The Family as a Social Group Essay Example

The Family as a Social Group Essay The â€Å"social fabric† of modern societies is composed of millions of groups of many types and sizes.   Some are as intimate as a pair of lovers.   Others, like the modern corporation or university, are extremely large and are composed of many interrelated subgroups.  Ã‚   Virtually everyone moves through life with a sense of belonging; that is each person belongs to a social group.   Among the different social groups, the family is considered the most significant group around the world. Hence it is my chosen social group as I belong to a family and so does everyone else. Indeed, family experience is a daily part of our lives and is a main concern of everyone.The family is not just the most significant but also the most popular social group all throughout man’s history.   A social group is defined as â€Å"two or more people who identify and interact with one another.   Each member of a family is enmeshed daily in a network of family interaction.The famil y is defined as   â€Å"a social group characterized by common residence, economic cooperation and reproduction; it includes adults of both sexes, at least two of whom maintain a socially approved sexual relationship, and one or more children, owned or adopted, of the sexually cohabiting adults.†As classified by sociologists, a family is a primary group.   According to Charles Horton Cooley (1864-1929), a primary group is a small social group in which relationships are both personal and enduring.   Bound together by strong and lasting loyalties that Cooley termed primary relationships, the members of a primary group spend a great deal of time together, share many activities, and feel that they know one another well.   As a result, they typically display sincere concern for each other’s welfare.     Ã‚  Ã‚  Moreover, Cooley called personal and tightly integrated groups primary because they are among the first groups we experience in life.   In addition, th e family and early play groups also hold primary importance in the socialization process, shaping personal attitudes and behavior.   We look to members of primary groups in forming our social identity as well, evident in the fact that members of primary groups almost always think of themselves as â€Å"we.†The strength of primary relationships gives many individuals considerable comfort and security in the familiar social circles of family or friends, people feel they can â€Å"be themselves† without constantly worrying about the impressions they are making.Members of primary groups display a personal orientation that is; members generally provide one another with personal, financial, and emotional support.   Even so, people generally think of a primary group as an end in itself rather than as a means to other ends.   For example, we readily call on family members or close friends to help us move into a new apartment, without expecting to pay for their services.à ‚   And we would do the same for them.As a social group, family members also recognize leaders – are the people charged with responsibility for directing the group’s activities.   Within families, parents have leadership roles, although husband and wife may disagree about who is really in charge.   Nowadays, the family generally benefit from two kinds of leadership.   That is, both father and mother are both assuming leadership roles.One is the instrumental leadership which refers to group leadership that emphasizes the completion of tasks.   In a family this kind of leadership is bestowed on men.   As fathers and husbands, men assume primary responsibility for providing family income, making major decisions, and disciplining children.   The other kind of leadership, expressive leadership, focuses on collective well-being.   That is, expressive leaders take less of an interest in the performance goals of a group than with group morale and minimizing tensi on and conflict among members.   Hence it is the purview of women.   Mothers and wives historically have encouraged supportive and peaceful relationships among family members.Decision-making styles also characterize fathers and mothers as leaders of a family.   Some fathers or mothers are authoritarian leaders, leaders who focus on instrumental concerns, make decisions on their own, and demand strict compliance from family members. Democratic leaders on the other hand, try to include everyone in the decision-making process.     Ã‚  Ã‚  Laissez-faire leaders (from the French phrase meaning roughly â€Å"to leave alone†) tend to downplay their position and power, allowing family members to function more or less on its own.   But leadership style in any particular case depends, in large part, on the needs of the family members itself.A family influences the behavior of its members, often promoting conformity.   A family’s group conformity may provide a secur e feeling of belonging.   But on the other hand, family pressure, however, can be considerable and sometimes unpleasant.   Sociologists have confirmed the power of family pressure to shape a member behavior and found that it remains string in adult members as well as young members.A family can also be a reference group among its members or by another social group.   A reference group is â€Å"a social group that serves as a point of reference for making evaluations and decisions.† Some families as a reference group set and enforce certain values and norms especially to its own members, while others serve as a standard for comparison.     Ã‚  For example, some family members with whom you spend much of your time are a primary and are likely to act as a reference group as well.The family as a primary group tends to be relatively small.   The strongest social bonds are formed between two people (i.e. married couples) and are known as dyads.   So, the term dyad is u sed to designate a family with only two members.   In families, too, the shift from a dyad to a three-member social group or triad happens during the addition of a couple among couples.   Though the family as a social group does not have an ideal size,  Ã‚   it all depends on the group’s purpose.A College is a BureaucracyFormal organizations have explicit (often written) sets of norms, statuses, and roles that specify each member’s relationships to the others and then conditions under which those relationships hold. Bureaucracy as a type of formal organization â€Å"is an organizational model designed to efficiently perform tasks.†A college is a bureaucracy as it is characterized by a clearly defined hierarchy with a commitment to rules, efficiency, and impersonality.   It has specific structure of statuses and roles.   As a bureaucratic organization, Max Weber identified six elements of any college as an ideal bureaucratic organization.1.     Posi tions with clearly defined responsibilities:   In colleges, people are assigned highly specialized roles that correspond organizational offices.   Like the academic deans and presidents of colleges. â€Å"The regular activities required for the purposes of the organization are distributed in a fixed way as official duties.†2.  Ã‚   Positions ordered in a hierarchy:   The organization of college offices â€Å"follows the principle of hierarchy; according to their responsibilities, that is, each lower office is under the control and supervision of a higher one.†Ã‚   Like each academic dean has specific subject area heads.3.   Rules and regulations: The functioning of a college is governed â€Å"by a consistent system of abstract rules† and the â€Å"application of these rules to specific cases.†4.   Technical competence:   College officials must have the technical competence to carry out their duties.   Colleges typically recruit new members according to high standards of set criteria and, later, monitor their performance.5.   A career ladder:   Work in colleges â€Å"constitutes a career.   There is a system of ‘promotions’ according to seniority, or to achievement, or both.†6.   The norm of efficiency: A college as â€Å"a purely bureaucratic type of administrative organization†¦ is from a purely technical point of view, capable of attaining the highest degree of efficiency.Further, a college is an ideal bureaucracy as it is a model of efficiency. The college as a bureaucracy made human social life more â€Å"rational.† Rules, impersonality, and the norm of efficiency are some of the ways in which a college â€Å"rationalizes† human societies.Hence it is even a humanizing bureaucracy as it recognizes teachers and students as its greatest resource.   It aims to develop human resources and it does not allow people of one gender or race to dominate in its organization le vel; rather, responsibility and opportunity is available at all levels.

HOW THE WEST WAS WON essays

HOW THE WEST WAS WON essays World War II came without warning or invitation for the people of the South Pacific and brought issues that few understood. The war became a period of excitement, hardship, and at the same time, of material abundance. Their islands, the place they called their homes, were abruptly exposed and used as never before to new outside influences and by uninvited guests. "Their harbours were used by fleets of warships, while onshore bases were built to house troops, and landing fields were constructed to service a suddenly created aircraft traffic," (Howe 156). Pacific Islanders were for the most part, observers of the war and the turmoil it generated, rather than constituents. Although there were a number of them who were actively and directly entangled and played crucial roles, there are still very few published accounts of Pacific Islanders camaraderie in the war. Their involvement had gradually disappeared over the years in the record books, as so did their island paradise. World War II cast a dark shadow in the South Pacific. The Islanders were in no doubt victims of the war, mere bystanders, innocent, and oblivious to the outside world before the invasion. It was a terrible and untamed place to fight a war. The South Pacific was home for a population that was quite large considering the lack of towns and economic development during that time. "There were perhaps 2.5 million people living in New Guinea and the Solomons during World War II," (Bergerud 104). Much of the Solomons was concealed paradise, although colonized for centuries before. Large areas of the inland mountains of New Guinea had no or little direct organized contact with the Western world whatsoever, until the war. The population consisted of scores of linguistic and ethnic groups that possessed markedly different cultures in numerous ways. "A coastal villager from the Solomons might well speak English, read the Bible, and periodically work at a nea...

