The Great Gatsby Essay Example | Topics and Well Written Essays - 750 words - 6

The Great Gatsby - Essay Example This depiction of the stereotypical women roles is especially true in the 1920’s setting of the novel. In the narration of the story, though it is accurate that the males are the central characters, the women serve to help shape them and make the audience appreciate who they are and why they are such. These women, for the most part, appear like they have no control over their lives and that it is the men who give directions and make the decisions. But all of them are gullible to their relationships. Toward the end nobody knows who is playing who. The women seem like tragic characters but the reader does not always feel for them because a lot of it is their fault. The plot becomes interesting as it revolves around the women and how they serve as the anchor of the events. Daisy Buchanan is the central character that binds the whole thing together. She is perhaps the very reason for the creation of Jay Gatsby, a worldly man created by James Gatz to impress her and sweep her off her feet. From their romantic encounter years earlier, Gatz fell in love with Daisy and created an idea of her he could not let go. Daisy’s marriage to Tom Buchanan started off unusually with the latter’s display of wealth and the pearls which she had privately refused saying â€Å"Tell ‘em all Daisy’s change’ her mine. Say ‘Daisy’s change’ her mine!’† (Fitzgerald 83) but thereafter wore as if nothing happened. From the early days of their marriage Tom’s infidelity was already obvious with a chambermaid in his car during an accident just right after their honeymoon. After marriage, Daisy had become a notorious socialite together with her rich husband. â€Å"They moved with a fast crowd, all of them youn g and rich and wild, but she came out with an absolutely perfect reputation† (ibid 84). Myrtle Wilson lives an equally miserable married life comparable to Daisy’s

Hazards, Risks, and Controls Exercise Essay Example | Topics and Well Written Essays - 750 words

Hazards, Risks, and Controls Exercise - Essay Example Spotting hazards or potential hazards is direly needed to take suitable preventive action against possible crash on the street or the possibility of catching an accident on streets (Rouf et al., 8). In the scenario, there is a mixture of old and modem modes of transportation. Cars were not existent yet during the late 1800s and early 1900s; although, carriages, horses, and walking were common means of transportation during those times. Considering the differences in terms of the level of sophistication between a modem car and old means of transportation, various potential risks should be considered. However, in order to properly and clearly assess the situation, the type of car that will be used in this activity would be a Hummer. Since the scenario took place during the 1800s, it can be imagined that life relatively slower, few to no cemented roads and various ordinary things are taken into streets. Hence, the following hazards have been identified: 1. Children playing on streets – during the 1800s, people were not as civilized as they are today, especially children. Things that were supposed to be done in specific places such as chasing a ball or playing, which is supposed to be done in parks, are being taken into the streets. So what are the potential risks? There is a high possibility that you might hit a kid on the street. This is not to say you are going to do it intentionally but children sometimes do not mind about what is going around them when they are playing and enjoying. For instance, a ball might suddenly run across the road, and a kid may follow straightaway to chase it, without recognizing a car is coming; hence, an accident could happen. Remember, modern cars move faster than any other moving things during the 1800s. Chances are you are most likely to hit the kid. Controls may include some simple things such as slowing down the speed a little bit or using a Collision Avoidance System such as an automatic braking system to

Communication reaction paper Essay Example | Topics and Well Written Essays - 500 words

Communication reaction paper - Essay Example veral times I manage to observe that my behavior is modified depending on the manner by which I perceive an arriving stimulus and respond to it correspondingly. I used to suppose that ‘being real to oneself’ simply meant going by the nature I am without needing to pay regard to the impact of society, thinking that the concept of self is understood just once in a lifetime. Along with this misconception is the belief that former foundations bear the sole responsibility of substantiating the self, yet by objective and subjective learning alike, self-identity formation actually proceeds and may not be confined only to a few aspects of growth. Until I had come to the point of discerning that ‘sense of self’ is yielded through a process of evolution, it often felt complex to deal with knowing myself and what the exact meaning is of a true self in the past. To this extent, I have thus realized by far that human interactions or communication schemes portray a huge role in creating a person’s identity which continues to evolve with time and socio-cultural influences. When I experienced serious infatuation with a person for a couple of years and thought I would never get over the hurtful feeling toward the fact that the person betrayed my confidence, I unconsciously allowed myself to seek alternatives to divert my unpleasant emotions for relief. Out of having to cope with the difficulty of erasing deep-rooted sentiments that had gone through an intense motion, I have become inclined to the love of art the habit of which has eventually made me conduct myself in a totally different perspective and attitude. At this stage, I discover that though certain changes initially occurred peculiar in the course of getting accustomed to the new interest, my other desires and priorities spontaneously shift their ranks. These have all taken place in varied occasions and people with whom my interactive efforts are spent, contributing to the progress of my transforming

