Time management Essay Example | Topics and Well Written Essays - 2500 words

Time management - Essay Example INTRODUCTION A lot of people often say and wish they had more time. Time is something that is always out of our reach. We need time like we need water and air. But we can never get enough of it. But is this really true? Or is it just we have time but we don’t know how to make the most of it? We have 24 hours a day, 168 hours in a week and about 480 hours a month less 8 hours of average sleep. We just need to manage it properly and make the most of it. TIME MANAGEMENT Considering our time, we have to balance it to 3 major factors namely work, family and pleasure. We see our work differently. To some people, work is drudgery which is a necessary evil (Koscec, n.d.). To others, work means fame and fortune, or a life’s mission and contribution of love (Koscec, n.d.). These differences on how we see work will affect us on how we do our work. Some people see work as joy, as a monotony, and as an escape. But work should truly become love for our family made visible (Koscec, n. d.). This is the means to support them, the means to send the children to school and even to provide their wants. Thus, it is very important to manage our time to do our job effectively. Many people consider family as the one of the most important things in life. However, there are a lot of times that people cannot manage time effectively that they cannot spend more quality time with their families. This greatly affects family relationship. It is very hard to choose which one to prioritize over the other. But I believe that we don’t need to choose, we just need to know how to manage. Aside from family and work, we also have issues on our personal time for leisure and enjoyment. This is the time that we pamper ourselves after all the stress that we got from work or life. Sometimes, we really need to have a good break from all the stress or even just a short time to please ourselves. Guys usually go to the gym or have good drink and poker night with friends. Women usually pampe r themselves to the spa and go shopping. The question is, do we still have time for all of this? Yes, we do. And this is the reason of this paper. Time management is the art of arranging, organizing, scheduling, and  budgeting  one’s time for the purpose of generating more effective work and productivity (www.wisegeek.com, What is Time Management?). Since we live in a busy world, we need time management to do all our tasks and responsibilities. A lot of researches, books, magazines are dedicated to provide the people steps on how to manage their time. It is very important to all of us to be able to manage our time. Our work, family and our happy selves are all waiting for us to spend our time with them. Time Management at Work There are a lot of steps on how to start managing our time. It is just a matter of setting ourselves that we have to be responsible in following the steps and that it is for our own good. We may have a rough start but getting through the ways will m ake us realize the steps are just so easy to do. We just have to put our minds and hearts to it. Here are the steps to follow on how to manage our time at work. Step one, make a plan. According to Christina Crowe (n.d.), setting a time to plan out our day, whether it is going to be in the morning or later at night is a swift start. We should think about the most important tasks that need to get done and how to get them done. It will help to keep us focused on our tasks if we make a detailed plan.

Sociology of Cultural Differences Assignment Example | Topics and Well Written Essays - 250 words

Sociology of Cultural Differences - Assignment Example The two women believe true beauty and success is only attained by being western (Wong). It shows they lack confidence in themselves; thus, convincing them that they are beautiful and attractive they way they are, is an uphill task. Personally, I would not change anything about myself even if I had all the resources to do so. In as much as most people spend most of their time admiring their images in mirrors, beauty entails more than the outward appearance. I believe that success is not measured by the physical appearance of individuals. The yardstick for measuring success should be embedded on an individual’s educational background, talents and capabilities. Therefore, appreciating ourselves the way we are is beauty itself. In addition to that, e should not change our physical appearance to please people. Renee Thompson’s beauty, drive and walks are the essentials required for any model. In as much as the market does not favor her, she struggles to make her career in the modeling world (Haywood). The modeling world and industry considers modeling to be for whites, making Renee Thompson struggle despite her extraordinary beauty, style and glamour. If I were her, I would never give up modeling to look for another profession. I would fight to the end since I have all the profession demands. My drive would be to enlighten the stakeholders in the industry to give everybody a chance as well as stop racial stereotyping. I would make them understand that I did not choose to be born black; and that they should see me as a human being with modeling qualifications, not as a black

