Evolutionary Biology Essay Essay Example for Free

Evolutionary Biology Essay Essay Check’s article â€Å"How Africa Learned to Love the Cow† explores the studies and research of Sarah Tishkoff on genetic mutation and evolution of, more specifically, the gene that codes for lactase and lactase persistence within individuals in Africa. The frequency with which these genes occur fluctuates dramatically, which is noted in Tishkoff’s study on African populations, and account for tolerance and intolerance of lactose within humans (Check). It is interesting to see that environment may affect genetic mutation within individuals as well. Tishkoff’s research on lactose tolerance within humans in Africa is a revolutionary prospect, which allows others to study the issue of lactose intolerance in adult humans and view evolutionary trends in varied populations of humans, bringing new information and proof of evolution to the table. Only certain individuals from certain populations can tolerate milk as adults due to various factors, such as the presence of the gene that codes for the production of the enzyme lactase, natural selection, and vertical gene transfer. Lactase is essential for breaking down lactose, a sugar within cow milk that would otherwise pass through a human’s digestive system undigested (Check 1). Within adult humans, the gene that codes for the production of the enzyme lactase is sometimes inactive or missing, which causes the intolerance of milk and causes lactose to have â€Å"unpleasant results† (Check 1) if ingested by an individual. On the other hand, if this gene is present, there are multiple reasons as to why these individuals have it. According to anthropological studies in the 1960s, humans who tended and reared cattle for a living generally had tolerance for milk as adults (Check 1). This could be due to the workings of natural selection and vertical gene transfer. It is possible that the ancestors of these humans, who could tolerate milk and could take advantage of its nutritional benefits, had a higher survival rate than the individuals who could not tolerate milk; since diarrhea, which is a common result of lactose indigestion, â€Å"exacerbates dehydration† and can prove fatal during a famine or drought (Check 3). This would then lead to vertical gene transfer, which refers to the transfer of genes to offspring from sexual reproduction. If an individual with favorable genes were to mate, his genetic code could possibly be transferred to his offspring, which explains lactase persistence within humans at present. It is interesting to note that the existence of this â€Å"lactase gene† that has such specific, easily identifiable purposes, and frequency of appearance in unrelated individuals are strong indicators of convergent evolution (Check 1). The Homo Neanderthalensis is an extinct species that mainly survived on the hunter/gatherer lifestyle, scavenging for sustenance and hunting animals for food; with this in mind, it is highly possible that these individuals were lactose intolerant. Since the Homo Neanderthalensis were hunter/gatherers who relied on other methods of surviving than rearing and domesticating cattle, the idea of drinking milk from cattle rather than immediately killing it for meat was most likely foreign and is telling evidence that they most likely were lactose intolerant. This can be inferred due to the research presented earlier; that adult individuals with more exposure to cattle rearing were generally had a higher chance of lactase persistence than those who did not raise or domesticate cattle for survival. Judging by past research and Tishkoff’s study in Africa, if a population was to stop drinking milk for a prolonged period of time through multiple generations due to the introduction and increased availability of other foods and resources, that population may develop a lactose intolerance that was not present before. This is due to the idea that extended experience with milk results in a higher frequency of the gene that codes for lactase production. This effect is magnified with the presence of other evolutionary and genetic trends that occur naturally such as vertical genetic transfer. Today, lactose intolerance within adults remains a widespread issue. With the advent of lactose-free milks such as soymilk, the problem may have been somewhat appeased for lactose intolerant milk lovers. However, the fact remains that many adults still cannot tolerate milk. With the research of numerous anthropologists, geneticists, and Tishkoff, we can make sense of why this is still an issue and present educated inferences about our history.

