Leadership and Power at Disneyland - Free Essay Example

Sample details Pages: 10 Words: 2979 Downloads: 6 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? Introduction Disneyland is a well-known entertaining theme park of the Walt Disney Company, which is sometimes regarded as à ¢Ã¢â€š ¬Ã…“the happiest place on Earthà ¢Ã¢â€š ¬Ã‚ . At the heart of its success lies the existence of leadership and power. This paper therefore aims to critically reflect on how leadership and power originate and exist at Disneyland by applying different leadership approaches and perspectives. Don’t waste time! Our writers will create an original "Leadership and Power at Disneyland" essay for you Create order This paper is structured into three main parts. The first starts by looking at leadership from an individual perspective; determining the characteristics and behaviours of the leaders at Disneyland. In this perspective, power is considered to be the possession of the leaders. The view of leadership will then be extended to an organisational level whereby the power is enacted through the formal relationship between the leaders and followers whilst it is also embedded within the social system at Disneyland. Finally, leadership is viewed in a social context that goes beyond the boundary of an organisation. The power in the societal perspective is enacted through norms and social expectations. Leadership and Power at Disneyland Leadership from an individual perspective There are many ways in which the concept of leadership can be described as Stogdill (1974) argued that the definitions of leadership seems to be endless. Despite different points of view about leadership, Northouse (2013) proposed a framework in which leadership could be seen as à ¢Ã¢â€š ¬Ã…“a process whereby an individual influences a group of individuals to achieve a common goalà ¢Ã¢â€š ¬Ã‚ . In accordance to this definition, leadership exist at Disneyland since a line of managers had the power to influence their employees in order to achieve the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s vision and mission. In order to gain insight into the leadership existed in Disneyland, it is important to explore who the leaders are at Disneyland, what characteristics they have and how they influence others to achieve a common goal. Leadership traits In the first half of the twentieth century, traits became the main focus of leadership. Many scholars at that time believed that successful leaders possess a set of unique characteristics that makes them different from others (Bass, 1990). The managers at Disneyland are the leaders who possess creativity and determination. First, as it is stated clearly in the mission statement of Walt Disney company: à ¢Ã¢â€š ¬Ã…“we seek to develop the most creative, innovative and profitable entertainment experiences and related product in the worldà ¢Ã¢â€š ¬Ã‚  (The Walt Disney Company, 2013), in order to be recruited and work at Disneyland, the managers must be creative and have the perseverance to drive the company towards it goals. Here, it is arguable that the managers are assigned to the position only if they possess the characteristics that were required by the company. The managers at Disneyland also show determination. Determination is the desire to get the job done and includes characteristics such as persistence, dominance and drive ( Northouse, 2013). The executive, Bill Ross shared that à ¢Ã¢â€š ¬Ã…“although we focus our attention on profit and loss, day in and day out we can not lose sight of the fact that this is a feeling business and we make our profits from thatà ¢Ã¢â€š ¬Ã‚  (Van Maanen, 1991). Realising an opportunity of making profit from paying attention to the feeling of customers, the managers at Disneyland determine to achieve companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s goal by imposing rules to direct the behaviours and regulate the emotions of the employees (Reyers, 2007). So for example, both men and women at Disneyland were required to look neat and prim whilst maintaining high spirits by practicing the friendly smile and using courteous phrases (France, 1991). Following the trait approach, we could identify different characteristics of the leaders at Disneyland. However, the trait approach is also criticised for being ambiguous and uncertain as t he proposed list of traits seems to be endless. Many researchers such as Stogdill (1974), Lord, Devader and Alliger (1986), Kirkpatrick and Locke (1991), Zaccaro, Kemp, and Bader (2004) presented their lists each with different characteristics (see Appendix ..). This