Robert F Kennedys Rhetoric

Robert F Kennedys Rhetoric The aim of this thesis is to conduct research into a selection from Robert F. Kennedys 1968 presidential election campaign speeches, in order to outline the key features of his utterances that earned him success in inspiring masses and frightened the power structure. One of the reasons I have decided to conduct research into Robert F. Kennedys rhetoric is personal. The speech given on the assassination of Martin Luther King, Jr. has drawn my attention to Robert Kennedys unique talent as a public speaker. The other reason is driven by the fact that there is a lack of literature directly discussing the aspects of Robert F. Kennedys rhetoric. With this work I want to demonstrate that the domain of Robert F. Kennedys rhetoric is one worthy to be explored and to suggest the topic for further research. In Chapter 3, entitled Corpus Description and Evaluation I describe the events and the target audiences of the analysed public addresses. In addition I also delineate the main linguistic aspects of the particular speeches and I explain in what terms the analysed material meets the research criteria. In Chapter 4 I describe political speech as an individual genre within the domain of political discourse. I also explain from what perspective Robert Kennedys selected addresses fall under the genre of political speech. I devote Chapter 5 to Robert Kennedys biography, character study and the historico-political background of the time for several reasons. During the analysis of the core research material I lay great emphasis on the contextual meaning (Firth 1957 in Downes 1998: 371) of Robert Kennedys utterances. Therefore I want to make the reader familiar with the context and the so called member resources (Fairclough 1989) within the discourse of Robert Kennedys selected addresses. Fairclough describes these member resources as prototypes which people have in their heads and draw upon when they produce or interpret texts including their knowledge of language, representations of the natural and social worlds they inhabit, values, beliefs, assumptions, and so on. [à ¢Ã¢â€š ¬Ã‚ ¦] they are social in the sense that they have social origins they are socially generated, and their nature is dependent on the social relations and struggles out of which they were generated [à ¢Ã¢â€š ¬Ã‚ ¦] (Fairclough 1 989: 24) I regard Chapter 6 as the body of the thesis. This is the reason why its title is identical with the title of the thesis. Within this chapter I devote separate subchapters to the discourse strategies and different aspects of Robert Kennedys rhetoric. I describe the ways of addressing the target audiences, the forms of interaction between Robert Kennedy and his audiences and the methods of confrontation of the target audiences. I examine the degree of Robert Kennedys subjectivity and personal involvement in the selected addresses and I also introduce to the reader the means of persuasion applied by Robert Kennedy and his rhetorical idiosyncrasies. Chapter 6 as the most complex and most extensive unit of the thesis is intended to provide information essential for answering the research questions formulated in the following chapter. 2 Research Objectives, Hypotheses and Methodology The main objective of the analysis of Robert Kennedys selected public addresses is to point out to what degree are his discourse strategies and rhetorical devices predetermined by factors like the topics covered, the speech events and the nature of the target audiences. According to Stanley Fish there are two ways of language that have shaped the history of Western thought: on the one hand, language that faithfully reflects or reports on matters of fact uncoloured by any personal or partisan agenda or desire; and on the other hand, language that is infected by partisan agendas and desires, and therefore colours and distorts the fact which it purports to reflect. It is the use of the second kind of language that makes one a rhetorician, while adherence to the first kind makes one a seeker after truth and an objective observer of the way things are. (Fish 1989 in Richards 2008:6-7) I will analyse the discourse strategies and the rhetorical devices in Robert Kennedys selected public addresses with an additional intention to prove that in terms by Fish he is a seeker after truth and an objective observer of the way things are. During the writing process I will concentrate my effort on answering the following research questions: Are the discourse strategies and rhetorical devices predetermined by the topic rendered by the speaker? Are the discourse strategies and rhetorical devices predetermined by the speech event and the nature of the target audience? I would like to build my hypothesis on Hallidays statement that all language functions in contexts of situation and is relatable to those contexts. The question is not what peculiarities of vocabulary, or grammar or pronunciation can be directly accounted for by reference to the situation. It is which kinds of situational factor determine which kinds of selection in the linguistic system. (Halliday 2009: 94) Through my research I will attempt to prove that Robert Kennedys rhetorical devices and discourse strategies in his selected utterances are predetermined by situational factors like the topic, the speech event and the nature of the target audience. I hereby underline that I will analyse the contextual meaning (Firth 1957 in Downes 1998) of Robert Kennedys utterances in order to substantiate my theory of predetermination. From the methodological perspective, I subject the research material to a qualitative political discourse analysis. I will conduct a critical reading of the transcripts of the selected public speeches and simultaneously listen to the audio recordings of the addresses in order to outline also those aspects of Robert Kennedys utterances which cannot be exposed only through the analysis of their transcripts. These are especially the paralinguistic features, like the tone of voice, intonation, gestures etc. The audio recordings will help me to clarify ambiguous situations where the question what is said? will not allow for any adequate judgements. In order to avoid lengthy repetitions of the titles of the selected speeches I have decided to deploy an indexing method. Therefore I will further refer to the University of Kansas address as Speech A, to the Remarks on the Assassination of Martin Luther King as Speech B and to the Cleveland City Club address as Speech C. Through the research I will refer to Robert Francis Kennedy as Robert Kennedy or RFK. The core research material has been selected according to the following research criteria: public speeches with a classical rhetorical organizational pattern public speeches delivered to target audiences of different nature addresses with various speech events addresses with various topics of moral values utterances free of partisan agendas In my work I predominantly rely on the following literature: The factual information for Robert Kennedys biography, character study and the historico-political background of the time I retrieve from Robert Kennedy and his Times (1985) written by Arthur M. Schlesinger, Jr. and from RFK: His Life and Death (1968) written by Jay Jacobs. The book RFK: Collected Speeches (1993) edited and introduced by Edwin O. Guthman and C. Richard Allen contains valuable information about the events and the context of the selected public addresses. The theoretical knowledge for the analysis of the discourse strategies and rhetorical devices in Robert F. Kennedys selected public addresses I gain from the following works: Language and Power (1989) by Norman Fairclough is an especially useful source for critical discourse analysis as it contains several demonstrations of discourse analysis in practice. I use his model for the interpretation of the utterance meaning in the analysed material from the position of the analyst. I draw on his conception of the member resources within a discourse, which justifies my decision to introduce to the reader the historico-political context of the analysed material and some biographical facts about Robert F. Kennedy. Meaning in Interaction: an Introduction to Pragmatics (1995) by Jenny Thomas provides me with the theoretical knowledge to decipher the illocutionary forces and the implicit meanings of Robert Kennedys particular utterances. Through the analysis of the selected addresses in Chapter 6 I rely on her model of interpreting illocutionary forces to understand the meaning of Robert Kennedys utterances depending on their context. Language and Society (2009) by M.A.K. Halliday (edited by Jonathan J. Webster) furnishes me with the conceptions of the field, tenor and mode of the discourse, which allows me to identify, what is linguistically important in a given utterance in relation to its context. I build my hypotheses on Hallidays theory that external factors determine the individuals selections in the linguistic system. Through the whole analysis of the selected addresses in Chapter 6 I rely on the above theory to identify to what degree are Robert Kennedys utterances predetermined from a linguistic perspective by factors, like the topic rendered, the speech events and the nature of the target audiences. 3 Corpus Description and Evaluation The analysed resource material of this thesis consists of a selection of three significant speeches of Robert F. Kennedys public addresses during his 1968 presidential campaign. Namely, in chronological order, the speech from March 18th, given at the University of Kansas, the Remarks on the Assassination of Martin Luther King from April 4th, delivered in Indianapolis and the Remarks on the Mindless Menace of Violence in America, delivered at the Cleveland City Club on April 5th. I would like to start the corpus description with some quantitative statistics about the analysed material. The most extensive of the texts in subject is the University of Kansas address which consists of 3942 words and 17 386 characters without spaces, the second text, which is the transcript of remarks on Martin Luther Kings assassination is composed of 618 words, counting 2653 characters without spaces and the last one, the Cleveland City Club address comprises 1080 words and 4700 characters without spaces. In the following pages of this chapter I will describe the analysed texts individually. My description will predominantly focus on the context behind the public addresses, including a portrayal of the setting and the occasion. At the end of the chapter I will also explain the reasons for integrating these particular speeches into the research. The University of Kansas address (further referred to as Speech A, in abbreviated form: SA) was delivered by Robert F. Kennedy just two days after the announcement of his candidacy for the President of the United States. It was the second real public speech of his freshly started campaign. He came to Kansas with doubts about his popularity, since the state was largely rural with a conservative majority, where he, as a liberal and a critic of the military efforts in Vietnam, could not expect much affability. (Kennedy and Guthman and Allen, 1993: 323) To his and his staffs surprise, their warm reception at the campuses disproved their assumptions. With twenty thousand people present, Robert Kennedy drew the largest crowd in campus history. (Kennedy and Guthman and Allen, 1993: 327) He came to the university to talk to young people, the group of citizens his campaign program predominantly aimed at. The purpose of his speech was to express his viewpoint towards the situation within the c ountry and towards the War in Vietnam, to inform and confront his audience with the problems the country was facing and to persuade them to vote for him in the election. As usual when talking to young people he began his address with his famous self-deprecating humour to set a friendly atmosphere and create a positive relationship with the target audience before he moved on to sensitive topics. The points of his argument lined up in the following order: the polarization and violence within the country, the alarming conditions of poverty in certain areas of the country and the progress of the War in Vietnam. The way Robert Kennedy renders the above mentioned issues is descriptive, with linear organisation of the topics covered. The style of addressing his audience could be characterised as direct, confrontational and contemplative. Robert Kennedys interaction with the target audience is most noticeable in this address. This speech is argumentative and demonstrates a high degree of RFKs personal involvement as he frequently asserts his own beliefs, demands and opinion. The persuasive strategy through argument dominates the address. The Remarks on the Assassination of Martin Luther King (further referred to as Speech B, in abbreviated form: SB) was delivered in Indianapolis in the evening of April 4th 1968. RFK was heading for Indianapolis to give a speech to a mostly black American community in the city ghetto as a part of the rally. Before boarding the plane he was told that Martin Luther King had been shot in Memphis, Tennessee. Right after their plane landed he was informed that Martin Luther King had died of the injury. The crowd had been gathering for the rally in the ghetto for one hour before Robert Kennedy arrived. They were already fired up, albeit they could not have heard any official news about the assassination. Some of them were armed and violent. Robert Kennedy was advised by the police representatives not to go there, because they would not be able to defend him if mob violence broke out. RFK decided to face the danger and talk to his audience, thus taking up the unpleasant role to be the first to inform them about the death of Martin Luther King. Robert Kennedys words were meant from his heart. He alluded to the assassination of his brother. He alleviated the tension and literally tranquilized the audience. He asked the people to seek peace in their faith as a tribute to Martin Luther Kings legacy. On this occasion RFK spoke to an audience of mostly black people from the ghetto of the city. His tone of voice was moderate. Every single word of his utterance showed empathy and his personal involvement in the issue. He used simple, but at the same time delicate language and short sentences built up from sophisticated words. He managed to draw the audiences attention to terms like love, wisdom, understanding and compassion toward one another. His purpose was to shift the attitude of the crowd, to move and inspire them. He applied persuasion through emotions and through his own character. The style of the address is lyrical and emotional, obviously determined by the tragic event. This speech was built up solely from Robert Kennedys own words. It was delivered without a written template, only from the memory of RFKs own notes. For this reason this address shows several traits of extemporaneousness. As a reaction to Martin Luther Kings assassination the whole country was in flames that night, there were violent demonstrations, riots and boycotts initiated by African-American communities for revenge. In Indianapolis there were no significant protests registered. The Cleveland City Club Address (further referred to as Speech C, in abbreviated form: SC), was delivered by Robert Kennedy in Cleveland, Ohio on 5th April 1968. After the Indianapolis speech on Kings assassination, RFK cancelled his oncoming campaign appearances. (Kennedy and Guthman and Allen 1993: 358) However he was persuaded by some African-American community leaders to keep his address, scheduled for the next day at the Cleveland City Club and to make it a plea for ending the violence. (Kennedy and Guthman and Allen 1993: 358) RFK addressed his speech to a crowd of mostly white executives at the City Club. As usual, he conveyed his message in a moderate, soft tone of voice. The primary purpose of the speech was to express his concern about the violence in the country and to put the reasons for this growing violence in the country into focus. The overall organisation of the topics is associative. The content of the speech is confrontational and contemplative. The beginning and closing paragraphs are built up from merely simple sentences, while the core of the address consists of complex philosophical units. The style of RFKs utterance is emotive for he attempted to persuade the target audience through emotions and through his own reasoning. This is the most lyrical address of the given selection with numerous examples of figurative language. My decision to include in the research exactly these three public speeches of Robert F. Kennedy during his 1968 presidential campaign was determined by several factors. During the process of selection I took into consideration the previously formed research hypotheses. This approach directed me to choose speeches which adequately demonstrate to what extent were the rhetorical devices used predetermined by the target audience, the speech event and the topics covered in them. My first criterion was to select speeches that are organized according to the classical rhetorical pattern, that include introduction, argumentation and conclusion. Since all of the selected speeches are built on this pattern, they evidently meet the first criterion. The second criterion for the selection was the target audiences character. My firm intention was to analyse several of RFKs public addresses delivered to audiences of a different nature. With the given selection I managed to adhere to the plan. The speech at the University of Kansas was delivered to students, a community of young people the predominant target group of Robert Kennedys campaign. The remarks on the assassination of Martin Luther King addressed mostly black uneducated ghetto people of various age groups. The Cleveland City Club speech was given in front of mainly white executives of a higher social class. The above brief descriptions of the target audiences of the selected speeches indicate substantial heterogeneity from social perspective. The size differences between the audiences are also remarkable, with the University of Kansas crowd as the largest and the Cleveland City Club attendees as the smallest. The third criterion for the selection was the event of the particular speeches. Here I also attempted to seek variability in order to provide more objective evaluations of the rhetorical devices determined by the event of the utterance. The University of Kansas speech was an ordinary political speech during Robert Kennedys campaign rally. He covered the main points of his program: the divisions, the poverty and the War in Vietnam. He explained why he was running for the presidency and asked for the audiences support. The speech on Kings assassination was most affected by the occasion. Robert Kennedy could not deliver his pre-prepared speech instead he transformed the appearance into an honest tribute to Martin Luther Kings memory and legacy. The third speech, the Cleveland City Club address was still influenced by the happenings from the day before. Robert Kennedy again had to reformulate his initial message. Although he spoke about issues also included in his campaign proclamation, one can scarcely call his address an ordinary campaign speech. Not once he did mention his candidacy nor did he ask for any support directly. Briefly we can summarise the speech events as follows: an ordinary campaign rally at a university campus, an extemporaneous tribute to the legacy of an assassinated public leader in a city ghetto and a plea for reconciliation and non-violence in front of an audience of distinguished executives. The fourth and the most important criterion for the selection was the content of the individual speeches. Hereby I admit a relatively higher degree of subjectivity, since in this case the criterion was considerably conditioned by my own interpretation of the messages. I attempted to choose those addresses from Robert Kennedys 1968 campaign speeches which most of all prove the extraordinary phenomena of his rhetoric. The University of Kansas speech was selected for his involvement, objectivity and for the emphasis of moral obligation over material values. The lyricism and spiritualism and the calming effect of the carefully chosen words in the Remarks on the Assassination of Martin Luther King were all factors of great importance that determined my choice for this piece of rhetoric. The Cleveland City Club address is remarkable for Robert Kennedys concern about humanity. It is an emotive call for peace and reconciliation of mankind. I chose this utterance in addition to its many uniq ue qualities especially for the philosophic thoughts and prophetic words it communicates, which more than forty years later still appear to be relevant. The fifth criterion was to select speeches that are free of any partisan agendas and manifestations. Robert Kennedy in the selected addresses does not enforce any programs or any political ideologies he rather draws his audiences attention to the real conditions in the country which affect them all. Nonetheless he categorically distinguishes himself from hiding the truth in illusions and empty promises. I was lead by the above assumptions during the selection of the core research material. I hope the fact that the selected speeches evidently meet all the criteria defined justifies my choice.