Hawaiian Tropical Reef Research Paper Example | Topics and Well Written Essays - 1000 words

Hawaiian Tropical Reef - Research Paper Example This is a spectacle nature orchestrates for the continuation of the string of different life forms. There is a vibrant dominance of coral reefs that make life possible at the deepest part of it. This is due to the fact that the integral components of it are different species or diverse groups of aquatic flora and fauna in which each of them has elemental role to play for the success of maintaining the balance of life. Unacquainted about it, the tropical reef in Hawaii may be one of the most restless places on earth as life in there would never stop to transform. There would always be a perfect story of adaptation and survival. Change is eminent in this place as combined efforts of adaptation, survival and transformation have become integral components of making what Hawaiian tropical reef is all about. After all, it is an ecosystem where the perfect drama of life, story of survival, adaptation or migration takes center stage. In other words, Hawaiian tropical reef is a natural ecosys tem where there is a huge number of flora and fauna trying to benefit from each other. All forms of interaction can be observed in here. This ecosystem substantially covers the entire aquatic area of responsibility of Hawaiian geographic location. Coral reefs are formed from the fusion of calcium carbonate which would result to either hard or soft corals (Miththapala 1). Some corals take time to develop and others do not undergo a long process in their formation. However, all of these types of corals could be remarkably observed at the Hawaiian tropical reef. In other words, there are varieties of corals found beneath the captivating view of Hawaii’s ocean. One benefit of these coral reefs is that they have become home to a wide range and huge number of different microorganisms. In fact, Hawaiian tropical reef is loaded with tropical reef fish (Foster 54). These living organisms are just among the thousands and possibly millions of life forms of flora and fauna that seeks to find their survival in the Hawaiian tropical reef. There is a constant interaction between these organisms. As plants not only provide food for the primary consumers, they also give off oxygen for the benefits of those organisms requiring it for their breathing. In the same way, animals give off carbon dioxide for the benefits of the plants living as integral component of the coral reefs. It is of interest why Hawaiian tropical reef became a marvelous spot and perfect attraction not only among the locals, but substantial number of visitors all throughout the year. In reality, the Hawaiian Archipelago’s geographic location has something to do with this. Hawaii is located somewhere in the world where there is a perfectly combined atmosphere for subtropical climate which prohibits multiplication of coral reefs in a cool winter ocean water, but beneath there is also a need to encourage flow of its warmer counterpart that needs to take place for the whole year (Lau and Mink 227). In other words, the vast population of coral reefs in Hawaii could be largely attributed to the natural combination of both cool and warmer flow of ocean water which further could be ascribed to the subtropical climate. I really did enjoy reef walks at Hawaii tropical reefs; it would happen during the lowest tides of the month. At this moment, various creatures will be clearly visible

Case study report Example | Topics and Well Written Essays - 3000 words

Report - Case Study Example Today organizations are emerging as diverse workforce in terms of gender race and civilization. Therefore, changes in the organization demographic condition and rapid advancement in technology lead to unresolved disputes in the workplace, which raises the issue of equal employment legislation. By definition, diversity refers to a variety of demographic features describing a company’s workforce, which comprises of race, sex, culture, religion etc. It signifies removing the difference among the people belonging to different cultures, gender, caste etc. In short, managing the diversity maximizes the diversities of company’s demographic characteristics and minimizing the potential barriers in the workforce, which can hamper the company’s growth and performance. By conducting diversity management programs in the organization, managers will be able to provide strong leadership in the diverse workgroup through which they can represent themselves as role models for exemp lifying their pro diversity behaviors and helping each individual in the workgroup to overcome from the different circumstances. Therefore, good management practices will help the organization to attract the best talents from different sources and in this way, the company will be able to save his time and money in recruitment and turnover costs. Today managing the diversity has become a biggest challenge for the organization to manage the generation X, generation Y, and baby boomers. These three generations in the workforce include unique characteristics that make them different from the members of the other workgroup. Therefore, one should care about managing the diversity because it will help the managers to gain the commitment from the employees and developing a better working force. In other way, it will help the organization to create a pleasant and healthy environment in order to attract the new generations and gaining the reputation in the market. For example, Singaporeâ€⠄¢s workforce focuses on creating culture diversity in their workforce by engaging employees from different generations, nationalities, caste etc that develops a sweet and pleasant environment in an organization. Hence, it has proved that managing diversity in the workforce is important because it helps the organization to assess the performance of the employees. In contrast, if the HR is not able to manage the diversity present in teams, the teams overall performance will lead to employee dissatisfaction in the working environment. Therefore, diversity within a team may strengthen the team’s external communication and its ability to interact and coordinate with the other teams (Kepner, Wysocki, Lopez & Green, 2012). Now days, the managers need to understand that mostly women impel the diversity in the organizations. Recruiting single mothers and increasing the participation level of the women will help the organization in building a reputation in the market and improving the quality of working life. While managing the diversity in the workplace managers need to understand that diversity not only indicates employees’ belonging from different nationalities but it is the different individuals who carry with themselves the

Marketing Plan Essay Example | Topics and Well Written Essays - 1250 words - 2

Marketing Plan - Essay Example During the initial phase, Lifestyle Electronics will enter the foreign country through joint venture with a local brand (Belu & CÄÆ'rÄÆ'gin, 2008). Another major market advantage rests in the selection of foreign nation. The country selected is Indonesia, a fast-emerging nation with a growing youth population as well as rising income levels. The major strength of Lifestyle Electronics lies in its wide product assortments. The company will source products from big and known brands across United States, which will hugely boost its overall awareness and initial profitability. Most consumer electronics companies are from US and this provides a competitive advantage to the company. Joint venture with a local brand will give an edge over other independent electronics chains, as local consumers will have more trust and faith on the joint venture organization. Being a start-up company, the major weakness will be to establish rapport and build long-term relationship with companies in the foreign market. Consumer electronics is an already established and saturated market and thus, Lifestyle Electronics will have to continuously innovate, in terms of its services as well as communication, in order to gain a competitive edge. Lack of proper market research will also be a challenge for the start-up in order to track the desired customer base. No market reputation or market presence in the foreign market is also a weakness. The cash flow will be hugely unreliable during the early stages of business establishments. Entering into a new market can also make staffs and employees vulnerable to leaves and sickness. Indonesia is considered as a fast-emerging market. However, not many consumer electronics companies have penetrated into this region. Therefore, chances of successful establishments are high. Initial talks with the local council have been positive and the local government will provide