approach also tends to be subjective as it ignores other aspects of leadership such as the social interaction or the acts of the leaders. Leadership styles The limitations of the trait approach has given birth to the style approach which focuses on what leaders do and how they act. Although many researches have been conducted to examine the style approach, one of the most significant studies is the work of Douglas Mc Gregor in 1960. Douglas McGregor (1960) believed that leadership strategies are influenced by a leaderà ¢Ã¢â€š ¬Ã¢â€ž ¢s assumption about human nature. He proposed two different theories related to the viewpoint of managers. Theory X managers maintain a fairly negative view on human nature, believing that the average human being is not willing to work, therefore it is necessary to control, direct and even coerce them. Theory Y managers, on the other hand, assume that people are enthusiastic and are willing to achieve objectives to which they are committed. According to McGregorà ¢Ã¢â€š ¬Ã¢â€ž ¢s work the leaders at Disneyland are the theory X managers since they had to direct and control their employees to perform we ll at work. The sense of giving direction is evident as a handbook of rules set by the managers is promulgated within the organisation. So for example, employees must follow the dress codes of the company and always show hospitality with a friendly smile, which might go against their real interest (Van Maanen, 1991). The autocratic leadership of theory X managers at Disneyland could also be affirmed when they closely control their employees by setting up a line of supervisors. Van Maanen (1991) described these supervisors as those who, dressed alike in short-sleeved white shirts and ties with walkie-talkies hitched to their belts, wander about their territories on the lookout for deviations from park procedures and other signs of disorder. The appearance of the supervisors helped to prevent any misconduct from the employees. By imposing rules and arranging a line of supervisors, the managers at Disneyland use the power as a mean to control and gain compliance from their employees. Supported by many studies, the style approach has a great impact on the field of leadership as it shifts our attention away from personality traits to what leaders do. However, it does not show a clear relationship between style and performance outcomes. Leadership from an organisational perspective Based on Northouseà ¢Ã¢â€š ¬Ã¢â€ž ¢s (2014) definition of leadership, it is clear that analysing leadership from an individual perspective would ignore the mutual relationship between the leaders and followers. Therefore, this paper continues by situating leadership within the boundary of an organisation. Leadership and power The power of managers In order to gain the compliance from the followers, the leaders first need to acquire one or more sources of power. French[D1] and Raven (1959) proposed different bases of power available to the leaders which includes: referent, expert, legitimate, reward and coercive. The managers at Disneyland acquire the legitimate power which derive from their position in a formal organisational system. With this power, managers are believed to have the legal-rational authority to impose the rules and influence employees. The managers also had access to the reward system, meaning that they can provide rewards to those who perform well in their job. At Disneyland, a performance-related pay are used so that the better the employees perform, the higher the status and payment they get (Van Maneen, 1991). Coercive power is another source of power available to the managers which is acquired through use of threats and punishments (Northouse, 2013). Employees at Disneyland learn that if they do not fol low the rules, they are threatened to be fired. Taking too long a break; not wearing parts of oneà ¢Ã¢â€š ¬Ã¢â€ž ¢s official uniform such as a hat, standard-issue belt, or correct shoes; fraternizing with guests beyond the call of duty; talking back to quarrelsome are often subject to instant and harsh discipline. All these sources of power have enabled the managers at Disneyland to lead the organisationà ¢Ã¢â€š ¬Ã¢â€ž ¢s members. According to Dahlà ¢Ã¢â€š ¬Ã¢â€ž ¢s (1957) definition of power, if A has power over B, A can make B do something to the extent that B would not otherwise do. Therefore, the power at Disneyland is relational and influenced by relations of dependency between the managers and their employees. The employees have to follow the managers otherwise they would not get reward or be punished. Leadership and