Biblical canon Essay Example for Free

Biblical canon Essay What do Fee and Stuart say is the only proper control for hermeneutics?Answer | | | | | Selected Answer:| the original intent of the biblical text| * Question 2 0 out of 3 points According to Fee and Stuart, regarding literary context, the most important question you will ever ask is, Whats the point?Answer | | | | | Selected Answer: | False| * Question 3 3 out of 3 points According to Fee and Stuart what do they say is the aim of a good interpretation?Answer | | | | | Selected Answer:| to get at the plain meaning of the text| * Question 4 3 out of 3 points According to Fee and Stuarts analysis they think most people do a very good job of handling Old Testament narrative passages. Answer | | | | | Selected Answer: | False| * Question 5 3 out of 3 points The Septuagint is a product of the Babylonian Exile.Answer | | | | | Selected Answer: | True| * Question 6 3 out of 3 points Old Testament narrative normally does not directly teach a doctrine.Answer | | | | | Selected Answer: | True| * Question 7 3 out of 3 points Until just after World War II the oldest OT manuscripts we had dated from about 200 B.C.Answer | | | | | Selected Answer: | False| * Question 8 3 out of 3 points What is the first concern of translators?Answer | | | | | Selected Answer:| that the original text they are using is as close as possible to the original wording as when it left the authors hand| * Question 9 3 out of 3 points According to the text (Harbin) and the traditional/conservative view Moses wrote Genesis.Answer | | | | | Selected Answer: | True| * Question 10 3 out of 3 points What three languages were the 66 books of the Protestant Bible originally written?Answer | | | | | Selected Answer:| Hebrew, Aramaic, Greek| * Question 11 3 out of 3 points The focus of the ___________ is on Jesus and his claim to be the Messiah.Answer | | | | | Selected Answer:| Gospels| * Question 12 0 out of 3 points The Modern View of the Bible approaches biblical documents as highly reliable.Answer | | | | | Selected Answer: | True| * Question 13 3 out of 3 points What is the significance of the Dead Sea Scrolls?Answer | | | | | Selected Answer:| They gave us a much older collection of Old Testament manuscripts.| * Question 14 3 out of 3 points The two types of context Fee and Stuart discussed in this weeks reading were†¦Answer | | | | | Selected Answer:| historical and literary| * Question 15 3 out of 3 points | The Traditional View of the Bible is also known as the liberal view.Answer | | | | | Selected Answer: | False| * Question 16 3 out of 3 points Which of the following are not among the common causes people misinterpret biblical narratives mentioned in the text?Answer | | | | | Selected Answer:| projection * Question 17 0 out of 3 points In our readings this week the Bible is described in part as, the Word of God given in human words in history.Answer | | | | | Selected Answer: | False * Question 18 3 out of 3 points  According to Fee and Stuart what is the antidote to bad interpretation?Answer | | | | | Selected Answer:| good interpretation, based upon commonsense guidelines| * Question 19 3 out of 3 points The NT canon was formalized at the 3rd Council of Carthage in AD397.Answer | | | | | Selected Answer: | True| * Question 20 3 out of 3 points  At the end of Old Testament narratives we are always told whether the events spoken of were good or bad. We are not expected to be able to judge for ourselves based upon other related portions of scripture.Answer | | | | | Selected Answer: | False

SWOT Analysis Wal Mart Stores Inc

SWOT Analysis Wal Mart Stores Inc To analyse or diagnose any business, we must examine closely the issues with which the company is confronted. We will need to look very hard to grasp the overall picture of what is happening try and establish a helicopter view of the company to discover and grasp the specific problems. Generally, a detailed analysis of any business should include seven areas: The history, development, and growth of the company over time The identification of the companys internal strengths and weaknesses The nature of the external environment surrounding the company A SWOT ANALYSIS The kind of corporate-level strategy pursued by the company The nature of the companys business-level strategy The companys structure and control systems and how they match its strategy Analyse the companys history, development, and growth A convenient way to investigate how a companys past strategy and structure affect it in the present is to chart the critical incidents in its history that is, the events that were the most unusual or the most essential for its development into the company it is today. Some of the events have to do with its founding, its initial products, how it makes new-product market decisions, and how it developed and chose functional competencies to pursue. Its entry into new businesses and shifts in its main lines of business are also important milestones to consider. Identify the companys internal strengths and weaknesses once the historical profile is completed, we can begin the SWOT analysis. Use all the incidents we have charted to develop an account of the companys strengths and weaknesses as they have emerged historically. Then we examine each of the value creation functions of the company, and identify the functions in which the compa ny is currently strong and currently weak. Some companies might be weak in marketing; some might be strong in research and development. Make lists of these strengths and weaknesses. 2) SWOT ANALYSIS AND MACRO ENVIRONMENT FOR DECISION MAKERS Many changes from the macro environment have the potential to cripple even the best of strategies and must therefore be watched. Managers should note any changes in the environmental factors as conducive to innovation. Potential changes in exchange rates, especially unanticipated large ones, central bank policies that raise interest rates, and taxation laws, along with demographic and socio political changes, all have the potential to impact firm strategies. Managers should examine them carefully for potential threats and opportunities. In particular, they should examine the potential impact of changes in tax policies concerning the Internet. This analysis of a firms current performance, appraisal of its business model, appraisal of its competitors business models, analysis of industry attractiveness, assessment of its macro environment, projection of the evolution of the Internet, and a forecast of its environmental changes is sometimes called a strengths and weaknesses, opportuniti es, and threats (SWOT) analysis. After an analysis of where the firm is now, a manager may also decide not to pursue profits as previously planned but to hone the firms capabilities to fit another firms portfolio of capabilities so that it can be acquired by the other firm. On the other hand, a firm whose exit strategy had been to be acquired, with no intention of ever making profits, may decide that it now wants to become profitable after all. In all these cases, a firm has decided to move into new areas. It is now intent on doing certain things that it had not done before. If moving into these new areas requires entirely new capabilities, the objective to do so is sometimes referred to as a firms strategic intent. 