and Utilitarianism in Deeply Moral Situations Samuel Adams (1722 - 1803), an American patriot and politician, once stated, "Mankind are governed more by their feelings than by reason"[1]. This statement is significant, as it undermines two of the primary ethical doctrines in philosophy - the deontological perspective defended by Immanuel Kant (1724 - 1804) in Foundations of the Metaphysics of Morals (634), and utilitarianism, supported by John Stuart Mill (1806 - 1873) in his essay, Utilitarianism (667). Deontology and utilitarianism are contrasting theories. The former focuses on the intrinsic moral worth of our actions, whereas the latter argues that the consequences of our actions determine their moral value. Nevertheless, both perspectives substantiate Mill's claim that "our moral faculty.is a branch of our reason, not of our sensitive faculty" (678). Reason is an indispensable aspect of Kant's deontological view, as he believes the will is a capacity unique to rational beings. In Kant's opinion, the will is ess ential, as it facilitates our ability to act according to the universalizable maxims we establish for ourselves (653). Reason is also a crucial element of utilitarianism, as it is the intellectual faculty that enables us to distinguish the course of action with the best possible outcome (i.e., the choice that will ensure the greatest happiness or least amount of pain for as many people as possible) (688). However, since both deontology and utilitarianism are governed by the notion that moral judgements are established through reason, can either theory apply in circumstances in which rational thought is not feasible? For example, during World War II, a Nazi soldier offers a ... ...the least possible amount of pain). As a result, the subjective emotional component that invariably arises in situations of moral import reinforces the difficulty in ascribing concrete rules and principles to circumstances that involve moral deliberation. All that can be shown is that the woman's final decision may seemingly correspond to either deontology or utilitarianism in hindsight; however, her unavoidable emotional anguish hinders her ability to think rationally in terms of either perspective at the time in which she is forced to make her decision. Work Cited Bailey, Andrew, ed. First Philosophy: Fundamental Problems and Readings in Philosophy. 1st ed. Toronto: Broadview Press, 2002. Notes: [1] Steven J. Hayes. Quotes by Adams, Samuel from Basic Quotations. 16 Dec. 2002. Online. 15 Feb. 2004 .

Labelling Theory

Labeling theory had its origins in Suicide, a book by French sociologist Emile Durkheim. He found that crime is not so much a violation of a penal code as it is an act that outrages society. He was the first to suggest that deviant labeling satisfies that function and satisfies society's need to control the behavior. As a contributor to American Pragmatism and later a member of the Chicago School, George Herbert Mead posited that the self is socially constructed and reconstructed through the interactions which each person has with the community. The labeling theory suggests that people obtain labels from how others view their tendencies or behaviors. Each individual is aware of how they are judged by others because he or she has attempted many different roles and functions in social interactions and has been able to gauge the reactions of those present. This theoretically builds a subjective conception of the self, but as others intrude into the reality of that individual's life, this represents objective data which may require a re-evaluation of that conception depending on the authoritativeness of the others' judgment. Family and friends may judge differently from random strangers. More socially representative individuals such as police officers or judges may be able to make more globally respected judgments. If deviance is a failure to conform to the rules observed by most of the group, the reaction of the group is to label the person as having offended against their social or moral norms of behavior. This is the power of the group: to designate breaches of their rules as deviant and to treat the person differently depending on the seriousness of the breach. The more differential the treatment, the more the individual's self-image is affected. Labeling theory concerns itself mostly not with the normal roles that define our lives, but with those very special roles that society provides for deviant behavior, called deviant roles, stigmatic roles, or social stigma. A social role is a set of expectations we have about a behavior. Social roles are necessary for the organization and functioning of any society or group. We expect the postman, for example, to adhere to certain fixed rules about how he does his job. Deviance† for a sociologist does not mean morally wrong, but rather behavior that is condemned by society. Deviant behavior can include both criminal and non-criminal activities. Investigators found that deviant roles powerfully affect how we perceive those who are assigned those roles. They also affect how the deviant actor perceives himself and his relationship to society. The deviant roles and the labels attached to them func tion as a form of social stigma. Always inherent in the deviant role is the attribution of some form of â€Å"pollution† or difference that marks the labeled person as different from others. Society uses these stigmatic roles to them to control and limit deviant behavior: â€Å"If you proceed in this behavior, you will become a member of that group of people. † Whether a breach of a given rule will be stigmatized will depend on the significance of the moral or other tenet it represents. For example, adultery may be considered a breach of an informal rule or it may be criminalized depending on the status of marriage, morality, and religion within the community. In most Western countries, adultery is not a crime. Attaching the label â€Å"adulterer† may have some unfortunate consequences but they are not generally severe. But in some Islamic countries, zina is a crime and proof