Physics of Rail Guns Essay -- physics weapon weapons rail gun

The concept of a rail gun is simple: two parallel bars connected to a power source produce an electric field. This electric field can be used to propel a projectile along the bars. If enough amperage is provided, the projectile can achieve velocities of up to 4 km/s. The U.S. Army has been interested in the potential of electromagnetic guns for quite some time. In 1988 the University of Texas Center for Electromagnetics began work on a 9 MJ range gun, which would be designed to launch 2-4 kg projectiles at velocities of up to 4 km/s. Design features of this range gun included up to 230 MJ stored energy, 6 kV and 3 MA peak output ratings, and a 9 shot repetitive fire capability. In the early 1990's, the U.S. Army, along with the Marine Corps, showed much interest in the Cannon Caliber Electromagnetic Gun System (CCEMG). This project seeks to demonstrate an elecrtomagnetic gun system designed from a system/mission prospective. The CCEMG showed a 3 times increase in energy and power density over the range gun system. The U.S. Army plans to produce electric tanks by the year 2015 with electromagnetic guns mounted on them. The all-electric tank would include electric vehicle drive and suspension and electric armaments. In this concept, the flywheel energy can be used as a flywheel battery to provide power for vehicle acceleration and regenerative braking, and will also produce electrical power for the electromagnetic armaments. This is the perfect example of how physics is still impacting the world in which we live. A rail gun in it's simplest form is a pair of conducting rails separated by a distance L and with one rail connected to the positive and one the negative side of a power source supplying voltage V and current I.... ...an use the right hand rule. Since all the angles involved are 90 degrees, the resultant force has a magnitude resulting from the simple multiplication of the magnitude of i and B and the value of L. (|F|=L|i||B|) To determine the direction, lay your right hand along the path of the current through the projectile, with your fingers pointing in the direction the current is travelling. Next, curl your fingers in the direction of the B field. Your thumb will now be pointing in the direction of the applied force. Bibliography 1. Jengel and Fatro's Rail Gun Page. http://home.insightbb.com/~jmengel4/rail/rail-intro.html 2. Pappas, John. University of Texas Center for Electromechanics http://www.utexas.edu/research/cem/ 3. MIT students. Amateur Rail Gun Production Journal http://www.railgun.org 4. United States Patent and Trademark Office http://www.uspto.gov/

The Silver Linings Playbook Chapter 9

If I Backslide Knowing that if I wear the wrong thing, Veronica will say I have ruined her night – the way she did that one time when I wore Bermuda shorts and sandals to a dress-up dinner – I can't stop thinking about what I am going to wear to her dinner party, so much that I don't even remember it's Friday, and therefore, time to see Dr. Patel, until Mom calls down in the middle of my workout, saying, â€Å"We're leaving in fifteen minutes. Hit the shower!† In the cloud room, I pick the brown chair. We recline, and Cliff says, â€Å"Your mother tells me you've had quite a week. Want to talk about it?† So I tell him about Veronica's dress-up party and how my old dress clothes don't fit because I have lost so much weight, and I have no swanky clothes other than the shirt my brother has recently given me, and I am pretty stressed out about going to a dinner party and wish I could just spend some time alone with Ronnie lifting weights, so that I would not have to see Veronica, who even Nikki says is a mean person. Dr. Patel nods a few times like he does, and then says, â€Å"Do you like the new shirt your brother gave you? Do you feel comfortable wearing it?† I tell him I absolutely love my new shirt. â€Å"So wear that one to the dress-up dinner, and I'm sure Veronica will like it too.† â€Å"Are you sure?† I ask. â€Å"Because Veronica is really particular about what you should wear to dinner parties.† â€Å"I'm sure,† he says, which makes me feel a whole lot better. â€Å"What about pants?† â€Å"What's wrong with the pants you have on now?† I look down at the tan khakis my mom purchased for me at the Gap the other day because she says I shouldn't wear sweatpants to my doctor's appointments, and even though the pants are not as swanky as my new Eagles jersey, they do look okay, so I shrug and stop worrying about what to wear to Veronica's dinner party. Cliff tries to get me to talk about Kenny G, but I only close my eyes, hum a single note, and silently count to ten every time he says Mr. G's name. Then Cliff says he knows that I have been rough with my mother, shaking her in the kitchen and knocking her down in the attic, which makes me really sad because I love my mom so much and she rescued me from the bad place and has even signed all those legal documents – and yet I cannot rightly deny what Cliff has said. My chest heats up with guilt until I can't take it. Truth be told, I break down and cry – sobbing – for at least five minutes. â€Å"Your mother is risking a lot, because she believes in you.† His words make me cry even harder. â€Å"You want to be a good person, don't you, Pat?† I nod. I cry. I do want to be a good person. I really do. â€Å"I'm going to up your meds,† Dr. Patel tells me. â€Å"You might feel a little sluggish, but it should help to curb your violent outbursts. You need to know it's your actions that will make you a good person, not desire. And if you have any more episodes, I might have to recommend that you go back to the neural health facility for more intensive treatments, which – â€Å" â€Å"No. Please. I'll be good,† I say quickly, knowing that Nikki is less likely to return if I backslide into the bad place. â€Å"Trust me.† â€Å"I do,† Dr. Patel replies with a smile.

