A Separte Peace Essay Essay Research Paper free essay sample

A Separte Peace Essay, Research Paper Throughout everyday life, verifiable occasions much of the time play an of import work in an individual s life. Ordinarily individuals can radically hold a modification of assessment over dull. In A Separate Peace, the entire feeling at the Devon School changed as World War II advanced. The male childs either anxiously anticipated bill of trade, liked to enroll in the nation of war they needed, or did non want to go by any means. The understudies at the school had to make exercises for pleasure since old 1s could non be played due to lack of stuffs. At the point when a companion comes back from the war, the male childs at Devon got an existent feeling of what the war resembled. The male childs discovered that making a trip to war was non all cheerfulness and games like they had foreseen. The impact World War II had on the characters in A Separate Peace and life at the Devon School, was obviously portrayed through their activities and exercises. We will compose a custom paper test on A Separte Peace Essay Research Paper or on the other hand any comparable point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page The start of the novel permits the peruser to secure a vibe of what the Devon School resembled during that cut period. Understudies of war age were perpetually go forthing Devon to venture out to the war, either by pick or by bill of trade. Regardless of whether childs needed to travel or non, the hope was ever present. As winter moved toward the Devon school, so was the encroaching shadow of the war. The male childs were shouted to help scoop free a troop train caught by snow-blocked ways. The experience # 8220 ; brings the war place # 8221 ; for every one of them, and they understood they would hold to face a significant assurance actually in no time. Development jumps upon them, regardless of whether they # 8217 ; re prepared for it or non, at the stamp age of 17. The elation of the war had gotten to everyone at the school, including the staff, and made it a haphazard topographic point. The male childs had the option to procure away with defying the guidelines. Numerous students c ut class, and left school proves often and were non punished. At the point when Leper came back from the war the male childs understood that take separating in the war wasn t all happiness and games, and that a bunch of awful things occurred. At the point when Leper revealed to Gene how he had been released on charges of madness, Gene exploded at Leper. Quality had thought the war was a decent topographic point, and the impression of a Section Eight Discharge was non what he needed to hear. It entirely destroyed Gene s thoughts and his expectations. Quality was entirely determined to enrolling in the ground powers, to perceive what such a significant number of different s were sing, until Leper educated him regarding the war s negative features. Outsider, more crushed than anybody, did non partition his ground for returning spot with everybody. He was embarrassed, and did non want to divide the detestations of war with everybody. Shortage of famous stuffs made it hard for the male childs at Devon to go on with some typical exercises. Finny, the athletic male kid he was, made up Blitzball, a game named after the observed Blitzkrieg ( a German war move ) . The round of class was effective in keeping up the male childs occupied. Alongside athletic inventive exercises, the male childs began a nine called The Super Suicide Society of the Summer Session, a nine which around six male childs pursued. The nine met about each dim, and had specific acceptances for the individuals. The nine was intended to give the male childs something to make since they couldn't partake in the customary things they did. The male childs at Devon were non holding a similar kind of school twelvemonth that they had in the days of old. Halfway in view of an interuption in their everyday lives. World War II affected life in the novel A Separate Peace. The essayist shows the impact through the character s activities and exercises. The understudies at the Devon School were overpowered with the idea of war, and were anxiously anticipating that their going should a nation of it. Be that as it may, when an old buddy came back from the war with an alternate idea of how it was, the male childs reevaluated their energy. The male childs had to do up games and such to participate in to keep up them involved when they weren t examination. This epic indicated that like with other major authentic occasions, war can entirely change a way of life, modifying everything from characters to exercises.

Absorbant Mind Essay

Retentive brain is characterized as the main plane of advancement where the youngster has the ability to ingest a lot of data about his/her condition through his/her detects. The spongy brain is an all inclusive trait of little youngsters. It is exceptional to the initial six years of life. The permeable brain works unknowingly which propels the youngster to search out new encounters in the earth. It records these encounters in careful subtleties like pictures that stay with the youngster for the remainder of his/her life. Child’s mind essentially records what it is presented to. This is as opposed to the grown-up cerebrum that stores things progressively like a painter, deliberately picking what subtleties to incorporate or overlook. The grown-up mind just recalls what it notification or thinks about significant. Dr. Montessori accepted that a significant part of the improvement and development of a person’s insight is from birth to the age of six. Youthful children’s mind â€Å"absorb† data rapidly, which empowers them to create designs for learning and critical thinking that will keep on developing for an amazing duration. At such a youthful age, this learning is without exertion. Montessori saw the permeable psyche in two stages. During the main stage, from birth to three years of age, the little youngster accidentally or unknowingly secures his fundamental capacities. She considered it the time of oblivious creation or the oblivious spongy psyche. The child’s work during this period is to get free from the grown-up for his essential human capacities. By around three years of age, he moves into the following period of the permeable brain, which Montessori called the time of cognizant work or the cognizant spongy psyche. During this period, the child’s scientific brain urges him to consummate in himself that which is presently there. His essential errand during this stage is opportunity. Instances of a child’s permeable psyche are language abilities, engine aptitudes and social abilities. Best model as I would see it, would be child’s learning first language. We set no exercises for our kids to show them how to talk be that as it may, by simply listening and watching adult’s talk, they bit by bit figure out how to talk. By just watching us, as grown-ups, they figure out the proper behavior to stand out enough to be noticed and in cutting edge steps even they become more acquainted with desires for how the world will treat them. In Montessori study halls the readied condition permits kids to learn more parts of reality. For instance, the Practical life subject, permits youngsters to not likewise improve their engine aptitudes yet additionally to maintain good manners, to deal with their condition and to treat others. Arranged condition alongside the children’s permeable psyche empowers them to create designs for learning and critical thinking that will keep on developing for an incredible duration.