of extramarital activity may lead to severe consequences for all concerned. Stigma is usually the result of laws enacted against the behavior. Laws protecting slavery or outlawing homosexuality, for instance, will over time form deviant roles connected with those behaviors. Those who are assigned those roles will be seen as less human and reliable. Deviant roles are the sources of negative stereotypes, which tend to support society's disapproval of the behavior. [edit]George Herbert Mead One of the founders of social interactionism, George Herbert Mead focused on the internal processes of how the mind constructs one's self-image. In Mind, Self, and Society (1934),[1] he showed how infants come to know persons first and only later come to know things. According to Mead, thought is both a social and pragmatic process, based on the model of two persons discussing how to solve a problem. Our self-image is, in fact, constructed of ideas about what we think others are thinking about us. While we make fun of those who visibly talk to themselves, they have only failed to do what the rest of us do in keeping the internal conversation to ourselves. Human behavior, Mead stated, is the result of meanings created by the social interaction of conversation, both real and imaginary. [edit]Frank Tannenbaum Frank Tannenbaum is considered the grandfather of labeling theory. His Crime and Community (1938),[2] describing the social interaction involved in crime, is considered a pivotal foundation of modern criminology. While the criminal differs little or not at all from others in the original impulse to first commit a crime, social interaction accounts for continued acts that develop a pattern of interest to sociologists. Tannenbaum first introduced the idea of ‘tagging'. [3] While conducting his studies with delinquent youth, he found that a negative tag or label often contributed to further involvement in delinquent activities. This initial tagging may cause the individual to adopt it as part of their identity. The crux of Tannenbaum's argument is that the greater the attention placed on this label, the more likely the person is to identify themselves as the label. Kerry Townsend writes about the revolution in criminology caused by Tannenbaum's work: â€Å"The roots of Frank Tannenbaum’s theoretical model, known as the â€Å"dramatization of evil† or labeling theory, surfaces in the mid- to late-thirties. At this time, the ‘New Deal' legislation had not defeated the woes of the Great Depression, and, although dwindling, immigration into the United States continued (Sumner, 1994). 4] The social climate was one of disillusionment with the government. The class structure was one of cultural isolationism; cultural relativity had not yet taken hold. ‘The persistence of the class structure, despite the welfare reforms and controls over big business, was unmistakable. ‘[5] The Positivist School of Criminological thought was still dominant, and in many states, the s terilization movement was underway. The emphasis on biological determinism and internal explanations of crime were the preeminent force in the theories of the early thirties. This dominance by the Positivist School changed in the late thirties with the introduction of conflict and social explanations of crime and criminality†¦ â€Å"One of the central tenets of the theory is to encourage the end of labeling process. In the words of Frank Tannenbaum, â€Å"the way out is through a refusal to dramatize the evil†, the justice system attempts to do this through diversion programs. The growth of the theory and its current application, both practical and theoretical, provide a solid foundation for continued popularity. [6]: [edit]Edwin Lemert It was sociologist Edwin Lemert (1951) who introduced the concept of â€Å"secondary deviance. † The primary deviance is the experience connected to the overt behavior, say drug addiction and its practical demands and consequences. Secondary deviation is the role created to deal with society's condemnation of the behavior. With other sociologists of his time, he saw how all deviant acts are social acts, a result of the cooperation of society. In studying drug addiction, Lemert observed a very powerful and subtle force at work. Besides the physical addiction to the drug and all the economic and social disruptions it caused, there was an intensely intellectual process at work concerning one's own identity and the justification for the behavior: â€Å"I do these things because I am this way. † There might be certain subjective and personal motives that might first lead a person to drink or shoplift. But the activity itself tells us little about the person's self-image or its relationship to the activity. Lemert writes: â€Å"His acts are repeated and organized subjectively and transformed into active roles and become the social criteria for assigning status†¦.. When a person begins to employ his deviant behavior or a role based on it as a means of defense, attack, or adjustment to the overt and covert problems created by the consequent societal reaction to him, his deviation is secondary† [7] [edit]Howard Becker While it was Lemert who introduced the key concepts of labeling theory, it was Howard Becker who became their champion. He first began describing the process of how a person adopts a deviant role in a study of dance musicians, with whom he once worked. He later studied the identity formation of marijuana smokers. This study was the basis of his Outsiders published in 1963. This work became the manifesto of the labeling theory movement among sociologists. In his opening, Becker writes: â€Å"†¦ social groups create deviance by making rules whose infraction creates deviance, and by applying those roles to particular people and labeling them as outsiders. From this point of view, deviance is not a quality of the act the person commits, but rather a consequence of the application by other of rules and sanctions to an ‘offender. ‘ The deviant is one to whom that label has been successfully applied; deviant behavior is behavior that people so label. [8] While