Thursday, January 30, 2020

IVe Seen the Promise Land Essay Example for Free

IVe Seen the Promise Land Essay Through understanding of his speeches and similar past leaders such as Moses and Jesus, it is clear how Dr. King established himself as the leader of the civil rights movement and his vision and strength led many to a better life filled with the freedoms that they had yearned for. The opening of this speech is inspirational yet it is also somewhat unexpected when put in the context of his other more famous works. When asked by God what age he would like to live in, he describes some of the most famous and wondrous places of all time, such as Ancient Greece or the Renaissance. Then, with a powerful swoop in his voice, he says: Strangely enough, I would turn to the Almighty, and say, ‘If you allow me to live just a few years in the second half of the 20th century, I will be happy. ’ Now thats a strange statement to make, because the world is all messed up. The nation is sick. Trouble is in the land; confusion all around. Thats a strange statement. But I know, somehow, that only when it is dark enough can you see the stars. Martin Luther King Jr. knew that the time had come to finally address the issues that had been conflicted within him as well as countless others. He states, â€Å"But now, no longer can they just talk about it. It is no longer a choice between violence and nonviolence in this world; its nonviolence or nonexistence. † He continued his speech by delivering messages from Jesus and various biblical passages to show why it is so important that they continued to be pushed forth and not remain idle. Even after their protest in Memphis they needed to keep marching forward, literally and figuratively. This speech was not only inspiring for the civil rights movements, but can also be used as an inspiration and a guideline to overcome any injustice that can be inflicted onto someone. Dr. King believed that when men and women had the mission of doing God’s will and standing up for what is right, that this would allow them to no longer fear death. Once you have conquered those who had at one point unjustly conquered you, then you are free. In addition to all the things Dr. King believed were needed to reach the â€Å"Promised Land†, the most important thing, though not directly stated by King, was the presence of an innate and inspirational leader who has a clear vision and the ability to express and correctly assert that vision onto those who want to quell injustice, along with the courage to fight against it himself. When you look at the difference between successful and also failed campaigns against injustice, the one thing that is always remembered is that in successful ones there was a leader who rallied his people. Moses was determined to lead the slaves out of Egypt and accomplished it by uniting them with his cause. Another example is Abraham Lincoln when he organized those around him and passed the Emancipation Proclamation of 1863. King Jr. embodied everything that Moses and Abraham Lincoln did for their people, and then some. Without him, the civil rights movement very well could have died down and the world would not be where it is at today. With this in mind, there are 3 key moments in Dr. King’s life that made him into the visionary who took on all the arduous tasks that were placed before him. First is the time he spent in Birmingham Jail and the letter he wrote. â€Å"Human progress†¦it comes through the tireless efforts of men willing to be coworkers with God, and without this hard work, time itself becomes an ally of the forces of social stagnation. This showed that he was willing to fight alongside his people and endure anything that they did, and that he would go to the greatest of lengths to make his point. The second and his most famous speech, â€Å"I Have a Dream†, delivered on August 28, 1963, not only sparked a fire under those who had already been involved, but additionally enlisted those who may not have had previously agreed with his beliefs or thought that change was not possible. It also gained global media attention and exposed his brilliance, showing what he truly envisioned for the future of his country. The third and final moment was his death the day after delivering his speech â€Å"I See the Promised Land†. His martyrdom was a symbol to all that things needed to, and were going to, change. From that very speech given in Memphis, he preached: Well, I dont know what will happen now. Weve got some difficult days ahead. But it really doesnt matter with me now, because Ive been to the mountaintop. And I dont mind. Like anybody, I would like to live a long life. Longevity has its place. But Im not concerned about that now. I just want to do Gods will. And Hes allowed me to go up to the mountain. And Ive looked over. And Ive seen the Promised Land. I may not get there with you. But I want you to know tonight, that we, as a people, will get to the promised land! In his speech â€Å"I’ve Been to the Mountaintop†, King delved into the current status of the civil rights movement and how he saw that the future was bright, as long as people continued to persevere in the face of adversity, and did not allow the opposition to deter them. He believed that they had come too far to let it slip away, and even without him as their leader he knows they can accomplish it. As with all other successful movements, a leader who is extremely persuasive, motivational, and is willing to do anything for what he believes in is key. For Dr. King, there were three crucial moments in his life that shaped him to become such, and they are: his prison time and letter from Birmingham Jail, his â€Å"I Have a Dream† speech, and his martyrdom. These not only made him the face and leader of the civil rights movement, but arguably the greatest and most influential leader in history. Bibliography King, Martin Luther Jr. â€Å"I’ve Been to the Mountaintop. Speech, Memphis, Tennessee, April 3, 1968. American Rhetoric. http://www. americanrhetoric. com/speeches/mlkivebeentothemountaintop. htm King, Martin Luther Jr. â€Å"Letter From Birmingham Jail. † (letter, Birmingham, Alabama, April 16, 1963. African Studies Center-University of Pennsylvania, http://www. africa. upenn. edu/Articles_Gen/Letter_Birmingham. html [ 1 ]. Martin Luther King Jr. ,  "I’ve Been to the Mountaintop† (speech, Memphis, Tennessee, April 3, 1968), American Rhetoric, http://www. mericanrhetoric. com/speeches/mlkivebeentothemountaintop. htm [ 2 ]. King Jr. , â€Å"I’ve Been to the Mountaintop† (April 3, 1968) [ 3 ]. Martin Luther King Jr. , â€Å"Letter From Birmingham Jail† (letter, Birmingham, Alabama, April 16, 1963), African Studies Center-University of Pennsylvania, http://www. africa. upenn. edu/Articles_Gen/Letter_Birmingham. html [ 4 ]. Martin Luther King Jr. , â€Å"I’ve Been to the Mountaintop† (speech, Memphis, Tennessee, April 3, 1968), American Rhetoric, http://www. americanrhetoric. com/speeches/mlkivebeentothemountaintop. htm