Company Law of Directors Duties

Company Law of Directors Duties Chapter 1: Directors’ Duties Formulating a system for holding directors accountable has never been easy. As Roach put it, directors’ duties must be gleaned from â€Å"a confusing and compendious mass of case law and the occasional statutory measure.†[1] Given the vast variations in the types of companies that exist, and the types of directors that exist, a universal approach has not always been easy to apply. Nevertheless, the law sometimes seeks to impose a single standard of conduct on all directors, regardless of the nature and characteristics of the company, and the level of involvement of the director. While recent statutes have started to distinguish between private and public companies, and may vary the duties of a director depending on which type of company is concerned, the vast majority of the case law on directors’ duties makes no such distinction and is of general application. There is therefore a complex body of statutory and case law which attempts to both define the duties tha t a director owes to the company, as well as the level of care that must be exercised when performing such duties.[2] As well as statute and case law, a number of standards and codes of practice have also been formulated which seek to define the nature of the duties owed by directors to companies. The first of these to be considered here is the Cadbury Committee, which was established in 1991 following a number of financial scandals that occurred during the previous decade. It was widely acknowledged that reform was needed in company law to allow shareholders and other stakeholders to hold directors more directly accountable for the consequences of their actions. The Cadbury Committee focused on financial control mechanisms to be used by the Board of Directors, and on auditing procedures, and published its report at the end of 1992.[3] The report focused mainly on larger listed companies and its main conclusion was that a Code of Best Practice should be drawn up and which the Boards of Directors of such companies would be obliged to follow. For smaller companies, it would not be obligatory to comply with the code, but if they chose not to, they would have to publish the reasons why they had chosen not to.[4] Adherence to the Code would be made a listing requirement, which would help ensure compliance among listed companies. The benefits of the Code would be to make corporate governance more open and transparent, would make the equities markets more efficient, would make boards more accountable and also more responsive to the needs of the company, and would allow shareholders to exercise greater control and scrutiny over boards. The report was an early supporter of the importance and need of non-executive directors[5] and recognised that executive and non-executive directors play very important complimentary roles. This area proved to be controversial as many saw the creation of two classes of directors as a threat to the traditional unitary nature of boards. However, the report found that non-executive directors could play a vital role in â€Å"reviewing† the performance of the executive directors, as well as taking measures to avoid and deal with â€Å"potential conflicts of interest†[6]. While the report emphasised the importance of financial auditing of companies, it did not go into detail on what should be disclosed in such audits, nor did it consider the controversial area of auditor liability. These were issues which would later become the subject of heated debate. The Report was also an important element in the growth of shareholder activism in the UK, and it concentrated on the steps that institutional shareholders could take to ensure compliance with the Code. In response to the issues raised in the Report, the Institutional Shareholders Committee[7] published its own paper, â€Å"The Responsibilities of Institutional Shareholders in the UK†[8] which dealt with many of the issues raised in the Cadbury report. The paper stated that â€Å"Because of the size of their shareholdings, institutional investors, as part proprietors of a company, are under a strong obligation to exercise their influence in a responsible manner.† This paper marked a new era in UK shareholder activism and promised to make shareholders more involved in making boards more accountable. The paper went so far as to recommend â€Å"regular, systematic contact at senior executive level to exchange views and information on strategy, performance, Board Membership and quality of management†[9]. Regarding the composition of boards, the paper recommended that institutional investors look carefully at â€Å"the concentration of decision-making power not formally constrained by checks and balances† and â€Å"the appointment of a core of non-executives of appropriate calibre, experience and independence.†[10] Therefore, this new investor oversight was taken for granted in the Cadbury report as another force that would improve the governance of large companies. The Cadbury Report has not been without criticism. Many feared that its recommendations, which put a strong influence on non-executive board members, would lead to the creation of a two-tiered board, a development that was seen as unnecessary and inefficient.[11] The voluntary nature of the Code has also been criticised. As a listing requirement, the Code also drew some criticism on the London Stock exchange which was given the task of enforcing and implementing the Code. Concerns led to the establishment of a follow up report prepared by the Hampel Committee, which re-examined the issues at stake, the criticisms which had been raised, and the conclusions reached in the Cadbury Report. The conclusions of the Hempel Committee were strongly supportive of the Cadbury Report and it was not long before the ‘Combined Code’ was drawn up, and implemented by the London Stock Exchange which listed companies were bound to implement, or give reasons for not doing so. The Combined Code now requires that boards implement a â€Å"sound system of internal control† which must consider all significant risks facing the company, the effect they might have on the company, and the costs and advantages of various means of dealing with such risks. The Code also deals with the terms and conditions on which directors are employed, including their pay packages incentive schemes, and termination payments. When speaking of the duty owed by directors to a company therefore, this includes the legal duties imposed on directors by the case law and statutes dealing with the subject, as well as the soft-law measures implemented in the Combined Code. Such duties may be owed to the company itself, or to shareholders or other stakeholders such as shareholders, employees, creditors, and the general public. That said, it must be remembered that in a legal sense, the duties owed by directors is to the company as a legal person, and not shareholders or other stakeholders. The case of Percival v Wright [1902] 2 Ch 421 established beyond a doubt that the duties of directors is to the company. This case concerned a transaction in which a number of directors purchased shares personally from shareholders at a price of  £2 10s. The directors knew that another purchaser wanted the shares and was willing to pay a substantially higher price. The shareholders sought to have the transaction set aside as a breach of duty to the company. Swinfen-Eady J found that the directors had breached no duty to the company, and that no such duty was owed to the shareholders qua shareholders.[12] The case of Scottish Co-operative Wholesale Society Ltd v Meyer [1959] AC 324 also illustrates the point. In that case, a parent company appointed some of its directors as directors of a subsidiary. These directors pro ceeded to act in the best interests of the parent, but Lord Denning pointed out the directors â€Å"probably thought that ‘as nominees’ of the [parent company] their first duty was to the [parent company]. In this they were wrong.† The duty of directors is always to the company they are acting for, regardless of the external relationships that the company, or they personally, may have with other persons. Currently there are proposals afoot to allow directors to act in the interests of a group of companies, as this is what happens in reality in many cases, especially where the shareholders and directors of the various companies are identical. Without shareholders seeking a profit from a company, it can be argued that a company is a meaningless concept, or a piece of paper without a purpose. The law therefore recognises that in most cases, the interests of the company, will be closely connected to the interests of the members of the company, the interest of both being to make a profit. However, as shown above, the interests of the members are not paramount, and difficulties will always arise in equating the interests of the company with the interests of the members due to the fact that in many situations, the members will have different opinions and conflicting interests which cannot all be met. Section 172 of the Companies Act 2006 also adopts the ‘enlightened’ approach which calls for the interests of the company to be interpreted widely and not only as the maximisation of profits at a cost to all other considerations. Employees are one group whose interests the directors must â€Å"have regard† to un der section 172. This is part of the general duty owed to the company and as such, must be enforced by the company, and not the employees. Many have criticised this provision as meaningless, as employees cannot enforce it, however, given that it is a requirement of the Companies Act, it must be expected that the majority of boards will consider the impact their decisions will have on employees, and such consideration will be minuted. While the provision may not prove capable of persuading callous directors to act other than in the interest of profit maximisation, it will certainly support the efforts of directors who do wish to improve conditions for employees. It also remains to be seen how this provision will be enforced by companies and it may transpire that a strong line of case law will develop which will persuade directors to give genuine consideration to the interests of employees. Another group whose interests must be considered under section 172 is creditors. In Lonrho v Shell Petroleum [1980] 1 WLR 627 Lord Diplock stated, at page 634, that the best interests of the company â€Å"are not exclusively those of its shareholders but may include those of its shareholders.† Since it is the members who appoint directors, it would be tempting for directors to seek to promote only their interests, however, as the court recognised, it is often the case that creditors have put significant money into a company and their interests must be taken into account. Lonrho concerned a company that was solvent at the relevant time. The position regarding an insolvent company arose in The Liquidator of the Property of West Mercia Safetywear Ltd v. Dodd and Another [1988] BCLC 250. In this case the Court of Appeal confirmed that when a company was insolvent, its interests include those of its creditors. In Winkworth v Edward Baron [1987] BCLC 193 Lord Templeman found that th e duty was owed directly to the creditors and in Brady v Brady [1989] 1 AC 755 Nourse LJ stated that where a company was insolvent, or its solvency was at risk, the interests of the company and its creditors were identical. According to Finch therefore, the creditors interests must always be taken into account to a limited extent, but as the company approaches insolvency, the interests of creditors must be given greater weight, until the interests of both groups coincide on insolvency.[13] The full extent of the â€Å"success of the company† as it is termed in section 172 of the 2006 Act includes a duty of directors to have regard to â€Å"(a) the likely consequences of any decision in the long term, (b) the interests of the company’s employees, (c) the need to foster the company’s business relationships with suppliers, customers and others, (d) the impact of the company’s operations on the community and the environment, (e) the desirability of the company maintaining a reputation for high standards of business conduct, and (f) the need to cat fairly as between members of the company.† It can be seen that there has been a steady broadening of the concept of the interests of the company to include more and more interests that a pure profit motive would fail to embrace. In March 2000, the DTI Company Law Review Committee stated that an â€Å"inclusive approach† should be adopted.[14] They pointed out that society’s interest in company law was that it promote â€Å"wealth generation and competitiveness for the benefit of all†, and that this can better be achieved if directors are forced to take into account â€Å"all the relationships on which the company depends.† The approach adopted in the Companies Act 2006 towards the creation of a statutory â€Å"general duty† owed by directors to the company is a progression of this concept with section 170(3) stating that â€Å"The general duties are based on certain common law rules and equitable principles as they apply in relation to directors†¦Ã¢â‚¬  At subsection (4) it states â⠂¬Å" The general duties shall be interpreted and applied in the same way as common law rules or equitable principles†. This is clearly maintaining the case law that has built up over the past centuries as the framework on which the new statutory general duties are based. It remains to be seen what effect the new statutory duties contained in section 172 of the 2006 Act will have on this case law. Therefore, in looking at the duties owed by directors, it is necessary to read both the statutory provisions and the pre-existing case law together. These both make a distinction between the ‘fiduciary’ duties that directors owe the company, and their duty to act with ‘reasonable care, skill and diligence.’ Under section 174 of the 2006 Act a director â€Å"must exercise reasonable care, skill and diligence.† The content of this duty has been long ago established by the courts and in The Marquis of Bute’s Case [1892] 2 Ch 100 the limits of the duty were clearly set out. That case concerned the Cardiff Savings Bank, which allowed by tradition the Marquis of Bute to inherit the presidency of the bank from his father. The Marquis in question became president at the age of six months, and in the following 38 years, he attended only one board meeting. He therefore had no awareness of the business or involvement in it, and the court found that he was not expected to be involved. When financial irregularities by the board were uncovered, the court found that the Marquis was not liable due to his remoteness from the business, despite his formal position on the board. However, it appears as if the courts quickly grew stricter and in Dovey v Cory [1901] AC 477 a director escaped lia bility for malpractice but only because he had relied on information given to him by the chairman and general manager of the company, and his decision to do so was reasonable and not negligent. The extension since the Marquis’ case therefore, was the application of a reasonableness test. The standard was further developed in Re City Equitable Fire Insurance [1925] Ch 407 in which three rules were established. These were that: a director must show the skill and diligence that could be expected from a person with his knowledge and experience; his duties are intermittent, and exercised only at board meetings where he participates in decision making; where reasonable, a director is free to delegate tasks and responsibilities to other employees. These rules were affirmed in Dorchester Finance Co. Ltd v Stebbing [1989] BCLC 498 which stated that they applied equally to executive and non-executive directors. One of the features of the standard set out in Re City Equitable Fire Insurance is the fact that the standard is not that of the professional man, but the reasonable man with the skill and experience that the director in question subjectively possesses. This subjective test is useful for most companies as the more complicated the operation and the more money that is at stake, the more qualified the director is likely to be and the higher the standard. The standard will fall short in cases such as the Marquis of Bute, but this is more to do with the fact that a woefully unsuitable candidate has been appointed to the board, such as a six month old baby. In all but such extreme cases therefore, the subjective case set out in Re City Equitable will be sufficient. The second rule only requires the director to attend meetings and make himself aware of the business of the company â€Å"whenever in the circumstances he is reasonably able to do so.