On-The-Job Training and Things to Master

On-The-Job Training and Things to Master On-the-job training is exactly what it implies: obtaining training in a normal working setting or situation. This training is obtained through direct instruction and supervision, where the employee (the trainee) undergoes one-on-one instruction with someone who knows how the work is done, at the workplace or the actual site of the job.On-the-job training, or OJT is what usually takes place in order to teach a newly-hired employee how to accomplish his tasks and assigned activities, and it begins the moment they have been introduced to the company.You may also find OJT applied when there are major changes within the organization, such as change in staffing, policies, operations, or promotions. © Shutterstock.com | goodluzIn fact, each individual is a recipient of direct instruction. From the moment they are born, and well into their childhood, they will be learning directly from their parents or guardians. This is considered to be the most basic example of direct instruction and, in a way, OJT (even if its not really a job, not in the business or career sense).In this guide, we explore 1) why on-the-job training is great for bringing employees up to speed, 2) the two types of OJT, and 3) what employees and employers should master with regards to on-the-job training.WHY ON-THE-JOB TRAINING?Over the decades, various training methodologies have been introduced and used, but one of the most commonly-used is still OJT. In fact, even large companies and multinational corporations adapt this training method and integrate it in their human resource management programs.OJT is a preferred practice, for many reasons. Let us take a look at these reasons, which are also considered the benefits or advantages of applying OJT.OJT is easy to arrange and manage. There is no need to look for experts outside the organization, or coordinate with various parties for the conduct of the training. All it takes is a person who knows the task and how to do it, and it can start from there. The person providing the instruction will be directly responsible for the person being trained, and the whole training process, which takes a load off the managers mind.OJT has the benefit of being realistic. After all, it takes place on site. This is not like in the usual classroom setup where the instructor will spend hours talking about theories and concepts, painting the picture of the place where these concepts will be applied. There will be none of that here, because they are already in the actual place where the concepts are going to be put to use. There is no longer a need for the trainee or employee to imagine, because he is already physically present where the work takes place.OJT is inexpensive to implement. Unlike other training methods, OJT does not require the use of special equipment and materials other than what are already available and currently in use on the job. This means that the company will also be spared the expense of paying often costly professional fees of trainers.OJT will save the company a lot of money in the long run. OJT is, fundamentally, an investment on the companys manpower, and it is an investment that is worth making. Manpower turnover costs a lot of money, because the company will have to spend on frequent conduct of recruitment and training every time employees quit after working for the company for only a few months.OJT improves the companys reputation, both as an organization and as an employer. As an image booster, the general public and the industry will look favorably on the organization if it is able to prove that it provides excellent training for its staff. As a recruitment tool, it will also enable the company to attrac t talented jobseekers.OJT is very good for employee retention. In a survey, 40% of employees who are newly hired into companies and receive poor or no training tend to quit or resign even before spending a year with the company. This means that companies lose 4 out of 10 employees. It may be mostly due to low job satisfaction, when employees feel that they are not growing or developing professionally.Overall, it is safe to say that OJT helps the company grow. However, OJT is not without its imperfections. It is widely accepted and frequently used, yes, but that does not mean there are no issues.Assigning an employee as trainer or coach for the OJT means having to rearrange or rework schedules to make room for the training. For example, if the chosen trainer used to devote 8 hours working in the production process, it may be cut down to half, or less than half, because they will be spent training a new employee. Similarly, the resources that should have gone 100% into the production process may also be taken out, for training purposes.The company may have to put up with low productivity. OJT programs can take up a lot of productive time. Companies hire new employees, partly because they are in urgent need of manpower. If the new hire is focused on being trained, this means that he will not be able to put in 100% of his efforts. The new employee is still in the learning process, so he wont be expected to put in what the company expects of him. At least, not yet. Also, this has the tendency to push management to shorten the training period and administer the OJT hastily.Errors and mistakes may be committed. In fact, expect that they will be committed. The trainees are bound to make mistakes in the production activities. The quality of the products or goods that they make may also be low. If they make mistakes, this means that there may be additional rework costs. Worst case scenario: there is also the risk that the trainees will suffer injuries or accidents durin g the learning or training phase.[slideshare id=41349587doc=otjtraining-141110070023-conversion-gate02w=710h=400]TWO TYPES OF ON THE JOB TRAININGOJT can be classified into two types, depending on how it is carried out.Informal OJTIn this type of training, the set up involves the new employee learning from a more experienced employee.They could have sit-down sessions together, where the experienced employee will talk and discuss with the new employee, often using a casual approach. Often, it also involves the new employee shadowing the experienced employee, following him around as the latter shows firsthand how the job is suppose to be done.Formal OJTThere are cases, especially in large and established companies, where training programs are institutionalized. Pretty much all employees hired into the company will be required to go through this prescriptive program before they are left on their own.OJT: WHAT EMPLOYERS SHOULD MASTERNot all companies are experts at conducting on the job training, however. There are others that are better at it. What makes the difference, you ask?In all likelihood, it is because they have better OJT programs in place. After years of implementing these programs, they are able to master a few things.Technical aspects of the job.Trainers should know the job inside and out. Employees will feel more inspired and motivated to learn from someone who they know is an expert or highly experienced in the job they are training for.A new carpenter will be more motivated to learn how the process works if he is to train under the tutelage of a master carpenter in the company. A new programmer will also feel more positively toward training when he knows he will be getting it from someone who has been doing programming for a long time, and have shown great results and accomplishments to date.Consistency in integration of OJT.According to training expert Jeff McLanahan, the most difficult part about combining learning and working, and integrating the two for the new employees to learn their everyday work, is consistency.In order to ensure consistency, organizations are encouraged to make OJT one of its many core values. This is so that the company can commit to it fully and enhance it, from conceptualization to implementation. This will also prevent them from finding reasons to cancel or not go through with scheduled OJT sessions.This implies that the company needs to prioritize employee learning and development. The reasoning of many employers who do not subscribe to this philosophy is that, during the recruitment process, they have already selected the person who they know can do the job, or is an expert at it.However, expert or not, new employees that are coming into a new work environment will still require training, no matter how short it will be.Assignment of trainers.The company should have a fine-tuned trainer’s training program. In order to ensure the effectiveness of the OJT, the company should first focus on honing the training capabilities of the managers