Ritalin :: essays research papers

Ritalin Abstract Ritalin (Methylphenidate) is a mild CNS stimulant. In medicine, Ritalin's primary use is treatment of Attention Deficit /Hyperactive Disorder (ADHD). The mode of action in humans is not completely understood, but Ritalin presumably activates the arousal system of the brain stem and the cortex to produce its stimulant effect. Recently, the frequency of diagnosis for ADHD has increased dramatically. More children and an increasing number of adults are being diagnosed with ADHD. According to the Drug Enforcement Agency (DEA) (Bailey 1995), prescriptions for Ritalin have increased more than 600% in the past five years. Ritalin has a long history of controversy regarding side effects and potential for abuse, however it greatly benefits those with ADHD. Psychological effects of Ritalin Ritalin (Methylphenidate) is manufactured by CIBA-Geigy Corporation. It is supplied in 5 mg., 10 mg., and 20 mg. tablets, and in a sustained release form, Ritalin SR, in 20 mg. tablets. It is readily water soluble and is intended for oral use. It is a Schedule II Controlled Substance under both the Federal and Vermont Controlled Substance Acts. Ritalin is primarily used in the treatment of Attention Deficit/Hyperactive Disorder (ADHD) (Bailey 1995). ADHD is a condition most likely based in an inefficiency and inadequacy of Dopamine and Norepinephrine hormone availability, typically occurring when a person with ADHD tries to concentrate. Ritalin improves the efficiency of the hormones Dopamine and Norepinephrine, increasing the resources for memory, focus, concentration and attention (Clark 1996). Ritalin has been used for more than 30 years to treat ADHD. Nervousness and insomnia are the most common adverse reactions reported, but are usually controlled by reducing dosage or omitting the afternoon or evening dose. Decreased appetite is also common but usually transient (Long 1996). According to Clark (1996), children, adolescents and adults diagnosed with ADHD usually report the following effects when successfully treated with Ritalin: †¢Improved concentration. †¢Better "focus". †¢Improved ability to complete their work. †¢Improved intensity of attention and longer attention span. †¢Reduced distractibility. †¢Reduced impulsivity. †¢Reduced restlessness and overactivity. †¢Improved patience. †¢More elaborate expressive vocabulary. †¢Better written expression and handwriting (especially in children). †¢An improved sense of "alertness". †¢Improved memory for visual as well as auditory stimuli. Ritalin's Effect on Neurotransmitter Systems Ritalin exhibits pharmacological activity similar to that of amphetamines. Ritalin's exact mechanism of action in the CNS is not fully understood, but the primary sites of activity appear to be in the cerebral cortex and the subcortical structures including the thalamus. Ritalin blocks the reuptake mechanism present in dopaminergic neurons. As a result, sympathomimetic activity in the central nervous system and in the peripheral nervous system increases. Ritalin-induced CNS stimulation produces a decreased sense of fatigue, an increase in motor activity and mental alertness, mild euphoria, and brighter

Performing Genders in a Streetcar Named Desire Essay

Tennessee Williams’ play A Streetcar Named Desire, considered as one of his most famous works, exposes the relationships between Stella and her sister, Blanche, who has come to visit her. Her arrival reveals the tensions in Stanley and Stella’s couple. Blanche quickly discovers that her sister’s life is not at all the life she believed it to be, and that her sister lives with a violent man, Stanley. But Stanley is not the only one who tries to hide his true identity. Indeed, Blanche’s arrival in New Orleans is not innocent. She tries to escape her bad reputation and comes with her deepest secrets. In this play, the protagonists perform a role to affirm their gender and hide their real true nature. This staging also aims at dramatizing the action of the play. Stella’s husband, Stanley, is the prefect representation of the violent and macho man. He does everything to be seen as a powerful man when citing Huey Long he tells Stella that †every Man is a King! And I am the king around here† (Williams, 77). As Koprince notes: Like most batterers, Stanley believes in male superiority†¦ [He] especially believes in male dominance within the institution of marriage. He is completely in charge of the Kowalski household, calling all the shots and expecting his wife’s acquiescence. (51) Stanley establishes a conjugal life in which his wife is not allowed to say what she wants as he growls: †don’t ever talk that way to me!† (77). However, Stanley is not only arrogant when he speaks to his wife, he also mistreats her. During the Poker Night, he first †crosses to the small white radio and snatches it off the table. With a shouted oath, he tosses the instrument out of the window† and then †charges Stella† (35). Stanley thus intimidates his wife and decreases her as Dutton an alyses: Physical assault may be accompanied by verbal abuse, psychological abuse†¦ This constellation of destructive actions more fully represents a continuum of coercive control and, some would argue, therefore constitutes the proper subject matter for a psychology of interpersonal violence. (6) In reality the way Stanley acts allows him to acquire power and control under Stella. She behaves exactly how Stanley wants her to react that is as a battered and dominated woman:   He [Stanley] didn’t know what he was doing†¦ He was as good as lamb when I [Stella] came back and he’s really very, very ashamed of himself. (41) According to Stanley, showing his feelings to his wife would be intolerable and is not the behavior a man has to adopt. Nevertheless, his violent behavior and the role that he performs convey the feelings he has for Stella. Indeed, he is afraid that his wife can leave him: Stanley: Stella! My baby doll’s left me! Eunice? I want my baby! Eunice! I’ll keep on ringin’ I talk with my baby! (37) Stanley: Stell-lahhhhh! (37) By saying †Eunice, I want my girl to come down with me!† (38), Stanley gets belligerent again and proves that primitive instincts animate him. Blanche, talking to his sister, highlights that Stanley †acts like an animal, has an animal’s habits!† (47). She also asserts that †there’s even something – subhuman- something not quite to the stage of humanity† (47) which implies that her brother-in-law performs the male role to the extreme. Besides, this extreme is reached when Stanley rapes Blanche telling her: †we’ve had this date with each other from the beginning!† (97). Thus this act reminds Blanche of her past of prostitute and reveals what Blanche tried to hide through her staging. Blanche performs the role of the fragile and the romantic woman in order to hide her deepest secrets. Through Stella’s eyes, Blanche appears as a sensitive woman (69) and has always to be complimented. She thus recommends Stanley to †admire [Blanche’s] dress and [to] tell [Blanche] she’s looking wonderful† (17). In this connection, Blanche also highlights that †[she] need[s] kindness† (39). Moreover Blanche’s sensibility is highlighted by her romanticism. She tells Mitch that she has †old-fashioned ideals† (63) and calls him †[her] Rosenkavalier† (57). Related to this idea, Cortade asserts: Blanche DuBois s’accroche aux derniers vestiges de romantisme qui appartiennent à   une autre à ©poque. (209) [Blanche DuBois stay emotionally attached to the relics of romanticism which belong to another time, my translation]. In a sense, Blanche’s romantic ideals allow her to play the role of a modern Emma Bovary. In the manner of Flaubert’s character, Blanche entertains hopes of escaping from reality through love. Blanche idealizes love and describing  the love she had for her husband, Allan, she says that †it was like you suddenly turned a blinding light on something that had always been half in shadow, that’s how it struck the world for me† (66). But like Emma Bovary who lost her lover Rodolphe and fell into depression, Blanche loses Allan and this loss overwhelms her completely. She thus behaves as a desperate woman and loses her mind. By qualifying Blanche as †a refined and particular type of girl†, Stanley unmasks her and reveals the reason why Blanche has to perform. Indeed Blanche stages in order to hide her past of prostitute. Stanley explains to Stella that †[Blanche] moved to the Flamingo! A second-class hotel which has the advantage of not interfering in the private social life of the personalities there† (71). He also adds that †[men in Laurel] got wised up after two or three dates with [Blanche] and then they quit, and she goes on to another, the same old lines, same old act, same old hooey† (71). Besides Blanche is conscious of her act and qualifies herself as †a big spider† (87). Nevertheless, her behavior hides some deeper injuries. As she analyzes †[she was] hunting for some protection† and this †was all [she] seemed able to fill [her] empty heart with† (87). In this connection, Blanche is a desperate woman who †always depen ded on the kindness of strangers† (107). In conclusion, Tennessee Williams’ A Streetcar Named Desire depicts characters that perform in order to hide their true nature. By saying that †Poker should not be play in a house with women† (36), Mitch proceeds to a separation of genders revealing Blanche’s and Stanley’s staging. Indeed, both of them perform the roles of the violent man and the fragile woman. Stella’s husband appears as a choleric man and frightens his wife and his sister-in-low, Blanche. Blanche’s staging allows her to escape reality and she is able to overshadow her past. Indeed her past makes her fragile and facing the reality would be too hard to face. Stanley and Blanche also share the same fear. Indeed, they are afraid to be abandoned. Whereas Stanley depends on Stella’s presence, Blanche needs the kindness of strangers. Although they hate each other, they share several common points. Indeed both of them know that the other hide a secret. Sources: Williams, Tennessee. A Streetcar Named Desire. London: Penguin Modern Classics, [1927] 2004. 218 p. Cortade, Ludovic. Le cinà ©ma de l’immobilità ©. Paris: Publications de la Sorbonne, 2008. 308 p. Dutton, Donald G. The domestic assault of Women: Psychological and Criminal Justice Perspectives. Canada: University of Washington Press, 2001, 337 p. Koprince, Susan. †Domestic violence in a Streetcar Named Desire† Bloom’s Modern Critical Interpretations: A Streetcar Named Desire – New Edition, Ed. Harold Bloom, New York, 2009: 49-60.