† Again this approach gives the law fl exibility to allow for very different types of director, depending on the nature of the business. So for example, you could have an elderly family member sitting on the board because he knows the history of the business, and he will not be required to pay constant attention to the business, but simply offer his guidance when reasonably practicable. You could also have, as most companies do, full time salaried directors who are paid to spend all of their time and attention on the affairs of the company. As both types of director will be useful in various circumstances, the law allows for both, and requires each of them to be as aware of the dealings of the company as is reasonable in the circumstances. The third rule allows directors to delegate responsibility to others, and it might be feared that this will be used by directors to avoid responsibility. However, when taken together with the other rules of the test, it is apparent that a director cannot delegate all of his responsibilities and disallow all awareness of the dealings of the company. He will still be required to be reasonably aware of what is going on and only to delegate tasks which it is reasonable for him to do so, taking into account the nature of business and the circumstances of the case. However, there are many instances in which these three rules will not protect investors or other stakeholders, for example in the Marquis of Bute case, and there have been calls for some time for an objective standard to be introduced into the law. The DTI Company Law Review Committee, in the 2000 report mentioned above, pointed out that an objective standard has been adopted for the protection of creditors by section 214 of the Insolvency Act 1986[15] and in the case of Re D’Jan of London Ltd [1993] BCC 646 Hoffman LJ found that the objective standard set out in section 214 of the 1986 Act reflected the standard that all directors were bound to meet when upholding their general duty. Therefore, the objective standard first set out in the insolvency context became the general standard owed by directors in all cases, and section 174 of the 2006 Act affirms that both the objective and subjective standards apply. At section 174(2) the 2006 Act states that the standard required is that which may be met by a â€Å"reasonably diligent person with (a) the general knowledge, skill and experience that may reasonably be expected of a person carrying out the functions carried out by the director in relation to the company, and (b) the general knowledge, skill and experience that the director has.† Therefore, as a minimum, the director will be required to demonstrate the care and skill that a reasonable director of a company of that type and standard would be expected to demonstrate. This allows for some flexibility as this minimum standard can still vary depending on the business, so that the director of a small family business will have a lower standard than the director of a FTSE 100 company. At the same time, if a director is chosen because of his particular characteristics, which make him qualified above and beyond what one might expect, he will be held to this higher, subjective standard. This standard, which upholds an objective minimum standard, which may be increased if the director in question is unusually highly qualified, seeks to strike a balance between protecting the interests of the company, and allowing directors to feel relatively at ease with the personal liability they have taken on board. A different approach was adopted in the USA, where the Supreme Court of Delaware, in Smith v Van Gorkom [1985] 488 A.2d 858 found the ten directors of Trans Union Corporation liable in the sum of $23.5 million for agreeing to a takeover without first valuing the shares of the company. While this failure seems fundamental, the sale of the company’s shares was set to take place at a price significantly higher then the quoted price of the shares on the stock exchange, and the takeover would undoubtedly have benefited the company. The massive liability was imposed without any allegation of fraud or breach of fiduciary duty and resulted in a marked unwillingness of q ualified persons taking on the role of non-executive director, at least for a time. It also resulted in a number of states, including Delaware where the decision was made, enacting legislation which allowed companies to exclude or limit the liability of directors for negligent breach of their fiduciary duties. Such a situation has not occurred in English company law, and the standard adopted in section 174 is measured to avoid the need for such a development. The second main area of directors’ duties falls under the heading of fiduciary duties. At its most simple, this covers the requirement that directors act bona fides in respect of the company. The case law that developed however sets out a number of common instances in which directors are in danger of breaching this duty, and the 2006 Act has proceeded to specify these situations explicitly. While it is not set out as such, the duty to act bona fides can be seen as an overriding interest, which cannot be breached, even when authorised by the shareholders in general meeting. For example, in the case of (Re Attorney-General’s Reference (No. 2 of 1982) [1984] 2 ALR 447 the directors of the company were the only shareholders. They took money from the company and the interpretation given was that the directors had taken the money with the authorisation of the shareholders. Nevertheless, the court found that this was breach of the overriding duty to act bona fides. The case of R v Phillipou [1989] Crim LR 559 found the same overriding duty and these cases were upheld by the House of Lords in R v Gomez [1992] 3 WLR 1067. Therefore, it can be said that there is an overriding duty to act in good faith and even if a majority of the shareholders approve of the action, the directors may not breach it, and a minority of shareholders, or creditors, and possibly employees and other stakeholders, would be able to have the action set aside. However, it is also possible for directors to breach one of the explicit fiduciary duties, such as using powers for one purpose to achieve a different purpose, which are not dishonest or mala fide. In such cases, the court can find that the breach of the particular fiduciary duty does not place the directors in breach of their overriding duty of good faith, and a majority of the shareholders can vote to authorise such acts. Section 239 of the Companies Act 2006 allows shareholders to ratify breaches of a fiduciary duty, but subsection (7) states â€Å"This section does not affect any other enactment or rule of law imposing additional requirements for valid ratification or any rule of law as to acts that are incapable of being ratified by the company†. Therefore, the previous case law which was upheld by the House of Lords in Gomez still limits the ability to ratify. In fact, the specific fiduciary duties have been described as â€Å"disabilities† and in Movitex Ltd v Bu lfield and Others [1988] BCLC 104 it was upheld that companies could alter their Memorandum and Articles to amend the nature of any fiduciary duty owed by the directors to the company, subject always to the requirement that nothing purported to allow dishonesty. Movitex concerned the concept of self-dealing, which is ordinarily presumed to be a breach of duty. In this case, the company was able to remove this presumption, so that the director was able to engage in self-dealing, but subject to the requirement that he did in fact act in the best interests of the company. A simple example of this would be if a cheese producing company sought to appoint the owner of a supermarket as a director. Self dealing would disable the director from selling cheese to the supermarket he owned, as it would be self-dealing, and very easy for the director to breach his fiduciary duties to the cheese producing company. However, the company could authorise the director to sell to the supermarket concern ed, on condition that he did not abuse this ability and breach his duty of good faith. An ordinarily disallowed activity would be allowed, but would still be subject to the requirements of good faith. The explicit fiduciary duties of the director set out in the 2006 Act are: the duty to act within powers[16]; the duty to exercise independent judgment[17]; the duty to avoid conflicts of interest[18]; the duty to declare interests in proposed transactions or arrangements[19]; and the duty not to accept benefits from third parties[20]. Section 171 requires that the director â€Å"(a) act in accordance with the company’s constitution, and (b) only exercise powers for the purpose for which they are conferred.† This is an area where the courts have been quite willing to excuse directors if they have used a power for a collateral purpose and a majority of shareholders have been in favour of it. For example, in the cases of Punt v Symonds Co [1903] 2 Ch 506 and Piercy v S Mills Co [1920] 1 Ch 77, the court allowed the issue of shares by directors to prevent a hostile takeover and to dilute the influence of hostile shareholders, because the majority of shareholders approved. This was despite the fact that the power had been granted solely to allow the raising of capital. However, in Howard Smith Ltd v Ampol Petroleum Ltd [1974] AC 821 the Privy Council held that where there were two purposes for issuing shares, to raise capital and to prevent a takeover, the proper purpose of raising capital had to be the dominant purpose. In Re Looe Fish Ltd [1993] BCC 368 the directors were disqualified under section 8 of the Company Directors Disqualification Act 1986 for allotting shares for an improper purpose. Section 173 requires the directors to exercise independent judgment. This is a restatement of the common law duty on directors not to ‘fetter their discretion’. This has acted to reduce the risk of directors being in a conflict of interest situation be disabling them from entering agreements which might prevent them from acting in the best interests of the company in the future. In Fulham Football Clun and Others v Cabra Estates Plc [1994] 1 BCLC 363 the company was paid money in exchange for not opposing property development plans. As the planning process drew out, the question arose of whether the directors had fettered their discretion by agreeing never to oppose such plans. However, the Court of Appeal stated that where a â€Å"contract as a whole [was] bona fide for the benefit of the company† it was valid and the directors could bind themselves to do whatever was required to fulfil it. Section 175 prohibits directors from entering a position where his interests actually or potentially conflict with those of the company. If the constitution of the company permits, the directors can authorise a conflicting situation to be entered into, so long as the relevant director does not vote. Section 175 also requires the director to declare their interests in any contracts, and under section 170, this duty extends after the director has ceased to hold office. The declaration is made to the board. The potential complexity of such situations can be seen in Menier v Hooper’s Telegraph Works [1874] LR 9 Ch D 350 in which the James LJ held that a majority shareholder could not prejudice the interests of the company because of its own conflicting interests. Similarly, in Cook v Deeks [1916] 1 AC 554 the directors sought to conclude the final round of contracts in a large railway development programme in their own names. The court held this was clearly in breach of their duty . In Scottish Co-operative Wholesale Society Ltd v Meyer [1959] AC 324 the directors say on the boards of both a parent and subsidiary company, and as soon as it emerged that the interests of the two companies were conflicting, the directors could not longer remain in that position. As Lord Cranworth said in Aberdeen Railway Co v Blaikie Bros (1854) 1 Macq 461 (HL), â€Å"it is a rule of universal application that no one, having [fiduciary] duties to discharge, shall be allowed to enter into engagements in which he has or can have a personal interest conflicting or which possibly may conflict with the interests of those whom he is bound to protect.† One area that the courts have found difficulty with is when a director comes across a profitable opportunity as a result of his position as director. This situation arose in Regal (Hastings) Ltd v Gulliver [1942] 1 All ER 378 in which a cinema company sought to lease two other cinemas. A subsidiary was formed for the purpose, but the owners of the two cinemas would only agree to the lease if the authorised share capital was paid up. As the parent could not afford to do so, some directors personally purchased shares in the subsidiary. When it came time to sell the shares in the subsidiary, the company demanded that the directors account to the company for the profits they had made, and the House of Lords held that they were liable to do so. This was despite the fact that the company would have been unable to exploit the situation because of its own lack of funds. The same principle was applied in Industrial Developments v Cooley [1972] 1 WLR 443 in which a director learned information which would have been profitable to the company and kept it to himself. He then used the information to secure a position at a rival firm and left his present company. His present company could not have secured this position itself and so could not have benefited in the manner in which the director had. Nevertheless, the court f ound that the director had to account to the company for the profit he had made as a result of information gleaned in the course of his directorship. Gencor ACP Ltd v Dalby [2000] 2 BCLC 734 affirmed that it is no defence that the company would not have exploited the opportunity, although the shareholders can approve of the action and this would justify the director. As a result of the case law and the wording of the relevant provisions of the 2006 Act, it can be concluded that a director is disallowed from entering a position where one of his person