Corporate Culture Case Study: BMW

Corporate Culture Case Study: BMW Introduction In the mind of every person, emotions, thoughts and possible actions form a pattern which has developed during his or her childhood. Once rooted in the mind, these patterns must be forgotten before anything new can be taught. A common name for these patterns is culture. Culture is important. It is what founds confidence. The concept of culture is broad and abstract but still a crucial part of everyones environment and something that can be found anywhere. It takes form in symbols, heroes, rituals and customs. The core, the essence of culture is values. Our basic values are founded in the beginning of our lives, while as we grow older we tend to focus on consciously learning new customs. The choices we make during this process determine our self-image how we look upon the others. There are countless definitions of the word culture, each one claiming to be unique. But in fact this only goes to show that the concept is far too abstract to be clearly defined, Bang states that it signifies what we at every specific moment want it to signify. We see this as the strength of the subject; it is what makes it so interesting to study. You can end up anywhere, and there is no right or wrong. Many connect culture with art and theater, but the concept is nowadays far more widespread and can be applied to many more areas, corporations being one of them. A popular and simple definition of the expression corporate culture is made by Deal and Kennedy: Culture is the way in which we perform something here at ours  [2]   The term culture originally comes from social anthropology. Late nineteenth- and early twentieth-century studies of primitive societies-Eskimo, South Sea, African, Native American-revealed ways of life that were not only different from the more technologically advanced parts of America and Europe but were often very different among themselves. The concept of culture was thus coined to represent, in a very broad and holistic sense, the qualities of any specific human group that are passed from one generation to the next. The American Heritage Dictionary defines culture, more formally, as the totally of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought characteristics of a community or population  [3]   It is helpful to think that corporate culture has two levels, which differ in terms of their visibility and their resistance to change. At the deeper and less visible level, culture refers to values that are shared by the people in a group and that tend to persist over time even when group membership changes. Those notions about what is important in life can vary greatly in different companies; in some settings people care deeply about money, in other about technological innovation or employee well-being. At this level culture can be extremely difficult to change, in part because group members are often unaware of many of the values that bind them together. At the more visible level, culture represents the behavior patterns or style of an organization that new employees are automatically encouraged to follow by their fellow employees. We can say, for example, that people in one group have for years been hard workers, those in another are very friendly to strangers, and those in a third always wear very conservative clothes. Culture in this sense, is still tough to change, but not nearly as difficult as the level of basic values. Each level of culture has a natural tendency to influence the other. This is perhaps most obvious in terms of shared values influencing a groups behavior-a commitment to customers, for example, influencing how quickly individuals tend to respond to customers complaints. But causality can flow in the other direction too-behavior and practices can influence values. So, How Do We Define Culture? Culture is a pattern of shared tacit assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feeling relation to those problems.  [4]   What really drives daily behavior is the learned, shared, tacit assumptions on which people base their view of reality as it is and as it should be. It results in what is popularly thought of as the way we do things around here, but even the employees in the organization cannot, without help, reconstruct the underlying assumptions on which their daily behavior rests. They know only that this is the way, and they count on it. Life becomes predictable and meaningful. If you understand those assumptions, it is easy to see how they lead to the kind of behavioral. Three Levels of Culture The biggest danger in trying to understand culture is to oversimplify it. It is tempting to say that culture is just the way we do things around here, the rites and rituals of our company, the company climate, the reward system, our basic values and so on. These are all manifestations of the culture, but none is the culture at the level where culture matters. A better way to think about culture is to realize that it exists at several levels and that we must understand and manage the deeper levels. The levels of culture go from the very visible to the very tacit and invisible.  [5]   Artifacts Visible organizational structures (hard to decipher) Espoused Values Strategies, goals, philosophies (espoused justifications) Underlying  Assumptions Unconscious, taken for granted  beliefs, perceptions, thoughts and feeling (ultimate source  of values and action) Classifying Corporate Culture G.Hofstede Hofstede demostrated that there are national and regional cultural groupings that affect the behaviour of organizations. Hofstede identified four characteristics of culture in his study of national influences: Power Distance The degree to which a society expects there to be differences in the levels of power. A high score suggests that there is an expectation that some individuals wield larger amounts of power than others. A low score reflects the view that all people should have equal rights. Uncertainty Avoidance reflects the extent to which a society accepts uncertainty and risk. individualism vs collectivism individualism is contrasted with collectivism, and refers to the extent to which people are expected to stand up for themselves, or alternatively act predominantly as a member of the group or organisation. masculinity vs femininity refers to the value placed on traditionally male or female values. Male values for example include competitiveness, assertiveness, ambition, and the accumulation of wealth and material possessions. Long vs short term orientation Deal and Kennedy Deal and Kennedy defined corporate culture as the way things get done around here. They measured organisations in respect of: Feedback quick feedback means an instant response. This could be in monetary terms, but could also be seen in other ways, such as the impact of a great save in a soccer match. Risk represents the degree of uncertainty in the organisations activities. Using these parameters, they were able to suggest four classifications of organisational culture: The Tough Guy Macho Culture. Feedback is quick and the rewards are high. This often applies to fast moving financial activities such as brokerage, but could also apply to policemen or women, or athletes competing in team sports. This can be a