Hamlet: Divine Intervention and the Natural Order Essay

The first part of the theory is that of Divine Intervention – this being the easier of the two parts to explain. This works off the idea that some manner of God or All-Powerful Force does actually exist. Divine Intervention is, therefore, the notion that this God can manipulate the world either through direct or indirect action. In the text and film, for instance, the Ghost comes as a messenger from this God, motivating Hamlet to do its will. This is both an example of direct divine intervention – in the appearance of the Ghost; and indirect divine intervention – as the God uses Hamlet to carry out its deeds. The second part of the concept is the Natural Order of the world. This can be brought down to its base form as: ‘What is supposed to happen.’ Unfortunately, it isn’t that simple. The Natural Order exists always, however is not always followed. This ‘breaking away’ from the Order is usually the result of Human Intervention, developing one of two outcomes. These are: either the Natural Order is re-aligned, or the world remains a corrupt and terrible place until such time as the first outcome is realised. So, the world is repaired, or an unending loop of badness ensues until it is. In the play, the Order was broken when Claudius killed King Hamlet, and from the opening lines the ‘wrongness’ that lingers in the air is noted, setting the mood for the remainder of the play: â€Å"†¦Ã¢â‚¬â„¢tis bitter cold and I am sick at heart.† (I,1,8-9) said Francisco as he was relieved from watch-duty. Also, in the film, these words are greatly aided in their purpose by the images of snow-covered Denmark. Another line, in the fourth act: â€Å"something is rotten in the state of Denmark† (I.4.67) reaffirms this mood and goes further to place Francisco’s sickness at heart down to a rottenness in Denmark. Now, how the world is realigned with the Natural Order is the link back to the first part of the concept: Humans are the creatures, knowingly or unknowingly, that fix the problems that throw the world out of Order in the  first place. In Hamlet, this is the case. Without Divine Intervention, however, Denmark would have remained in a state of malaise: The Ghost, you see, gave Hamlet the one piece of information that was needed to manipulate him into action: That his father, King Hamlet, had been murdered. With this knowledge, Hamlet was able to mould his grief into anger – albeit slowly – and fulfill the will of the God by realigning the Natural Order in Denmark. There are two parallels running: the first from King Fortinbras to Fortinbras and the second from King Hamlet to Hamlet. Both are disrupted, causing not one, but two interlocking lines of Natural Order to be upset. This is, perhaps, the reason Divine Intervention was necessary to fix it; Claudius’s murder of King Hamlet gave him power not only over Denmark, but Poland also. As can be seen, the major character that the concept of Divine Intervention and Natural Order can be related to is, or course, Hamlet. He is the most interconnected character in the text; the manipulated being used indirectly by God, and also the one to realign the natural order. But why? This quote, from Philip Edwards, explains: â€Å"What is unendurable to heaven is not to be endured by men. Evil is not ineradicable, and heaven may appoint an agent of its justice to pluck it out – Hamlet.† Thus, Hamlet is Divine Justice, charged by the Ghost of his Father – a messenger from God – to cleanse Denmark of evil. â€Å"Revenge his foul and unnatural murder.† (I,5,71) And he goes about it with a passion. From Philip Edward’s essay this quote is taken: â€Å"The voice he hears gives him his mission, which he rapidly expands into a cleansing of the world, a setting right of disjointed time. As the scourge and minister of heaven, he willfully seeks his own salvation by flailing others with his tongue for their moral inadequacies and redirecting their lives as he moves forward to a killing which will re-baptise the state of Denmark.† To which I add, not just one, but seven killings. The realignment of the Natural Order is realised in the final scene in the  final act, just before Hamlet’s death: â€Å"The rest is silence.† (V,2) As there is no definite in-text acknowledgement that the Natural Order was upset, conclusions can be drawn from other lines, the descriptor of rottenness in Demark being one of them. And so it is that, although there is no line saying â€Å"The world is now in alignment with the Natural Order†, we can say â€Å"The rest is silence† is the realisation that the world is right again. There is no more chaos, no trouble, just peace – usually equated with silence and calm. The major impact of the Divine Intervention and Natural Order theory is upon the audience’s perception of the play after its conclusion. The dominant view taken is that Hamlet, although achieving his goal of revenge, caused a chaotic mess of death that was, in itself, meaningless. This view lends itself to a play-given moral of ‘revenge is bad’ or some other similarly droll statement of absolutes. When applying the text to the Natural Order theory, the deaths of the six apparently innocent characters – Gertrude, Polonius, Ophelia, Laertes, Rosencrantz and Gildenstern – can be justified. All were wronged by Claudius’s misdeed, all were in the wrong in some part, and thus, all had been moved out of the Natural Order – even if it was without choice. Their deaths are integral to the realignment of the Order; if they remain, the corruption lingers also. In death, they are no longer tools of Claudius – who is the cause of the disruption – and do not obstruct Hamlet’s duty as divine justice. Rather than a purposeless bloodbath, the deaths of the six were actually a necessity to achieving peace and new Order: Gertrude had married her brother-in-law, and it is quite likely had been seeing him before the death of King Hamlet. Incest, in the time of Hamlet (and, of course, in the current time) was looked upon with great distaste and marrying one’s brother-in-law was seen as incest – unlike now. Rosencrantz and Gildenstern had been enlisted by Claudius to spy on Hamlet and gauge his madness. Spying is an immoral act, and their doing so, even if enlisted by Claudius, put them in line for a cosmic spanking. Polonius had spied on Hamlet as well as having plotted with Claudius to partake in many misdeeds. His faults are, perhaps, the most blatant. Laertes, after the death of his father, consents to follow the whim of Claudius and poison Hamlet. A big mistake, for he ends up taking the life of another human – a cardinal sin. Lastly, Ophelia; although there is no hard evidence in the play, she may have slept with Hamlet. If this is the case, and sex before marriage is her â€Å"wrong†, then Shakespeare’s search for evil – and successive eradication of it – was very thorough. As well as altering the perception of the audience, the play itself can be viewed in a new light: Shakespeare’s Hamlet had yet another underlying meaning. Along with concepts of revenge, ambition, love, marriage, gender, class structure, morality, betrayal and deceit, appearances and reality and madness, the idea that evil does not go unpunished can be expounded to include God as a punisher, hunting down every little transgression and demanding payment in triplicate; payable with ones eternal soul. Finally, â€Å"what about Hamlet’s death?† I hear you ask. Charged with the responsibility of divine justice, it would seem wrong that he should die, right? His death was one big accident, occurring because Laertes was persuaded by Claudius to poison the sword he used to fight Hamlet. No. Such a simple and†¦ slack answer does not support the theory of Divine Intervention and Natural Order. Hamlet’s death was also necessary to fixing a jaded world. As can be seen from the flowchart, King Fortinbras’ power passed to King Hamlet with his death – not to Fortinbras as must be assumed it would have. When Claudius gained power, not one, but two Kings had been wronged – their command stolen by evil. Hamlet dying, after killing Claudius and retrieving the power of the Kings, was the final piece in the puzzle. Control passed to Fortinbras – the only major character not to have committed acts of†¦ poor judgement (to put it lightly), and the Natural Order was truly repaired. Both Denmark and Poland had a ruler of integrity and the eternal loop of badness could be overcome, allowing the world to move into new times of industry and wonder. Bibliography: Coyle, M., (ed.) (1992) Hamlet: Contemporary Critical Essays, Macmillan Education Ltd, London. Muir, K., Wells, S., (ed.) (1980) Aspects of Hamlet, Cambridge University Press, Cambridge. Shakespeare, W., (ed.) Ridley, M. R., (1964) The Tragedy of Hamlet, Mackays of Chatham. Stockton, C. L., (2000) CliffsNotes on Shakespeare’s Hamlet, Wiley Publishing Inc., New York.