Prejudice and Racism at Our School :: Sociology Racism Prejudice Essays

Prejudice and Racism at Our School Racism...the belief that a particular race is superior to others; discrimination or prejudice based on race. Racism has been around for a long time and its effects have been seen a lot in the past few centuries: during the 1800s and earlier - in slavery, the Civil War, and slaves being freed; and then recently, during the 1900s - in the Civil Rights Movement. Everyone in the United States is supposed to have equal rights and not be discriminated against because of race, but sadly, that is not always what happens. Racism shouldn’t be around anymore, but it is, even in WCCHS. Sometimes it’s in the form of racist comments or racial slurs, and other times it’s in the form of "who hangs out with whom." Something needs to be done about this. I think that if there were more integration in school-related activities, then students of different races would learn to accept each other the way they are, and racism wouldn’t be an issue at WCCHS. As was stated, even though there shouldn’t be racism at WCCHS, there is. Although once in a while teachers might be involved if someone says something racist against them, most of the racism is between students. Although I don’t really see a whole lot of it and what I do see isn’t major, it is still there. Generally, Hispanics and non-Hispanics get along okay at WCCHS; a lot of the racism expressed in these two groups is just little things, such as racial slurs or mean comments about someone just because they are or aren’t Hispanic. To get a broader view on racism at WCCHS and why it occurs, I interviewed Karen Miller, a freshman of Polish and German descent; Gabe Antonio, a freshman of Mexican descent who knows both English and Spanish; and Mr. Sayner, a World Geography/Global Studies teacher of western European descent. Karen, Gabe, and Mr. Sayner all agreed on their definitions of racism. Gabe said that racism means â€Å"people saying bad stuff about other races and cultures,† Karen said that it means that someone doesn’t like another person just because of their race - they are prejudiced, and Mr. Sayner said it means â€Å"people judging someone else based on physical characteristics like skin color.† In all three definitions you see that people are basing their opinions of others on outward characteristics rather than finding out for themselves what they are like.