2.1) SWOT ANALYSIS AND COMPANYS STRATEGIES Having identified the companys external opportunities and threats as well as its internal strengths and weaknesses, we need to consider what our findings mean. That is, we need to balance strengths and weaknesses against opportunities and threats. Is the company in an overall strong competitive position? Can it continue to pursue its current business or corporate-level strategy profitably? What can the company do to turn weaknesses into strengths and threats into opportunities? Can it develop new functional, business, or corporate strategies to accomplish this change? Never merely generate the SWOT analysis and then put it aside, because it provides a succinct summary of the companys condition, a good SWOT analysis is the key to all the analyses that follow. Over all we can say that a good strategy is designed to fit organizational capability with environmental opportunity. It is best summarized by the SWOT approach. 3) ANALYSE CORPORATE-LEVEL STRATEGY AND SWOT ANALYSIS 3.1) Companys businesses. Do the company trade or exchange resources? Are there gains to be achieved from synergy? Alternatively, is the company just running a portfolio of investments? This analysis enable us to define the corporate strategy that the company is pursuing (for example, related or unrelated diversification, or a combination of both) and to conclude whether the company operates in just one core business. Then, using SWOT analysis, we debate the merits of this strategy. Is it appropriate, given the environment the company is in? Could a change in corporate strategy provide the company with new opportunities or transform a weakness into a strength? For example, should the company diversify from its core business into new businesses? We should consider other issues as well. How and why has the companys strategy changed over time? What is the claimed rationale for any changes? Often it is a good idea to analyse the companys businesses or products to assess its situation and identify which divisions contribute the most to or detract from its competitive advantage. It is also useful to explore how the company has built its portfolio over time. Did it acquire new businesses, or did it internally venture its own? All these factors provide clues about the company and indicate ways of improving its future performance. 4) ANALYSE BUSINESS-LEVEL STRATEGY AND SWOT ANALYSIS Once we know the companys corporate-level strategy and have done the SWOT analysis, the next step is to identify the companys business-level strategy. If the company is a single-business company, its business-level strategy is identical to its corporate-level strategy. If the company is in many businesses, each business will have its own business-level strategy. We will need to identify the companys generic competitive strategy differentiation, low cost, or focus and its investment strategy, given the companys relative competitive position and the stage of the life cycle. The company also may market different products using different business-level strategies. For example, it may offer a low-cost product range and a line of differentiated products. Be sure to give a full account of a companys business-level strategy to show how it competes. Identifying the functional strategies that a company pursues to build competitive advantage through superior efficiency, quality, innovation, an d customer responsiveness and to achieve its business-level strategy is very important. The SWOT analysis will have provided us with information on the companys functional competencies. You should further investigate its production, marketing, or research and development strategy to gain a picture of where the company is going. For example, pursuing a low-cost or a differentiation strategy successfully requires a very different set of competencies. Has the company developed the right ones? If it has, how can it exploit them further? Can it pursue both a low-cost and a differentiation strategy simultaneously? The SWOT analysis is especially important at this point if the industry analysis, has revealed the threats to the company from the environment. Can the company deal with these threats? How should it change its business-level strategy to counter them? To evaluate the potential of a companys business-level strategy, We need to perform a thorough SWOT analysis that captures the ess ence of its problems. Once we complete this analysis, we will have a full picture of the way the company is operating and be in a position to evaluate the potential of its strategy. WAL-MART 5) COMPANY HISTORY AND ITS FOUNDERVISION Samuel Moore Walton, the billionaire boy scout of Bentonville, Arkansas, built an empire on a fervid belief in value, pioneered by ideas like empowerment, and revolutionized retailing in the process. Dead at 74 after a long fight with cancer, he did not invent the discount department store, although it hardly seems possible that he didnt. He grabbed hold of the leading edge of retailing in 1962 and never let go, creating a value-powered merchandising machine that seems certain to outlive his memory.. In 1994, the still-young company earned $2.3 billion on sales of $67 billion. A $1,650 investment in 100 Wal-Mart shares in 1970, when they began trading, is worth $3 million today. He taught American business that the vast amount of American people want value. He saw the future, and he helped make the future. According to a retail executive, while Walton was one of the great showmen of retailing, if he had been a television preacher hed have become Pope. As a manager he applied such concepts as a flat organization, empowerment, and gain-sharing long before any one gave them those names. In the 1950s, he shared information and profits with all employees. He ingested as much data as he could to get close to the customer and closer to the competition. He stressed flexibility and action over deliberation. Wal-Mart is ultimately a monument to consumers: it has saved them billions. Sam Walton truly believed that nothing happens until a customer walks into a store with a purpose, buys some thing, and walks out. His philosophy was simple: satisfy the customer. Operating nearly 2,000 stores in 47 states, Wal-Mart remains the leader in the discount store industry. In addition, with over 400 Sams