One Thing Leads to Another essays

One Thing Leads to Another essays Karl Marx and Frederick Douglass, although they wrote about distinct issues, there are ties between Douglass' infamous What to the Slave is The Fourth of July? and from The Manifesto of the Communist Party by Marx. Douglass and Marx are marking actual events that flooded the populations' lives, as well as their lives. At first glance there is the assumption that they are non-related, but further analysis will prove that hypothesis otherwise. Douglass and Marx are writing revolutionary ideas for the times in which they live and for which the cultures in which they live. They are writing in societies that have great rifts between rich and poor, powerful and powerless. Both Douglass and Marx were engaged in organizations to help promote their views on civil issues. Douglass existed as a member of the Anti-Slavery Society and Marx was a member of the Communist League. The issues promoted by the two were both discussing current issues in their lives, more specifically, class struggles. Douglass talks about the division of slaves, while Marx talks about the divided social classes. Marx divided the social class into the Bourgeois and the Proletariat. The Bourgeois were modern capitalists, employers of wage laborers, and the owners of means of production, including work ethics and the physical instruments of production. The Proletariat were the class of the modern wage-laborers. They don't have their own means of production and therefore, they must sell their own labor to survive. This is just the same as Douglass discusses the slaves and tyrants. Marx took Hegel's theory that presents history as a "process in which the world becomes conscious of itself as spirit." With that, Marx argued that "as a man becomes conscious of himself as spirit, the material world causes him to feel increasingly alienated from himself. Escape from this alienation requires a revolution." This refers to What to the ...

The Collapse of Ronan Point The WritePass Journal

The Collapse of Ronan Point Introduction The Collapse of Ronan Point IntroductionDesign and ConstructionCollapsePerceived FailuresProcedure and Project ManagementKey FailuresRecommendations for Better Project ManagementNext Steps and ConclusionsReferencesRelated Introduction The purpose of this paper is to consider the perceived failures associated with the famous collapse of Ronan Point on 16 May, 1968. Following a gas explosion, an entire corner of the 22 storey tower block in East London collapsed, killing 4 people and injuring 17. In order to analyse the failures that occurred, the paper will firstly look at the history of the building, its design and construction, before looking at the collapse itself and the perceived failures that were identified after the event. The building was named after the chairman of the housing committee of the relevant London Borough, Newham, and was one of many tower blocks built during the 1960s in a budget-driven and affordable way to deal with the growing demand for affordable housing in the region (Levy and Salvadori 1992). The very ethos of this affordable housing and the use of cheaper materials and cheaper construction approaches is arguably one of the first and fundamental contributory factors to the disaster (Griffiths et al 1968). Design and Construction The actual design and construction of the building was mooted as far back as the end of World War II, when much of the housing available in the London region was destroyed as a result of the war and there was a rapid demand for a large amount of housing. Other factors such as a lack of skilled labourers, as well as the changing housing policy which enabled multi-stories to be established, created a demand for the design and construction of buildings such as the one in question here. A prefabricated construction technique was used which involved the creation of much of the high-rise building which was then transported to the area for final construction (Cagley, 2003). The actual construction approach that was used here was that of the Larsen-Nielsen system which was composed of factory-built, precast concrete components designed to minimise on-site construction work. Walls, floors and stairways are all precast. â€Å"All units, installed one-story high are load bearing† (ENR, 1968 at p.54). Although this system was tried and tested, the approach was not designed to be used in a building of more than 6 storeys high. However, the building of this tower block was 22 storeys high and there was no recognition, at the construction phase, that this could potentially jeopardise the validity of the construction technique. The basic construction approach involved a precast concrete structure frame, with each floor of the multi-storey building being supported by the load-bearing walls directly beneath each other, floor upon floor (Bignell et al 1977).   Collapse The collapse itself happened at 5:45 am in the morning when the tenant of one of the apartments on the 18th floor lit a match, unbeknownst that there had been a gas leak overnight. By lighting the match, an explosion took place and this ended up damaging the load-bearing wall which was present on the 18th floor and was acting as the only support for the corner of the 19th floor. When the corner of the 19th floor collapsed, this had the effect of the 20th floor collapsing. Once the floors above had already collapsed the pressure on the floors became unbearable and the domino effect continued downward, destroying the entire corner of the building (Delatte, 2009). The way in which the collapse took place meant that, essentially, it destroyed a portion of the living room all the way down the building, but left the bedrooms intact in most cases, with the exception of floors 17 to 22 the room which were in the immediate vicinity of the explosion. It was on these floors that all of the fata lities happened and due to the fact that the explosion had taken place early in the morning, the majority of the individuals who were in their bedrooms were unaffected (Delatte, 2009). Perceived Failures When looking at the perceived failures and causes of failure, it can be seen that the analysis is largely split into two distinct areas: first, considering the immediate cause of failure; the second looking at the fundamental flaws in the design and construction of the building that allowed such a dramatic reaction to the immediate event (Griffiths et al 1968). The actual investigation into the event which took place involved a government panel which was formed in order to look at the causes of failure and to consider whether or not there were other buildings which potentially could suffer from a similar eventuality, in the future. As stated previously, the construction approach taken for Ronan Point was replicated in many other buildings, with eight other exact replicas in occupation. Therefore, establishing the reason for the collapse is crucially important (Pearson and Delatte, 2003) One of the key factors that took contributed in the immediate event itself was found to be a substandard connection used in order to connect the gas stove in the relevant apartment. Whilst this meant that the gas leak had presented itself in a way that would not have been likely, had they used a different connection, as well as having the incorrect connection, it was found that over tightening had occurred during installation. This probably weakened the connection and allowed gas to leak out. Despite this, the evidence gathered suggested that the explosion itself was not substantial, as there was no permanent damage to the hearing of the individual in the apartment. This suggests that relatively little pressure was involved, although there was sufficient pressure to move the external walls of the building and to create a progressive collapse within the building (Levy and Salvadori, 1992). Broadly speaking, the progressive collapse is thought to have occurred due to the fact that there was a lack of alternate load paths available and there was no support for the structural frame available on the higher floors (Wearne, 2000). This meant that when there was an explosion on level 18, this took out the only support so that the floors above level 18 failed and this placed excessive pressure on the lower floors, until it ultimately collapse to ground level. Perceived failures, can be split into two distinct categories, the first being the cause of the explosion itself; the second looking at the repercussions of the explosion, which were extensive, given the magnitude of the explosion, which was relatively low. Procedure and Project Management Unsurprisingly, as a result of the collapse here, building codes, guidelines and regulations were advised not only in the United Kingdom, but across the globe. The building regulations, changed in 1970, state that any building with more than four storeys needs to have a design structure in place that would resist a progressive collapse of this nature (Pearson and Delatte, 2005, pp. 175). Apart from the construction mechanisms themselves, there were also concerns that failures had occurred in the project management, as well as failures to check procedures. The gaps between the floors and in the walls meant that the building had not been established in a way that was part of the original design and planning. In addition to the actual failure in the design of the property, concerns were also raised in the report in relation to the need for quality control of the construction processes taking place. For example, it was proven that during the construction, certain design factors had been ignored, with unfilled gaps between the floors and walls, throughout the premises, which meant that the building had little in the way of separation between the flats. Furthermore, in high rise buildings of this type, a relatively narrow staircase is acceptable, as there is thought to be enough fire protection between the floors. In the absence of this fire protection, narrow staircases w ould be unacceptable, in the event of a fire or explosion of this nature. Key Failures The analysis above indicates that there are several failures which together created the dramatic collapse at Ronan Point. These are: social pressures on the construction company to establish a large amount of housing accommodation, rapidly and cheaply; the use of constructions not aimed at high storey buildings of this nature; failures to put in place methods whereby there was no secondary support structure in place, in the event of a failure with any of the load-bearing walls; failures with the processes being followed, which resulted in the wrong processes being followed in the connection of the gas pipes, as well as other omissions during the construction process, with the failure to follow the design provided. It can be seen, that the project management would have, at least in part, dealt with many of these failures and would have either prevented the explosion, in the first place, or would have seriously reduced the impact of the explosion, once it did take place. The crucial factor in this analysis is that the explosion itself was relatively minor, yet the repercussions were large and it is this chain of events that requires attention when it comes to better project management, in the future. Recommendations for Better Project Management Certain failures took place at the design phase, when the design construction of the premises was selected, yet was not entirely suitable for a 22 storey building. This was arguably the first and crucial failure which could have been avoided with further research into the limitations of this design. However, the main focus of the recommendations presented here is in relation to the project management process, from the point at which the design was presented for the construction, to the point at which the building was completed (Pearson and Delatte, 2005). At the outset, when the project team came together, there was an opportunity to run scenarios and to check the validity of the chosen construction, given the design that were being presented and the need to establish a 22 storey building. By running these types of scenarios, it is likely that it would become apparent that the chosen construction design was simply inappropriate. Even without this element of the project management being undertaken and risk assessments being carried out, the next stage of the project management should have involved a strong quality control check for every aspect of the work. The fundamental design of the building was proven to be flawed; however, there were also errors during the actual construction phase, for example the use of the wrong connections when it came to the gas pipes installed. Although this, in itself, did not lead to the catastrophic collapse of part of the building, it did create a minor gas explosion which started the chain of events. Quality control processes at every phase of construction and fitting would have potentially prevented the chain of events from emerging, in the first place (Shepherd and Frost, 1995). Next Steps and Conclusions Bearing this in mind, there are several proposed changes and next steps which could be taken to prevent a similar failure happening in the future. Firstly, although the design used was accepted during this era, it was known that it would simply not be appropriate for the type of building which was being planned. This should have been noted, at the outset, with additional safety structures then planed so as to prevent this type of progressive collapse from taking place. Secondly, worst-case scenarios should be run, at the outset, to enable the project managers to ascertain whether any weaknesses existed. Moreover, although the rest of collapse in this case resulted in the building being destroyed, it was also not able to withstand strong winds and this also, ultimately, could have resulted in the building becoming uninhabitable. By running scenarios, such as high winds or explosion, these issues would have been highlighted and changes in the design could have been incorporated, from the outset (Pearson and Delatte 2003). Finally, quality control during the construction process was also not suitable. This should have been done with much greater consistency, to ensure that the smaller processes, such as the fitting of connections, was carried out to an appropriate standard, thus preventing the minor incident that ultimately led to the overall disaster. By following these clear project management approaches and ensuring that an individual was put in place, in order to manage quality and control, as well as any variables in this area, the collapse of the building could have been avoided, or at least the cause of the collapse mitigated against, so as not to cause loss of life and injury. References Bignell, V., Peters, J., and Pym, C. (1977). Catastrophic failures. Open University Press, Milton Keynes, New York. Cagley, J. R. (2003, April). The design professional’s concerns regarding progressive collapse design. Building Sciences, 27, 4-6. Delatte, N. J. (2009). Beyond failure: Forensic case studies for civil engineers. American Society of Civil Engineers (ASCE), Reston, Virginia, 97-106. Engineering News Record (ENR). (1968). â€Å"Systems built apartment collapse.† ENR, May 23, 1968, 54. Griffiths, H., Pugsley, A. G., and Saunders, O. (1968). Report of the inquiry into the collapse of flats at Ronan Point, Canning Town. Her Majesty’s Stationery Office, London. Levy, M., and Salvadori, M. (1992). Why buildings fall down: How structures fail. W.W. Norton, New York, 76-83. Pearson, C., and Delatte, N. (2003). Lessons from the Progressive Collapse of the Ronan Point Apartment Tower. In Forensic Engineering, Proceedings of the Third Congress, edited by Paul A. Bosela, Norbert J. Dellate, and Kevin L. Rens, ASCE, Reston, VA., pp. 190-200. Pearson, C.,and Delatte, N. J. (2005) Ronan Point Apartment Tower Collapse and Its Effect on Building Codes. J. Perf. of Constr. Fac., 19(2), 172-177. Shepherd, R., and Frost, J. D. (1995). Failures in Civil Engineering: Structural, Foundation, and Geoenvironmental Case Studies, ASCE, New York. Wearne, P. (2000). Collapse: When Buildings Fall Down, TV Books, L.L.C., New York, 137-156.