very stressful culture in which to operate. The Work Hard/Play Hard Culture is characterised by few risks being taken, all with rapid feedback. This is typical in large organisations which strive for high quality customer service. They are often characterised by team meetings, jargon and buzzwords. The Bet your Company Culture, where big stakes decisions are taken, but it may be years before the results are known. Typically, these might involve development or exploration projects, which take years to come to fruition, such as could be expected with oil exploration or aviation. The Process Culture occurs in organisations where there is little or no feedback. People become bogged down with how things are done not with what is to be achieved. This is often associated with bureaucracies. Whilst it is easy to criticise these cultures for being over cautious or bogged down in red tape, they do produce consistent results, which is ideal in, for example, public services. Charles Handy Handy (1985) popularised a method of looking at culture which some scholars have used to link organizational structure to Organizational Culture. He descibes: a Power Culture which concentrates power in a few pairs of hands. Control radiates from the centre like a web. Power Cultures have few rules and little bureaucracy; swift decisions can ensue. In a Role Culture, people have clearly delegated authorities within a highly defined structure. Typically, these organisations form hierarchical bureaucracies. Power derives from a persons position and little scope exists for expert power. By contrast, in a Task Culture, teams form to solve particular problems. Power derives from expertise so long as a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure. A Person Culture exists where all individuals believe themselves superior to the organisation. Survival can become difficult for such organisations, since the concept of an organisation suggests that a group of like-minded individuals pursue the organisational goals. Some professional partnerships can operate as person cultures, because each partner brings a peculiar expertise and clientele to the firm. Elements of the corporate culture: The Paradigm: What the organization is about; what it does; its mission; its values. Control Systems: The processes in place to monitor what is going on. Role cultures would have vast rule books. There would be more reliance on individualism in a power culture. Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business. Power Structures: Who makes the decisions, how widely spread is power, and on what is power based? Symbols: These include the logos and designs, but would extend to symbols of power, such as car parking spaces and executive washrooms! Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary. Stories and Myths: build up about people and events, and convey a message about what is valued within the organization. These elements may overlap. Power structures may depend on control systems, which may exploit the very rituals that generate stories. Selecting a Company I decided to focus my research on the BMW Group ,because it is a one of the worlds top automobile manufacturers with long history of successful technological achievements and thousands of employees and I believe ,it will be a great example for a successful corporate culture. The company produces motorcycles and engines, as well and it also own and produces the Mini brand and is the parent company of Rolls-Royce Motor Cars. As one of the great car manufacturers with subsidiaries on each continent and since the automobile industry has been strongly influenced by the social environment, I believe that studying the BMW Group corporate culture is an effective means for understanding the corporate cultures of European companies. To present the BMW group corporate culture ,I will analyze how the BMW corporate culture works and what are its core values. BMW Group Overview BMW History BMW is an acronym for Bayerische Motoren Werke AG- or, in English, Bavarian Motor Works  [6]  . Whatever you call it, the German-based company is one of the worlds most respected automakers, renowned for crafting luxury cars and SUVs that offer superior levels of driving enjoyment. Founded in Munich, the company began in the early 1910s as an aircraft manufacturer. BMWs current logo, designed to represent white propeller blades against a blue sky, reflects these origins; its blue-and-white color scheme also references Bavarias blue-and-white checkered flag. It wasnt until 1928 that production began on the first BMW automobile, the Dixi. The car proved tremendously popular, and its success helped the manufacturer weather the Depression. BMWs best-known pre-World War II vehicle was the Type 328 roadster, a supple two-seater that racked up over 120 victories on the motorsport circuit between 1936 and 1940. Postwar BMW cars maintained this tradition, winning several racing, rallying and hill climb victories. The early 1950s saw the launch of the BMW 501, a roomy, voluptuous sedan that was resplendent with all of the hopefulness of that era. It was soon followed by the 502 which was powered by the worlds first light-alloy V8, foreshadowing BMWs ongoing commitment to developing new technology. The best-selling BMW of that decade was the Isetta, a petite two-seat microcar typically powered by a 12- or 13-horsepower engine. The mid-50s also saw the debut of the limited production and breathtakingly beautiful 507 sports car which had an alloy body and used the 502s V8 for propulsion. In the 1960s, BMW sales strengthened significantly, thanks in part to the immense popularity of the 1500, a sporty family sedan.   [7]   By the 1970s, BMW was establishing itself as a full-fledged car company. It was a pioneer for many emerging technologies, including turbocharging and advanced vehicle electronics. BMW of North America was established at this time, and consumers who coveted both sports and luxury cars became loyal Bimmer owners. The 70s also saw the birth of BMWs three-tier sport sedan range consisting of the compact 3 Series, midsize 5 Series and large 7 Series cars and the creation of its performance M division. Though the 3 Series could be had with four-cylinder power, it was the companys inline-6 engines that developed BMWs reputation for spirited, yet highly refined performance. At decades end, the limited-production, short-lived M1 supercar debuted. Throughout the 1980s, BMW became the unofficial poster car of yuppies, as the brand ostensibly signified ones financial success as well as a passion for driving. The elegant 6 Series coupe debuted and the latter part of the decade saw the high-performance M division working its magic on various production models. The early 1990s saw BMW replace the 6 Series with the powerful (V12-powered at first) but heavy 8 Series grand touring coupe while later that decade the Z3 roadster bowed. The company also opened its first U.S. manufacturing plant in the latter half of the 1990s. The 2000s brought a midsize SUV (the X5) as well as a compact SUV (the X3) as BMW joined the hot-selling segment. Since then, BMW has replaced the Z3 with the Z4, introduced the compact 1 Series, produced hybrid versions of a few models and debuted the X6 fastback crossover. The company has also expanded its empire to include Mini and Rolls-Royce and continues to build motorcycles, something it has done since the 1920s. The automakers famous advertising slogan describes each of its vehicles as the ultimate driving machine, and its not mere hyperbole. Over the past couple of decades, BMWs have become the standard for performance and luxury in most of the over $30,000 segments. With family-friendly wagons, crisp sedans, distinctive coupes, nimble sports cars and spacious SUVs offered, BMWs model roster is diverse. But its luxury vehicles all share a common characteristic: the ability to make drivers feel gloriously connected to the road.  [8]   The automobile industry in Europe  [9]   The auto sector is often credited as the engine room of Europe. The European Union is the homeland to a competitive and innovative automotive industry that generates activity throughout the economy from materials and parts supply, to RD and manufacturing, to sales and after-sales services. Manufacturers have trained and developed a highly-skilled workforce, producing quality products for home and international markets. Vehicle manufacturing supports over 2 million European jobs with an additional 10 million citizens employed in associated industries. Exports are valued at over  £70 billion annually. The automotive industry has also established itself as a partner in sustainability. Technological advances have brought real solutions, driving down harmful emissions from industry products and production sites. Manufacturers have spearheaded significant improvements in vehicle safety and embraced social responsibility goals. Annually, the industry invests  £20 billion in RD, more than any other private sector. Its drive towards sustainable mobility remains an ongoing commitment. BMWS Group Corporate Culture The BMW Group is one of the worlds leading car and motorcycle manufacturers with more than 100,000 employees in over 100 countries. With the brands BMW, MINI and Rolls Royce,BMW operate very successfully in the premium segment of the automobile and motorcycle industry. In order to consistently maintain the quality standards, BMW seek employees who possess team spirit and personal initiative, as well as an uncompromising desire to constantly further their knowledge. Because they are convinced that those who cease to improve have already ceased to be be good. High-efficiency culture. It is not only the technical know-how that makes BMW stand out considerably from other companies. In keeping with the quality standards of products, BMW corporate culture is a consistent high-efficiency culture. BMW constantly incite each other employee to become even better, to offer even better products. This is only possible through a pronounced team spirit. Critical reflection and self-critical advancement are only possible within a well-functioning team. Because they approach each other with respect and esteem, the employees have a strong team spirit the decisive prerequisite for success within a team. Satisfied and motivated employees are an invaluable competitive advantage to our company.   [10]   Basic principles: During the next decade BMW aim to secure a position as the worlds leading manufacturer of premium automobiles. For this reason all of companys strategies including the corporate culture are conceived on a long-term basis and are constantly target-oriented. BMW wish to utilise new chances and achieve a new level of efficiency,they aspire to create an atmosphere of optimism from which to draw the energy for necessary changes. The following principles of the BMW Group form the basis of this long-term and target-oriented action  [11]  : Customer orientation. Our customers decide whether or not our company is successful. Our customers are at the centre of all of our actions and the results of our actions must be judged from a perspective of their benefit to the customer. High efficiency. We aim to be the best. Each of us has to rise to this challenge, meaning that each employee must be prepared to achieve a high degree of efficiency. We aspire to belong to an elite, but without being arrogant, because it is the company and its products that count the most and nothing else. Responsibility. Each BMW Group employee bears personal responsibility for the success of the company. This also applies within a team, where each individual must be aware of his or her responsibility. In this respect we are fully aware that we all work together in achieving corporate goals. For this reason we also work together in the interests of the company. Effectiveness. Only sustainable and effective results are of benefit to the company. When assessing management, it is only the effect of performance on results that counts. Adaptability. In order to achieve continuous success we must adapt quickly and flexibly to new demands. Therefore, we regard change as a chance and the ability to adapt as the prerequisite for making use of this chance. Disagreement. In the search for the best solution everyone has the duty to bring to light any disagreement. The solutions found are then resolutely implemented by all involved. Respect, trust, fairness. We treat one another with respect. Management is based on mutual trust, trust is based on calculability and fairness. Employees. Business enterprises are made by people. Employees are our strongest factor of success. Consequently, personnel decisions belong to the most crucial decisions. Exemplary function. Every executive has an exemplary function. Sustainability. We regard sustainability as a lasting and positive contribution towards the economic success of the company. This is the basis of our ecological and social responsibility. Society. We consider awareness of social responsibility an inseparable part of our corporate self-conception. Independence. We secure the BMW Groups entrepreneurial independence through sustainable and profitable growth. Equality of opportunity BMW Group employees work in different countries on different continents. They are as diverse as is usually the case in our globalized world. It goes without saying that all of our employees are treated equally according to their qualifications and granted equal opportunities. So diversity is perfectly normal in our working lives. Diversity The diversity of the BMWs employees is one of their special strengths. It enhances the companys innovative capability and helps to gain ground in new markets. It broadens the pool of BMWs talents and competencies. Human diversity is therefore a key to the sustainable success of the BMW Group. Hence diversity is an important issue of the future. Human diversity also influences the cultural horizon within the company. As a result it becomes constantly broader, providing BMW with new aspects and perspectives. This enables to perceive new needs and trends far earlier and above all to understand them and to live with diversity. Sustainability management We have set ourselves the goal of integrating sustainability throughout the entire value chain and its underlying processes creating an added value for the company, the environment and society. Key elements of BMW Groups sustainability management include an environmental radar that is regularly extended to cover additional