Sapir-Whorf Hypothesis

1. The Sapir-Whorf Hypothesis meant the comprehension of the world for an individual determines by the background linguistics system or grammar. In other words, language which use in his or her culture influence his or her thought, idea, view of the world. Explanation of this hypothesis will be more apprehensible by examples. ‘Cultural emphasis’ is one of the popular examples of Sapir-Whorf Hypothesis. Cultural emphasis is if a culture â€Å"A† counts more than about certain aspect another culture â€Å"B†, the culture â€Å"A† tends to have more verity of word that the culture â€Å"B† about the aspect.For example, in English words related family relationship might be 20 or less: aunt, uncle, father, mother, grandmother, grandfather, great grandmother or grandfather, son, daughter, cousin, father/mother in law, kin. In contrast, Korea has about 70 or more, which is a natural result as Confucianism was widely spread in Korea. Another obvious e xample to explain about Sapri-Whorf Hypothesis is â€Å"time†, and â€Å"space†. In the book, Whorf have studied to explain his hypothesis with â€Å"time† which is the most common nouns in the English language according to the Lera Boroditsky’s lecture.The Indo-Europeans (most western people) view the time in three major tenses-‘past, present, and future’. Even though ‘past’ and ‘future’ is an abstract concept compare to ‘present’, the language of western people consider ‘past’ and ‘future’ s real as ‘present’. Therefore, the Indo-Europeans have a cultural form of time units(century, decade, year, month, day, hour, minute even seconds), and from that form there are various other cultural form as records, histories, calendars, and even stock markets.However, the Hopis has different concept of time: objective, and subjective. The ‘objective’ is a fact wh ich exist, and the ‘subjective’ is a state is becoming. In other words, rather than past, present, future, there are things becoming that has individual life rhythms like growing, declining, or changing as plants, weather, or any other form of mother nature does. Therefore, Hopis likely to view the present (objectives) as becoming (subjective) can come to pass. Even Korea, had different concept of time before modernization.People divided a day in 12(based on Zodiac); in other words two hours was the smallest universal unit of time in Korea. So, occasionally, a friend should wait for about 2hours. By this cultural difference with western society, create a word â€Å"Korean Time†(being lazy) during the Korean War and the word is listed on Oxford Dictionary. Lera Boroditsky developed Sapir-Whorf Hypothesis by comparing time and space. She insists that the concept of time order in space differs by culture.Lera have shown an interesting video clip of â€Å"3D spacing † which is arranging time order if there is a dot floating on the air. Koreans may arrange time like ‘breakfast-lunch-dinner’(1-2-3/horizontal order) or ‘breakfast(up)/lunch(mid)/dinner(bottom)’ in the self-orientated position as Korean society had accepted western literacy of reading left to right, but still has some cultural trace of reading up to bottom. However, the Kuuk tribe’s answer differs by their direction.They will arrange time as 3-2-1 while facing north, and will arrange time by 1-2-3 while facing south. This order is defined by the direction of sunrise and sunset(east to west); and this is a consequence of a culture of saying hello as ‘where are you going’; and the possible answer for the Kuuk people is ‘Far over there to the north-north-east’ or ‘To the toilet of south west to clean by hand at south east’. In a nutshell, Sapir, and Whorf claims people understand their world by their linguist ic system which is highly related to culture.By comparing Hopis, Korean and Indo-Europeans, We could acknowledge that he norm of ‘time’ is different by culture; and by comparing Kuuk Thaayorre tribe, and Korean, we could admit that the arranging time differs by cultural sense of space. Consequently, Sapir-Whorf hypothesis seems quite reasonable as each group of people thinks and acts differently by the form of cultural language. Reference: http://fora. tv/2010/10/26/Lera_Boroditsky_How_Language_Shapes_Thought#fullprogram David S. Thomson’s (2011/10/25). The Sapir-Whorf Hypothesis: Worlds Shaped by Words.Retrieved from http://uee. unist. ac. kr/webapps/portal/frameset. jsp? tab_tab_grou p_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_7103_1%26url%3D 2. The critics of Sapri-Whorf Hypothesis had insisted the bond between culture and language, doubts the relevance of person’s view of the world. The example of Shona which trib e has only three category of colors does not mean that Shona’s eye is psychologically different; and can’t see rainbow as English-speakers do. It’s just hard to speak the definition of the color.Moreover, Whorf probably didn’t consider dead metaphors for Hopi language. For example, â€Å"God be with you,† doesn’t mean that person will imagine God being with him. I do admit that Sapir-Whorf Hypothesis’s example has some risk of uncertainties as it is hard to totally understand culture of Shona or Hopies for Whorf of other people. However, I do not agree that it Sapir-Whorf Hypothesis is wrong twofold: one is the hypothesis is more related to mental state of people rather than physiological state; and the other is dead metaphor still affects in other way.First, even though it is true that people physiologically that human eyes are same, it doesn’t mean they recognize at the same way as others. For example there is an experiment f rom BBC ‘Do you see what I see’ that could reject critics concern. A person from BBC went to the tribe, Himba. The western experimenter showed 12 colors which only one color is different. The western person have shown 11 colors of no. 80-188-12(red,green,blue), and another color of no. 93-188-2(red,green,blue).Both colors seem ‘green’ and it is pretty hard to recognize the difference of us; nevertheless, the Himba recognize them without hesitation. In another experiment, the western person has shown 11 colors no. 35-95-65 and one color of no. 35-95-110. To the western, the two colors is apparently divided as blue and green; however, this is not the case of Himba tribe. And the second experiment seemed like a knotty problem for the Himba. Second, although it is a dead metaphor it still influences in an indirect way of person’s view of the world.Even the words ‘God bless you’, or ‘God be with you’ means just good luck, it stil l influences the view of the world. Though the person isn’t Christian, the linguistic system means that there is a culture of Christianity that is recognizable. There is an obvious difference of knowing about Christian and not knowing about Christian. A person knows about Christian heard ‘I’m a Christian’, he or she may see the person with some prejudice; but a person who doesn’t know about the Christian won’t care that much about it. In onclusion, although it is insecure to define another culture from the western view, it doesn’t mean that Sapir-Whorf is wrong. As matter of fact, critics concern about physiological view of the eye wasn’t related enough to the problem of human thought, and the dead metaphor still gave influence to the person’s view of his or her own world. Reference: David S. Thomson’s (2011/10/25). The Sapir-Whorf Hypothesis: Worlds Shaped by Words. Retrieved from http://uee. unist. ac. kr/webapps /portal/frameset. jsp? tab_tab_grou p_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_7103_1%26url%3DBBC HORIZON (2011/08/20) Do you See what I see? www. youtube. com/watch? v=4b71rT9fU-I 5. People occasionally see each other sex as a different creature; and we easily have misconceptions about the differences between. Deborah Tannen argued â€Å"both women and men often feel they are not getting sufficient credit for what they have done, are not being listened to, are not getting ahead as fast as they should. â€Å"(p. 64); He explains several reasons why people misunderstand different sex with twofold aspects: conversational rituals, and strategies.In conversational rituals, Tannen claims â€Å"men often involve using opposition such as banter, joking, teasing, and playful put-downs, and expending effort to avoid the one-down position in the interaction. † while â€Å"women are often ways of maintaining an appearance of equality, taking in to account the effect of the exchange on the other person, and expending effort to downplay the speakers’ authority so they can get the job done without flexing their muscles in an obvious way. † For example, men tend to speak quite direct, including emotions, like ‘Hey! Chicken!Go and clean your dirty the room’; by contrast, women might ask ‘I think it would be really nice if the room is cleaned’ even though she thinks the room is dirty and disgusting. Tennen insist † Men whose oppositional strategies are interpreted literally may be seen as hostile when they are not, and their efforts to ensure that they avoid appearing one-down may be taken as arrogance. When women use conversational strategies designed to avoid appearing boastful and to take the other person’s feelings into account, they may be seen as less confident and competent than they really are. According to my experience, among friends between men, the conversation betw een friends includes insult. Usually, the more trust, the more insults exist between male friends; however, women tends to appraise nearly everything each other, appearance, clothing, make ups, and so on. For instance, there is a famous example of a true-ish story related to this. There is a couple. The man met his old friend in front of her girlfriend. While being happy meeting with his friend, suddenly, she said â€Å"Let’s break up, I didn’t knew you were such a crude person†. The man was just showing friendship in a universal way of other men do.In conclusion, men and women are easy to have misconceptions each other as they have their own cultural-like difference between. The gap of between is not only because of the conversational rituals, but also, the strategies they use. Reference: â€Å"Women and Men Talking on the Job†, from Talking from 9 to 5 by Debora Tannen. Copyright ? 1994 by Deborah Tannen. 6. The culture of Kula, the Potlatch, and food t aboo (pigs in the reading) are seems quite imprudent from the view of modern society led by western culture. However, it exist whether it is awkward or not for us.Through Marvin Harris’ logical objective point of view in adaptation, being economical, or being ecological, I would describe my possible reason of ‘why’ these culture exist. In the Milne Bay Province of Papua New Guinea the 18 island community holds a closed trading system called Kula or Kula Ring. The Kula was an enclosed trading system for only few senior male trading partners from each island were able to participate. With only a large outrigger sailing canoes, the long life-risking voyages were taken for this trade. And the result of this trade is to have few so-called luxuries which are made out of shells or similar form.This strange custom that was held between islands far apart had beneficial aspects for the each tribe. First, each tribe can show diplomacy. The better reciprocity of each tribe o verseas, the power of the island tribe is more influential. Second reason is that men of the tribe can have more unity. When people go through a hardship which is people each other feels more unity as more risk was involved in the incident. Through, this dangerous voyage, men in the tribe could have strong unity of going through hardship. Lastly, island tribe could have better economic status.By using surplus, they could get rich and have more stable economy of the island tribe. Potlatch is an undated ceremony which is held for incidents to celebrate like son's marriage, the birth of a child, a daughter's first menses, and so on. During the potlatch, tribal leader tenders to other tribe member a banquet which includes not only providing foods and presents, but also burning or tearing patriarch’s own property. Marvin Harris explained this as First, it is a feast for unity. And it could actualize his or her status as a patriarch. By showing off in front of other member of the t ribe, he could unify his tribe by earning respect.As respect could give the cause of gathering more asset of from his tribe member, he could continually gather and lose money and sustain his reputation as a tribe leader. Second, it is a way of bragging his power to other tribe with less blood or war. During Potlatch, other tribe leaders occasionally been invited. And the invited leaders have moral duty to open another Potlatch in his tribe. Through the ceremony, the tribe leader could show the economic situation or power of the tribe. Therefore, each patriarch could show better diplomacy to other tribe.Raising hog is one of the most economical ways of getting protein comparing between the amount of meat and the crops consumed. Nevertheless, Quran describe pig as a devil and not to be eaten. And Islamic version of Bible is still followed today. Though it seems not rational in present, Quran’s taught was greatly reasonable dozen centuries ago. Quran was an enshrined book for th e nomadic people in the Middle East which is filled with dessert. For them, water is more valuable then diamond. And among the cattle that nomadic people raise, pigs were the best consumers of water at that moment.Also, pigs that are raise in farms had more economical value as they simply don’t have to move and burn fat as much the nomadic people do. Most of all, pigs cannot sweat. They don’t have sweat hole as other mammals do. Their adaptations weren’t for the hot weather itself; and easily died in the hot and dry dessert condition. Harris’s argument is there is always a very logical reason for a culture whether it is strange or normal. And his logical reasons could be found by an objective point of view such as in adaptation, being economical, or being ecological.References http://en. wikipedia. org/wiki/Kula_ring http://en. wikipedia. org/wiki/Trobriand_Islands http://anthro. palomar. edu/economy/econ_3. htm 7. The Native Americans of the Great Plain were highly depended their lives to buffalos. Buffalos were not only the method of food, but almost everything they need: shelter, clothing, fuel, tools, weapons, and other equipment by using buffalo’s horn, skin, and even dung. Nevertheless, the Native Americans of the Great Plain never worshiped them. Instead, they worshiped Mother Nature, and Father Sky.In other words, they believed everything living and of nature had a spirits I believe that Marvin Harrison might guess this reason as that buffalos were very plentiful for them, and buffalos were not the only ‘sprit’ that influenced Native Americans: but, most of all, if they have worshiped buffalos, the ritual of hunting ‘holy’ buffalos might be thought as taboo. Buffalo’s economical value exists only by killing them. As they were valuable, but not valuable enough not to kill, the belief of Totemism might have been a great alternative to them. Reference: Darko-Adara (2009. 04. 20) Psycholog y Concert, StarBooks, Seoul http://en. wikipedia. rg/wiki/Plains_Indians http://www. buffalofieldcampaign. org/aboutbuffalo/bisonnativeamericans. html Midterm Essay AHS10404 20101695 Lee, Sang-Deok Answered questions 1. Define the Sapir-Whorf Hypothesis and explain it by giving examples of ‘cultural emphasis. ’ In your answer, refer specifically to the concepts of ‘time’ and ‘space’ in your language. Your answer should refer to the reading AND the lecture by Lera Boroditsky (10 points) 2. State how critics of the Sapir-Whorf Hypothesis criticize the hypothesis and discuss whether you agree or not, and support your argument with specific examples in your own language (5 points). . Describe Tannen’s arguments about why men and women misunderstand each other, and find some examples from your experience or from other sources. (5 points) 6. Describe the Kula, the Potlatch, and food taboo in the readings. How would Marvin Harris (possibly) exp lain all these cultural practices? Discuss Harris’ arguments in relation to these three practices. (10 points) 7. Native Americans of the Great Plains never worshiped the buffalo. Why not? Based on what Harris has written, can you think of reasons why they did not worship the animal that was the source of their food? (extra 3 points)