The various changes and change management models

The various changes and change management models To survive in todays marketplace, a business must constantly examine its performance, strategy, processes and systems to understand what changes need to be made. At the same time, an organization must also understand the implications of a new business change on its employees, given their culture, values, history and capacity for change. Employees ultimately perform the new day-to-day activities and make the new processes and systems come to life in the business. Change management is about managing people in a changing environment so that business changes are successful and the desired business results are realized. Academic and professional literature propose a set of managerial practices that better support the enactment of organizational change processes (Armenakis and Bedeian, 1999; Buchanan et al., 2005; Casio, 2002; Jones et al., 2004; Kanter, 2001; Kotter, 1996; Meyer and Stensaker, 2006; Nadler, 1998; Whelan-Berry et al., 2003, among others). According to Kanter (2001) those who direct or participate in the change processes often forget these practices, which sometimes might seem obvious principles based on common sense, generating a more inefficient and sometimes chaotic process than necessary. Change preparation CMPs usually include suggestions such as the diagnosis and analysis of the organizational system and its environment, the identification of change needs, and the development of a new organizational vision (Buchanan et al., 2005; Tushman and OReilly, 1997; Whelan-Berry et al., 2003). Some authors also suggest to execute during the change preparation stage, the development of a d etailed plan of how change will be implemented, including ambitious but realistic objectives, stages to be achieved, and the timing necessary to coordinate the change project (Nguyen Huy, 2001; Whelan-Berry et al., 2003). 2.2 Change Management Models The current models of change derive from many theoretical and academic frameworks. Three leading theories, Kurt Lewin, John Kotter and Prosci ADKAR model provide helpful conceptual framework for those embarking on transformation efforts. Lewins Model Lewins approach suggests that change involves a move from one static state via a state of activity to another static state. He modeled this via a three-stage process of managing change: unfreezing, changing and re-freezing. According to Lewin in his book A Pioneer in Human Relations Research, the first stage unfreezing or opening up and examining the patterns of norms, values and beliefs that hold system together and discussing concerns about change. The second stage changing or planning the change process while continuing the ongoing communication within the system. The third and the final stage refreezing or integrating the changes to establish equilibrium of the system Lewin recognised that people like the safety, comfort and feeling of control within their environment, and that they also derive a strong sense of identity from that environment. Lewin regarded this as a frozen state and suggested that significant effort may be required to unfreeze people in order to get them to change. (Lewin, 1947) The weaknesses of the model: It emphasises more on psychological side rather than leadership, management and process improvement side. It doesnt address the strategic macro-level of change management Kotters Model Harvard Business School professor and world-renowned change expert John Kotter introduced his eight-step change process in his 1995 book, Leading Change. Figure: 8 steps of Kotters change model (1) Create Urgency Kotter suggests that for change to be successful, 75% of a companys management needs to support the change. Results of analysis and early conclusions should be thoroughly tested with informed third party opinion and a wide cross section of all stakeholders. (2) Form a guiding coalition Managing change is not enough change has to be led. By working as a team, the coalition helps to create more momentum and build the sense of urgency in relation to the need for change. Kotter recognises the importance of the emotional dimension and the energy that is generated by a mastermind groups all working together. (3) Develop a vision and strategy A drive for change without a clear focus will rapidly fizzle out unless you develop a clear vision of the future that is accompanied with a clear description about how things will be different in the future. (4) Communicating the vision Communication is everything, and Kotter maintains that as change leader you need to use every means at your disposal to constantly communicate the new vision and key strategies that support that vision. (5) Enabling action and removal of obstacles This is the stage where your change initiative moves beyond the planning and the talking, and into practical action as you put supportive structures in place and empower and encourage your people to take risks in pursuit of the vision. (6) Generating short-term wins Success breeds success. Kotter advises that an early taste of victory in the change process gives people a clear sight of what the realised vision will be like. (7) Hold the gains and build on change Kotter argues that many change initiatives fail because victory is declared too early. An early win is not enough. (8) Anchor changes in the culture Kotter says that for any change to be sustained, it needs to become embedded in the new way we do things around here that is the culture. The weaknesses of the model: It is action based and tactical and does not go far enough in spelling out the specifics of how to achieve clarity of vision and an executable strategy to get from vision to realisation of the benefits of the change initiative. It is all about organisational change and does not recognise or address the personal transition that accompanies that change. 