ecological and social aspects; ongoing dialogue with stakeholders; the inclusion of sustainability criteria in all decision-making processes; and a holistic approach to the entire value chain. The BMW Groups basic principles form the foundation of the companys long-term alignment. They establish, among other things, that being a good corporate citizen is an integral part of how the BMW Group defines itself as a company. Furthermore, sustainability is regarded as making a positive contribution to the companys economic success. According to the Dow Jones Sustainability Indexes, the BMW Group is currently the worlds most sustainable carmaker. The company was named industry leader in these important global sustainability indices for the fifth consecutive year in 2009. Numerous other ratings and awards also confirm the companys lead role in the field of sustainability. But for the BMW Group this is only the beginning. It is obvious that sustainability is set to play an even bigger role in defining premium mobility of the future from environmentally-friendly drive trains and resource-friendly production processes to new, sustainable services in the field of individual mobility. In the future, premium will inevitably comprise the concept of sustainability. The manufacturer with the more efficient and resource-friendly production, who offers the most visionary solutions for eco-friendly individual mobility, will have the competitive edge. BMW position At the BMW Group, sustainability is not just the responsibility of one particular department. All employees are called upon to implement elements of corporate sustainability in their area of responsibility. Here the members of the Board of Management of BMW AG discuss how their individual divisions define corporate sustainability. The BMW Group and its BMW, MINI and Rolls-Royce brands epitomise joy, passion and success. The aim is to actively shape the future. To achieve this, we are making sustainability an increasingly integral part of our value chain. Sustainability should be the defining principle of how we design our processes and procedures. Our company has been changing its approach over recent years. The revision of the BMW Groups sustainability strategy was the next logical step and an important milestone. But there is still some way to go. Economics  [12]   The BMWs corporate Strategy Number ONE is creating the best conditions for long-term value creation and sustainability. Our vision is to be the worlds leading provider of premium products and premium services in the automotive industry. As we see it, this also means being a leader in the field of sustainability. From an economic point of view, issues such as compliance, anti-corruption and risk management form the backbone of corporate responsibility. In late 2007, the BMW Group presented its new corporate Strategy Number ONE. The vision: To be the leading provider of premium products and premium services for individual mobility. To reach this goal, the company needs to focus consistently on growth and profitability; to constantly develop new technologies; to guarantee access to relevant customer groups; and, most importantly, to actively shape the future. These key fields of action are the four pillars of Strategy Number ONE. Everything BMW do is based on the twelve basic principles the Board of Management defined in Strategy Number ONE: Customer orientation The customer and benefit for the customer are at the heart of everything the company does. Peak performance -The company and all its employees aim to be the best. Responsibility Every employee shares the responsibility for the companys success. Effectiveness Only results which have a lasting effect count. Adaptability Flexibility as a crucial prerequisite for success. Dissent As we strive to find the best solution, we are frank with each other. Respect, trust, fairness The basis of successful cooperation. Employees The strongest factor in a companys success. Leading by example Every manager has to be aware that he / she is a role model and should act accordingly. Sustainability Acting sustainably is an element of our corporate responsibility and a contribution to value creation. Society Social responsibility is an integral part of our corporate self-image. Independence Sustained profitable growth secures the corporate independence of the BMW Group. Based on these principles, the BMW Group has established a focused approach to master the current crisis. Priorities are to secure the companys sound financial footing and its liquidity as well as to develop attractive, trendsetting products. Over the past five years, the company has invested a total of over 21 billion euros in its future, an amount that also reflects the BMW Groups technological expertise and the pace at which innovations are developed. With its corporate Strategy Number ONE, the BMW Group is setting the course for tomorrows dynamic growth. For more detailed information on the financial year and our latest figures please refer to the current Annual Report. Employees-Basic principles During the next decade we aim to secure our position as the worlds leading manufacturer of premium automobiles. For this reason all of our strategies including our corporate culture are conceived on a long-term basis and are constantly target-oriented. We established this prerequisite when we launched our Strategy Number ONE. The Vision: to become the worlds leading provider of premium products and premium services for individual mobility. To this end, the BMW Group concentrates on profitability and sustained value creation. The companys four strategic pillars also include growth, shaping the future and access to technologies and customers. The following principles of the BMW Group form the basis of this long-term and target-oriented action:  [13]   Customer orientation Our customers decide whether or not our company is successful. Our customers are at the centre of all of our actions and the results of our actions must be judged from a perspective of their benefit to the customer. Peak performance We aim to be the best. Each of us has to rise to this challenge, meaning that each employee must be prepared to achieve a high degree of efficiency. We aspire to belong to an elite, but without being arrogant, because it is the company and its products that count the most and nothing else. Responsibility Each BMW Group employee bears personal responsibility for the success of the company. This also applies within a team, where each individual must be aware of his or her responsibility. In this respect we are fully aware that we all work together in achieving corporate goals. For this reason we also work together in the interests of the company. Effectiveness Only sustainable and effective results are of benefit to the company. When assessing management, it is only the effect of performance on results that counts. Adaptability In order to achieve continuous success we must adapt quickly and flexibly to new demands. Therefore, we regard change as a chance and the ability to adapt as the prerequisite for making use of this chance. Dissent In the search for the best solution everyone has the duty to bring to light any disagreement. The solutions found are then resolutely implemented by all involved.