and supervisors. After all, they are the ones who will be conducting one-on-one mentoring and coaching with the new employees who will require training.Choosing trainers should not be limited from among the managers alone. Employees should also be trained to train their co-workers. They may not be of a higher position or authority, but the longer time that they have worked on the job equipped them with the necessary knowledge and experience to be able to teach new employees.In fact, many may prefer having employees teach their co-workers, so that the managers will still be able to focus or concentrate of overseeing or managing, instead of dividing their time between supervising and doing their respective tasks. Some new employees may also feel more comfortable getting instruction from a peer, since they might be intimidated being trained by a higher-level supervisor.The trainers need to be trained how to train. The teachers need to be taugh t how to teach. Therefore, the job description of managers and supervisors should include training, coaching and mentoring.Conduct of interactive hands-on training.The conventional way of learning is through the classroom-style approach. It works, but times are changing, and more and more employees and workers prefer a more interactive approach, one that lets them learn hands-on. In a study, 33% of respondents showed preference over hands-on learning, while only 19% still favor taking the classroom-style approachEmployers should be able to easily combine the two approaches, in order to obtain the best results. They should be able to successfully blend the classroom-style with the interactive hands-on style, for a richer and more effective learning experience. Adapting to changing learning circumstances.Employees have different preferences on how they want to be trained. The company needs to take this into consideration so they can tailor the training method or approach to use. Durin g the recruitment, the employer may already have an assessment on the capabilities of the new employee for learning.If the employee shows great aptitude for assimilation and can learn quickly, the training may be done at a fast pace. However, if it is the opposite case, the training should be tailored to match his pace.The training approach will also depend on the type or nature of the work that the new employee will be trained in. Manual work, for example, is more easily assimilated using the hands-on approach. Meanwhile, there are jobs where classroom-style lectures and discussions would suffice, because they may be purely theoretical in application. Jobs in areas such as finance, marketing and sales, on the other hand, may require a combination of the two styles.There is also a need to consider the industrys best practices, new technologies, and new applications. These will have an effect on how the training structure will go. Even if the company has established an OJT program, i t should be done in a way that it remains flexible, able to adapt easily in the face of evolution and change.Fostering good employee relationship and teamwork.The company should also master promoting and fostering teamwork among its employees. This is common sense, really. If organizations want their goals achieved, then they should make sure that all members share the same determination towards attaining those goals. It is the same in the context of OJT.Employees who are able to work harmoniously together will be more willing to help each other out, especially if there is a new employee coming in. Managers will feel more positive towards providing training, even if it is a job requirement on their part. Employees will not begrudge sharing their knowledge and expertise, because they know that training the new employee will help them and the company as a whole.Mastery of training tools.Employers also often use various tools and technologies to facilitate the training process, and thi s means that they should also master the usage of these tools and technologies. This can also go with the trainers training, where the managers and employees will be tasked to do the direct instruction of the new employees.Mastery of the above points may be gained by the company by considering the following tips when implementing or conducting its on-the-job training program:Repetition. If you want to inform an employee about something, you can tell him about it once or twice. If you want to train him and help him become an expert at it, you have to do it more than twice. In fact, you may have to repeat it several times in order for the employee to assimilate and fully understand the information. There are some employees that are quick learners; they can get the hang of it after being taught only once. However, not all employees are able to do that.Ask questions. In this setup, the experienced employee is like a teacher, and the new employee the student. In order to see whether the student understood what is being taught, the teacher conducts tests and examinations. This is similar to that. It will also aid the new employees memory recall of what he has learned so far.Encourage questions. Allow the new employee to ask questions, instead of doing all the talking from beginning to end. He may have something to clarify or verify, and hes only hesitating out of fear that the trainer will think he is incompetent for asking. Put him at ease and encourage him to inquire about anything related to what is being taught.Teaching over time. Learning and teaching takes time. You cannot expect to be able to teach the new employee the ropes overnight or in one work day. Repetition of instruction alone will last for several days, even weeks. The danger of speeding through the instruction is that the new employee may be overwhelmed and feel pressured, so that he may quit before the end of the OJT period. Or he may push himself to learn what he could, but will suffer burnout.Ev er wondered why training your employees at all? See how training effects your bottom line. OJT: WHAT EMPLOYEES SHOULD MASTERAt the end of the OJT duration, the employee is expected to have learned how to do his job and accomplish it properly and productively. He should also learn and master the following:The technical aspects of the jobIt is not enough for the employee to learn how to do the basics of the job; he has to master doing the job. Granted, it may be too much to ask, considering how the employee is still new in the workplace.However, since the OJT is conducted on a one-on-one basis, it is expected that he should, at least, know more than the basics. This is so that the employee who trained him will be able to let him work on his own with confidence.ProfessionalismBy obtaining training in the actual workplace, in real time, and exposed to other workers and members of the organization, the new employee can early on learn how to behave and act like a professional. Professiona lism pertains to how an employee conducts himself at work, from the way he presents himself to how he acts in certain situations.Most people associate professionalism with looking smart or dressing properly for work. That is not all there is to professionalism, however. It also refers to how the new employee respects and uses time. Punctuality will put him in a favorable light, because it gives the impression that the employee values his work enough to show up on time.Another sign of being a professional is by leaving personal matters at home. If you are in a bad mood due to an incident at home, you should not bring this mood with you in the workplace, since it is likely to affect how you carry out your work. If you committed an error or mistake, own up to it. Apologize if you must, and find ways to rectify that mistake.Communication skillsAs early as the training period, the new employee should work on his communication skills. At first, he may be primarily communicating with his c oach or mentor, but in the course of the training, he will be exposed to other people in the workplace.Be polite and courteous when dealing with others. Choose your words carefully so you can convey your message without offending anyone.Interpersonal skillsThe new employee may be a newcomer, but he should keep in mind that he will be working with everyone in the organization for the long, indeterminate future. Avoid gossiping about other people, and offer help when you can.The on-the-job training setup may not be the perfect training methodology, and it may not be the most effective or efficient either. However, it has been known to provide results where other methodologies were not able to. When done right, and when it is tailored to the specific circumstances surrounding the job, the employee and the organization, everyone is sure to benefit from it.