Wednesday, January 22, 2020

Alienation in All Quiet on the Western Front :: All Quiet on the Western Front Essays

Alienation in All Quiet on the Western Front      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to the Webster's New World College Dictionary, alienation is 1. Separation, aversion, aberration.   2.   Estrangement or detachment.   3.   Mental derangement; insanity.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The theme of All Quiet on the Western Front is about how World War I destroyed a generation of young men. It has taken from them the last of their childhood years, it has destroyed their faith in their elders, it has taught them an individual life is meaningless--and all it has given in return is the ability to appreciate basic physical pleasures. According to Paul, though, the men haven't entirely lost human sensitivity: they're not as callous as they appeared in Chapter 1, wolfing down their dead companions' rations. It's just that they must pretend to forget the dead; otherwise they would go mad.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Remarque includes discussions among Paul's group, and Paul's own thoughts while he observes Russian prisoners of war (Chapters 3, 8, 9) to show that no ordinary people benefit from a war. No matter what side a man is on, he is killing other men just like himself, people with whom he might even be friends at another time.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   But Remarque doesn't just tell us war is horrible. He also shows us that war is terrible beyond anything we could imagine. All our senses are assaulted: we see newly dead soldiers and long-dead corpses tossed up together in a cemetery (Chapter 4); we hear the unearthly screaming of the wounded horses (Chapter 4); we see and smell three layers of bodies, swelling up and belching gases, dumped into a huge shell hole (Chapter 6); and we can almost touch the naked bodies hanging in trees and the limbs lying around the battlefield (Chapter 9).      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The crying of the horses is especially terrible. Horses have nothing to do with making war. Their bodies gleam beautifully as they parade along--until the shells strike them. To Paul, their dying cries represent all of nature accusing Man, the great destroyer.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In later chapters Paul no longer mentions nature as an accuser but seems to suggest that nature is simply there--rolling steadily on through the seasons, paying no attention to the desperate cruelties of men to each other. This, too, shows the horror of war, that it is completely unnatural