Layoff and Strategic Downsizing Decisions Essay

INTRUDUCTION Downsizing is a permanent reduction of workforce through layoffs and other means. Organizations usually downsize to save payroll costs and prevent bankruptcy during tight economic conditions. Downsizing, when done right, makes the organization more efficient, lean, and mean .On the other side, a faulty approach to downsizing can cause the organization to run the risk of losing key talent and intellectual capital, and becoming dysfunctional by breakdown of hierarchies and systems. The criteria adopted for who stays and who goes largely determines the success of the downsizing intervention Many organizations, especially traditional ones, in a bid to ensure impartiality and objectivity adopt the LIFO or â€Å"Last in First Out† principle whereby those who joined the organization last become the first to leave. The rationale of making seniority the basis of downsizing is that newer employees have spent less time in the organization and are less committed or acquainted with the fin er nuances of its running. Also, the organization would have invested lesser time and resources training such employees compared to older employees. other organizations make the combination of competence and performance, or the ability to do required tasks well, the basis of retaining an employee during downsizing. A fresh performance appraisal should precede downsizing, or the last appraisal can be the basis for determining who goes and who stays. Those at the bottom of the appraisal list usually get the layoff notice first. While making performance the primary selection criteria for downsizing and restructure is apparently a just and equitable method, two major concerns remain The soundness and objectivity of the performance appraisal method adopted. A poorly designed performance appraisal method that does not assess the true indicators of performance might churn up a wrong list, causing the danger of the organization dispensing with true performers and retaining people who cleverly mask or cover up their in efficiencies. Whether the performance or competence ofthe employee remains relevant for the organization. The expendability of the person to the organization is another sound basis for determining the selection criteria for downsizing and restructure. This approach primarily considers the value added by the employee to the organization more than any other factor. Regardless of the performance of an  employee, an employee might remain critical for the functioning of the organization, or conversely not needed. For instance, with technology taking roots, most companies do not require specialist stenographers or typists, no matter how skilled or efficient they may be in their work. Similarly, closing down the marketing arm of the business and outsourcing the marketing effort might lead to the lay-off of all marketing executives, no matter how skilled or successful they may be. Organizations would, however, do well to identify people with good generic skills, and the right attitude and commitment, and retain them in other jobs even if the jobs they remain competent in become irrelevant to the organization. The commercial interests of the organization notwithstanding, legal considerations play an important role in determining who goes and who stays during downsizing. The federal Worker Adjustment and Retraining Notification Act (WARN) requires employers to give employees, state and local officials a 60 days’ notice to mass layoffs when reducing their workforce by 33 percent or more, or laying off 500 employees within a 30-day period. WARN further requires employers of unionized employees to give the union 60 days’ notice before lay-off of their members, and provide individual notice to non-unionized employees. DEFINITION OF DOWNSIZING Downsizing occurs when a company permanently reduces its workforce. Corporate downsizing is often the result of poor economic conditions and/or the company’s need to cut jobs in order to lower costs or maintain profitability. Downsizing may occur when one company merges with another, a product or service is cut, or the economy falters. Downsizing also occurs when employers want to â€Å"streamline† a company – this refers to corporate restructuring in order to increase profit and maximize efficiency. Downsizing results in layoffs that are often followed by other restructuring changes, such as branch closings, departmental consolidation, and other forms of cutting pay expenses. In some cases, employers are not fired, but instead become part-time or temporary workers (to trim costs). ACTIVITIES OF DOWNSIZING It undertaken to improve organizational efficiency, productivity and competitiveness that affect the size of the firm’s workforce the costs and  the work processes. DOWNSIZING STRATEGIES: There are 3 types of strategies. These are below: 1.workforce reduction: 2.work redesign 3.systematic change 1. Workforce reduction: Typically a short term strategy aimed at cutting the number of employees through such programs as attrition, early retirement or voluntary severance packages and layoffs or terminations. Whils a number of these approaches allow for a relatively quick reduction of the workforce, the problem is that their impact is often short term and in many organizations. 2. Work redesign: Often a medium-term strategy in which organizations focus on work processes and assess whether specific functions, products and services should be changed or eliminated. this strategy which is frequently combined with workforce reduction, includes such things as elimination of functions, groups or divisions. 