Ritz-Carlton Case Study - 950 Words

Ritz-Carlton Case Study The two different types of (CRM) Customer Relationship Management are operational and analytical CRM. â€Å"Operational CRM supports traditional transactional processing for day-to-day front-office operations or systems that deal directly with the customers. Analytical CRM supports back-office operations and strategic analysis and includes all systems that do not deal directly with the customers. According to our text book the primary difference between operational CRM and analytical CRM is the direct interaction between the organization and its customers.† The Ritz-Carlton has a Customer Loyalty Anticipation Satisfaction System (CLASS). â€Å"The system stores guest preferences, and alerts the front desk clerks when†¦show more content†¦The Ritz-Carlton can reach their customers by performing CRM functions over the internet is with personalization. â€Å"Personalization occurs when a web site can know enough about a person’s likes and dislikes that it can fashion offers that are more likely to appeal to that person. How can you get this information? First, you can get it by offering on-line surveys for customers and giving them a discount in return for filling out the survey. Partner with cheaptickets.com or Travelocity.com and start a data base system for the people that book hotels through them. Another opportunity that you can use to reach out to your customer is through youtube.com. Youtube.com gives you the option of either posting a video or you can pay to be in a commercial before the video starts. A third option but probably not as effective as the other options would be to send out an information and discount opportunity e-mail to corporate business and other customers. â€Å"The Ritz-Carlton could gain several things from using analytical CRM. According to the text book some of the benefits could be to give the customer more of what they want; find new customers similar to the best customers; find out what the organization does best; beat competitors to the punch; reactivate inactive customers; let customers know they matter.† â€Å"ERM stands for Employee relationship management. ERM provides employees with a subset of CRM applications available through aShow MoreRelatedRitz Carlton Case Study3888 Words   |  16 Pages Introduction to the Company The Ritz-Carlton Hotel Company is one of the premier hotel management companies in the world today. Their goal of providing world-class service to its guests is rooted in tradition. History The Ritz-Carlton tradition begins in the early 1900s in Europe. Caesar Ritz a well-known hotelier transformed the Ritz Paris and the Carlton in London into the redefined standard of luxury hotels in the early 1900s. Caesar Ritz died in 1918 but his wife continued the expansionRead MoreRitz Carlton Case Study1318 Words   |  6 PagesResources Management Instructors: Dr. Michael Thomas and Peter Martel Harvard University The Ritz-Carlton Hotel Company 1. Evaluate the effectiveness of the Ritz’s training and development system. To what extent does the system create the leadership, values, and culture of the Ritz? What specific aspects of the training program help new recruits understand what it is to be a Ritz employee? The Ritz-Carlton has three steps of service. First, the employees start with a warm and sincere greeting thatRead MoreCase Study on Recruiting for the Ritz-Carlton2618 Words   |  11 PagesCASE STUDY On RECRUITING FOR THE RITZ-CARLTON Submitted By: Group-05 Abu Fattah Emran | 11164042 | Md. Nurul Islam | 11164038 | Submitted To: Abbas Ali Khan, Visiting Faculty BRAC Business School BRAC University Date of Submission: 17 November, 2012 Table of Content: Title | Page No. | Company Overview | 1 | Case Summary | 2 | Question no-1 | 2-4 | Management Process | 2-3 | Measurement of recruitment effectiveness | 4 | Question No-2 | 5-7 | Conventional recruitment method |Read MoreRitz Carlton Case Study Essay1335 Words   |  6 PagesRunning Head: Ritz-Carlton Hotel Company Ritz-Carlton Hotel Company Case Study Steven Kane Benedictine University MBA 630: Operations Management August 11, 2013 The business problem facing Ritz-Carlton Hotel Company is how to continuously improve quality through quantifiable measures. Quality management in any service industry can be very complicated. Customers do not purchase a good, but are looking for an experience that exceeds all expectations. The problem is that each customer hasRead MoreRitz-Carlton Case Study928 Words   |  4 Pages3rd Assignment – Ritz-Carlton Hotel Company How does The Ritz-Carlton create â€Å"Ladies and Gentlemen† in only 7 days? The seven days countdown was a result of the evolution and refinement of the hotel opening process, which became more solidified in the late 1980s to early 1990s when hotel chain was opening many new properties. The first two days were devoted to orienting employees to The Ritz-Carlton culture and values, while remaining five days involved more specific skills training and trialRead MoreRitz Carlton Case Study1450 Words   |  6 Pagespressure to prove his mettle. He has been appointed as the General Manager of the Ritz Carlton which will be shortly opening at Washington D.C. the major challenge he faces is from Millennium partners who are the property partners along with Ritz Carlton and are equally responsible for the successful opening of the hotel. There are various issues that have risen out of this management contract is that Millennium accuses Ritz opening with far lower occupancy against their competitors which yields lesserRead MoreRitz-Carlton Case Study942 Words   |  4 Pages3rd Assignment – Ritz-Carlton Hotel Company How does The Ritz-Carlton create â€Å"Ladies and Gentlemen† in only 7 days? The seven days countdown was a result of the evolution and refinement of the hotel opening process, which became more solidified in the late 1980s to early 1990s when hotel chain was opening many new properties. The first two days were devoted to orienting employees to The Ritz-Carlton culture and values, while remaining five days involved more specific skills training and trialRead MoreRitz Carlton Case Study1767 Words   |  8 PagesThe Ritz-Carlton – Using IS to Better Serve the Customer | CURRENT | PROPOSED | 5Cs | Customer | Business and Leisure Travellers demanding individualized attention and high quality hotel experiences. Mainly focuses on corporate travel and meeting planners. | SAME | Company | 5* Luxury Hotels and Resorts Mostly franchisor and management contract providers with some ownership.Customer centric culture and use of knowledge base marketing. Human capital and systems support to provide personalizedRead MoreCase Study : Ritz Carlton Hotel1248 Words   |  5 PagesDebisingh HP 101-04 10/21/14 The Ritz-Carlton, Westchester The Ritz-Carlton legacy began with the celebrated hotelier Cesar Ritz, known as the â€Å"king of hoteliers and hotelier to kings.