Clubs, Wal-Mart is a major factor in the Warehouse Club industry. Combining general merchandise and groceries, Supercenters represent the companys fastest growing segment, with 65 to 70 stores planned in fiscal 1995 on a base of 68. Walton long ago wanted manufacturers to see themselves, wholesalers, retailers, and consumers as parts of a single customer-focused process rather than as participants in a series of transactions. He personally and permanently altered the relationship between manufacturers and retailers, which has historically been, to put it politely, antagonistic. About five years ago he asked Procter Gamble executives to view a focus group of Wal-Mart executives talking about their prickly relationship with the packaged-goods company. It was sobering. His strategy clearly was that we ought to be able to work together to lower the costs of both the manufacturer and the distributor and get lower costs for consumers. Walton got both sides to focus on distribution costs and how to cut them. Wal-Mart linked PG with its computers to allow automatic reordering, thus avoiding bulges in order cycles. With better coordination of buying, PG could plan more consistent manufacturing runs, rationalize distribution, and lower its costs, passing on some of the savings. This systematic approach is now in broad use throughout the industry. Walton has been described as a visionary, and he clearly was that. His vision was apparent in 1956 as a Ben Franklin variety store owner. To lure one of his first store managers, Bob Bogle, away from the state health depart ment, Walton showed him the books and offered to pay him 25 percent of the stores net profit in addition to salary. 6) STRATEGIC ANALYSIS OF WAL-MARTS SUCCESS Wal-Marts Competitive Capabilities What accounts for Wal-Marts remarkable success? Most explanations focus on a few familiar and highly visible factors: the genius of founder Sam Walton, who inspires his employees and has molded a culture of service excellence; the greeters who welcome customers at the door; the motivational power of allowing employees to own part of the business; the strategy of everyday low prices, which offers the customer a better deal and saves on merchandising and advertising costs. Strategists also point to Wal-Marts big stores, which offer economies of scale and a wider choice of merchandise. Such explanations only redefine the question. Why is Wal-Mart able to justify building bigger stores? Why does Wal-Mart alone have a cost structure low enough to accommodate everyday low prices and greeters? What has enabled the company to continue to grow far beyond the direct reach of Sam Waltons magnetic personality? The real secret of Wal-Marts success lies deeper, in a set of strategic business decisions that transformed the company into a capabilities-based competitor. 6.1) Competitive Environmental Change Rivals are constantly changing their strategies and such changes, especially new game strategies, have to be watched very carefully. A firm is said to pursue a new game strategy if by performing value chain, value shop, or value configuration activities that differ from what the dominant logic of the industry dictates, or by performing the same activities differently than the logic dictates, the firm is able to offer superior customer value. Wal-Marts early strategies were new game strategies. It decided to move into small towns, saturate adjoining towns with stores, build distribution centers, and improve logistics, with an empowering culture and information technology to match. This allowed Wal-Mart to achieve high economies of scale and bargaining power over its suppliers. This in turn allowed the firm to offer its customers lower prices than its competitors. The starting point was a relentless focus on satisfying customer needs. Wal-Marts goals were simple to define but hard to execute: to provide customers access to quality goods, to make these goods available when and where customers want them, to develop a cost structure that enables competitive pricing, and to build and maintain a reputation for absolute trustworthiness. The key to achieving these goals was to make the way the company replenished inventory the centerpiece of its competitive strategy. This strategic vision reached its fullest expression in a largely invisible logistics technique known as cross-docking. In this system, goods are continuously delivered to Wal-Marts ware houses, where they are selected, repacked, and then dispatched to stores, often without ever sitting in inventory. Instead of spending valuable time in the warehouse, goods just cross from one loading dock to another in 48 hours or less. Cross docking enables Wal-Mart to achieve the economies that come f rom purchasing full truck- loads of goods while avoiding the usual inventory and handling costs. Wal-Mart runs a full 85 percent of its goods through its warehouse system-as opposed to only 50 percent for Kmart. This reduces Wal-Marts costs of sales by 2 percent to 3 percent compared with the industry average. That cost difference makes possible the everyday low prices. Thats not all. Low prices in turn mean that Wal-Mart can save even more by eliminating the expense of frequent promotions. Stable prices also make sales more predictable, thus reducing stock- outs and excess inventory. Finally, everyday low prices bring in the customers, which translate into higher sales per retail square foot. These advantages in basic economics make the greeters and the profit sharing easy to afford. With such obvious benefits, why dont all retailers use cross-docking? The reason: it is extremely difficult to manage. To make cross-docking work, Wal-Mart had to make strategic investments in a variety of interlocking support systems far beyond what could be justified by conventional ROI criteria. For example, cross-docking requires continuous contact among Wal-Marts distribution centers, suppliers, and every point of sale in every store to ensure that orders can flow in and be consolidated and executed within a matter of hours. Wal-Mart operates a private satellite-communication system that daily sends point-of-sale data directly to Wal-Marts 4,000 vendors. Another key component of Wal-Marts logistics infrastructure is the companys fast and responsive transportation system. The companys 19 distribution centers are serviced by nearly 2,000 company-owned trucks. This dedicated truck fleet permits Wal-Mart to ship goods from warehouse to store in less than 48 hours and to replenish its store shelves twice a week on average. By contrast, the industry norm is once every two weeks. To gain the full benefits of cross-docking, Wal-Mart has also had to make fundamental changes in its approach to managerial control. Traditionally, in the retail industry, decisions about merchandising, pricing, and promotions