society uses the stigmatic label to justify its condemnation, the deviant actor uses it to justify his actions. He wrote: â€Å"To put a complex argument in a few words: instead of the deviant motives leading to the deviant behavior, it is the other way around, the deviant behavior in time produces the deviant motivation. â€Å"[9] Becker's immensely popular views were also subjected to a barrage of criticism, most of it blaming him for neglecting the influence of other biological, genetic effects and personal responsibility. In a later 1973 edition of his work, he answered his critics. He wrote that while sociologists, while dedicated to studying society, are often careful not to look too closely. Instead, he wrote: â€Å"I prefer to think of what we study as collective action. People act, as Mead and Blumer have made clearest, together. They do what they do with an eye on what others have done, are doing now, and may do in the future. One tries to fit his own line of action into the actions of others, just as each of them likewise adjusts his own developing actions to what he sees and expects others to do. [10] Francis Cullen reported in 1984 that Becker was probably too generous with his critics. After 20 years, his views, far from being supplanted, have been corrected and absorbed into an expanded â€Å"structuring perspective. â€Å"[11] [edit]Albert Memmi In The Colonizer and the Colonized (1965) Albert Memmi described the deep psychological effects of the social stigma created by the domination of one group by another. He wrote: â€Å"The longer the oppression lasts, the more profoundly it affects him (the oppressed). It ends by becoming so familiar to him that he believes it is part of his own constitution, that he accepts it and could not imagine his recovery from it. This acceptance is the crowning point of oppression. â€Å"[12] In Dominated Man (1968), Memmi turned his attention to the motivation of stigmatic labeling: it justifies the exploitation or criminalization of the victim. He wrote: â€Å"Why does the accuser feel obliged to accuse in order to justify himself? Because he feels guilty toward his victim. Because he feels that his attitude and his behavior are essentially unjust and fraudulent†¦. Proof? In almost every case, the punishment has already been inflicted. The victim of racism is already living under the weight of disgrace and oppression†¦. In order to justify such punishment and misfortune, a process of rationlization is set in motion, by which to explain the ghetto and colonial exploitation. â€Å"[13] Central to stigmatic labeling is the attribution of an inherent fault: It is as if one says, â€Å"There must be something wrong with these people. Otherwise, why would we treat them so badly? † [edit]Erving Goffman Perhaps the most important contributor to labeling theory was Erving Goffman, President of the American Sociological Association, and one of America's most cited sociologists. His most popular books include The Presentation of Self in Everyday Life,[14] Interaction Ritual, [15] and Frame Analysis. [16] His most important contribution to labeling theory, however, was Stigma: Notes on the Management of Spoiled Identity published in 1963. [17] Unlike other authors who examined the process of adopting a deviant identity, Goffman explored the ways people managed that identity and controlled information about it.

Communication channels Essay

1. Introduction Report subject is Formal and informal channels of communication in organizations. Communication is an important part of management in any organization. An organization is created by people working together. Communication becomes a necessary condition to ensure specific individual coordinated action. â€Å"It follows that all organizations must have effective formal methods, mechanisms and processes of communication, and suitable and effective means of making sure that what they wish to say is transmitted effectively† (R.Pettinger, 2006). The aim of this report is to compare and explain significance of formal and informal channels of communication in organizations. The methods used are analysis, diagrams that describe forms and types of communication and reflection. 2. Essentials of communication Communication is an exchange of information between two or more people, providing mutual understanding. Management specialist J.P.Louis believes that the person who speaks is responsible for successful communication. Communication happens when an idea that has arisen in human mind reaches another person’s consciousness in a way that ensures the understanding and use of it. Communication occurs when feedback is formed. If a person has not reached an understanding with a person whom he seeks to contact or pass on the information, it can be assumed that communication has not happened. 3. Forms of communication 3.1. Verbal communication Verbal or oral communication is a way of communication, which provides exchange of verbal communication expressions (face to face conversations, telephone conversations, group discussions). Research and experience shows that, despite the technological progress, people in organizations widely use direct verbal communication. It provides immediate feedback between sender and receiver; it is very simple and requires no previous long-term preparation. Disadvantage of this communication is that it requires immediate perception. Verbal communication can be used, if the sent information: is addressed to several people; is short in volume; is relatively simple in its content. Information receiver hears only one part of the conversation, translates it, then adds own assessment and avoids what the person does not want to hear. It may be something that does not fit in the system of knowledge, or something that is too disturbing to accommodate. Somehow the message gets affected and the information recipient replies and comments. 