† His philosophy of service and innovations redefined the luxury hotel experience in Europe through his management of The Ritz Paris and The Carlton in London. Cesar Ritz passed away in February, 1918, and his wife Marie continued expanding hotels bearing his name. The Ritz-Carlton Investing Company was establishedRead MoreCase Study : Ritz Carlton Hotel1980 Words   |  8 PagesEXECUTIVE SUMMARY In the year 2000, The Ritz-Carlton Hotel Company paired with luxury real estate developer Millennium Partners to build a $225 million hospitality complex in the heart of Washington DC. This 300-room hotel was set to be the first out of a six-hotel deal between these two companies. The structure of the deal was that Millennium Partners would be the owners of the properties and The Ritz-Carlton would manage them. The newly appointed General Manger that was set to run the

Effects Of Modernism - 857 Words

The Modernist era was a social and cultural movement characterised by rapid social and technological change in the 19th and 20th century. The art movement revolved around a group of innovative artists and art critics who challenged preconceived ideas about what â€Å"good† art was, and redefined expectations. Modernism affected the ideas and practices of artists, increasing the attitude of the Avant-Garde – to be original. Abstraction was explored visually and artists moved away from pictorial realism, bringing into focus new techniques and acceptances. Abstract Expressionist was the final sub-era of Modernism. Artists started to view painting as a performance or experience, rather than a reproduction of an object – real or imagined. It was†¦show more content†¦He aimed to distil the core essence of each artwork through visual vocabulary; using non-genre based subject matter such as distorted shapes, squiggles and motifs. For example, in his painting â⠂¬ËœComposition IV, 1911, Kandinsky has partially disguised symbols of subject matter from the outside world, such as boats, reclining figures, and a castle on a hilltop, beneath vibrant blocks of colour and harsh black lines. The notion of battle is conveyed in the chaos of the composition particularly in the way Kandinsky has juxtaposed the clashing vibrant high key colours, with the calm of the flowing forms. This alludes to the peace and redemption to follow. Kandinsky’s formalistic approach to the biomorphic painting – with a specific focus on colour, shape and arrangement – was challenging to the deeply ingrained notion that subject matter was required to tell a narrative and realistically represent society. Kandinsky was criticised for devaluing art in the Modernist era and promoting the notion of â€Å"art for art’s sake† due to the abstract nature of his work. However he argued that such artwork could create a corresponding thrill or contrast of emotion in the audience. He said â€Å"Such works of art at least preserve the soul from coarseness; they â€Å"key it up†¦as tuning-key the strings of a musical instrument.† He aimed to reveal the inner lifeShow MoreRelatedNegative Effects Of Modernism742 Words   |  3 PagesINTRODUCTION Postmodernism is an era of intellectual growth that is characterized by the move away from modernism. Postmodernism believes that truth is subject and not absolute. Thomas Oden declares modernism to be the period between the French revolution as marked by the storming of the Bastille in Paris 1789 and the collapse of the Berlin wall 1989. page 696. Postmodern started from 1950-1980.page 697. since many of us are born in a postmodern era the question to ask is how can todays generationRead More World War I and The Literary Transition Into Modernism Essay961 Words   |  4 PagesWorld War I and The Literary Transition Into Modernism World War I was the culmination of many things. On the surface, it was the ultimate in international disputes. Never before had the nations of the civilized world boiled over on such an enormous level. So large was the scale of World War I that there were few countries who did not feel its effects. On a more profound level, the human being had never before exacted such damage upon themselves in the name of warfare. Due to the absoluteRead MorePost Modernism vs. Modernism870 Words   |  4 PagesModernism vs. Post Modernism The ideas of modernism and post modernism are fundamentally different. Modernism is the belief that human beings can improve their environment, using scientific knowledge, technology and putting all of those things into practice. Modernism is prevalent in the field of arts. The concept of post modernism looks at the ideas behind modernism and questions whether they really exist. (wikipedia) Modernism began in the early 1800s. It emerged with Manet and BaudelaireRead MoreEssay Modernism versus Modernismo1057 Words   |  5 PagesModernism versus Modernismo Both Modernism and Modernismo were movements around the turn of the 20th century which caused cultural upheaval and renovation in times where the society was, or needed to be, changing. Modernism took place throughout Europe and in the United States, while Modernismo was a Latin American movement. The two movements share several general characteristics, but were, without a doubt, two separate and distinct movements, and should not be confused. Therefore, it is usefulRead MoreModernism And Modernism : Postmodernism And Postmodernism1632 Words   |  7 PagesModernism is what most people describe as what came before postmodernism. For this essay I will first be looking at what the meaning of modernism and postmodernism is and I will also be looking at the different factors of both modernism and postmodernism and why modernism has declined and has been rejected. I will also be researching on how modernism and postmodernism started and why it started and for this I will be looking at di fferent characteristic of both modernism and post modernism and compareRead MorePostmodernism And Postmodernism Art And Design Terminology, Meanings, Context And Principles1466 Words   |  6 PagesCompare and contrast Modernism and Postmodernism art and design terminology, meaning, context and principles. Modernism and Postmodernism are two art movements that massively contribute to each other’s ideas and principals, however have elements within them that are completely opposite to each other. This questions whether their principles actually help each other and if deep down are in somewhat similar, or