have been highly centralized and made at the corporate level. Cross-docking, however, turns this command-and-control logic on its head. Instead of the retailer pushing products into the system, customers pull products when and where they need them. This approach places a premium on frequent, informal cooperation among stores, distribution cen ters, and suppliers-with far less centralized control. The job of senior management at Wal-Mart, then, is not to tell individual store managers what to do, but to create an environment where they can learn from the market-and from each other. The companys information systems, for example, provide store managers with detailed information about customer behavior, while a fleet of airplanes regularly ferries store managers to Bentonville, Arkansas headquarters for meetings on market trends and merchandising. As the company has grown and its stores have multiplied, even Wal-Marts own private air force hasnt been enough to maintain the necessary contacts among store managers. Therefore, Wal-Mart has installed a video link connecting all its stores to corporate headquarters and to each other. Store managers frequently hold video conferences to exchange information on whats happening in the field, such as which products are selling and which ones arent, which promotions work and which dont. The final piece of this capabilities mosaic is Wal- Marts human resources system. The company realizes that its frontline employees play a significant role in satisfying customer needs. Therefore, it attempts to enhance its organizational capability with programs such as stock ownership and profit sharing geared toward making its personnel more responsive to customers. Even the way Wal-Mart stores are organized contributes to this goal. Where Kmart has five separate merchandise departments in each store, Wal-Mart has 36. This means that training can be more focused and more effective, and employees can be more attuned to customers. 6.2) COMPETITORS AND THEIR STRATEGIES Kmart did not see its business this way. While Wal-Mart was fine-tuning its business processes and organizational practices, Kmart was following the classic textbook approach that had accounted for its original success. Kmart managed its business by focusing on a few product-centered strategic business units, each a profit center under strong centralized line management. Each SBU made strategy -selecting merchandise, setting prices, and deciding which products to promote. Senior management spent most of its time and resources making line decisions rather than investing in a support infrastructure. Similarly, Kmart evaluated its competitive advantage at each stage along a value chain and subcontracted activities that managers concluded others could do better. While Wal-Mart was building its ground transportation fleet, Kmart was moving out of trucking because a subcontracted fleet was cheaper. While Wal-Mart was building close relationships with its suppliers, Kmart was constantly switching suppliers in search of price improvements. While Wal-Mart was controlling all the departments in its stores, Kmart was leasing out many of its departments to other companies on the theory that it could make more per square foot in rent than through its own efforts. This is not to say that the Kmart managers do not care about the business processes. After all, they have quality programs too. Nor is it that Wal-Mart managers ignore the structural dimension of strategy: they focus on the same consumer segments as Kmart and still need to make traditional strategic decisions such as where to open new stores. The difference is that Wal-Mart emphasizes behavior-the organizational practices and business processes in which capabilities are rooted-as the primary object of strategy and, therefore, focuses its managerial attention on the infrastructure that supports capabilities. This subtle distinction has made all the difference between exceptional and average performance. Kmarts management did not pay attention to this new game strategy, which resulted in the firm being overtaken by Wal-Mart. Kmart has never recovered. 6.3) SWOT ANALYSIS (S)trengths Wal-Mart is a powerful retail brand. It has a reputation of value for your money, convenience and a wide range of production all in one store. Wal-Mart is a powerful retail brand. It has a reputation of value for your money, convenience and a wide range of products all in one store. Wal-Mart has grown substantially over the years both domestically anmd through acquisition globally. For example, it purchased the United Kingdom-based retailer ASDA. The Company has a core competence in information technology to support its international logistics system and IT also supports its efficient procurement. A focused strategy is in place for human resource management and development. Talent is key to Wal-Marts business, and its invests time and resources into the training and retention of its people. (W)eaknesses Wal-Mart is the worlds largest grocery retailer, and control of its empire, despite its IT advantages, could leave it weak in some areas due to the huge span of control. Since Wal-Mart sells products across so many sectors (clothing, food, electronics, etc) it may not have the flexibility of some of its more focused competitors. The Company is global; but has a presence in few other countries. (O)pportunities It has the opportunity to take over, merge with or from strategic alliances with other global retailers, focusing on specific markets such as Europe or the greater China Region. The Stores are only in a few countries and opportunity exists to expand in large consumer markets India and China. New locations and stores types are mobbing from large super centres to local malls. Continued strategy for the opening of large super centers. (T)hreats Being number one means that you are the target of competition, locally and globally. Being a global retailer exposes you tp political and social problems in countries where you operate. Intense price competition in a threat. 7) CONCLUSION Completing a SWOT would have identified the threat as a focus on immigration and the possibility of lost crops due to un-harvested products. That threat turned to a weakness for those organizations that did not develop alternative strategies. For those who made the investments in increased mechanical harvesting, no business interruption occurred. For those who waited, it became a competitive disadvantage. Being able to forecast changes in the market and business will lead to insight regarding potential issues and opportunities to be faced in the future. The insights gained from engaging in this forecasting exercise can then be used to create plans of action to deal with the issues before they can have detrimental effects on the functioning of the business.