power- the power embedded in the organisation It could be seen that although French and Ravenà ¢Ã¢â€š ¬Ã¢â€ž ¢s study provide a clear concept of the sources of power, their point of view tend to focus on the overt and visible form of power. They assume that those who have these sources of power are able to control power. However, not all agree with this view. Foucault (1977) believe that power is central to all of our social relationship, is not a possession of a group or individual, and reaches into the very grain of people, and influences people by enabling the manipulation of attitudes, values and beliefs. He drew upon Jeremy Benthamà ¢Ã¢â€š ¬Ã¢â€ž ¢s idea of panoptican. Originally a design of a prison, it enabled many prisoners to be seen by a few guards who were in a central tower with views of cells all around it. However the prisoners could not see into the tower, so they would not know if the guards were there or not. The possibility of guards watching meant they would behave themselves- they became self-disciplining . The idea of self-discipline can be found at Disneyland as the employees have to discipline themselves at work due to the possibility of being observed by the supervisors. Supervisors in Tomorrowland are, for example, famous for their tendency of hiding in the bushes above the submarine caves, timing the arrivals and departures of the supposedly fully loaded boats making the eight-minute cruise under the polar icecaps (Van Maneen, 1991). They are regarded by ride operators as sneaks and tricksters out to get them and representative of the dark side of park life. In this circumstance, the employees conform to the à ¢Ã¢â€š ¬Ã‹Å"normsà ¢Ã¢â€š ¬Ã¢â€ž ¢ just in case their transgression are observed. The power become more pervasive because it is embedded in the every day routines that are taken for granted. Leadership from a societal perspective Having[D2] discussed about who the leaders were and how they used power to influence their employees, however, this paper argued that leadership at Disneyland did not originate from the leaders. Instead leadership is generated by the social power and the acts of both managers and employees are framed by the expectations and interpretation of the society. One major way that these expectations and interpretation are formed was through the Walt Disneyà ¢Ã¢â€š ¬Ã¢â€ž ¢s brand image. The brand image could be defined as à ¢Ã¢â€š ¬Ã‚  an identifiable product, service, person, or place augmented in such a way that the buyer or user perceives relevant, unique added values which match their needs most closelyà ¢Ã¢â€š ¬Ã‚  ( De Chernatony McDonald, 1998). The identifiable product of Disney is the stories with the entertaining cartoon characters such as Micky mouse or Donald Duck which become an icon of the American popular culture and has been widely recognised over the world (Wantasen, n.d). The perception associated with these happy characters becomes a norm in which people recognise Disneyland as the à ¢Ã¢â€š ¬Ã…“happiest place on Earthà ¢Ã¢â€š ¬Ã‚ . To illustrate this point, Boje (1995) wrote about Disney being the à ¢Ã¢â€š ¬Ã…“Tamara-landà ¢Ã¢â€š ¬Ã‚ - a metaphor highlighting the fact that the meaning of events are shaped by the organisational stories. The so-called storytelling organisations such as Disney has shaped the way the society interpret its image through the delivery of their stories. As a result the, expectations of customers influence the leadership decision of the managers and the emotional display of the employees at Disneyland. The public, for the most part, wants Disneyland employees to play only the roles for which they are hired and costumed. If, for instance, Judy of the Jets is feeling tired, grouchy, or bored, few customers want to know about it. Disneyland employees are expected to be sunny and helpful; and the job, with it s limited opportunities for sustained interaction, is designed to support such a stance. Thus, if a ride operatorà ¢Ã¢â€š ¬Ã¢â€ž ¢s behavior drifts noticeably away from the norm, customers are sure to point it out à ¢Ã¢â€š ¬Ã¢â‚¬Å" à ¢Ã¢â€š ¬Ã…“why arenà ¢Ã¢â€š ¬Ã¢â€ž ¢t you smiling?à ¢Ã¢â€š ¬Ã‚  à ¢Ã¢â€š ¬Ã…“Whatà ¢Ã¢â€š ¬Ã¢â€ž ¢s wrong with you?à ¢Ã¢â€š ¬Ã‚  à ¢Ã¢â€š ¬Ã…“Having a bad day?à ¢Ã¢â€š ¬Ã‚  à ¢Ã¢â€š ¬Ã…“Did Goofy step on your foot?