2.3 The ADKAR Model for Change Management The ADKAR model reflects the necessary building blocks for individual change and its development was based on analysis of research data from over 900 organizations over a 10-year period. The ADKAR change model is founded on 2 basic ideas: It is people who change, not organisations Successful change occurs when individual change matches the stages of organizational change. To some extent, the ADKAR model covers the same ground as William Bridges model in that organisational change is linked to personal change. The difference is that the ADKAR model is essentially project focused and tactical in nature, whereas Bridges pays deeper attention to the scale of feelings of loss and disorientation that accompanies major organisational change. Figure: The ADKAR Model For organisational change to be successful, the following individual changes need to progress at the same rate of progress as project elements in the business dimension of change. Awareness of the need for change. Desire to make the change happen. Knowledge about how to change. Ability to implement new skills and behaviours. Reinforcement to retain the change once it has been made. Prosci describe ADKAR as a goal-oriented change management model that allows change management teams to focus their activities on specific business results. ADKAR provides a useful framework for change management teams in the planning and execution of their work, as goals or outcomes defined by ADKAR are sequential and cumulative. An individual must attain each element in sequence in order for a change to be implemented and sustained. We choose this model in our project to analyse JESA staff attitudes towards transformation because it enables us to: Diagnose employee resistance to change Help employees transition through the change process Create an action plan for personal and professional advancement during change Develop a change management plan for employees Identify why changes are not working and to take the necessary remedial steps In summary, it provides a very useful tactical action management framework and checklist. 2.4 Change management metrics Discussions to date have centred on different models for change and the need to manage change. In line with The Demming Cycle Plan, Do, Check, Act (van Bon et. al, 2008), it is necessary to check if the processes being utilised for TCM are working. To do this it is necessary to measure the processes implemented in an effort to improve them. Much of the available literature, dealing with models for managing change, defines the measure of success as being project-related rather than process-related. Prosci (2005) Maturity Model examines where organisations are relative to their management of change but does not review the measurement of the specific change management techniques as applied to particular projects. This study is focused is on putting in place metrics for measurement of the success of the change process throughout the project in an effort to enable accelerated adoption of the change management techniques. ITIL (Information Technology, Information Library) is the area of continual service improvement which aligns with the change management metrics concept and so is of relevance in analysing systems and measures put in place to see what can be learned from them and apply the learning to metrics proposed in this study. ITIL guides organisations to perform the following steps in order to improve a service: 1. Decide what you should measure 2. Decide what you can measure 3. Gather the data for measurement 4. Process the data 5. Analyse the data 6. Present and use the information found 7. Implement corrective actions. These steps are equally applicable to improving the change management metrics process by creating a set of valid metrics. One model presented by Baldwin Curley (2007) illustrates the measurement of Return On Investment (ROI) in IT. They reference the four components of a typical business case which must be considered for measuring benefits and costs of IT as presented by Tiernan and Pepard (2005). A set of surveys measured the use of change management processes, change outcomes in organizational results. The use of perceptual data to measure behavioral practices ( Huselid, 1995; Delantey and Huselid, 1996), organizational change processes (Holt et al., 2007) and organizational results (Ketokivi and Schroeder, 2004), has become a frequent measurement method in literature. Weick and Roberts (1993) argue that subjective perceptions about organizational events are crucial, since people behave in accordance with their perceptions, not in accordance with more objective data. As presented by Raineri (2009) in the Journal of Business research, he created several perceptual measures of organizational change results and organizational performance. Change strategists judged the degree of attainment of the change program objectives and deadlines with two questions, and a corresponding Likert scale ranging from 1 (not at all) to 5 (completely). 