Riding the Red Essay examples -- Literary Analysis, Nalo Hopkinson

â€Å"I've told her and I've told her: daughter, you have to teach that child the facts of life before it's too late† (Hopkinson 1). These are the first three lines of Nalo Hopkinson's short story â€Å"Riding the Red†, a modern adaptation of Charles Perrault's â€Å"Little Red Riding Hood†. In his fairy tale Perrault prevents girls from men's nature. In Hopkinson's adaptation, the goal remains the same: through the grandmother biographic narration, the author elaborates a slightly revisited plot without altering the moral: young girls should beware of men; especially when they seem innocent. This modern fairy tale contains diverse characters but none of them are as important as the grandmother. In fact, through her narration the reader gets the basic information concerning the familial context. The story revolves around a grandmother, a mother and a granddaughter, which thus sets the point of view of the story, the grandmother is the narrator therefore the reader gets her perception. Besides the domestic context, the lack of other contextual clues, such as the time or the location of the story, gives room to her story and her final purpose: teaching and, at the same time, protecting her grand-daughter from risks represented by men here symbolized by a wolf. The way this unnamed grandmother reveals her life exemplifies two properties of fairy tale as mentioned by Marina Warner in â€Å"The Old Wives' Tale†: â€Å"Fairy tales exchange knowledge [using morals] between an older [most of the time feminine] voice of experience and a younger audience† (314). As s uggested in the text, fairy tales are a way to teach insights of life through simple stories directed to, most of the time, younger generations. Most of the time because fairy tales' moral work on dif... ...nt approach as â€Å"fairy tale was property and could be taken by its owner and read by its owner at his or her leisure for escape, consolation, or inspiration.† (Zipes 1999, 338). Hopkinson uses the narrator to spread a moral similar to Perrault's three hundreds year ago. Girls, especially when young and inexperienced, need to be careful when encountering nice and charming men due to its risk to ends in a completely undesirable situation. This is when the grandmother intervenes, she tries to complete her granddaughter's education by notifying her on that special affair and which will provides her advices to avoid the same experience. Indeed, fairy tale has an educational mission in addition of its entertainment. Hopkinson provides a moral to the reader through a modern and revisited tale, maybe more adapted to nowadays reader but without weakening its quintessence.

History Of Music :: essays research papers

Music has been around sense the dawn of time. When man first started to discover music it was not the kind of music we have today. All it consisted of was grunts, moans, and banging things. Music has evolved just as much as the people that created it. From Chromagnum men to musician and from grunting too classical music, rock, and rap. The first people imitated music from nature. They mimicked the sound from their every day life. It had no rhythm, beat, or tune it was just noise, but later turned into what we now call music. Ancient people used music for much more than entertainment they used it in every day life. They would yell and scream during battle, blow a horn as a warning, have ceremonies to honor the dead or bring the rain, signal danger, to show your importance in society, it was also used as a healing power. On the front lines of battle would be a soldier that would be holding a drum or a flute. When this was a common act the instruments would be spread around to different cultures after a battle. This brought on a new way of looking at music. Around the 16th century people started to collect instead of play music. A persons hands and feet were the first of all the instruments and is still the most common, because every one has them. A persons hands and feet were readily available, and easy to use. The drum is the second most common percussion instrument. Like most of the other instruments the drum was found by accident when someone hit a hallow log with a stick. The hallowed out stumps then became drums that were decorated. Drums were used for war or for signaling over long distances. The drum was a common instrument because it was so easy to use; all they had to do was strike it. The second percussion instrument was the rattle. The rattle was found later in the time when humans started to grow plants. It was found accidentally when someone picked up a dried out gourd of some sort and shook it. The ancient rattles were readily available because the people that grew the plants were just learning how to grow plant so they made many mistakes. The harp has been around since humans have started to use tools. The harp was founded during the hunt.