à ¢Ã¢â€š ¬Ã‚  Ride operators learn swiftly from the constant hints, glances, glares, and tactful cues sent by their audience what their role in the park is to be and as long as they keep to it, there will be no objections from those passing by (Van Maanen, 1991). Leadership at Disneyland therefore originates from the society and has become a process. The process starts when the society perceive Disneyland as an entertaining place to visit and in order to meet the customers demand, the managers use their legitimate, rewa rd and coercion power to influence the way the employees deliver the service and finally the employees comply to the managers to gain their benefits such as status or financial rewards. However, employees do not always act to please the managers and customers. The ride operators discover that when they are bright and lively, customers would respond to them in like ways. They assume that most people will react to their little waves and smiles with some affection and joy. When they do not, it can ruin an employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s day (Van Maneen, 1991). The ill-mannered or unruly guests would then be detested and scorned by the employees. So for example, employees would pay back difficult customers the à ¢Ã¢â€š ¬Ã…“seatbelt squeezeà ¢Ã¢â€š ¬Ã‚ - a rapid cinching-up of a seatbelt so that a deviant customer would be left gasping during the trip, or the à ¢Ã¢â€š ¬Ã…“break-tossà ¢Ã¢â€š ¬Ã‚ - a sudden brake made by the operators bringing the running car to an almost instant stop while the driver flies on the hood of the car (Van Maneen, 1991). Although, at a glance, employees might seem to be powerless as they have to comply with the rules of the organisation and the expectations of the customers, they have the power by controlling and operating games at Disneyland. In other word, the employees have the power to decide how they deliver the service to customers. The power of employees in this case could be seen as a mean of resistance rather than compliance as previously mentioned. Conclusion (500) By applying the individual, organisational and societal perspective, this paper offers insight into how leadership and power originate and exist at Disneyland. The individual perspective with the trait and style approaches shows that the leaders at Disneyland are the theory X managers who possess unique characteristics such as creativity and determination. The managers use power to control and direct employees toward organisationà ¢Ã¢â€š ¬Ã¢â€ž ¢s goal by imposing rules and setting up a line of supervisors. Leadership should also be viewed through the organisational perspectives. At Disneyland, the managers are believed to use different sources of power including legitimate, reward and coercive power to manipulate their employees. However, the power that exists within the organisation is not always in overt form. It could be embedded within the social system. So that the employees have to discipline themselves to perform well at work under the blind observation of the superviso rs. In a wider context, leadership could be seen as a process which is influenced by the power of norm and social expectations. The power works to frame the way meanings are interpreted so that when Disneyland is generally believed to be a happy place, the managers set rules that require the employees to show a right attitude and behave in a certain way. However, the employees It could be learnt from the case of Disneyland that to fully understand leadership and power, we should view them through different perspectives. So for example, power could be seen by the leaders as authority, influence or control, but from the perspective of an employee, it might be regarded as compliance or resistance. By interpreting leadership and power through different lens, we could better direct ourselves and others towards goal. References De Chernatony, L., McDonald, M. (1998).Creating powerful brands. Oxford: Butterworth-Heinemann. Northouse, P.G. (2013). Leadership: Theory and Prac tice ( 6 ed.). Thousand Oaks, Calif: Sage Publications. Lord, R. G., De Vader, C. L., Alliger, G. M.(1986). A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71, 402-410. Kirkpatrick, S. A., Locke, E. A. (1991). Leadership: Do traits matter? Academy of Management Executive, 5,48-59. Zaccaro, S. J., Kemp, C., Bader, P .(2004). Leader traits and attributes. In J. Antonakis, A. T. Cianciolo, R.J. Sternberg (Eds). The nautre of leadership (pp.101-124). Thousand Oaks, CA: Sage. Bolden, R et al. (2011). Exploring Leadership: Individual, Organisational Societal Perspectives. New York: Oxford University Press. Wantasen, I.L. (n.d.)Walt Disney as the icon of the American popular culture.