2.5 Communication and change management Only few managers obtain expected effects when they communicate strategic change to their employees. Kotter (1995) argues that transmitting vision to employees and using every communication channel possible are central elements in the success of a change. More recent research from Larkin and Larkin (1996) precise more efficient ways to present change to employees, and describe the appropriate communication channels to use. Even if managers are receptive at meetings, and understand values, vision, and mission, this process is not efficient with employees. With employees you need to communicate facts, and to present value through action, not through words. In general, half of employees believe that management cheats and lies, that is why talking about values suggests that fraud is near. Employees adhere to values only if they are convinced that those values will enable them to reach their personal goals (Larkin Larkin 1996). Larkin and Larkin (1996) suggest that groundless rumors can undermine chances of success, so it is important to choose appropriate media and to begin to communicate at an early stage in the change process to avoid misunderstandings. 2.6 Training and change management The most powerful change management strategies combine organizational change management techniques with individual change management tools to create a robust,closed-loop process. Individual change management is the process of providing tools and training to employees to enable them to manage their personal transition through change. This includes training for managers and supervisors to equip them with the tools they need to assist their employees through the change process. (Prosci,2003) The major gap in individual change management according to Prosci experts is knowledge about the change itself and the required new skills, then the appropriate solution is to develop the training plans to correct this knowledge gap. Project teams that can maintain a results-orientation are in a better position to develop and implement corrective action based on the root cause of employee resistance. The process for using individual change management tools begins with training for managers and supervisors. These front-line coaches are a critical component of individual change management. In many cases, these managers and supervisors will be the trainers for their groups when it is not feasible for your company to train every employee about change management. (Prosci, 2003) 2.7 Teamwork and change management A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. As organizations seek to become more flexible in the face of rapid environmental change and more responsive to the needs of customers, they are experimenting with new, team-based structures. (Jackson Ruderman, 1996). A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. A group in itself does not necessarily constitute a team. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize his or her strengths and minimize his or her weaknesses. Aside from any required technical proficiency, a wide variety of social skills are desirable for successful teamwork, including: Listening and questioning Respecting and Persuading Sharing and Helping Participating and communicating For a team to work effectively in the context of change it is essential that team members acquire communication skills and use effective communication channels between one another e.g. using email, viral communication, group meetings and so on. This will enable team members of the group to work together and achieve the teams purpose and goals. (Meredith, 1993) 2.8 Career and job satisfaction and change management i) Performance appraisal system: As espoused by Anthony, Perrewe and Kacmar (1996, pp. 374-5), a performance appraisal system must be well defined, corporately supported and monitored. It must also be widely communicated and focused towards achieving corporate objectives. Fischer, Schoenfeldt and Shaw (1997, p.454), conclude that performance appraisal should be used as an employee development tool to identify areas of skill and ability deficiency to improve the focus for training and development, as the possession of appropriate skills and abilities are key elements in improving individual performance. A number of authors have demonstrated that good communication between managers and their immediate subordinates serves to enhance employee satisfaction, commitment and performance (Savery Syme 1996, p. 20; Larkin Larkin 1996, Fisher et al., 1997, p. 494; Ramsay 1991, p. 10). Changing an existing performance appraisal system will not be a straightforward process as there are a number of obstacles that need to be overcome. These include the ability to provide the training and development requirement as identified during the appraisal process. In addition, there are presently a number of staff, many of whom are doctors, who do not undertake this type of performance appraisal process. When considering altering the preexisting performance appraisal system within the environment of Meadowvale Health and bearing in mind the change management issues outlined above, the mechanism suggested would involve: -Education and communication to explain the rationale behind the change process and the benefits in training and development; -Participation and involvement during the development of the new performance appraisal system to encourage ownership; -Negotiation and agreement on the final mechanism of appraisal and of the areas to be appraised to ensure alignment with the corporate direction; and -Facilitation and support during the implementation phase of the new system of the employees and line managers involved. ii) Reward and recognition system Initial consideration of reward and recognition systems could lead to the belief that they consist only to provide extrinsic motivation. Herzberg (1987, p. 118) considers that reward and recognition can provide for both intrinsic and extrinsic motivation. However, growth gained from getting intrinsic