Tuesday, January 14, 2020

Organizational Behaviour Essay

Part A consists of three questions. Be sure to include both the questions and the responses in the document you submit. Your total combined responses for these three questions should not exceed 1000 to 1500 words. 1. Marketing specialists at Napanee Beer Co. developed a new advertising campaign for summer sales. The ads were particularly aimed at sports events where Napanee Beer sold kegs of beer on tap. The marketing group worked for months with a top advertising firm on the campaign. Their effort was successful in terms of significantly higher demand for Napanee Beer’s keg beer at sports stadiums. However, the production department had not been notified of the marketing campaign and was not prepared for the increased demand. The company was forced to buy empty kegs at a premium price. It also had to brew some of the lower priced keg beer in vats that would have been used for higher priced specialty beer. The result was that Napanee Beer sold more of the lower priced keg beer and less of the higher priced products that summer. Moreover, the company could not initially fill consumer demand for the keg beer, resulting in customer dissatisfaction. Use open systems theory to explain what occurred at Napanee Beer Co. Begin with a brief description of open systems theory. Use your own words (paraphrase) and remember to cite all sources using APA style. The open systems theory states that organizations are entities that continually exchange resources with its external environment. The organization is dependent on the external environment for resources such as raw materials, employees, financial resources, and information and equipment which are the organizations inputs. Those inputs are used by the organizations internal subsystems, such as production and marketing, and are subsequently turned into outputs such as products, services, employee behaviours, profits/ losses, and waste/ pollution (McShane & Steen, 2009, p. 4). According to the open systems theory (McShane & Steen, 2009, p. 4), the organization Napanee Beer Company’s internal subsystems were not operating efficiently. Due to the lack of communication between the marketing group and the production team, production was unaware of the increase in demand for the product and did not order enough inputs to meet this larger demand. Consequently, the materials used were much more expensive than they would have been had they been ordered earlier. This oversight cost the company sales on higher priced specialty beer and caused customer dissatisfaction. Had the production team been aware of the success of the marketing campaign, which was geared towards sporting events where Napanee Beer sold kegs of beer on tap, they would have been able to order the appropriate amount of kegs, saving the company a lot of money. This is not an issue between the external and internal environment but an issue with Napanee’s internal subsystems effectiveness (McShane & Steen, 2009, p. 4.). The lack of communication between departments weakened the company’s ability to maximize its input to output capability; therefore, the company was not functioning at a high level of efficiency (McShane & Steen, 2009, p. 5.). 2. The sales office of a large industrial products wholesale company has an increasing problem: salespeople are arriving late at the office each morning. Some sales reps go directly to visit clients rather than showing up at the office as required by company policy. Others arrive several minutes after their appointed start time. The vice-president of sales doesn’t want to introduce time clocks, but this may be necessary if the lateness problem isn’t corrected. Using the MARS model of individual behaviour, diagnose the possible reasons salespeople may be engaging in this â€Å"lateness† behaviour. Begin with a brief description of the MARS model. Use your own words (paraphrase) and remember to cite all sources using APA style. The MARS model represents the four factors that influence people’s behaviour and performance. These factors are motivation, ability, role perceptions, and situational factors (McShane & Steen, 2009, p. 26). Motivation is what drives a person in a particular direction and the passion and persistence in which they pursue something (McShane & Steen, 2009, p. 26). The ability of an employee refers to their natural aptitudes as well as their acquired capabilities (McShane & Steen, 2009, p. 27). An employee’s competencies refer to his or her skills, knowledge and other characteristics that may be beneficial to the organization (McShane & Steen, 2009, p. 27). Role perception is the third factor in the MARS model. This refers to how closely the employee’s perception of their job duties aligns with the employer’s (McShane & Steen, 2009, p. 27). The final factor in the MARS model is situational factors. Situational factors involve conditions that are not part of the employee’s skill set or personality and are often out of their control (McShane & Steen, 2009, p. 28). According to the MARS model of individual behaviour, the possible reasons salespeople may be engaging in this â€Å"lateness† behaviour is first the lack of motivation they are feeling to show up to the office at their scheduled start time (McShane & Steen, 2009, pp. 26-28). This could be due in part to the lack of incentive they receive for showing up on time. Furthermore, the absence of negative consequences for showing up late has not shown the sales reps that the company is serious about this policy. In order for the sales reps to be motivated to show up to the office in the morning instead of seeing clients first, there needs to be some kind of reinforcement from the company that demonstrates that showing up on time is a behaviour that they expect and value. The sales reps were most likely hired because of their ability to gain new customers and sell products; therefore, they see this aspect of their job as being priority and do not see the value in showing up at the office first. The biggest factor effecting this situation is role perception (McShane & Steen, 2009, p. 27). The sales reps do not have a clear understanding that arriving at the office on time is an essential part of their job duties. It is clear from the sales reps behaviour that they are not aware of the importance of being at the office in the morning before they head out to see clients. While this may be a company policy in writing, it is not well practiced in the office, so it is perceived by employees as a recommendation rather than a rule. Situational factors may also contribute to the â€Å"lateness† problem (McShane & Steen, 2009, p. 28). This could be because face time at the office does not support their task goals which are to go out and see clients and s ell products. The sales reps might find the commute to the office an inconvenience whereas they could instead cut that commute out of their day and drive straight to a client’s office. 