England: The City of Today :: European Europe History

England: The City of Today Glorious, glorious England. As the Empire spreads some say "so does its glory"; others mumble of the price which we pay for our greatness. Many of us Londoners have read, if not discussed, the intriguing debate transpiring between Sir Andrew Ure and Sir James Phillips Kay. Are the cities of great England truly representative of the jewels in Her Majesty's Crown? Or are they the stain of exploitation and abuse that some have proclaimed? Sir James Phillips Kay, an M.D. at Edinburgh and the Secretary to the Manchester Board of Health, has recently published a work titled, "The Moral And Physical Conditions of the Working-Class Employed in Cotton Manufacturing in Manchester." (Kay/Ure Debate, Handout) He argues quite persuasively about those poor wretches living in the most hideous of conditions. Half the blame he attributes to the Irish and the other half to the environment of an industrialised city. The Irish immigrants have brought to Manchester a system called "cottier farming". Sir James argues that this system is responsible for the "demoralisation and barbarism" of the working-class. If that is not bad enough, the potato has been introduced as a main article of food. Influenced by the Irish subsistence living, the working-class are abandoning those values which promote increasing comfort. They seemingly have given up the hope of betterment and adopted hopelessness. Sir James does well in his description of the living conditions of the working class is living in. The mere thought of such suffering and misery is shocking to the soul. The problem Kay argues, is caused by combinations of poor living and working conditions, lack of education, influence by a lesser culture and the presence of great immorality. This recently published work is a plea to the Capitalist, to convince him to concern himself with his workers. Andrew Mearns, another prominent fellow on these matters goes into even greater detail in his work, "The Bitter Cry of Outcast London". Making a study of our city, he has reported, with astonishing detail, that the filth present in Manchester can be found in this city! Mr. Mearns makes his argument to the church in his call to unite and fight this growing misery together. He cites examples of immorality, poverty and heart-breaking misery. His call also addresses the need for the state to intervene on the behalf of the organisations trying to elevate the working-classes' misery. What can be done for the motherless children, diseased and ailing siblings and the poor forced into thievery for filthy lucre?

Understanding Social Perception & Managing Diversity

Understanding Social Perception & Managing Diversity Perception can and is influenced by a number of different things whether from the things that is read, seen on television, or simply from what we retain from family and friends. The way that perception is interpreted determines how we perceive people or our surrounding. Steve Harvey film and book Act like a Lady Think like a Man elaborates on how the perception between genders, as well as the diversity that distinguishes the communication barriers between men and women and helps to break down that barrier.In the text Organizational Dynamics and Human Behavior (second edition) major component of social perception and the Kelley’s Model of Attribution are reflected in Act like a Lady Think like a Man and will be elaborated on how it all relates throughout our discussion. Act like a Lady Think like a Man shines light on how men and women perception of the opposite gender is totally different. A woman may view all men in a n egative light based off of one negative out come and a man will put every woman in the same category based off of what a woman requires. With both genders categorizing each other the text refers to this as stereotyping.Stereotyping occurs when individuals are placed into categories. For example Act like a Lady Think like a Man placed men in to the different categories Momma’s Boy which is a man who has yet to let go of his mother and tend to his woman, then there is the non committer who is a man who is not willing to go to the next phase which is marriage, the dreamer who will not just focus on accomplishing one task at a time but doesn’t seem to know what and how to implement his plan, and then there is the player who just simply will not commit to anyone due to the desire and challenge in playing the game.Act like a Lady Think like a Man is a guide for women to understand how to perceive men. Steve Harvey has simplified by encoding the males perception of a females, which means he has created a mental representation on how the male mind works (kinicki, 2009, p. 64). In Act like a Lady Think like a Man Lauren was a successful young female CEO of a Major company who wanted a man who is on her level or higher which she believed would make them more compatible in a relationship.Lauren knew what she wanted in a man and received it all but soon came to realize that her dream guy wasn’t what she needed. She met a dreamer Dominic who made her happy with the little things that cause her to reflect back on the different occurrences and share with friends how much this individual made her happy even though he did not possess the required traits she looked for initially. Event memory is containing information for specific events and general events, as well as personal memory which contains information of a single individual or group ((kinicki, 2009, pg. 6). Lauren had to make a judgment call on what she wanted. Was it going to be her happiness with a gentlemen that had potential to be what she wanted or was she going to sacrifice her happiness for status. This was the retrieval process that is retrieved from the memory to make a decision. When a man approaches you you're the one with total control over the situation-whether he can talk to you, buy you a drink, dance with you, get your number, take you home, see you again, all of that.The woman is in control from the start. For the non committer he doesn’t feel the necessary urge to go to the next phase because the woman does not require it of him, by giving him the perception that you are content in with the current status. This relates to managerial implication through both a performance appraisal and the leadership aspect. Performance appraisal determines good versus poor performance through motivation and commitment and loyalty.Act like a Lady Think