rewards out of interesting and challenging work provides the greatest influence. Motivation is an important issue in any organisation because it is involved in energising or initiating human behavior, directing and channeling that behavior and sustaining and maintaining it (Steers Porter 1987). There is no doubt that extrinsic incentives can boost performance. In a practical sense, decreased intrinsic motivation will be a concern if the extrinsic incentive is withdrawn, as the increased level of performance is unlikely to be sustained. Hamner (1987b). Some merit pay schemes may encourage poor work practices as individual employees attempt to maximise their personal gains to the detriment of the entire organisation (Hickey Ichter1997, p. 40). Rewards and recognition that the employee views as positive should improve job satisfaction and performance (Dunford 1992, pp. 84-5). What types of reward or recognition are best to increase intrinsic motivation and enhance individual performance and job satisfaction, as required by Meadowvale Health? Kovach (1987), Popp and Fox (1985) and Hede (1990) conducted surveys and provide answers to this question. They found that employees sought achievement, responsibility and growth as the highest priority for incentives in their work. A reward and recognition system that addresses these areas should produce the desired outcome. Goal setting can provide a number of these employee rewards as individual employees can negotiate desired outcomes with management (Dunford 1992, p. 82). The employee who plays an integral part in the development of these goals is more likely to perceive the outcome as being achievable and to be committed to achieving them (Robbins et al.. 1998, p. 213). Management involvement will ensure the goals are consistent with corporate objectives and that they provide challenging opportunities for the employee to use their current skills and abilities and to encourage the development of new ones. 2.9 IT tools and change management Information technology has become strongly established as a supporting tool for many professional tasks in recent years (Miresco, 1995). Computerized decision support systems can be used by project participants to help make more informed decisions regarding the management of variations in projects by providing access to useful, organized and timely information (Bedard, 2000). It is commonly evident that information technology provides enormous facilities among organizations, individuals and community. Nowadays, an organization considers IT/IS as a necessity to develop businesses, improve processes and satisfy customers needs. IT/IS, however, not only has the potential to change the way an organization works but also the very nature of its business (Galliers and Baets, 1998). Through the use of IT/IS to support the introduction of electronic markets, buying and selling can be carried out in a fraction of the time, disrupting the conventional marketing and distribution channels (Malone 1989). Indeed, IT/IS have changed the way of doing commerce from the real world to the virtual one with extremely developed details and improved processes. According to many researchers Information Technology Strategic Planning is the appropriate way to achieve organisation strategic purposes within the context of change. Strategic planning is the process of determining a companys long-term goals and then identifying the best approach for achieving those goals (Wikipedia). A study completed in 1999 revealed that less than 40% of US businesses included IT senior management in the strategic planning process. A Conceptual framework for IS strategic planning is necessary and so important for providing an accurate and valuable IT/IS planning for organisation. Based on Somendra and Cheng (1995) work, there are some basic steps to conceptualise IT/IS planning such as: à ¢Ã¢â€š ¬Ã‚ ¢ Study Internal Business Environment. The internal business environment is comprised of mission of the organization, its objectives, strategies and plans, business activities, the organizational environment, core competencies, its critical success factors and the internal value chain. à ¢Ã¢â€š ¬Ã‚ ¢ Study external business environment. This helps an organization focus attention on the forces and pressure groups it encounters. These external forces exert a very strong influence on the business strategy of an organization. à ¢Ã¢â€š ¬Ã‚ ¢ Study internal IS/IT environment. This is mainly comprised of the current and planned applications portfolio that supports the business. Those steps can be modified according to the business context in which the organization works, each steps could be revised and improved in order to have the ultimate formulation for realizing the IS strategic planning. Organizations performance will depend significantly on its IS potential, it is recognised that IS/IT now plays an integral role in the majority of business operations. However, there was an implication that any organization could achieve its business strategy by excellence in developing its strategy excellence in the sense of judicious assessment of the impact of IS/IT and precise alignment of IS/IT strategies with business strategies. How you gather, manage and use information will determine whether you win or lose (Gates 1999). 