How to Send SAT Scores to Colleges

How to Send SAT Scores to Colleges SAT / ACT Prep Online Guides and Tips Now that you’ve received your SAT scores, it’s time for the most important part of this process - actually sending scores to colleges! But how do you do it? What are your options? In this article, I’ll give you all the information you need on how the process works and what choices you'll have when sending scores. Should You Send Your SAT Scores? Before I tell you how to send your scores, you should know that you don’t have to send all of them!There’s this great thing called Score Choice that allows you to decide whether or not to send specific SAT scores to colleges if you've taken the test multiple times.You can choose which regular SATs to send by test date and choose which SAT subject tests to send by individual test. Colleges will only get the scores that you decide to send them, so if you do really poorly on one administration of the SAT, no schools will ever have to see it. Well,I should say that MOST schools will never have to see it; there are some that require you to send all of your test scores.See this article for a complete list of the schools that ask to see all of your SAT scores. When sending your scores, you can choose to send a score report for a test date to some schools and not others if you’re applying to some schools that require all scores sent and some schools that don’t.If you’re not sure whether your score is good enough to send, you should take a look at the average scores for your school of choice. For extra advice, read this guide to figuring out your SAT target score. A good rule of thumb is to take the 75th percentile SAT score for students that were admitted to your school of choice (meaning the score that is higher than 75 percent of admitted applicants) and use that as your target score.If you’re still not sure whether you should retake the test, read this guide to help you make a decision. Remember that many colleges also use superscoring for the SAT, meaning they take your best ever score from each section of the test and combine them to come up with the best overall score possible.This means that even if you do worse overall on one SAT date, you still might want to send it in if one of the test scores was your personal record for a particular section.Take a look at this other article for more information on how superscoring might affect your test-taking strategy. How to Send Your SAT Scores First, it’s important to note that you will have to order a score report for each school where you plan on applying, but you can put as many of your scores on that report as you want.It costs the same to send three SAT test scores as it does to send one SAT test score if all three scores are going to the same school.If you log in to your College Board account, you can easily send your scores through the online interface. On your dashboard, you'll see your latest scores front and center: Then, click on the "View Details" button to see your full report. At the top of the report, there are four tabs: Click on the "Score Sends" tab to get to a screen with a button that says "Send Additional Score Reports," and click on that button. You'll see this little interface that allows you to search for colleges and add them to your selected recipients list using the add and remove buttons: Once you have searched for and selected your schools and they're all listed in the "Your Selected Recipients" box, click continue. The next screen gives you the option of selecting which scores you would like to send to schools. The default setting is "all scores", but you can exercise score choice at this point and choose only to send scores from certain test dates if you want. After this, all you have to do is review your order, submit your payment, and you're all set!It’s important to remember that score delivery may take a different length of time for different schools, so plan accordingly. You should check the websites for your schools of choice to see how late they accept scores. Types of Score Reports #1: Free Score Reports The first option for sending your scores is to send them when you register for the SAT.Every time you register for the test, you automatically get four free score reports.You can use these free reports anytime between registration and nine days after your test date.If you’re taking the SAT during your junior year, however, you might not be sure where you want to send your scores quite yet.Even if you’re a senior, it's sometimes a good idea to wait until after you get your scores back so you can make sure they’re as high as you expected. #2: Regular Score Reports You can send score reports to colleges after you get your scores back for a fee.It’s $.25 per score report after the free report time window has passed, but you can get a fee waiver if you’re eligible.Talk to your high school counselor if you think you’ll need a fee waiver to send your scores. The fee waiver will give you four additional free score reports (worth $45) to use at any time. #3: Rush Score Reports If you’re worried that your scores won’t arrive in time, you can use Rush Reporting to send your scores faster for an additional fee.Rush Reporting costs $31 for the first report and $.25 for each additional report, and your scores will be sent either electronically or by first class mail, depending on the way your school receives scores. Rush Reporting will get your scores to colleges within two days of your order, although schools may take additional time to actually process scores depending on how their system is organized.There is no fee waiver available for Rush Reporting, so if you think score reports will be a financial burden on you, plan ahead and avoid this option. Rush reporting and sorority rush: both times you're paying to get something fast that you could have gotten the normal way if you planned your life better (SAT scores and friends respectively). Summary Sending your SAT scores to colleges is pretty easy, but you should always take the time to make an informed decision about which ones to send and when you plan to send them.Check the deadlines for sending scores to the schools where you're applying.Keep in mind that Score Choice is usually an option, although you should verify school policies before assuming that this is the case. You can send up to four free score reports in the time between test registration and nine days after the test.If you want to wait to see your scores or don’t know where you’re applying yet, you have the opion of sending score reports after this time window for a fee of $.25 per school.Rush Reporting is also available, but save this as a last resort! Remember that sending your SAT scores to colleges is the ultimate purpose of this whole ordeal, so it’s important to be on top of deadlines and send only your best scores if possible! What's Next? Now that you know how to send your scores to colleges, learn more about how to get and interpret your scores so that you're making the right choices about which ones to send. If you're curious about your scores and want a more detailed picture of where you struggled on the test, you might look into ordering the Question and Answer Service. Wondering whether you should take the SAT again? Read this article to find out how many times you should take it. Disappointed with your scores? Want to improve your SAT score by 160 points?We've written a guide about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Rhetorical Analysis of Equiano, Olaudah The Interesting Narrative of the Life of Olaudah Equiano, or Gustavus Vassa, the African