3. Big Box Construction Company has received warnings from government safety inspectors that employees at some of its construction sites are not wearing the required safety helmets and noise-protection equipment. The company could lose these contracts if safety practices are not maintained. The company has warned employees that they could be fired if they don’t wear the safety gear, but this has had little effect. Describe an A-B-C analysis for this situation and provide two types of behaviour modification interventions that might change employee behaviour in this situation. In an A-B-C analysis of this situation the antecedent would be the warning the employees received from the company informing them that they must wear safety gear on the job site. The behaviour is that some of the employees are not wearing safety equipment on the construction sites. And the Consequences are that the employees face termination if they continue to disregard this policy (McShane & Steen, 2009, p. 66). Two types of behaviour modification interventions that might change employee behaviour in this situation are: 1) Positive reinforcement, the supervisor can offer praise to the employees who are adhering to the safety guidelines (McShane & Steen, 2009, p. 66). In addition, there could be a reward in place such as a bonus for employees who are wearing their safety equipment on the site every day. 2) Punishment, although punishment might generate negative feelings toward the company and supervisor, it is necessary because of the severity of the breach (McShane & Steen, 2009, p. 67). The type of punishment will depend on the frequency of the offence. For example, the first offence could result in a write-up, the second offence in a suspension without pa y, and the third dismissal. Part B Read Case Study 4.1: Conestoga-Rovers and Associates on pages 97 and 98 of the textbook and answer the three discussion questions that follow it. Your answer for this case study should not exceed 600 to 800 words in length and should incorporate, where appropriate, content from Lessons 1, 2, 3, and 4. Questions 1) Why does Conestoga-Rovers and Associates and other companies try to create a positive work environment? The text explains that according to the dual cognitive-emotional attitude process, the positive emotional experiences employees encounter on a daily basis at Conestoga-Rovers contributes to their job satisfaction (McShane & Steen, 2009, p. 80). When employees are satisfied with their job they are more likely to be accommodating to the organization’s clients, helpful to their co-workers, and can experience increased overall productivity (McShane & Steen, 2009, p. 87). Therefore, it is beneficial for the company to foster a positive work environment where its employees are frequently feeling positive emotional experiences, so that their outlook on their jobs and the company will be much more favourable (McShane & Steen, 2009, p.80). According to the model of emotions, attitudes, and behaviour (McShane & Steen, 2009, p. 79), our emotions will have a direct impact on our behavioural intentions which in turn will most likely affect our behaviour. If the employees at Conestoga-Rovers are bombarded with positive emotions in their work environment, than they are more likely to behave in a way that is agreeable to the company. Conestoga-Rovers acknowledges and appreciates its human capital and realizes that its employees knowledge provide a competitive advantage to the company (McShane & Steen, 2009, p. 7). They realize that in order for the company to retain its valued employees and attract new ones they need to foster a positive work environment. By â€Å"adapting employment practices† to suit the needs of their employees the company is striving to retain its valued intellectual capital (McShane & Steen, 2009, p. 6). 2) How does this company manage to provide events and perks that employees value? At Conestoga-Rovers and Associates having fun and maintaining a work-life balance are fundamental to the company and its employees. This is evident in the many perks this company offers its employees that vary from its extremely active social committee to the onsite daycare facility. As stated in the case study, an employee of Conestoga-Rovers suggested that the company build an onsite daycare facility, never really expecting that they would take her request so seriously. However, much to the employee’s delighted shock the company complied. This demonstrates the company’s dedication to its employees wants and needs. In addition the company has assembled a social committee to listen to what it is that employee’s value and have evidently been able to deliver to the Conestoga-Rovers employees what they want. By doing this for their employees the organization is building organizational commitment and loyalty to the company (McShane & Steen, 2009, p. 89). By involving employees in company decisions that affect them and listening to their needs they are strengthening their employee’s social identity within the organization. This shows employees that their opinions are not only heard but are valued and trusted by the organization (McShane & Steen, 2009, p.89). The company has a â€Å"work hard-play hard mantra†, and their â€Å"social events and activities play an integral role in the company’s culture (McShane & Steen, 2009, p. 97). This is evidently closely aligned with its employee’s values; therefore, the employee’s feel comfort in their shared values with the company prompting them to remain loyal to the company (McShane & Steen, 2009, p. 89). 3) Is it possible that employees can have too much fun at work? From personal experience, I think that it is possible to have too much fun at work. When there are too many social events at work it takes away from an employee’s personal time and time at home with their family. An employee can feel forced to participate in social events that they do not want to partake in, and this can end up having a contrary effect to what the company is striving for. This added pressure to attend social events can add stress for the employee and take away from time needed to complete his/her work. Conversely, having fun at work can help build camaraderie amongst the employees and reduce the consequences of stress such as job burnout. Attending social functions can give employees a break from the monotonous routine of their job tasks; therefore, reducing the risk of emotional exhaustion and indifference towards their jobs (McShane & Steen, 2009, p. 91). Fun events with co-workers can also help to build on an employee’s social awareness. For instance, when employees are interacting with each other and building personal relationships as well as professional relationships they are better equipped to â€Å"perceive and understand the emotions† of their co-workers (McShane & Steen, 2009, p. 84). Because they are getting to know their peers personal situations a little better, the interaction allows them to be able to experience some empathy for their co-workers.