2.10 Project management and change management At the 8th conference of the International Research Network of Organising by Projects (IRNOP) Geraldi, et al., (2007) documented the motion: This house believes that we no longer need the discipline of Project Management. The PM body of knowledge as a discipline is challenged. In a static world it is accepted that these principles are valid but in the real ever-changing dynamic environment where everything changes it is argued that project management as a knowledge field should include more than just traditional disciplines. They conclude by saying that looking for the answer is a sign of the field being immature and that part of the maturity of project management research is to accept the complexity present in real life and to accept several perspectives to studying such a reality (Geraldi, J. et. al, 2008). The change management metrics is a sub element of project management but the principles discussed here in relation to application of standards by experienced practitioners is equally applicable. In the area of change management as a tool to deliver project success, there are several approaches which can be employed, that being said, the underlying concepts remain closely connected in all change management models. 2.7 Change Management Best Practices In the Change Management Best Practices study, Prosci (2005) analysed 411 companies worldwide in order to review their specific change management practices and determine industry best practices. Prosci then combined this study with similar ones from 2003, 2000 1998 and published the results. Proscià ¢Ã¢â€š ¬Ã… ¸s objective in conducting the study was to understand what methods and tools work best in the area of managing change. Prosci (2005) identified the following five key success factors in order of importance: 1. Active and visible sponsorship. 2. Use of change management process and tools. 3. Effective communication. 4. Employee involvement in the change process. 5. Effective project leadership and planning. Based on Prosci findings in 2007, participants evaluated what they would do differently on their next change management process. The findings focused on four areas: Better engagement of senior leaders as change sponsors Improved change management planning and more effective application of change management tools Dedicated resources for managing the people side of change Earlier and more personal communications with employees 1. Better engagement of senior leaders as change sponsors Consistent with the 2007 findings, participants stated they would engage senior leaders earlier and more proactively to: Ensure buy-in and alignment around the project Obtain sponsorship at the right level in the organization Enable senior leaders to participate actively as effective sponsors Study participants would have created a sponsorship plan and provided more education and coaching for their business leaders around being an effective change sponsor. They cited the need for a strong sponsorship coalition that was aligned around the vision and objectives of the project. They also stated the need for earlier and more frequent meetings with sponsors. Finally, participants cited the need to engage sponsors in the process of managing resistance with stakeholders. Early resistance management would help the project team create a consistent message and build commitment for the change.   2. Improved change management planning and more effective application of change management tools Participants cited several areas that needed improvement in their application of change management, including: Start earlier and improve change management planning Conduct better assessments of the change and of the attributes of each impacted group (improved situational assessments) Apply a standardized change management process on all projects Increase the involvement of employees in the process from the very beginning Align change management plans with project management plans Participants also indicated a greater need for change management training for project team members. 3. Dedicated resources for managing the people side of change Participants indicated that on their next project they would dedicate change management resources and a budget specifically allocated for change management activities. They also recommended careful selection of the change management team, which would become involved with the project sooner. 4. Earlier and more personal communications with employees Participants identified communications as an area for improvement on their next project. Specifically, participants stated that they would use more frequent face-to-face communications and less email. They also stated the need to build awareness around why the change was happening and to create the right level of urgency for the change. Additional suggestions from project teams included more active engagement of mid-level managers, more training available for employees and faster resolution of resistance. 2.8 Conclusion This literature review is intended as an introductory guide to facilitate understanding in the area of Change Management and from this to demonstrate the need for the investigation in the transformation plan at JESA. The body of research outlined in this literature review highlights the need of change in today organisations in order to survive in the context of globalization and competitiveness and analyses the areas investigated in the transformation plan at JESA with the change management practices. This supports the need for further research and the proposal that this thesis aims to address. From analysing the available literature it can be concluded that: There is no universal common Change management model of companies. However each company has its own characteristics (culture, values, mission) which the change model depends strongly on. The set of change management metrics cannot be provided universally to determine the success or failure of change management process The areas investigated in the scope of this project related to change management practices highlights many organisations practices relevant to their context and objectives So, it is the intent to put forward such a structured set of action plans and metrics in this thesis.