(Masters thesis, Sam Ratulangi University, Manado, North Sulawesi, Indonesia.) Retrieved from www.niu/international/_images/IsnawatiLydiaWantasen.pdf France, V.A. (1 991). Window on Main Street. Nashua, NH: Laughter Publications. Foucault, M. (1977). Discipline and Punish: The Birth of the Prison, London: Allen Lane. Bass, B. M. (1990). Bass and Stogdillà ¢Ã¢â€š ¬Ã¢â€ž ¢s handbook of leadership: A survey of theory and research. New York: Free Press. The Walt Disney Company. ( 2013). Disneyà ¢Ã¢â€š ¬Ã¢â€ž ¢s Mission Statement. Retrieved March 18, 2015 from https://disneycompanyprofile.weebly.com/. Northouse, P.G. (2013). Leadership: Theory and Practice ( 6 ed.). Thousand Oaks, Calif: Sage Publications. Van Maanen, J. (1991). The smile factory: Work at Disneyland.In P. J. Frost, L. F. Moore, M. R. Lewis, C. C. Lundberg J. Martin (Eds.), Reframing organizational culture(pp. 58à ¢Ã¢â€š ¬Ã¢â‚¬Å"76). Newbury Park, CA: Sage. Boje, D. M. (1995). Stories of the Storytelling Organization: A Postmodern Analysis of Disney as à ¢Ã¢â€š ¬Ã…“ Tamara-Landà ¢Ã¢â€š ¬Ã‚ . The Academy of Management Journal, 38(4), pp. 997-1035. Appendic es Appendix A My Leadership Resolutions I RESOLVEà ¢Ã¢â€š ¬Ã‚ ¦ These are my Leadership Resolutions. They are my statements of intent in the face of the challenges I see around me. Their purpose is to help me contribute to leadership around here and to develop my leadership practice [D1]KÃÆ' ¡Ãƒâ€šÃ‚ ºÃƒâ€šÃ‚ ¿t nÃÆ' ¡Ãƒâ€šÃ‚ »Ãƒ ¢Ã¢â€š ¬Ã‹Å"i cÃÆ' ¢u [D2]repeat

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Furthermore, this article studies the link between business strategy and human resource strategy. The findings of the article supported that the relationship between both the elements and performance of organization in both the financial and non-financial terms. In this article, the author states that the human resource strategy of the company should be linked with the business strategy, because it assists in satisfying the customers and maintaining the commitment and dedication of customers for the firm to gain sustainable and successful competitive advantage. It indicates that there is an indirect relationship between HR strategy and competitive strategy of organization. This relationship shows the relevancy of the article to the given iss ue. Qehaja, A.B. Kutllovci, E, 2015, The Role of Human Resources in Gaining Competitive Advantage, Journal of Human Resource Management. In this article, the author states that human resources are significant source of competitive advantage in the organizations. In this article, the study was conducted in seven wholesaler distribution firms of non-food and food items in the Kosovo. A survey was conducted on 35 managers and directors in these firms. The article stated that these firms are not considering the human resources in gaining competitive advantage. So, they do not adopt any strategy for the development of human resources. The research found that the firms should have more strategic human resource practices, as the firms with more human resource practices have greater market value and position. The results show that these firms may have more competitive advantage. Definitely, this article is relevant to the management of human resources and its impact on the competitive advantage against its competitors. There should be an effective strategic human management in the firms to deal with all the strategic and admi nistrative issues. Discussion In the above discussion, there are four articles, which significantly emphasize on the importance of strategic human resource management on organizational performance and competitive advantage (Kehoe and Wright, 2013). All four articles support the issue that strategic human resource management help an organization in attaining competitive advantage. For an organization, it is true that there should be a standard strategy to manage their human capital, as it in turn will have positive impact on performance of organization (Armstrong, 2009). Each and every organization should be familiar with all the theoretical aspects, which are required to manage the human resources. These aspects will assist the organization to motivate the employees and satisfy the customers. Managing the human resources strategically enhances the financial performance of the organization like; profits and sales growth. It enhances its competitive advantage in the industry. From the research in last article, it c an be argued that it is essential for an organization to adopt strategies and strategic human resource management to stay competitive in the market (Barney Clark, 2007). Recommendations On the basis of results and findings of all the articles, it can be stated that strategic human resource management plays a vital role in overall success of