3.2. Non-verbal communication Written communication is a form of communication, which provides exchange of information in written expression. For example, orders, notices, articles and letters. The benefits as checking particulate details before sending the information are considered and are very important for major decisions. Written information is often a rule (annual reports, conclusion on the financial situation) which can not be provided by verbal communication. Written communication is recommended in cases where the sent information is: intensive in amount; relatively complex in its content. Written communication is a way of communication, which provides exchange of fixed information in a written form. This information’s medium is documents. Comparative table of the communication types is shown in Appendix 1: 4. Communication types 4.1. Formal communication Communication in the organization can be formal (official) and informal (unofficial). Formal communications are mostly written, although they may now also include formal presentations, newsletters, legal advisories, invitations, awards. Non-written formal communication devices are in-person communications in the forms of departmental meetings, telephone calls, conferences and special interviews. Formal communication depends on the organizational structure, thus it may be vertical and horizontal. The purposes of formal communication are to command, to instruct, and to finalize matters through the application of regulations. Essential for managers is to think about the communication function in two directions. At first, it increases respect for a manager. Secondly, with a two way communication the manager is able to check staff understanding and also motivation and concerns. If it does not happen, then manager has to stay in uncertainty of what co-workers think and feel. After that it is difficult to direct and influence the results. Vertical communication means channelling the flow of information up and down (between the different levels of managers and subordinates) in accordance with the established organizational structure. There is a vertical communication, which is moving down, and one that is moving up. See Appendix 2. Downward communication directs information from a manager to subordinates. Analyzed communication can be divided into five categories: †¢ Instructions and guidance. They are required to initiate action, to inform employees about their tasks and to determine the execution time; †¢ The information is intended to increase individually or in departments to understand other organizational tasks; †¢ Information about the organization’s strategy, action and practice events. It is important to form other ideas and activities and get some coherence of organizational practices; †¢ Information about the execution, which is used to inform subordinates on how well they are operating; †¢ Information about the organization’s objectives to increase the understanding of the subordinate organization’s purpose and character. Upward communication provides feedback channelling through which the sender returns to certain information. Such upward information can be divided into three categories: †¢ Information about employees, their activities and problems; †¢ Information about other group members, their activities and problems; †¢ Information on what needs to be done and how to do it. Upward flow of information is understood as information for the highest levels to ensure control. The second formal (official) way of communication is horizontal communication. Its mission is to increase the coordination of the activities. Horizontal communication is the advancement of information flow aside, allowing the individual units to collaborate without the need to follow up and down the existing communications. Horizontal communication is possible between middle-level managers, as well as – between lower-level managers and staff. Therefore the individual units would be able to work together. In contrast, vertical communication exists between the different levels of managers and their subordinates according to established organizational structure. Horizontal communication has the meaning of information flow guiding one level within the structure. 4.2. Informal communication Informal communication in the organization satisfies a variety of social and emotional needs and is not based on the positions within the organization. The purposes of informal communication are to educate through information sharing, to motivate through personal contacts, and to resolve conflicts through participation and friendship. It seeks to involve workers in organizational matters as a means of maintaining their enthusiasm, loyalty, and commitment. As a result, the communication is not managed or planned in any organized fashion. It is more relaxed and casual. Informal communication is seen on a person-to-person basis, in a face-to-face manner. Other ways to communicate in an informal manner may include texting, post-it notes, an informal visit to another person, or a quick and spontaneous meeting. One of the informal communication channel type is called â€Å"grapevine†. The use of the organizational grapevine as an informal communication channel often results when employees feel threatened, vulnerable, or when the organization is experiencing change and when communication from management is restricted and not forthcoming. Informal communication also may take a non-verbal form as facial expressions, sign language, and manner of dress. When used with thought and planning, however, there are several advantages of grapevine communication. It can: spread information quickly throughout an organization serve a social purpose reduce stress and anxiety can be used to identify problems or lack of satisfaction in the organization Informal communication is used to help people feel more relaxed. This can be seen in an interview situation where an interviewer makes a little small talk to help get clients to relax, feel welcome and open up verbally. The use of informal language is far more prevalent in society than the use of formal language. Advantages and disadvantages of formal/informal communication are displayed in Appendix 3. 