Rhetorical Analysis of Equiano, Olaudah The Interesting Narrative of the Life of Olaudah Equiano, or Gustavus Vassa, the African Olaudah Equiano’s production, â€Å"The Interesting Narrative of the Life of Olaudah Equiano, or Gustavus Vassa, the African.† formed part of the publication of Classic and Contemporary Readings publication that was done in 1789. In this autobiographical production, Equiano is very categorical in his mission to basically to convince his readers of the existence of slave trade in the 17th century including the predicament and lifestyle of most of the slaves. Equiano has done well to bring out his life’s ordeal in a manner that makes all readers of this autobiography believe that the slaves faced a difficult lifestyles and subjects of their masters in all ways.Advertising We will write a custom essay sample on Rhetorical Analysis of Equiano, Olaudah The Interesting Narrative of the Life of Olaudah Equiano, or Gustavus Vassa, the African specifically for you for only $16.05 $11/page Learn More It is the challenges and hardships that Equiano went through in the hands of his slave masters that prompted him to share the ordeals of his life with his readers. With the audience targeted mainly being the American and British masters, Equiano has established ethos in this narrative by the use of several strategies which include, quotations or citations, contrast, comparison, exemplification, narration, process analysis, cause and effect analysis, and argumentation. In order to capture the attention of his audience towards the subject matter, Equiano has used intriguing narrations which outline his experiences as a slave bought from Africa. This can be seen in the introduction when he brings of vivid accounts of the African lifestyle and the cause of the black skin seen amongst the Africans. In this account, Equiano narrates about the customs, food, religious practices, and clothing of the Nigerian Africans before the beginning of slave period. This account of narration at the beginning of volume 1 of his autobiography is sign ificant since it gives the readers an opportunity to understand the lifestyles of the Africans before the slave trade. The readers automatically are made to know that the author is trying to convince them that the Africans had peaceful lives before the invasion of the slave masters from Europe and America. Equiano is making passing a bold message to the readers at this point that both American and European slave owners infringed into the human rights to the Africans by distorting their productive lifestyles. This is significant since it gives the readers a basis of judgment of author’s work making them be attentive to the use of evidence and other materials to prove his point. In order to win the trust of the readers fully, Equiano has used extensive descriptions to the African culture of the Nigerians. Contrast is another device that Equiano has used to enhance credibility and effectiveness of his autobiography. It is important to note that the author has used contrast exten sively throughout the article. Comparison has mainly been used to show the differences that exist between the Africans and the Jews as well as the brutality of slavery in the beginning of volume 1 of the narration.Advertising Looking for essay on literature languages? Let's see if we can help you! Get your first paper with 15% OFF Learn More This can be seen as Equiano states that â€Å"Let the polished and haughty European recollect that his ancestors were once, like the Africans, uncivilized, and even barbarous. Did Nature make them inferior to their sons? And should they too have been made slaves? Every rational mind answers, No, (Equiano 43). This comparison is significant in terms of helping the readers to understand the credibility of the African customs as well as the brutality that the slavery brought to Africans. As a matter of fact, Equiano’s intention and this point of the narration is to negate the intentions of the European and American slave owners. In addition, the author is making a statement of equality within the mankind species. Equiano is alerting the readers that all human beings were once primitive and had uncivilized culture and so none should discriminate against another. Process Analysis is another very useful device that Equiano has used in the autobiography. The author has engaged into instances of explaining various stages that characterized his life. Equiano has vividly staged his life’s process in categories to indicate how he maneuvered his ways to freedom. This is shown when he describes the process of his capture and being bought as a slave by Henry Pascal who was his first master. He also describes the process of his education, learning of Christianity and experiences with Europeans during the time he worked for his first owner. This is demonstrated when he says that I ceased to feel those apprehensions and alarms which had taken such strong possession of me when I first came among the E uropeans, (Equiano 111). The author goes ahead to give a description of how he was betrayed by his first master by being sold out to another master- James Doran and his complains about the situation. This is demonstrated when he says that could not sell me to him, nor to anyone else.  .  . I have served him.  .  Ã¢â‚¬ ¦ many years, and he has taken all my wages and prize-money.  .  . I have been baptized; and by the laws of the land no man has a right to sell me, (Equiano 176-177). Equiano has used this device to win over the trust of his readers and improve the effectiveness of this autobiography. Equiano, Olaudah. The Interesting Narrative of the Life of Olaudah Equiano, or Gustavus Vassa, the African. London: Modern Library Pbk, 2004. Print.

Volver, A Separation, The White Ribbon, Tsotsi, Departures, Animal Essay

Volver, A Separation, The White Ribbon, Tsotsi, Departures, Animal Kingdom and The Secret in their Eyes - Essay Example This study highlights that although South Africa’s Johannesburg is more urbane than any other city in Africa, yet the featuring of the neighboring sprawling and (in)famous Soweto slum makes the plot of the movie more plausible. Another instance which reinstates this sense of authenticity is the presentation of large construction pipes which serve as Tsotsi and his gang’s domicile. Otherwise, it would be out of order to speak of Tsotsi’s crime as taking place within Johannesburg. This paper declares that the author also uses special effect filmmaking strategies to make the setting very plausible and congruent with the plot. Specifically, lightning techniques have been used to this effect. In instances where Tsotsi and his gang carry night raids, weak light is used, thereby making the audience believe that such criminal undertakings are nocturnal. Through the use of silhouettes, Tsotsi and his protà ©gà ©s are also densely shadowed, so that they are easily identified as malefactors. The failure to use proper lighting could have portrayed Tsotsi’s criminal exploits as taking place during daytime, and thereby painting Johannesburg as an insecure, crime-riddled city where crimes happen even during broad daylight. Lance Gewer and Gavin Hood as the director and cinematographer respectively showcase their dexterity and ingenuity in filmmaking by making the movie polyglot. The movie consists of languages such as English, Afrikaans, isiXhosa and isiZulu, and thereby rightly painting Johannesburg not only as a polyglot but also a cultural melting pot.

Not requried, it depends on you Essay Example | Topics and Well Written Essays - 2000 words

Not requried, it depends on you - Essay Example The analysis of the individual performance, the work environment and the managerial and employee traits are discussed in the study. The problems faced by the company with regard to the employee and management are also referred to understand the cause of failure. Moreover, the relevant solution to the problem which would help the management to accomplish its objectives is considered for the long run profitability of the company. In the book by Dewar, it has been highlighted that the management style used by Ford in the earlier stage was not providing the required yield because of a lack of motivation among the workers. The improper management style had a negative impact on the employees and the management objective to gain profitability. The convertor line technique used by the company was not delivering proper efficient result. The main reason behind the incessant constraints was a lack of motivation among the workers along with job satisfaction. With the implementation of proper man agement style and motivational factors the leader was able to derive the required output from the employees. The change in the leadership style along with maintaining proper relation, valuing the employee in Ford helped to increase the level of production and efficiency. The proper control of management on the employees helps in sustaining the business and increasing profitability. INTRODUCTION â€Å"The Savage Factory: An Eyewitness Account of the Auto Industry’s Self-Destruction† is a book that reflects the story of a giant automotive, which was losing its competitive market to the smaller and weaker competitors because of the implemented organizational behavior approaches. The organizational behavior exhibits the influence that the individuals, groups and structure have on the human behavior within the organization. The performance of the people within an organization is affected by the behavior of the organization. The behavior within an organization is considered by the interaction among the people, the technology implemented by the management and the external environment. The working environment provided to the individuals or group affects the productivity of the company. The management style and the theory are of great importance when analyzing the performance of the company. The behavior between the employee and the management reflects the concept of organizational behavior. The narration presented in ‘savage factory’ exactly demonstrates the relation among the hourly line workers, factory foremen and the management. It gives an inside look at the incompetency of the management with regard to managing the labor forces, which caused the automobile industry to suffer. The loss faced by the Ford was due to the improper management style and the behavior within the organization. The book gives an insight to the importance of behavior among the worker, management and the structure of the organization (Dewar 1-10; Mcshane, Glinow an d Sharma 1-10). THESIS STATEMENT This study intends to reflect the significance of the organizational behavior among the workers and the management for a better working environment. The issues regarding the leadership style, the motivational factors and the working environment are the main determinants which are discussed. The approaches regarding the behavior to mitigate the issues and increase the productivity are reflected through the paper. IDENTIFICATION OF THE PROBLEM The author Robert J. Dewar joined the Ford