Scarlet Letter :: essays research papers

scarlet letter as a symbol The Scarlet Letter As a Symbol Often throughout The Scarlet Letter there are symbolic references made. The story deals with a Puritan woman who commits adultery and raises an illegitimate child named Pearl. The author, Nathanial Hawthorne, uses many religious and natural images to symbolize different points. One of the purposes of this symbolism is to show that Puritanism is hypocritical and that their religious viewpoints are against the natural order, which is done by using contrasting natural and religious symbols in the descriptions of Pearl. Also through out the book, Hawthorne uses the letter as a major symbol. At the beginning of the story, the letter is a symbol of sin. The sin was adultery. Hester has had relations with man while she had a husband. At the time, she wasn’t aware that her husband was still alive. The evidence of her actions was her daughter, Pearl. For her sentence, Hester would have to wear the letter A and also stand on the scaffolds in the afternoon. In later chapters, the letter evolves into able. Some years after the beginning of the incident, Hester has tried to move on with her life and has become a big help to her community. She is well liked for her art in sewing, and is also helpful towards the sick and the dying. Most of the townspeople have forgotten what has happened and have accepted Hester for who she is and not what she has done. The product of Hester’s sin was also a symbol used in the book. Pearl was always a symbol for her sin. She was the evidence that convicted Hester. In one part of the story, Hester and Pearl visit the Governor and Pearl is dressed up in a red dress with gold trim. She was described as resembling the letter on her mother’s chest. Hester character is shown here because by dressing Pearl up to look like the letter, she admits that she is not ashamed of what she has done and what has come out of it. In the second scaffold scene, a scarlet A appears in the sky above Dimmesdale, Hes ter, and Pearl. In this scene, the letter actually represents two things. One of them is angel. One of the townsmen has just passed away and they believed that it was his angel overhead. The second symbol is forgiveness.

Guitar Concert Reaction Paper Essay

The guitar concert last September 7 2012 was indeed a show not to miss. It presented various styles and techniques that created a very wonderful piece of art. There were many factors that made the concert more than pleasing to the spectators that were present that night. First was the aura that the concert created, it was calm yet powerful which in my point of view really made the concert not boring or easy to fall asleep. The way the guitar, violin and the Chapman stick were played together was truly above the normal capabilities of a trained person. It was really harmonious as if the players were unconsciously playing their instruments. It was really like it was a part of their body. Next, I will focus on the three instruments present in the concert and point them out individually and their effect on the quartet. First is the violin and the violinist. The violin was a great builder of harmony in the quartet as it balances the missing pieces that the guitar and the Chapman stick was not able to provide. Considering the fact that the violin as a single instrument is already good enough, it’s incorporation with the quartet was truly heavenly. The violinist was really good and truly a master in his own rights. His solos we’re magnificent and it was like he was playing with his heart out. I think that is the secret when it comes not only when playing a violin or any other instruments but also in all art forms for it to be considered successful. Next are the guitar and the guitarist. As a guitar player I am amazed on how Sir Nobel executed not only his solos but all his performances that night. He did not strum that much but he performed a very wonderful series of plucking. The guitar piece for â€Å"The Swan† was the most wonderful part of the concert because of his resiliency in the manner of his playing. It was like he really made the guitar sound like piano it was really just magical. Lastly, the Chapman stick and Miss Clutario. It was fun to see an uncommon instrument played for public. At first I was really curious on how the instrument will sound like and after she pluck/tapped the string I felt happy and not disappointed that I attended the concert. The fact that it was a dual type of instrument is outstanding. Its ability to play both rhythm and bass was just awesome. To sum it all up my experience in the guitar concert was truly worth it. I think it should cost more than a hundred but considering the fact that I’m kind off short on money, 100 is just enough. The harmony between the three was perfect that I have chills down my spine when the quartet performed with the Chapman stick and Miss Clutarios voice so heavenly. Finally the concert is really a form of getaway for it helped me relax and forget all my problems in life.