organization. The firms should value its employees as human assets, as they are a significant source of competitive advantage. They should make investment in best and talented human resources by making them more professional. In addition, they should have unique strategies for human resources and implement them in administrative work. They should use effective practices for human resource management, like; training and development, motivation, recruitment and selection and performance appraisal. From the above analysis, it can be said that the organizations should establish the man power as valuable source of competitive advantage to the organization. References Armstrong, M.A, 2009, A Handbook of Human Resources Management. (11th ed.).London: Kogan Page. Barney, J. B., Clark, D. N, 2007, Resource-based theory: Creating and sustaining competitive advantage. Oxford: Oxford University Press Cania, L. 2014, The Impact of Strategic Human Resource Management on Organizational Performance, Economic Seria Management, Volume 17, Issue 2. Delery, J.E. and Roumpi, D, 2017, Strategic Human Resource Management, Human Capital and Competitive Advantage: is the Field going in Circles, Human Resource Management Journal, Vol. 27, No. 1. Jalagat, R.C, 2016, A Critical Review of Strategic Human Resource Management and Organizational Performance, Global Journal of Advanced Research, Vol. 3, Issue-10. Kehoe, R.R. and Wright, P.M, 2013, The impact of high-performance human resource practices on employees attitudes and behaviors. Journal of Management, 39: 2, 366391. Ployhart, R.E. and Moliterno, T.P, 2011, Emergence of the human capital resource: a multilevel model. Academy of Management Review, 36: 1, 127150 Qehaja, A.B. Kutllovci, E, 2015, The Role of Human Resources in Gaining Competitive Advantage, Journal of Human Resource Management.

Explore the theme of love in Auden Essay Example

Explore the theme of love in Auden Paper This was an arranged marriage which allowed her to have the British citizenship and escape from Nazi Germany. Aden met his true love, the poet Chester Coalman, in New York in 1939. Coalman became Addends companion for the rest of his life. Love is a recurrent theme in Addends poetry but so are many others such as world war two, politics, indifference, nature or time. Therefore, we could ask ourselves how important love is in Addends poetry. As Aden has been in love for the major part of his life, a lot of his poems talk about it or at least mention it. Among them, the most famous one is Funeral Blues as it has been used in the movie Four weddings and a funeral. In this poem, Aden talks about the death of his lover. It is one of the rare poems in which Aden assumes his homosexuality when he says He Is Dead. It must be said that at this time, being gay was unacceptable and people could even end up in jail for that (this might be one of the reasons why in the memo Roman Wall Blues, Aden talks about my girl though we know that his lover was a man). We will write a custom essay sample on Explore the theme of love in Auden specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Explore the theme of love in Auden specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Explore the theme of love in Auden specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In Funeral Blues, the poet describes how the lover meant everything to him, by using the lexical field of space North, South, East, West, time noon, midnight, but also senses such as the view or hearing especially in the first stanza. The entire poem is about the void that the death of the lover has left and how much he counted in Addends life. This is pretty much the same in the poem underneath the abject willow. Indeed, in the two poems the lover is dead. But in the second one, there is a positive note by the middle of the poem Strike and you shall conquer which become more and more imposing by the end of it. It ends up on a sign of hope walk then, come, no longer numb into your satisfaction which is contrasting with the beginning. This sudden change in the characters way of thinking almost makes the reader forget that at first, this poem was written after the lovers death and it could possibly be a way for the author to express his grief. This evolution of atmosphere is common with other poems such as The more loving one. It begins very sadly, the poet seems depressive for all they care, can go to hell. The use vulgarity is a sign of how fed up the poet is. He uses it again in stanza three stars that do not give a damn to emphasis that he has had enough. Indeed, being in love is