Violence on TV Essay -- Argumentative Argument Media Television

Violence on TV For a long time now the debate has been, and continues to be, as to whether or not violence on television makes children more violent. As with all contentious issues there are both proponents and detractors. This argument has been resurrected in the wake of school shootings, most notably Columbine and Erfurt, Germany; and acts of random violence by teenagers, the murders of two Dartmouth professors. Parents, teachers, pediatricians, child psychiatrists, and FCC Chairmen William Kennard and former Vice President Al Gore say violent TV programming contribute in large part to in violence in young people today. However, broadcasters and major cable TV providers like Cox Communication say that it is the parent’s fault for not making it clear to their kids as what they may or may not watch on TV. The major TV networks and cable providers also state it is the TV industry’s fault as well for not regulating what is shown on TV. So who is the guilty party in this argument of w hether or not TV violence influences of the behavior young people in today’s society? There is a "general consensus among social scientists that television violence increases the propensity to real-life aggression among some viewers," and yet, paradoxically, "there is presently little evidence indicating that violence enhances program popularity" (Diener & DeFour, 1978). Top government studies insist, "violent material is popular" (Surgeon General's Scientific Advisory Committee on Television and Social Behavior, 1972). Differing conclusions may be viable. One leading social psychologist flatly states, "evidence suggests that violence on television is potentially dangerous, in that it serves as a model for behavior -- especially for children" ... ...ichard. "Chips Ahoy." Time February 19, 1996: 58-61. Aronson, E., The Social Animal, New York: W.H. Freeman and Co., 7th Edition, 1995 Surgeon General's Scientific Advisory Committee on Television and Social Behavior, Television and growing up: The impact of televised violence, Washington, D.C.: U.S. Government Printing Office, 1972 Diener, E. & DeFour, D., "Does Television Violence Enhance Program Popularity?", Journal of Personality and Social Psychology, 1978, Vol. 36, No. 3, 333-341 UCLA Center for Communication Policy, Television Violence Monitoring Project, http://ccp.ucla.edu/Webreport94/toc.htm New Statesman & Society, May 17 1996 v9 n403 p27(1) by Alexander Cockburn National Television Violence Study , April 20, 1998 v370 n10 p24(1) by Christopher Stern American Academy of Pediatrics , Pediatrics Vol. 108 No. 5 November 2001 Violence on TV Essay -- Argumentative Argument Media Television Violence on TV For a long time now the debate has been, and continues to be, as to whether or not violence on television makes children more violent. As with all contentious issues there are both proponents and detractors. This argument has been resurrected in the wake of school shootings, most notably Columbine and Erfurt, Germany; and acts of random violence by teenagers, the murders of two Dartmouth professors. Parents, teachers, pediatricians, child psychiatrists, and FCC Chairmen William Kennard and former Vice President Al Gore say violent TV programming contribute in large part to in violence in young people today. However, broadcasters and major cable TV providers like Cox Communication say that it is the parent’s fault for not making it clear to their kids as what they may or may not watch on TV. The major TV networks and cable providers also state it is the TV industry’s fault as well for not regulating what is shown on TV. So who is the guilty party in this argument of w hether or not TV violence influences of the behavior young people in today’s society? There is a "general consensus among social scientists that television violence increases the propensity to real-life aggression among some viewers," and yet, paradoxically, "there is presently little evidence indicating that violence enhances program popularity" (Diener & DeFour, 1978). Top government studies insist, "violent material is popular" (Surgeon General's Scientific Advisory Committee on Television and Social Behavior, 1972). Differing conclusions may be viable. One leading social psychologist flatly states, "evidence suggests that violence on television is potentially dangerous, in that it serves as a model for behavior -- especially for children" ... ...ichard. "Chips Ahoy." Time February 19, 1996: 58-61. Aronson, E., The Social Animal, New York: W.H. Freeman and Co., 7th Edition, 1995 Surgeon General's Scientific Advisory Committee on Television and Social Behavior, Television and growing up: The impact of televised violence, Washington, D.C.: U.S. Government Printing Office, 1972 Diener, E. & DeFour, D., "Does Television Violence Enhance Program Popularity?", Journal of Personality and Social Psychology, 1978, Vol. 36, No. 3, 333-341 UCLA Center for Communication Policy, Television Violence Monitoring Project, http://ccp.ucla.edu/Webreport94/toc.htm New Statesman & Society, May 17 1996 v9 n403 p27(1) by Alexander Cockburn National Television Violence Study , April 20, 1998 v370 n10 p24(1) by Christopher Stern American Academy of Pediatrics , Pediatrics Vol. 108 No. 5 November 2001

John F. Kennedy Essay -- essays research papers