Case Of Organizational Behavior Samples

In a very broad sense, organizational behavior refers to the study of how human individuals interact or behave within a group. These studies are conducted extensively to understand how to better integrate the employees and run a business more efficiently. At the core of this field of study lies the idea that scientific approach can benefit an organization through better managing the workers and, thus, making sure the individuals work more cohesively and as a single unit. Organizational behavior may be loosely described as the process of understanding and predicting of human behavior as a group member or as an individual in order to manage and maximize their output within an organization. Organizational behavior also studies the behavioral traits or patterns individuals show to one another within the organizational sphere. The effects of these interactions are also studied in depth. Organizational behavior is the study of every behavioral aspects of an individual who is a part of a bi gger organization, the interface of two or more individuals, or between the individual and the organization or of the organization itself. Organizational culture is the single most important aspect and parameter that decides how will the performance of the employees be as individuals or a whole group. Moreover, organizational culture is the conglomerating bundle of the assumptions, values, ethical considerations, ideologies and other organizational parameters that decide how would an individual or a group within the organization behave while their interactions and interfaces between themselves and the organization or amongst themselves (Alvesson and Sveningsson 2015). These parameters all have important and extensive influences upon individuals and modulate their behavioral patterns, dictate how they dress or act as a member or part of the organization. Organizational culture also often sets the bar that decides and measures how will the performance of the individual and the group is (Alvesson 2016). Every single organization has distinct and visible organizational culture that varies from each other and are unique in i ts nature. These organizational culture are developed over days and are maintained tirelessly to uphold the organizational reputation within the industry. This reputation is one of the biggest attributes for ensuring a successful business (Ehrhart and Kuenzi 2017). Organizational culture is primarily a very basic but overall guideline or boundaries as to how should the employees behave while representing the company. Organizational culture is the unification of the values, ethics and behavioral pattern of the employees that make up the unique environment for each organization (Ostroff and Schulte 2014). While these behaviors are often up-front and are very visible, it is also often the case that these are embedded psychologically. The very core beliefs and values are personified by the behavior of the organization and, in some cases, the employees as well. The managing authorities are the ones who decide how would the employees behave within the organization. Organization culture fl ows down from the senior authorities to the employees and not the other way around (Ashkanasy and Dorris 2017).    Also termed â€Å"corporate culture†, organizational culture is reflected through a few basic functions of the company. It is the guidelines and broad paths through which an organization functions and operates its business: how does the organization treats and interacts with its customers and employees as well as how does it serve or helps the wider social communities (Bortolotti, Boscari and Danese 2015). Organizational culture decides upon how much freedom is given to the employees to have inputs about the operations of the company and what contributions do they have in the decision making process, providing new ideas for development and benefit of the organization or how much leniency is tolerated for p3ersonal expression. The hierarchical construction, the flow of power and how free flowing is information within the organization are all decided by the organizational culture and work ethics(Barbera 2014). The organizational goals and purposes demand the employees to believe and be committed to them and organizational culture plays a pivotal and decisive role in this: the organization must be able to make the employees feel welcomed and a valuable part of the organization so that they want to work for the employers and help them to fulfil the objectives that were set out with in the first place of starting the company (Glisson 2015). If the employees are made to feel they are important and they understand that the company is taking their care, they will themselves take care of the customers. The whole functioning of the company will be much smoother and the higher authority need not be directly involved in the interaction with the customers, rather, they can be focused more on other more pressing issues. Customer care and services, post sales services, product quality are all results and/or shaped by organizational culture (Hogan, S.J. and Coote, L.V., 2014). Another very important aspect of running a business in the modern world is the environmental s ide of it. Every business, industry or organization must abide by the rules and requirements to protect the environment and reduce the process of global warming. A strong and ethical organizational culture helps to make sure that organizations keep this in mind and not cause any harm to the planet (Dubey et al. 2017). Virtually every single step of the operations of an organization is impacted by the organizational culture: how will the idea of a new product or service be conceived and shaped, how will the marketing tactics be planned, how to reach the potential customers and how to penetrate the market (Uzkurt et al. 2013). Organizational culture takes a lot of time to achieve and once established, it is so involved in every operation of the organization that it becomes almost impossible to change. That is why organizations must be very careful from the very beginning, having a concise and cohesive idea about what they want to achieve through the business, i.e. the motives of the company (Kangas et al. 2016). Employees and customers have to be able to identify with the organizational business operations or goals if they either want to work there or buy the products or the services of a particular company. Organizational culture is defined as an â€Å"emergence† of a state within an organization that is highly complex and is incalculable. This state results from a few very simple ingredients, though the final outcome is different for every organization. There are three parameters within an organization that can be controlled, moderated and managed: the employees, the work and the customers. These are the three basic pillars of any organization and every single operation is executed and planned with focus on any, or all, three of these. Organizational culture is almost always highly influenced by regional cultures (Modaff, Butler and DeWine 2016). The beliefs and ideals of different social community shape how an organization will behave, treat its customers and employees. These beliefs and values are deep inside the collective social mentality, and it is only natural that these will be some of the primary things to decide what will be the operations of the organization. The creation of any organizational culture is dependent upon the beliefs and values of its leaders. Workplace culture is entirely created by the leaders as they are the ones with a proper idea about what is to be done band the true motives of the organization (Asgary and Li 2016). However, it is not the final deciding factor: while most of the times leaders do shape the organizational culture, there are also times when organizational culture also decides what kind of a leadership is possible, or how will the leaders behave him/herself. An established culture influences and shapes a leader just as much as it being influenced by the leader (Fullan 2014). An effective organizational culture decides and governs the mentality and behavior of the employees and the authority that will ensure the employees reaching their goals while adhering to the collective motivations. When an employee feels that she or he is being assisted and helped by the leader to fulfil their personal goal, job satis faction also gets better and this, in turn, pushes the employees to work even harder. While a strong organizational culture will help the employees in the process of achieving its goals and grow together, a weak one will have disruptions in the work and functions of the organization. However, if individual employees are seen as to be more important than the organization itself, sustaining the operations and striving towards the organizational goals may become difficult as the company will be having a tough time trying to balance the priorities (Goetsch and Davis 2014). The market orientation and culture of an organization must be focused at generating a profit and should revolve around results. Competition within an industry must be kept up with, if the organization wishes to stay in the game and keep generating a profit. Having an adaptive culture can help organizations immensely. This means an inclusive work culture where all the employees are included in the decision making process of the company. An adaptive or inclusive work culture ensures that the company y will survive through time, simply because it will have all the employees looking after its interests. A flexible work culture is dynamic in nature and are focused upon risk-taking and innovation (Glisso n 2015). Power culture within an organization decides how would information flow within the organization among the different departments. It also determines the hierarchy of the organization and the power structure. This kind of work culture is spearheaded by a single leader who takes all the decisions on behalf of the entire organization and controls the marketing and other strategies of the company. A role culture is where the employees all know their specific jobs and roles in the organization and report to their seniors. Efficiency and accuracy are paramount in a work culture like this one. There are some basic characteristics of organizational culture, despite being unique to every organization. Some of them are elaborated below: The organizational culture is a self-sustaining pattern that gives an idea about how things are to be done in the organization. Organizational culture is mostly instinctive and repetitive and cannot be easily categorized or labelled. Corporate culture is always evolving: slowly, but surely (Katzenbach, Oelschlegel and Thomas 2016). While it is almost impossible to change the entire established work culture, it is possible to control certain emotional aspects of it to control the performance and outcome of some of the functions. Cultural inputs and catalysts help companies to make changes that last longer and have more positive impact on the performance of the employees (Modaff, Butler and DeWine 2016). There are some basic principles of the organizational culture that help companies to achieve long term success. These can be defined as follows: Now that a rough but cohesive idea about the basic tenets of organizational culture has been comprehended, further discussion would try to establish the same as an important of business running. To achieve this, three case studies are looked into in greater detail and discussed how did they manage to be so successful despite such fierce competition in the sector and what role did organizational culture had to play in it. It is not unknown that Google has a very strong work culture that is also the biggest reason behind it being recognized as one of the most sought after companies to work at. Even pictures from inside Google’s offices make people chart their education and career plans so that one day they can achieve that. A company does not achieve such a status just like that. The very essence of the core ideals and beliefs of the company is forged within the organizational culture of the organization, that prompts its actions and every other strategy (Wei, Samiee and Lee 2014). The company has teams who are solely focused towards keeping the employees happy and making sure that productivity is consistent and regular. While it may seem intrusive to many, it is also true that great visions are often misjudged and/or frowned upon. It is understandable if some companies are weary of the organizational culture simply based on the fact that the industry of Google are absolutely different. While di fferent sectors do demand different work cultures, it is also true that some basic ideas can be used by every sector or organization within it. It has already been elaborated in the previous section about how can a greater employee integration help an organization to achieve higher degrees of success can happier employee circle ensure higher performance. This section will look into the different ways through which Google tries to achieve this aspect of organizational culture and, in turn, attain success. Google firmly believes in the fact that it is the employees behind the success of the organization. There are innumerable applications to work for the company and every single one of them are reviewed. The employee integration process begins at the very first step of hiring a person as an employee. In the interview process, the applicants are faced with odd situational questions and are asked to provide answers. The answers are not expected to be correct, rather the company tries to see which of the applicants have an aptitude for imagination and can come up with innovative ideas under pressure. This gives the organization an insight about the inner capacity of each individual at the very beginning. Human resource department relies solely on scientific research and data analysis to understand an d measure the performance of each individual employee properly. Extensive application of algorithm based formulae help the company to predict when will an employee leave the organization; optimal size of tables is also assessed using scientific methods. Google discovered that female employees take twice as many leaves as the male counterparts and this led the company to revamp the entire leave plans, giving the female employees paid maternity leaves. All of these steps taken provided the company with employees who were happier. Retention of the employees was achieved through providing them with higher perks and better paid leave plans. Google gives its employees a lot of perks including the advantages of bringing the children