5. Examples of effective formal communication channels Formal presentations – this could be an update of the organization’s performance in the previous period of time. An evidence for this is an annual staff meeting in hotel â€Å"Cumberland†. On a set day all the staff were gathered in a meeting room with everyone present from all levels, both managers and workers. In the meeting high level managers from departments were effectively presenting materials about last the organization’s last year’s performance, achieved goals, needs for improvement and future plans using graphs, diagrams and presentation software. Newsletters – these are newspapers, magazines, online resources which provide the information about the organization’s current standings, performance and products being developed. This can be seen in many electronic manufacturing companies, for example, â€Å"Apple†, â€Å"Sony†, â€Å"LG†, and â€Å"Samsung†. â€Å"Sony† has designed a newsletter for staff that keeps information up to date and involves staff in company’s function. Awards – wealthy organizations award best workers in  each department every year, some of them organize banquets for award events in luxury banqueting halls. Recently the organization – â€Å"FIFA† organized notable banqueting event in Grosvenor square â€Å"Marriott† banqueting hall. Awards are meant to motivate workers to work harder and increase their performance. 6. Examples of effective informal communication channels Texting is very common and quick method of informal communication between staff and management. It is quick and easy way to assign the next order of work or any changes and updates. Evidence for this is â€Å"All purpose cleaning† organization’s manager who communicates with co-workers in friendly and relaxed manner sending messages about work projects or even feedback from customers. Quick and spontaneous meetings are frequent in public sector where good customer service is essential. The company â€Å"Sainsbury’s† regularly gather staff to discuss important daily matters to increase productivity and improve customer satisfaction. After work activities are very necessary to get to know each other better, share experience, thoughts and new ideas in personal and work relevant matter. Example for this is â€Å"St. Pancras Renaissance Hotel† where everyone after work joined an all staff barbecue in their casual look in a free and unrestricted environment which was fun and memorable experience. 7. Conclusion Management functions can not be realized without communication. Correct choice of communication approach is an important condition for the organization’s productivity. Access to human resource communication is the most effective approach to the organization to enhance productivity. Employee concerns are not only heard but also are used to improve the organization’s activities. The main point for effective communication creation is a two-way communication and the development of various communication channels. It is recommended to use both formal and informal communication styles. People who have learned and know how to use their knowledge in the art of communication achieve better results. In other words, those are people who can communicate with anyone in a way to attract attention to their personality and ideas. An effective organization consists of employees who are able to interact and follow a talented leader, so they need to communicate with each other to succeed in their performance. 8. Recommendations Effective communication is essential throughout the economy, government and military organizations, business, customer service or family, wherever people come into mutual contact. Communication between people form opinions of each another. Over time, the gained and practiced types and quality of communication determine productivity of communication and the basis for successful cooperation. â€Å"Communication is at its most effective when it is delivered face to face, allowing for discussions and questions† (R.Pettinger, 2006). There are several options for improving the efficiency of communication which are divided into: †¢ the improvement of information transmission and reception period; †¢ provision of repeating information and returning it to the sender; †¢ improving the organizational structure. One of the ways to improve the transmission and reception is to avoid extensive, imaginative descriptions. It is important to formulate information laconically and specifically, so that words do not loose their importance. It should be noted that the repetition and returning information to the sender is an effective way of improving communication. Information returning to the sender improves both the sender and the recipient’s communication skills. One of the key ways to improve communication is related to the organizational structure. It is important to ensure a clear flow of information, as well as the correct allocation of duties and responsibilities. It is stated that it is desirable to have minimal communication channel length to minimize the probability of distortion. References 1. Pettinger, R. (2006). Introduction to Management 4th edition. Basingstoke: MacMillan. 2. Buchanan, D & Huczynski, A. (2007). Organisational Behaviour. An Introductory text. 6th edition. Harlow: Pearson. 3. Boddy, D. (2008). Management an Introduction. 4th edition. Harlow: Prentice Hall. 4. Forauds  I. VadÄ «tÄ js un vadÄ «Ã… ¡ana. (2002). – R: Kamene. 5. PavloviÄ a A., Praude V.(2003). MenedÃ… ¾ments. R: Latvijas UzņēmÄ“jdarbÄ «bas un menedÃ… ¾menta akadÄ“mija: RÄ «gas Komercskolas TÄ lmÄ cÄ «bas nodaÄ ¼a. 6. Ruskule S., Ivans U. (2004 ).VadÄ «Ã… ¡ana. Jelgava: LLU EF. Appendix 1 Communication between people Communication forms Advantages Disadvantages Verbal Promotes exchange of information Is not always precise and carefully thought out. Simple in use. It is not possible to use regular entries. Non-verbal Tends to be more precise and carefully thought out. Does not contribute to the exchange of information. Is used in regular records of performance. Difficult and sometimes time-consuming. Appendix 2 Communication types in organizations Appendix 3