John F. Kennedy   Ã‚  Ã‚  Ã‚  Ã‚  Though John F. Kennedy was only president for a short time, he inspired American patriotism and united a nation behind a common goal for peace. Kennedy was an influential man and a great leader. His faith was tested by the obstacles he had to overcome, but President Kennedy always lead his country with dignity and pride.   Ã‚  Ã‚  Ã‚  Ã‚  John Fitzgerald Kennedy was born on May 29, 1917 in Brookline, Massachusetts. Known as â€Å"Jack†, he was the second child born to Joseph and Rose Kennedy. Jack was named after his grandfather, John Francis Fitzgerald. He had an older brother named Joe Jr.   Ã‚  Ã‚  Ã‚  Ã‚  When Jack was one year old, his sister Rosemary was born. She was mentally retarded. Joseph and Rose later had six more children, Kathleen, Eunice, Patricia, Robert, Jean, and Teddy (Weidman 1). Jack was very sick as a child. At age three, he became seriously ill with Scarlet Fever. He remained in recovery for three months. Jack constantly suffered from allergies, colds or bronchitis. When he was ten, the Kennedys moved to Bronksville, New York to escape religious prejudice. They were Irish Roman Catholics and had faced many hardships because of their religion in Massachusetts. During this time he attended Riverdale Country Day School.   Ã‚  Ã‚  Ã‚  Ã‚  During his childhood years, Jack felt overshadowed by his older brother Joe. They constantly competed with one another. Whether it was sports or school, Jack and Joe always tried to outdo one another. They once had a bicycle race and collided at the finish line. Joe came out Hamner 2 without a scratch while Jack needed twenty-eight stitches.   Ã‚  Ã‚  Ã‚  Ã‚  Jack became interested in politics at a young age. He and his family would discuss world events every evening at dinner. Jack learned a lot about politics from his grandfather John Fitzgerald. He was a famous lawyer and politician from Boston. Jack listened to his political speeches and attended political rallies. He also went with his grandfather as he campaigned. Jack read the newspaper everyday and many books dealing with history.   Ã‚  Ã‚  Ã‚  Ã‚  When Jack turned fourteen, he followed his older brother to Choate School for Boys in Wallingford, Connecticut. There he participated in many sports. Still, his allergies and other sicknes... ...focused on Jacqueline Kennedy. Still, she never faltered and her dignity was majestic. With her children in hand, she kissed the flag that was draped over her husband’s coffin. The next day, the president was buried in Arlington National Cemetery. As the coffin passed by the family, three-year-old John-John raised his right hand and saluted his father. That single image was stamped in the minds of all Americans.   Ã‚  Ã‚  Ã‚  Ã‚  In the days after the funeral, there were many unanswered questions. A book was written called The Warren Affair that described in detail how Lee Harvey Oswald might have shot the president. The investigations never ceased, as an accurate answer is still yet to be found (Stein 1-29). Hamner 8   Ã‚  Ã‚  Ã‚  Ã‚  John F. Kennedy was a president that will always be remembered for his dedication and devotion to the United States of America. He believed that the forces that bring people together are much stronger than those that divide them. President Kennedy has gone down in history as being a president who never lost hope in his country.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  

Does Dickens create a rrealistic figure in the character of Scrooge? :: English Literature

Does Dickens create a rrealistic figure in the character of Scrooge? A Christmas Carol When people read or watch a ghost story, they have certain expectations of it. People would usually expect the story to be scary, have an eerie feel, and have appropriate, creepy settings such as a graveyard or derelict house. Most ghost stories use darkness to create the right atmosphere. There is usually a wide range of characters such as a hero/heroin, a damsel in distress or someone in danger, a victim, horrible and creepy characters that maybe outcasts and most obviously a ghost. People expect the story to have a scary opening, that draws them in into the story making them want to read on, but that doesn't give anything away. The opening often gives some background information on the characters. There is quite often a murder or disappearance to be investigated. Most ghost stories have a closed ending where the mystery is solved or the ghost is disposed of. Fear, suspense and foreshadowing are important features in the plot of a ghost story. All of these factors usually crop up in a typical ghost story. Older ghost stories tend to be text based where as newer ones can be found in other media, such as films. Many films and television series of ghost stories have been produced. The more recent ones tend to drift away from the criteria of a typical ghost story by combining with other genres; where as the older stories seem to follow the expected features of a ghost story much more closely. The more modern ghost story films have mixed with the horror genre because it adds to the atmosphere of the story and makes it scarier. Ghost story films and TV programmers usually drift away from the typical ghost story line because they don't stick just to the ghost story genre; they tend to mix in other genre such as romance, murder mystery and especially horror! This is because the aspect of horror in the ghost story creates a scarier atmosphere that keeps the viewer interested. Films and TV mix other genres such as romance and mystery to keep the viewer interested and to make the storyline different, unique, so it's not similar to other films and programmers. It also enables the ghost story to have a twist in the storyline making it much less predictable there for drawing the viewer into the story and making them want to keep watching. Some examples of these are 'What lies beneath' and 'The Sixth Sense'. Both these ghost stories have a major twist in the plot very near the end and both keep the viewer in

Managing Conflict in a Female Dominated Workplace