whether the two ideas are wholly separate. Modernism is a term to describe the movementRead MorePostmodernism : Modernism And Postmodernism1472 Words   |  6 PagesModernism and Postmodernism are both two important eras in design. Postmodernism takes a lot of concepts from the modernism era. Both modernism and post modernism focus on Style, Social analysis, Cultural Context, Philosophy, Politics, Human experience, Machine aesthetics, and the constant transformation of the â€Å"New†. An interesting fact of the Modernism and Postmodernism is the use of the psychology and philosophy themes 1. Subjectivity 2.History 3. Culture and 4. Theoretically divers aestheticsRead MoreCommunism : Communism And Communism1674 Words   |  7 PagesMarx understanding of society shift into modernism lead to develop a form of communism that would come to be known as Marxism, communism is the economic thought of Marxism. Marx understands that Modernism calls for society to embrace equality for the betterment of society. Part of the probl em with Capitalism comes from its exploitation of the working class; Marx understands this problem to be a vein of Pre-modernism and not a pillar of Modernism. Marx calls for the working class to rise up over theirRead MoreThe Themes Of Cultural And Spiritual Crisis940 Words   |  4 Pagescrisis fragmentation by T.S Eliot Modernism is a critical topic that has not only engulfed the contemporary literary discussion, but has attracted interest in the field of poetry. It therefore explains the critical relationship among modernism, culture and spiritual desires of the society. One of such attraction has not spared the contribution by Eliot. The poem by Eliot is characterized by a lot of themes that define and demonstrate elements of modernism. The nature of the art that was producedRead MoreA Business Journal On Ethics1140 Words   |  5 Pagesof reason, truth, and morality, but rather looks to him/herself, basing their decisions on fallible human reasoning. Modernism, as the dominant worldview, is now the source of explanation, relying on human reasoning as the reference point in all areas of life, including vocation and business practices. Modernism is a reflection of man’s search of meaning and purpose. The modernism worldview carries over into various areas of disciplines. Today, a business manager, with a modernist worldview, may

Social structure Free Essays

Introduction: Culture harmonizes people behavior and at the same time creates barriers between different groups. Donnan and Wilson (1999) have argued that borders of cultures and identities make up the least studied and understood phenomena of international borders and admit that borders are always descriptions since they are illogical constructions based on cultural convention. Similarly, most of the organizations meet the diverse consequences of culture in our modern globalizing world; the cooperation of individuals, groups, and organizations is a vital issue for any social entity and largely depends on their cultural background. We will write a custom essay sample on Social structure or any similar topic only for you Order Now Individualism is an attitude that emphasizes the importance of individual over the group identity and collectivism is the opposite tendency that emphasizes the importance of â€Å"we† identity over â€Å"I† identity (Hofstede, 1980). Individualism VS collectivism Just as Western businesses have intensified their efforts to learn from Asian organizations, so too has there been a rise in research on cross-cultural differences between the two regions. Asian and Western cultures have been distinguished along a variety of characteristics (Cohen Nisbett, 1994; Triandis, 1994). However, it is the dimension of individualism and collectivism that has received the most attention by psychologists specializing in cross-cultural research. Cultural values of individualism and collectivism differ in their relative emphasis on independence vs. interdependence with one’s group (Markus Kitayama, 1991). In individualistic cultures, people are viewed as independent and possessing a unique pattern of traits that distinguish them from other people (Markus Kitayama, 1994). In contrast to such independence and uniqueness, people in collectivistic cultures view the self as inherently interdependent with the group to which they belong. Therefore, whereas people in individualistic cultures often give global and abstract descriptions of themselves (e. g. , I am optimistic), people in collectivistic cultures might ask how they could possibly describe themselves in the absence of information about a particular situation (Bachnik, 1994). To someone from a collectivistic culture, a relatively abstract description of the person can appear artificial because it implies that he or she is the same regardless of context (Cousins, 1989). One of the most important consequences of these divergent views of the self is the degree of conformity that is observed in social settings. A meta-analysis of studies using Asch’s (1956) line judgment task suggested that Asians demonstrated a stronger tendency to conform than Americans (Bond Smith, 1996). In fact, the very concept of conformity may have different connotations in different cultures. While conformity is often viewed negatively in an individualistic culture, uniqueness can be viewed as a form of deviance and conformity associated with harmony in a more collectivistic culture (Kim Markus, 1999). Because the person’s identity is closely linked to his/her social group in collectivistic cultures, the primary goal of the person is not to maintain independence from others, but to promote the interests of the group (Davidson, Jaccard, Triandis, Morales, Diaz-Guerrero, 1976). In contrast, most people in individualistic cultures assume that their identity is a direct consequence of their unique traits. Because the norms of individualistic cultures stress being â€Å"true† to one’s self and one’s unique set of needs and desires (Fiske, Kitayama, Markus, Nisbett, 1998), the person may be encouraged to resist social pressure if it contradicts his/her own values and preferences. Thus, people in individualistic cultures can be expected to be consistent in their views and maintain them in the face of opposition, while people in collectivistic cultures might consider the failure to yield to others as rude and inconsiderate. In collectivistic cultures, self-esteem is not derived from characteristic behavior or from calling attention to one’s own unique abilities. There is greater emphasis on meeting a shared standard so as to maintain harmony in one’s relationship to the group (Wink, 1997). People