Race and Ethnicity Related Controversies in the News Essay

Any given society relies on newspapers as one of its major source of information and basically sets the tone for the rest of the media on how it should conduct its coverage (Jennifer, 2003). Given this fact, it important to question the way information is presented to the public by journalists. In their endeavor to provide the public with information, journalists reproduce world views that are culturally embedded in a bid to distinguish the significant and the valid (Mikal, 2010). The technique of organization used by journalist to frame their stories is the similar as the one used by everyone daily to create a conversation be it controversial or interesting. Journalists frame information either positively or negatively. They have the capability of making people question the race of the character in discussion thereby either drawing sympathy or criticism from the targeted audience for the purpose for which the journalist intended (Mia, 2006). This review will be looking at race and ethnicity and how it has been in the news as regards to racial profiling. In the news world, racial profiling has been used to mean the stopping of people in public places for the purpose of inspecting them to find out their race and ethnicity for statistical reasons. In post September 11 news, the term ‘Flying while Arabs’ has been common in journalists’ vocabulary. It is used to imply that law enforcers have been unfairly targeting Arabs without a good cause (Saud 2003). The Depart of Justice defines racial profiling as a police-initiated action relying on race or ethnicity besides the behavior of any individual who is suspected of engaging in criminal activity. Amnesty international, on the other hand, defines racial profiling as the use of race, ethnicity, and religion, to target individuals or groups by law enforcement officers because of lack of trustworthy information linking the aforementioned groups to crime or a scheme (Leonard 2002). Racial profiling was a social injustice according to many articles before the September 11 attack. However, others portrayed it as a sensible technique used by law enforcement officers (David, 2013). Those who defended the practice argued that it was a case of police officers using scarce resources in fighting crime by using the law of probability (Nadra ,2011). An interesting dichotomy came up after the September 11 attack with journalist adding victims of racial profiling to their coverage and the shift of transformation in belief by the public. In 2004, Michelle Makin wrote an article in the USA today stating that it justifiable to do racial profiling based on race, religion or even nationality in a scenario where by the security of the United States is threatened. She went on to state that in situation whereby the USA and Islamic extremist are at war, it makes sense to target local Muslim communities for intelligence gathering. A similar view was supported by Charles Krauthammer who in 2001 wrote in ‘Times’ magazine that to prevent terrorists from travelling in the US, then racial profiling at the airport was a better option. On October 17 2001, a renowned African American columnist expressed relief in his column Omaha world-Herald stating that his ethnic group was no longer in the spotlight as there was now a new public enemy number one namely Muhammad and Osama. In conclusion it can be said that while news remains to be the number source of information, it is also true that the way it is presented remains to be a vital as it can be used to create or demystify sociological theories in a society. Reference Mia N. (2006). Racial Profiling in the Black and Mainstream Media Before and After September 11 . The University of Texas at Austin. Available online < http://www. academia. edu/1535675/Racial_Profiling_in_the_Black_and_Mainstream_Media_Pre_and_Post_September_11_Doctoral_Dissertation> Nadra K. (2011). Improving Media Coverage of Racial profiling. Available online Mikal M. (2010). Media black face â€Å"racial Profiling† in news reporting. Available online < http://www. peopleofcolororganize. com/analysis/opinion/media-blackface-racial-profiling-news-reporting/> Jennifer D. (2003). The perils of profiling for the media. Available online < http://www. apa. org/monitor/jan03/perils. aspx> Saud (2003). Racial profiling of Arab, Muslim Americans in US media.