Today more companies have opened its doors for women workers than in the past twenty years. More women are having full-time jobs and even holding positions of power and influence in the corporate world. This reality might not have totally eliminated the â€Å"glass ceiling† concept, yet this suggests that the gender discrimination issue is slowly eliminated in the world of work. Women have significantly impacted the corporate world. However, some studies suggest that in women-dominated workplace new challenges can emerge. This is because women interact differently and expect different things from their co-workers than men. Risk of unresolved conflict is also high as women have different approach to dealing with conflict than men. Women’s approach to conflict is usually dictated and influenced by their role in the society, women’s tendency to be judgmental and subjective, and society’s expectations. The groundbreaking book of Phyllis Chesler â€Å"Woman’s Inhumanity to Woman† revealed that women have the tendency to deny that they are competitive, give more importance to relationship and belonging than succeeding, and expect nurture, support, and sympathy from other women. It further revealed women’s subjective perception of criticism and their tendency to judge harshly other women. These behaviors of women are potential source of conflict and can make conflict resolution difficult. Tracy Douglass suggested ways to constructively deal with these behavior of women in the workplace to effectively deal with conflict among them. She said that the ability to recognize exclusionary behavior of women workers and evaluate criticism constructively, make a balance and objective response, making constructive statements that are focused on the problem and not on the person, communication skills, and personal awareness of one’s own behavior are important to be able to effectively manage women workers and also conflict in the workplace. The article of Tracy Douglass presented only a grain of truth about working women  and their behavior that can be a source of challenge and conflict in the workplace. The description sounded more of a social stereotyping than an objective analysis of the causes of conflict in a female dominated workplace and how to manage it. If the analysis presented is true then the percentage of women working will not increase. The â€Å"ever-changing and expanding role of women in the management structure of the modern corporations† (Rue & Byars, 2000, p. 13) proves that companies recognize that women can be effective as men. It proves that women have successfully shown that they are capable of objectively dealing with personal and work issues, as well as achieving competence in their work. Women may have inherent weaknesses but these can be eliminated or use constructively in the workplace given proper mentoring, training and other developmental programs. Nowadays an increasing number of people believe in equality of ability and opportunity of men and women, thus â€Å"more companies use mentoring programs to ensure that women gain skills and visibility needed to move into managerial positions† (Noe, Hollenbeck, Gerhart, & Wright, 2000, p. 342). The daycare center is not different from other working environment where training, mentoring and other developmental activities are applicable to enhance personal and professional skills of women employees. The daycare center director can turn the described handicap of women workers in dealing with conflict and co-women employees into a blessing because their nurturing, sympathetic and supportive behaviors are what children need from their care providers. It is said that â€Å"hugs like water and food are vital to health and development of infants and children† (Cromie, 1998) and these too give children the sense of belongingness and safety.   The female staffs are generally capable of providing these to the children with warmth, sensitivity and affection so the children will have sound social development. Conflicts among women employees can be avoided if every challenge is taken as an opportunity to develop the employees and the team as a whole. References Cromie, W.J. (1998). Of hugs and hormones. Retrieved January 10, 2007 Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M. (2000). Human resource  management: Gaining a competitive advantage (3rd ed.). Singapore: McGraw-Hill Higher Education. Rue, L.W. & Byars, L.L. (2000). Management: Skills and application (9th ed.). U.S.A.: McGraw-Hill Companies, Inc.         

Things Falling Apart Essay

Insist dead, when they 2 first arrived, the white men seemed harmless and weak to the Bib people. † ‘T hey want a piece of land to build their shrine,' said Quenched to his peers when they cons eluted among themselves. ‘We shall give them a piece of land, let us give them a portion of t he Evil Forest. ‘ † (149) The chief priests and elders suggested this plot of land because it was believed that someone who went and lived in the Evil Forest would die within four days. Who en the missionaries were still alive after the fourth day, everyone was astonished an d confused.It caused some people to think that if this belief wasn't true, perhaps other thin gas in their culture might not be true. As time went on, the missionaries who had come to Jump via harmless and powerless began to gain more converts and more control. The missionaries s coffee at traditions and beliefs that the Bib people had practiced for years. In Bib religion n it was believed that twins were evil, so they put them in pots and threw them into the Evil For est.. The seminaries were horrified by this idea. â€Å"It was true that the missionaries were e rescuing twins from the bush†¦As far as the villagers were concerned, the twins still remain d where they had been thrown away' (154) At first the missionaries' strange beliefs and cacti ions didn't really bother the villagers, but as timed went on they became a more concerned. â€Å"T he white men had not only brought a religion but also a government. It was said that they h ad built a place Of judgment to protect the followers Of their religion. It was even said that the eye had hanged one man who had killed a missionary. (155) Hearing these stories made the boo people worried, but they did not act to stop the Europeans.When his people did not attempt to put an end to the white man's power, Awoken became frustrated; he wanted to fig HTH back. â€Å"l cannot understand these things. What has happened to our peo ple? Why have e they lost the power to fight? † (175) Before, Bib tribes had constantly been fighting trying to secure their power, but now they let the Europeans take over without even putting up a if get. 3 If the foreigners had come to Nigeria with an army and tried to force the anti e people to adopt their religion and culture, the Bib people would have felt threatened and would have united to defend themselves.