to the office and availing day care right there, sleep pods, free food throughout the day and many more which make the employees want to stay at the company. Studies have also shown that the employees perform better as well under these conditions. Google has clearly written guidelines about what are the ideals and organizational values. These ten grounding premises serve at the very core of the company and help the applicants properly understand what the organization expects them to do, which skills to possess and what are expected of them should they be selected to work for the company. Google shares all of its information with all of its employees. This makes the operations of the organization clear and transparent. The company also takes care to resolve any questions an employee may have regarding the organization. This assures the employees with a sense of security and makes them understand the operations of the company properly and enables them to work for the company in a clearer and proper fashion. Keeping the employees informed and enlightened about which direction the company is headed enables them be aligned with the objectives of the company and cohesively work towards the collective goals. Every employee is given recognition for however small an achievement may it be, encouraging them to work harder so that they can achieve even more credit for their work. At the same time, failure on the part of any employee or team is also highlighted. This type of clear and open appreciation of their efforts make the employees want to improve their performance and ensu res an office culture which is fearless. Google encourages its employees to socialize even outside of office so that a sense of a bigger society can be formed where everyone knows each other. This gives the employees a level of comfort to be working among the people they know, and being relaxed they can work with better concentration. This case study reveals that Google uses some basic and very normal ideas to form an organizational culture through employee appeasing, based on the very core idea that happy employees guarantee happy customers. Another very important aspect of Google’s work culture is that; it is never stagnated. The company is always changing and evolving its work culture, making sure any new aspect that would make the employees happier is not ignored. The company policy on employees is one of the most important things that ensure the employees’ higher performance rate and establishes the organizational dominance in the overall industry. Google is evidently highly successful in being able to use organizational culture by means of integrating the employees within itself and making themselves a successful company. All of these steps have helped Adobe to become the successful company that they are today and enjoy a great market share. Companies and organizations invests billions of dollars and uncounted amount of hours only to ensure that innovation and creativity are boosted. To stay ahead of the curve, to ensure organizational leadership in the industry and grabbing maximum market share, there is no substitution for innovation. Creativity helps every organization to come up with new ideas that help to create a new product or develop on an already existing product and innovate something. The aspiration to do something, to create something new is a great driver for motivation to work harder. This improves performance by a huge margin and often boosts the overall company performance as a whole. To ensure that the employees are going to work hard, Adobe looks into the fact that their employees are having fun at work. The organization firmly believes in the fact that innovation and creativity can be ushered through relaxation, where pressure is not an issue. Culture is the conglomeration of ideas, customs, beliefs, values and behavior of a particular person or of group as a whole. Adobe, above all encourages the employees to creative and tries to establish a work culture within the company that will itself evoke creativity. It is an observed fact that the companies that take these steps can see higher growth rate as well as better revenue. Adobe is one of the biggest software companies on the planet and also one of the most lucrative places to work at. Creativity has helped the company to stay ahead of its competition simply by making sure their products offer something extra that the other products do not. Adobe believes that creativity is something that should start at the top and should be reflected through the behavior and the working of the senior authorities. The people at the top are expected to lead the way by displaying innovative thinking themselves. If the leaders fail to behave in the company’s desired way, the employees would also fall short of their tasks. The leaders in the company are bestowed with the responsibility to unleash the creative capabilities of the employees. â€Å"KickBox† is a unique concept of the company that allows every employee to bring their imaginations and ideas through life using the company’s own resources. These are funded by the organization themselves to encourage the employees to develop new ideas. The employees are not expected to submit any proposals for it: they just go ahead with the plans. Adobe has a corporate culture that embraces risk taking rather than shunning it away. Risk aversion is believed to be, by the company, the single biggest threat to innovation. Adobe gives out its employees the signal that they are open to new ideas and new interpretations of existing products so that they are encouraged to take risks. If the risks are worthy, the organization rewards the employees and credit is given elaborately. This is another way through which the company ushers in new ideas for products. The leaders again play a pivotal role here: they have to make the employees understand that risk taking is awarded and not something that would land them in trouble. The training and development program of Apple is very well planned and organized. The employees of Apple are treated as one of the key advantages in the departments of the research and development as well as marketing. In order to attract and retain skilled and competent employees the Apple Inc. provides effective training and development program (Shafie, Siti-Nabiha and Tan 2014). These employees will improve the ability and benefit of the company. To meet its transformational challenges, the company needs to train new and current staffs. The ways in which the employees learn and achieve reflect as well as transform how the company does its business. Thus, they engage the employees to work responsively and improve the products. On the other hand, they raise awareness about the employees’ rights. To Apple it is not enough only to find and correct problems. Apple’s training programs are specially designed to educate employers about laws, rights, health and safety of the workers as well as suppliers (Cornelissen and Cornelissen 2017). Verità © and the Fair Labor Association — two organizations recognized internationally, dedicated to human rights have worked with Apple to figure out the quality of the company’s social responsibility training. It shows that the knowledge and awareness of the rights of the employees has been increased through Apple’s mandated training. They train supervisors and managers on their responsibilities, direct hire processes and even onsite management of foreign workers. Supplier Employee Education and Development (SEED) program has been launched by Apple to enhance professional development opportunities. Here, the classes on finance, computer skills, and the English language are offered. The company also made a partnership with Chinese universities to allow workers to achieve associate degrees. Over 60,000 workers participated in their first pilot program in 2011 and came up with higher morale are promoted more often than other employees (Myers and Fellow 2014). Their final suppliers have onsite e-learning centers. In order to follow up and compute the employee’s performance Apple audits. In 2011 the company conducted training sessions to prevent underage labor. This year, no cases of underage labor could be found in their audits. While the organization is encouraged by these results, Apple claims that they will continue regular audits and go deeper into their supply chain to ensure that there are no underage workers at any Apple supplier (Asgary and Li 2016). The company has decided to continue regular audits to ensure that there are no underage workers at any Apple supplier. Apple has made their training and development program intensively dedicated in order to bring out and sustain the competitive advantage. Apple frequently produces new products like computers, music devices, media sales, and telephones that require skill in completely different industries. Therefore, the expertise of its employees needs to change faster than at almost any other tech firm. Apple feels that the employees must be self-reliant. The reason behind it is that in a fast-changing environment, employee self-reliance gets weaken for providing target competencies and prescribing training. In order to develop the required skills, the employees need to learn continuously which employee ownership of development encourages. Instead of giving training how to sell a product, the employees are empowered which will shape them according to the company’s requirement as well as the customer’s. Apple’s team environment helps to build cohesion within team. The cohesion strengthens when the different development teams work competitively. This healthy competition helps in their development and they learn from each other. Apple’s effective training and development programs motivate and encourage innovation and creativity of the employees. Apple has compensation policies and packages which is structured and prepared by a committee. The compensation committee prepares, review, and modify the incentive programs and policies. The board set the committee members and empower them to take external or internal counseling, advice and ask for any employee. Apple provides very good benefits like health and life insurance, Short- and long-term disability coverage, flexible Spending Accounts, disability coverage and employee stock exchange plans. As found in the official website of Apple, the company has built plenty of flexibility for the employees and their families. Apple’s executive compensation aims to attract and retain the executives with genius, creativity and entrepreneurial skill. To the company, the employees are their assets. It is the executives who are responsible to transform the company and bring success in the international market. The Compensation Committee examines the compensation program and determines the compensation for the executives. The distributes annual performance-based cash bonus program for the employees and follows pay system based on performance. Every executive is awarded with cash bonus equal to 100% of his basic salary. The compensation committee compensates fairly and adequately. In today’s weak economy, Apple has taken advantage of job demand and provided a good ambience to work. It faces no difficulty to replace the employees who have resigned. Apple maintains a healthy work culture that helps the company to flourish and prosper internationally. From the above discussion and a good look into the cases of the three organizations, it can firmly have concluded that organizational culture does help an organization to be successful. Organizational culture has been seen to be one of the most important aspects of business running which can make pivotal differences between a successful organization and one that is not. A strong work culture is something that would enable companies to make its strategies in a way that would help them to achieve the collective organizational goals and would also enable to establish a strong sense of bond within the company as well. A strong organizational culture makes sure that the environment within the company is cordial and a homely atmosphere prevails. This is one of the most important things to make the employees feel relaxed, enabling them to work even better. The companies with a good organizational culture makes the employees feel welcomed and an integral part of the company. This sense boost s them to try and work better. Recognizing the employees’ efforts and rewarding risk taking capabilities also ensure enhanced performance. Alvesson, M. and Sveningsson, S., 2015.  Changing organizational culture: Cultural change work in progress. Routledge. Alvesson, M. ed., 2016.  Organizational culture. Sage. Asgary, N. and Li, G., 2016. Corporate social responsibility: Its economic impact and link to the bullwhip effect.  Journal of Business Ethics,  135(4), pp.665-681. Ashkanasy, N.M. and Dorris, A.B., 2017. Organizational culture and climate. Barbera, K.M., 2014.  The Oxford handbook of organizational climate and culture. Oxford University Press. Bortolotti, T., Boscari, S. and Danese, P., 2015. Successful lean implementation: Organizational culture and soft lean practices.  International Journal of Production Economics,  160, pp.182-201. Cornelissen, J. and Cornelissen, J.P., 2017.  Corporate communication: A guide to theory and practice. Sage. Dubey, R., Gunasekaran, A., Helo, P., Papadopoulos, T., Childe, S.J. and Sahay, B.S., 2017. Explaining the impact of reconfigurable manufacturing systems on environmental performance: The role of top management and organizational culture.  Journal of Cleaner Production,  141, pp.56-66. Ehrhart, M.G. and Kuenzi, M., 2017. The Impact of Organizational Climate and Culture on Employee Turnover.  The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention, pp.494-512. Fullan, M., 2014.  Leading in a culture of change personal action guide and workbook. John Wiley & Sons. Glisson, C., 2015. The role of organizational culture and climate in innovation and effectiveness.  Human Service Organizations: Management, Leadership & Governance,  39(4), pp.245-250. Goetsch, D.L. and Davis, S.B., 2014.  Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein's model.  Journal of Business Research,  67(8), pp.1609-1621. Kangas, M., Kaptein, M., Huhtala, M., Là ¤msà ¤, A.M., Pihlajasaari, P. and Feldt, T., 2016. Why Do Managers Leave Their Organization? Investigating the Role of Ethical Organizational Culture in Managerial Turnover.  Journal of Business Ethics, pp.1-17. Katzenbach, J., Oelschlegel, C. and Thomas, J., 2016. 10 principles of organizational culture.  Strategy+ Business,  82(Spring), pp.1-7. 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Global Management Information systems coursework Essay