in collectivistic cultures are therefore not motivated to stand out from their group by competitive acts of achievement or even making positive statements about themselves (Kitayama, Markus, Lieberman, 1995). Instead, there is a tendency toward self improvement motivated by concern for the well being of the larger social group. Whereas members of individualistic cultures strive for special recognition by achieving beyond the norms of the group, collectivists are more motivated to understand the norms for achievement in the particular context so as to meet that standard (Azuma, 1994). Therefore, one might expect groups defined by collectivistic norms to be high in collaboration and achievement of collective goals, whereas groups with individualistic norms may have greater variability in performance among its individual members. High context to low context cultures: In today’s business relations, it’s a small world after all. As more companies turn towards global markets, professionals are finding themselves in foreign locales, wheeling and dealing like never before. However, the key to effective communication between countries is an understanding of each other’s culture, especially a working knowledge of how each society conveys meaning. First used by author Edward Hall, the expressions â€Å"high context† and â€Å"low context† are labels denoting inherent cultural differences between societies. High-context and Low-context communication refers to how much speakers rely on things other than words to convey meaning. Hall states that in communication, individuals face many more sensory cues than they are able to fully process. In each culture, members have been supplied with specific â€Å"filters† that allow them to focus only on what society has deemed important. In general, cultures that favour low-context communication will pay more attention to the literal meanings of words than to the context surrounding them. It is important to remember that every individual uses both high-context and low-context communication; it is not simply a matter of choosing one over the other. Often, the types of relationships we have with others and our circumstances will state the extent to which we rely more on literal or implied meanings. Novelist Amy Tan describes the differences in cultural communication this way: â€Å"An American business executive may say, ‘Let’s make a deal,’ and the Chinese manager may reply, ‘Is your son interested in learning about your widget business? ‘ Each to his or her own purpose, each with his or her own linguistic path. † When individuals from high-context and low-context cultures collaborate, there are often difficulties that occur during the exchange of information. These problems can be separated into differences concerning â€Å"direction†, â€Å"quantity† and â€Å"quality. † For example, employees from high-context cultures like China and France share very specific and extensive information with their â€Å"in-group members† (good friends, families, close co-workers, etc). In comparison, low-context cultures like the United States and Germany prefer to limit communication to smaller, more select groups of people, sharing only that information which is necessary. High-Context Communication Hall states â€Å"Most of the information is either in the physical context or initialized in the person. † ? Knowledge is situational, relational ? Less is verbally explicit or written or formally expressed ? More internalized understandings of what is communicated (ex: â€Å"in-jokes†) ? Often used in long term, well-established relationships   Decisions and activities focus around personal face-to-face communication, ? often around a central, authoritative figure ? Strong awareness of who is accepted/belongs vs. â€Å"outsiders† Association   Relationships depend on trust, build up slowly, and are stable. ? How things get done depends on relationships with people and attention to group process. ? One’s identity is rooted in groups (family, culture, work). Interaction ? High use of nonverbal elements; voice tone, facial expression, gestures, and ? Eye movement carry significant parts of conversation. ? Verbal message is indirect; one talks around the point and embellishes it. ? Communication is seen as an art form-a way of engaging someone. ? Disagreement is personalized. One is sensitive to conflict expressed in another’s nonverbal communication. Conflict either must be solved before work can progress or must be avoided. Learning ? Multiple sources of information are used. Thinking is deductive, proceeds from general to specific. ? Learning occurs by first observing others as they model or demonstrate and then practicing. ? Groups are preferred for learning and problem solving. ? Accuracy is valued. How well something is learned is important. High context cultures are more common in the eastern nations than in western, and in countries with low racial diversity. Cultures where the group is valued over the individual promote group reliance. High context cultures have a strong sense of tradition and history, and change little over time, such as tribal and native societies. For instance, the French assume that the listener knows everything. Therefore, they may think that Americans think they are stupid because Americans will habitually explain everything to their counterparts. Former president Jimmy Carter understood the importance of high-context communication with his colleagues from Israel and Egypt during the peace talks at Camp David. When Prime Minister Begin was about to leave the unsatisfactory negotiations, Carter presented him with pictures of the three heads of state, with the names of each of Begins grandchildren written on the photographs. The prime minister repeated the names of his grandchildren out loud as he looked at the pictures, reflecting on the importance of the peace negotiations to his grandchildren’s futures. Carter recognized that a high-context reference to future generations would induce the prime minister to return to the negotiations. Low Context Communication Hall states â€Å"The mass of information is vested in the explicit code (message). † ? Rule oriented ? More knowledge is public, external, and accessible. ? Shorter duration of communications ? Knowledge is transferable ? Task-centred. Decisions and activities focus around what needs to be done and the division of responsibilities. Association ? Relationships begin and end quickly. Many people can be inside one’s circle; circle’s boundary is not clear. ? Things get done by following procedures and paying attention to the goal. ? One’s identity is rooted in oneself and one’s accomplishments. Social