like a Man, Kristin realized that her boyfriend the non committer of nine years wasn’t willing to go to the nex t phase of their lives because she didn’t require anything from him so he displayed no willingness to want more. Leadership is when you lead by example. Kristin then began to make changes by encouraging him to want to apply for a better job and by just simply change the environment of their home through redecorating.Act like a Lady Think like a Man indicated that a woman can find all kinds of deficiencies in themselves-â€Å"I didn't do this right,† â€Å"I wasn't good enough,† â€Å"I didn't love him the way I should,† â€Å"she came in here and outperformed me† (Harvey). Women need to reframe from placing the blame of the man's actions on themselves. By holding on to that weight can be hindering for future encounters. Steve Harvey said, â€Å"You simply cannot drive forward if you're focused on what's happening in the rearview mirror. † Causal attributions is constantly formulating cause and affect explanations for our own and others behav ior (kinicki, 2009, pg. 8). Kelley’s Model of Attributions proposes that behavior can be attributed either to internal factors within a person or external factors within the environment (kinicki, 2009, pg. 69). Consensus involves a caparison of an individual’s behavior with that of his or her peers. In Act like a Lady Think like a Man the men were easily influenced by what the others were doing or would say about them. The men would go to play basketball every Thursday and out for a night cap afterwards if one were to attempt to stray from the usual the group would instantly began to place judgment instead of being excepting of prior plans.External factors are behaviors caused by environmental characteristics. Men are more concerned on how their surrounding perceives them and their status. Women want their love to be reciprocated in the same way they give it where as men will reciprocate their love only to the one that feel is deserving of their love. A man is not just going to provide and share his love with just anyone he has to know that you are the one. Women should expect that a man will pay for your dinner, movie, and more in exchange for her time.Men view women who expect this type of treatment as a gold digger, which is someone who is just after the contender with the most. Diversity represents the multitude of individual’s differences and similarities that exist amongst people. In Act like a Woman Think like a Man diversity is reflected in the way that men and women carry themselves, communication styles, and perception of one another. In conclusion Act like a Woman Think like a Man relates to diversity and perception between genders.Diversity highlight how different the thought patterns are but all how it is similar also. Although men are not as open and expressive as women we are all looking for the same things from each other. The perception on how the information is process is totally different but that’s what makes a r elationship or organization success is the differences. Act like a Woman Think like a Man helps to understand diversity and perception from a relationship status and through a male’s point of view on where women need help on understanding the male species.Just like an organization has standards and employees respect them women should have standards also. â€Å"Men respect standards get some,† Steve Harvey (Harvey).References Kinicki, A. and Kreitner. R. (2009). Organizational dynamics and human behavior. (Second ed. , pp. 64-70). New York: McGraw Hill. Harvey, S. (2009). Act like a lady, think like a man. New York: HarperCollins Publishers. Harvey, S. (n. d. ). Goodreads. Retrieved from www. goodreads. com/author/quotes/206062. Steve_Harvey Story, T. (Director) (2012). Think like a man [Theater]. (Story, 2012)

Is Aeneas pious Essay

For many, Aeneas is the characterisation of piety: he honours his duty to the gods and his destiny, his duty to his family, to his people, community and to his fatherland and he adheres to stoic values. Arguably the most important aspect of piety is the adherence to his duty to the gods and his destiny, which I will discuss first. In book 1, Venus appears to her son, Aeneas in the guise of ‘a Spartan girl out hunting, wearing the dress of a Spartan girl and carrying her weapons’. Aeneas recognises that the girl is Augustus also deified Julius in the Lex Titia in 43 BC, which legalised the Second Triumvirate and marked the end of the Roman Republic. Augustus invoked the Lax Papia Poppaea in 9 AD to encourage marriage by making it more economically viable to be married and have children than to not. He also made adultery punishable by banishment by passing the Lex Iulia de Adulteriis Coercendis in 17 BC, and famously banished his only biological daughter, Julia the Elder in 2 BC. This encouraged family unity more than before, and encouraged fathers to stay with their wives and children, especially as there was an extra tax placed on unmarried men above the age of 30. Aeneas demonstrates an incredible sense of duty to his people, community and fatherland right from the beginning of the poem. After the storm induced by Juno and Aeolus, and Aeneas and his men are rescued by Neptune, who is furious that they were changing the natural pattern of his seas, without his permission. Aeneas thinks of his men first, and so, when he saw a herd of deer, he hunted, and killed ‘seven huge carcasses (which he laid) on the ground, one for each of the ships’. This demonstrates how he caters to their needs before his own. The household gods, which feature in book 2, are representative of the Trojan community, and so when Aeneas, ‘fresh from all the fighting and killing’, refuses to touch them because of this, it demonstrates his reverence for the community. In book 4, he also shows consideration towards the community, but Dido’s community in Carthage. Mercury tells us how he ‘caught sight of Aeneas laying the foundations of’ Carthage with Dido. This devotion to the wider community, even though it means that he is digressing from his destiny, is still demonstrating piety. Aeneas not only holds the Funeral Games in book 5 out of reverence for his father, but to also raise the morale of his men. Aeneas holds various races and matches which allow his men to be happy after the death of Dido, which they would have suspected happened, and also after the death of Anchises, and also of various men of the crew. Virgil represents Aeneas as having