Global Management Information systems coursework - Essay Example The functional task produces and installs technology inside the organisation, which then facilitates in attaining the potential of computerizing business procedures within managerial activities (Laudon & Laudon, 2009, p. 192). The exploitation of an IT infrastructure is a requisite for this function and supports in choosing a business approach. In the same time, the aggressive function concentrates on competence by rising IS traits’ means of getting new bases of competitive gain within the market by installing new IS functions. This role has a major effect on organisational alteration and sustains an organisation’s aptitude to boost its IS potential (Bharati et al, 2010, p. 213). IS strategic planning aspects can be classified in various methods with respect to IS incorporation within business. The majority of configuration models are consisted of two aspects, â€Å"namely ‘fit’, which considers both the external and internal environments of an organisatio n, and ‘linkage’, which is the business-IS alignment† (Oz, 2008, p. 76). In addition, strategic IS planning (SISP) efficiency have five aspects, together with (1) configuration, (2) testing, (3) collaboration, (4) enhancement of potential, and (5) involvement. Nonetheless, these aspects of SISP efficiency are then controlled by â€Å"six process dimensions of SISP† (Hirsschheim et al, 2009, p. 222), - by (1) completeness, (2) formalisation, (3) concentration, (4) flow, (5) contribution, and (6) steadiness. A 3-phase model can be applied to assess these aspects in addition to their efficiency. This model has three phases: (1) introductory, (2) growing, and (3) established (Stair & Reynolds, 2011, p. 199). It has been debated that equilibrium should be present amid consistency and flexibility to authorize the procedure to be successful in controlling the organisation during the interim period while, at the same time, developing upcoming technology as well as markets. Each one of these tasks as well as aspects of IS decision makers in knowing the use of IS in the organisation and in finding out IS advantages. Keeping this in consideration, this effort considers the flexibility of applying strategic gains of global IS during IS strategic planning to create a classification for assessment as well as knowledge of these advantages. This classification may as well be utilized as a device to support the planning group during the IS planning procedure (Tan, 2002, p. 43). As a growing number of organizations increase their functions into global markets, with the intention of accomplish something, they should to be aware of the substantial civilizing, fiscal, as well as political variety that is present within different regions around the globe. For these reasons, despite the fact that IT is a significant facilitator and, on several occasions, a driver of international business growth, it cannot be applied homogeneously all over the world. In the last couple of years, the world has observed an extraordinary growth of commerce within international markets. Initially imagined by McLuhan (1964), the thought of a ‘global village’, has become a reality at last. At the same time, there is awareness that IT has a vital part in the â€Å"race towards globalization† (Avgerou, 2003, p. 99). IT has been a decisive facilitator of globalization in the majority of instances and an initiator in a number of cases. Now, transnational

Quiz 2 Essay Example | Topics and Well Written Essays - 750 words

Quiz 2 - Essay Example Save the attachment (.doc) or copy and paste the quiz and the answer sheet to your word processor. Enter your answers directly  into your word processor version. When you have finished entering your answers, save your answers to your computer (always keep a copy of your work).   To submit your quiz, please go to your Assignments Folder and click on the tab for QUIZ 2. Copy and paste your quiz answers into the text box and click on "Submit For Grading." (Attachments are acceptable but try copying and pasting first, let attachments be your last resort). Using the Rich Text Editor (RTE) will help preserve the formatting of your answer sheet; consult the Help Desk if you need help with installing or using the RTE. (In the upper right-hand corner of your screen, see Options, then Account Preferences to enable the RTE.) If you have any questions please contact WebTycho support line! Q. 1 – 30: Objective-Type Questions (2 points per question) Please use alphabet answers where app licable. 1. C 2. A 3. D 4. C 5. D 6. C 7. D 8. D 9. A 10. D 11. D 12. D 13. B 14. E 15. D 16. C 17. B 18. B 19. C 20. A 21. FALSE 22. TRUE 23. FALSE 24. FALSE 25. FALSE 26. TRUE 27. TRUE 28. TRUE 29. FALSE 30 TRUE Essay Questions (10 points each). Choose and answer only four (4) essay questions. If you answer more than four, only the first four will be graded. Essay #1 There are 6 categories of leucocytes in the human body. These are as listed below together with their roles: a. Eisinophil- Are tasked with the responsibility to handle all parasitic infections alongside hives, allergic reactions, asthma and hay fever. b. Basophil- release a chemical recognized as histamine which has a response to both antigen and allergic threat that might cause inflammation in the body. c. Neutrophil- are the first one responsible for fighting any potential microbial infection whether bacterial or fungal and any type of diseases. d. Monocyte- Perform the functions of a 'vacuum cleaner' by collecting pathogens pieces in the blood and allows the T cells to destroy them. They flow throughout the blood stream removing debris of dead cells current in the blood. e. B-Lymphocytes- Binds the pathogens thus, destroying them as well as produce antibodies. f. T-lymphocytes- They destroy the tumors and viruses infected body cells. The typical process of phagocytosis occurs when the cell changes shape and sends out projections known as pseudopodia. This process is a non-specific body defense mechanism in which the various phagocytes engulf and destroy the disease causing microorganisms (Campbell & Reece, 2002). The pseudo-pods are the ones that engulf the microorganisms. The intruder in this case is the microorganism and the type of leucocytes that destroys it is the white blood cells. Essay #2 Characteristics of veins Characteristics of arteries Have thin membrane walls Have slightly thicker membrane walls Carry deoxygenated blood Carry oxygenated blood Less elastic than arteries More ela stic than veins Blood flows through them under low pressure Blood flows through them under high pressure Have larger lumens than arteries Have smaller lumens as compared to veins Essay #3 a. Calcium and Potassium. b. The skeletal system provides the body with its basic framework, as well as the structure. It also aides in the safeguard of the human body as well as in enabling easy movement of the body parts. Looking at a skeleton sometimes might be scary but, it is one of the