Monday, January 6, 2020

Deontology Is An Ethical Theory - 900 Words

Throughout history, wars over the meaning of equality have been expressed in many ways for the purpose of establishing one standard to the meaning of equal. Equal is being treated with the same respect regardless of gender. The theory of deontology has defined and developed the meaning of equal within society. However, it has been a slow process. Miscommunication and misunderstanding to the meaning of gender equality is responsible for personal and social tyranny. Happiness, fairness, and dignity have risen from social roles, poverty, and health reform that defined the message to the question of what it means to be equal and unequal among men and women using the deontology theory as this essay will demonstrate. Deontology is an ethical theory that focus on the will of a person. It is a philosophy about how people ought to act. Deontology is non-consequentialism. People’s action should not play the role in evaluating the act of morality. â€Å"Duties and obligation† are the target to the will of a person. There are two important rules in deontology. The first rule is never treat people as a means to an end in achieving a goal because it is disrespectful. The second rule is act in the manner that maxim the action with the intent to developing into a universal law. Immanuel Kant is a philosopher of ethics. According to an article titled Groundwork for the Metaphysic of Morals Immanuel Kant (2008) reads, an action that is done from duty doesn’t get its moralShow MoreRelatedDeontology : A Sound Ethical Theory1312 Words   |  6 Pages Deontology: A Sound Ethical Theory The study of ethical theories has been proven to be somewhat of an acrmonious and challenging matter. Cultures and societies all over the world have different ideas on what should be considered morally right and what is morally wrong. 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