virtus, as he hides his true emotions inside, to protect his men. In book 1, Aeneas, although ‘he was sick with all his cares(;) he showed (his men) the face of hope and kept his misery deep in his heart’, which would have served to raise the morale of the men, if they knew their leader was not upset, they would be led by example. Augustus demonstrated his care for his community by giving 400 sercestes to each of ‘the Roman plebs’ in 44 BC out of his own money. He also ‘restored the Capitol, and the theatre of Pompey, (†¦) restored the channels of the aqueducts, (and) completed the Forum Julium and the bascilla between the temples of Castor and Saturn’ throughout his reign, up until 12 AD. Contrary to Aeneas and also Augustus, as Aeneas is a characterisation of Augustus, Mezentious is not pious in his care of his community and people. Virgil depicts him as a shocking leader and in book 8; the poet divulges how the leader devised a new form of torture ‘whereby living men were roped to dead bodies, typing them hand to hand and face to face, to die a lingering death oozing with putrefying flesh’. Mezentius’ disdain for his men contrasts to Aeneas’ care and respect for his own men, and indeed of all men, as we see Aeneas rescues the Greek, forgotten by Odysseus (Ulixes) from the Cyclopses, which enhances our views of Aeneas’ piety in comparison to this horrific leader. Aeneas’ piety is often defined by how he demonstrates stoicism, and he does so throughout the poem. Stoics believed that the notion of fate must be respected and that no mortal man could, or should interfere with fate, as it is an inevitable force. The ability to endure what fate throws at you is also an important stoic trait, and one that Aeneas demonstrates again and again. In book 1, Aeneas leads his men through the storm started by Aeolus and Juno, until they are rescued by Neptune. He endures the storm, and motivates his men to trust in him after the storm, and this is primarily why he is such a good leader- because of his resolve and endurance, which also defines his pious nature. A key stoic belief is rationality of the universe, and features within Aeneas. Stoics believed that a rational, and of course, male mind is the best leader for any community, and this is the only way for a community to thrive- under one, rational, male leader. Coincidentally Augustus Caesar fits these criteria, and so, had to kill Anthony. Likewise Cleopatra, who Dido is modelled of, had to die- she was female and so was irrational, so was a bad leader, and this also explains why she was so passionate, because the stoic stereotype of a woman, is that they are passionate, emotional and irrational. The divide between men and women is formed from the prejudice that women are irrational, and the stereotype that men are automatically rational. Throughout the poem, we are presented with the juxtaposition of the irrational females, predominantly Dido and Juno, and the rationality of Aeneas and Jupiter. Jupiter controls fate, installing rationality upon the universe and Juno attempts to derail fate, preventing Aeneas from following his destiny, which, of course, does not work. The victory of Jupiter’s fate is shown by how Jupiter guides Aeneas, which demonstrates how the rationality of the male mind cannot be overthrown by an irrational female, even one who is a goddess. Virgil was rumoured to believe that love and hate were both redundant as they were both concept which wavered from the ‘path’ of fate, creating two opposites that were equally negative to a stoic. This perhaps explains why Virgil shows that the acceptance of fate and your destiny is the only way to achieve rationality. Virgil’s association with Augustus explains why women are portrayed as negative, because Augustus was inherently a stoic, and believed that women were irrational, and destined for dominating the domestic sphere, while men should dominate politics and war. Stoics were firm believers of the concept of ‘mind over matter’, presented by the Trojan women’s matter of flames, which are extinguished by the ‘mind’ (or fate) when Aeneas has to set sail shortly after the Funeral Games. The poet presents his audience with fire for passion, desire and pain which all represent destruction. We learn from his epic poem that Virgil believes that these poisonous emotions will not succeed when faced with fate, as women are primarily linked with fire, as we see Juno frequently described as ‘burning with passion’, and we also see Turnus described as ‘burning’, importantly both effeminising him and scorning war. Aeneas often has to deal with the loss of his men so that he can achieve his destiny; one such victim of Aeneas’ fate is Creusa, who dies before they even leave Troy and another is Aeneas’ father, Anchises. He does more likely die of old age, although Aeneas still mourns his death. Aeneas must accept that there are casualties that must be endured if he can achieve his destiny. The father-son relationship was one that was influenced by stoic beliefs, as stoics believed that the father figure (pater patria) should always be obeyed as he is wise. At the beginning of the poem, Anchises is the pater patria, however once Anchises dies, Aeneas takes over as the pater patria. Aeneas shows his dedication to his father by symbolically carrying him on his shoulders out of Troy, prioritising him even over his only son. These definitions of piety are interlinked, and cannot exist without the others, however, sometimes we see that to fulfil one part of piety, Aeneas must ignore another, and so the rules of what defines a pious person are clearly not set in stone. Nevertheless, Aeneas is as good as a portrayal of a pious person there is, and he is a reflection of how Augustus wished to be viewed. Thus, we have to ask ourselves, as the Roman audience would have: Aeneas is undoubtedly pious and as pious as one man can, theoretically, be, but is he unachievably pious? And so, does this make him as much of a character of mythology as the monsters he encountered in hell, and because of this, I feel the important question is not: ‘is Aeneas pious? ’ but is instead, why is he pious? If Aeneas was not pious, and was instead a mimic of Homer’s Odysseus, who is often represented as Aeneas’ antithesis, would there be any purpose in Virgil’s poem? No, there would not, and this is why Aeneas is shown as pious, and was believed to be the ideal man by the Romans, a mould for which to cast their own characters in and form themselves by.