never easy because as Aden says equal affection cannot be. One person always loves more than the other does. Aden wants to be the more loving one, not as a sign of sacrifice but rather as a sign of understanding of the situation. By the end of the poem, he seems appeased by his choice, or at least a little, and able to put things into respective l should learn to look at an empty sky. In this poem, Aden shows love as omnipresent in peoples lives as it keeps being a concern even at night time, under the stars. The evolution of atmosphere can be from a negative one to a positive one as we have just seen but it can also be inversely such as in O what is that sound and Refugee Blues. Indeed, in both poems, the atmosphere is quite pessimistic in the first stanzas but it becomes more and more obvious that the protagonists are wanted and that the end is going to be tragic. For instance, in O what is that sound, one of the two beakers still has hope in his voice at the beginning only the scarlet soldiers, dear, the soldiers coming but as we continue reading, we can feel that he starts worrying or perhaps a warning, now they are running and by the end, he is as scared as the first speaker is or maybe even more l promised to love you, dear, But I must be leaving. In Refugee Blues, the fact that the protagonists are wanted is really clear as soon as the first stanza yet theres no place for us, my dear, yet theres no place for us but it still becomes more ND more precise as long as we read the poem looking for you and me, my dear, looking for you and me. Those poems are both tragic as we understand that the characters are Jews wanted by the Nazi Germany. Love is here used as a way of moving deeply the reader as we can easily identify in the nickname dear used all along the two poems. The use of the theme of love can also be seen as a ploy to soften the harshness of reality. This use can also be found in Lullaby. Even though the major part of the poem is quite sad, love is present since the beginning lay your sleeping head, my love and until the ND watched by every human love. The love mentioned in this poem is not only romantic love, but also spiritual love. Indeed, Addends speech is quite philosophical, he wonders why the world is as it is. Love is one of the few elements that bring back the reader to the real world. It is shown as a positive thing that makes reality easier to accept. Sometimes though, love is not welcome. This is the case in Miss Gee, in which the old single lady is disgusted by the sight of the loving couples. It can be seen as a sign of jealousy and loneliness.

Essay about African American Notes

Essay about African American Notes Essay about African American Notes Africans & African Americans The Trans-Atlantic Slave Trade Origins Slavery as a Racially-Based Economic System (Labor Force) -Native Americans Indentured Servants: DOESNT WORK unable to be racially identified West Africans TRANSATLANTIC Slave Trade West African to Americas (slaves labor force) Americas to Europe (raw materials) Europe to West Africa (finished goods guns & weapons) West Africa *Ghana, Mali, Songhay Empires, *Trans-Saharan Trade *Diversity: ethnicity & Religion Transatlantic slave trade *FORCED MIGRATION *5 MAJOR STEPS 12.5 MILLION PEOPLE March to the Coast Europeans set up forts on West African coasts Krumen: AFRICANS WHO AIDED IN THE CAPTURE AND TRANSPORT *Conditions- shackles, resistance, 25% dont make it Slave Fort *Wait for ships *Weeks to months *2 types of holding pens- Barracoon: conditions where exposure to sun, dehydration, food distribution Dungeon- conditions where no air, no sunlight, sanitation #3. Middle Passage 2 weeks to a month depending on the season The journey from the West African coast to the Caribbean Used canoes to get from coast to boat Packing- tight or loose - (give them room and not starve but less will perish only lose 10%) ALL ECONOMICS Conditions: disease (Dysentery- bad water, dehydration, loss of fluids), starvation (fed once a day and skips some people because there is not enough food), death (1 of 4), sharks, Atrophy (lose muscle mass from lack of use) *dances to prevent atrophy one hour/day Slave Auction Caribbean- prepare for sale: Man: greased up in pig fat to make muscles look strong, coal or ashes in hair to cover up grays, checked from head to toe Woman: make sure they have child bearing abilities. if not, sold at lower price and work in fields #5. Seasoning taken to a new home and meet three people *Master: the one who bought you *Overseer: supervise *Slave driver: usually black who has already lived on the