structure is decentralized; responsibility goes further down (is not concentrated at the top). Interaction ? Message is carried more by words than by nonverbal means. ? Verbal message is direct; one spells things out exactly. ? Communication is seen as a way of exchanging information, ideas, and opinions. ? Disagreement is depersonalized. One withdraws from conflict with another and gets on with the task. Focus is on rational solutions, not personal ones. Learning ? One source of information is used to develop knowledge. ? Thinking is inductive, proceeds from specific to general. Focus is on detail. ? Learning occurs by following explicit directions and explanations of others. ? An individual orientation is preferred for learning and problem solving. ? Speed is valued. How efficiently something is learned is important. An individual from a high context culture has to adapt, and/or be accommodated when shifting to a low context culture. High context cultures expect small close-knit groups, where professional and personal life is interrelated. Therefore, a high context individual is more likely to ask questions than attempt to work out a solution independently. References Brockner, J. (2003). Unpacking country effects: On the need to operationalize the psychological determinants of cross-national differences. Research in organizational behavior, (P 333–367). Flynn, F, Chatman, J. (2001). Strong cultures and innovation: Oxymoron or opportunity? In S. Cartwright (Ed. ), International handbook of organizational culture and climate. Wink, P. (1997). Beyond ethnic differences: Contextualizing the influence of ethnicity on individualism and collectivism. Journal of Social Issues, (P 329–349). How to cite Social structure, Papers

Volkswagen Essay Example For Students

Volkswagen Essay The largest European manufacturer is Volkswagen with some 15 per cent of the market. The company has been on an aggressive acquisition trail for a decade and now produces and sells more cars than any other European company. It is certainly interested in the future of the Bavarian carmaker BMW. Ford, Volkswagen, Renault, BMW and others are all engaged upon strategies to improve their value chain and reduce supplier numbers. o Focus on less direct benefitso Spent $30 million on environmental protection in one yearo Increased competitive advantage by positioning the company as a leader in ecologically conscious car manufacturingo Enhanced image of its high prestige and high value products Sustainable Development Targets of VolkswagenVolkswagen has the ability to make its future development sustainable to ensure that it meets the needs of the present without compromising the ability of future generations to meet their own needs. Group Environmental PolicyVolkswagen develops, manufactures and markets motor vehicles worldwide with the aim of safeguarding personal mobility. The company accepts responsibility for the continuous improvement of the environmental compatability of its products and for the increasingly conservative use of natural resources, with due regard to economic aspects. Accordingly, the company makes environmentally efficient, advanced technology available world-wide and brings this technology to bear over with the full life cycle of its products. At all its corporate locations, Volkswagen works hand-in-hand with society and policy-makers to shape a development process that will bring sustainable social and ecological benefits. 7 Basic Principles of the Environmental Policyo Restrict the environmental impact of Volkswagens activities to a minimum. o Combine customers expectations with regards to environmental compatibility. o Research and develop ecologically efficient products and processes. o Ensure a continuous improvement process together with suppliers, service providers, retailers and recycling companies. o Check the performance of the environmental management system regularly. o Give information to customers, policy-makers and authorities. o Inform, train and motivate Volkswagen employees in environmental protection. Results of the Environmental Performance: ProductVW Lupo 3L TDI: The 3-Litre-Car. o Consuming less than 3 litres of fuel per hundred kilometres. o Only 81 g/km CO2 Emissions. o Ultra light weight of only 830 kilograms. o Financial Times Automotive Award for the:Best Breakthrough Produkt in 1999 Environmental Protection at Volkswagen : ProductProduct-Development-Processo Fuel efficient cars. o Alternative fuels. o Alternative power trains. o Engineering recyclable cars. o Intelligent transport systems Environmental Protection at Volkswagen: ProductionCertified Environmental Management System (EMAS, ISO 14001)Including:o Water management. o Minimizing air pollution. o Noise abatement. o Waste management. o Efficient energy consumption. In China: VW Shanghai certified since 1997 (ISO 14001). Volkswagen Employees: of Environmental Success Examples for environmental measures:o Agreement between the management board and the works council on: internal environmental reporting, the rights and duties of the employees in supporting environmental protection measures. o Special training for managers, supervisors and environmental specialists. o Integration of environmental education into general employee development schemes. o Environmental education for apprentices. Suppliers Working together as PartnersWhat does Volkswagen expect from the suppliers?o A clear commitment to environment protection as a part of their o corporate philosophy. o Continuous improvement process of the environmental aspects of the product and manufacturing processes. o Identify and document the chemical composition of materials supplied. o Ideas for recycling and disposal of the supplied products. o Close cooperation to find ways to achieve joint environmental goals. The VW Declaration deals with the fre edom of association, collective bargaining, prohibition of child work and forced labour and non-discrimination, as well as remuneration, health and safety and working time. Company management will report to the GWC and its Steering Committee, and in cases of reported violations, one of the two will become active and discuss ways to solve the problems. The IMFs coordinator for the VW Global Works Council is involved in this discussion and will bring in the position of the IMF and its affiliated unions. Robert Steiert, of the IMF head office, stated that the Declaration will not have its largest impact at existing Volkswagen workplaces, where the provisions should already be at hand, but is most important for workers at plants to be built or taken over by Volkswagen, especially in lesser-developed countries.