plantation; middle man between new slaves -breaking-will *punishment: whippings, hot box, -new identity *given an english name *taught language Slavery in The United States Cotton Gin *1794 *Eli Whitney Louisiana Purchase *1803 3. Transatlantic Slave Trade ends†¨ *Illegal 1808 Interstate Slave trade *tobacco upper south: -maryland, tennessee, virginia lower south: -alabama, mississippi, louisiana, florida The Plantation - Statistics (by 1860) 5% of the white population owned slaves 3.95 million slaves = 12% of the population 86% of slaves lived and worked on a farm or plantation 11% were mulatto (mixed) *One Drop Rule: one drop of african blood= slave The plantation Gang LABOR V. TASK LABOR Gang Labor: cotton plantations in Deep South from sun-up to sun-down (most familiar) Task Labor: rice plantations in Low-Country (GA and SC) â€Å"Free Time† may leave after task is completed The plantation: Daily life -Work *field *domestic -Leisure *food *Worship *family -Brutality *slave codes *floggings (whippings) *rape Resistance Active v. Passive Active: running away, revolt, theft, poison, arson, breaking tools, suicide Passive: Slow down, fake illness, play dumb, â€Å"The SECtional CRISIS† *abolitionism: 2% of the North *Fugitive Slave Act of 1850- they would find slaves and turn them in for money *Kansas-Nebraska Act: Kansas would be slave and Nebraska would be free *Charles Sumner Incident: Mass. senator anti slavery talking about how slavery should be illegal. Preston Brooks was pissed about that and beat him with a cane *John Brown’s Raid -Harper’s Ferry Virginia: *Election of 1860- Abraham Lincoln; south secedes from USA; 11 states became Confederate States of America Abolitionism Fugitive Slave Act of 1850 Bleeding Kansas Charles Sumner Incident ohn Brown’s Raid Election of 1860 Secession Secession Crisis 1861 Civil War

Women in Engineering Essay Example | Topics and Well Written Essays - 2000 words

Women in Engineering - Essay Example The first six clippings are analyzed in detail whereas the rest of them are summed up into an aggregate account in the end. The analysis throws light on the overall perspective which is affecting the economy of the US nation as a whole. FIRST CLIPPING â€Å"Women who leave engineering jobs after obtaining the necessary degree are significantly more likely to leave the field because of an uncomfortable work climate than because of family reasons, according to a study being undertaken at the University of Wisconsin-Milwaukee (UWM).† (Science Daily, 2008) The above mentioned news clipping revolves around the most current problem that is being faced by women engineers nowadays. The overall ethical structure of the society and more importantly that of a workplace has deteriorated so very much that day by day it is becoming increasingly difficult for the fairer sex to take advantage of it. The above mentioned current problem is very moral negating. ... The above research was the outcome of a latest study conducted in Milwaukee using about half a million grant by the National Science Foundation. The study was based on an online survey. Around 3700 women who had done their engineering degree from over 230 countries participated in the survey. Among the four type of respondents women who never entered their practical engineering field constituted a considerable part. THIRD CLIPPING â€Å"As the need for engineering professionals grows, educators and industry leaders are increasingly concerned with how to attract women to a traditional male career. A new University of Missouri study found the impact of the engineering curriculum and obstacles, including self-efficacy and feelings of inclusion, can impede women’s success in the predominantly male discipline of engineering.† (Science Daily, 2008) Engineering is a predominantly male discipline. The structural difficulties and obstacles encountered by students pursuing this c areer needs to be taken into account when realizing the reasons behind its being predominantly male. Engineering is mainly a tough field. The excessive hours spent in it along with the harsh conditions involved in the practical environment of engineering are not apart from the difficulties that are faced by engineering students during their studies. Rigid mathematical calculations involving calculus are just a few of the obstacles that the engineering curriculum involves. This scenario is making it troublesome for industrialists because lesser and lesser women are entering the field of engineering day by day. The need of the day is that steps should be taken that would persuade women and would convince them