3. Systematic change: Long term strategy characterized by changing the organizations culture and the attitudes and values of employees with the ongoing goal of deducting costs and enhancing quality. By its very nature this strategy takes considerable time to implement. RESTRUCTURING HOW COMMON IS WORKFORCE REDUCTION AND?: The issue that comes up regularly involves how common workforce reduction in Canada. In a national study of major Canadian organization conducted in 1992 and in 1998, it was found that 56% of respondents permanently reduce the workforce over two year period ending in 1992, while 50% cut the number of employee during two year period prior to 1997-1998 about 31% of employee reduced in both 1992 and 1998 5% precent of organization did not engage in workforce. Three recent studies found 45% of participants reported that their organization permanently reduced workforce in two years. Among  organizations reducing the workforce average reduction was around 15% of the workforce. Similarly, when investing how the workforce reductions were carried out; combining the result from the studies revealed that about 355 of reductions were by attrition, 45% by voluntary severance or early retirement; and 40% by layoffs. Compared 1990s, these results suggest that organization s are relying less on layouts and more voluntary services. WHY DO ORGANIZATIONS DOWNSIZE? There are several reasons why organizational decide to downsize the workforce. Some of the factors most commonly mentioned include the following: Declining profits Business downturn or increased pressure from competitors Merging with another organization, resulting in duplication of effort Introduction of new technology The need to reduce operating costs The desire to decrease levels of management Getting rid of employee â€Å"deadwood† Simply put, many organizations engage in downsizing because managers believe that cutting people will result in reduced cost (with cost being more predictable than future and improved financial performance. In addition, labour cost is often seen as easier to adjust relative to other expenditures. Although executives often perceive that reducing the number of people in the organization will lead to lower overhead cost, reduced bureaucracy ,better communication, improved decision making, increased innovative activity and higher productivity, there is considerable evidence that workforce reduction programs often fail to meet their objectives, as has been observe by Cascio: Study after study shows that following a downsizing, surviving employees become narrow-minded, self-absorbed, and risk averse. Morale sink, producing drops, and survivors distrust management. Some organizations drastically reduce the workforce and employ a severe reduction strategy despite increasing demand and a favourable competitive enviroment.This development, which has been mentioned by HR managers in personal interview, may be due to a variety of reasons, including a decision to follow the lead of other firms engage in cutback management and increase awareness of the need of operate in a lean and mean  fashion. THE DOWNSIZING DECISION: For many organizations, going through a downsizing is a very painful and difficult experience. A 1994 article Business week profiled Robert Thrasher, executive vice-president at Nynex and the individual responsible for cutting labelled the â€Å"corporate assassin†. In speaking about downsizing Thrasher commented. This is tough, ugly work. The stress is palpable .I’m vilified throughout the company .that’s tough thing to carry around. â€Å"More recently, Robert Burtlon of Moore Corporation, when discussing his role in a cost cutting plan at a previous company, stated.† I don’t get frustrated any more. I just fire people.† Too often, organization embarks on a downsizing program without careful consideration of whether there are feasible alternatives to downsizing. Studies after study reveals that many downsizing are not well planned frequently ignore the linkage between downsizing and the strategic direction of organization, and underestimate the impact of downsizing on the organization and its human resource. ALTERNATIVES TO DOWNSIZING: Downsizing can be a costly strategy for organization to pursue and as a result, it is desirable to investigate whether alternatives to downsizing exis.In a number of instance, organizations discover that pursuing different alternatives to downsizing may eliminate the need to reduce the workforce or allow for a less severe downsizing strategy. Some of the alternatives include: 1. Cutting no personnel costs (e.g, through energy conservation, planned capital expenditures, leasing of capital equipment, reductions in travel or club memberships) 2. Cutting personnel costs (e.g, through a hiring freeze, job sharing, a reduction in work hours, reduced benefits, and wage concessions) 3.Providing incentives for voluntary resignation or early retirement Although this list is not complete, it emphasizes the need to consider other ways to manage costs within an organization One organization, road communications inc, asked each member of its staff to take one week of unpaid leave during the summer months. According to senior partner mia wedgbury , it let us keep our core team together while reducing cost. And  it went over well with the staff because it precluded layoffs. another organization acxion corporation cut the pay of each employee earning more than 25000 dollar by 5% but also gave the employee the option to by company stock that would be matched one-foe one by the firm INPLACEORMENT AND OUTPLACEMENT ISSUES: Outplacement Issues .Inplacement Refers To A Career Management Approach Inappropriately Placed Workers Into a Restructured organization ,while outplacement focuses on the provision of a program In Examining The Downsizing Decision, It Is Necessary To Consider Both Inplacement And of counseling and job-search assistance for workers who have been terminated. In making career management decisions, organizational decision makers may opt for an inplacement program or termination with outplacement In a survey of Canadian manufacturing firms completed in 2000, organizations that had gone through downsizing were asked to report on the benefits they provide to displace workers. These results are provided in figure11.2 .The most common benefits were severance pay, continuation of employee benefits, outplacement retraining assistance or family counseling PLANNING FOR DOWNSIZING: If downsizing is essential, the key issues that need to be considered: Determining how many people will lose their job and who will be let go (ie. based on seniority or performance) Determining how reduction will be carried out. For example, to what extent will the organization use attrition, early retirement or voluntary severance programs and layoff or termination. Its possible to consider the approach to workforce reduction from the perspective of employee? As indicated in figure 11.3,the approaches to workforce reduction vary in the degree of protection to employees and the cost to employee Determining the legal consequences. For example organizations often ignore or are unaware of legal requirements when downsizing the workforce .some areas of law to be aware of include the law of wrongful dismissal,employment  standards legislation, trade union law ,existing collective agreement provisions, and human right legislation. for instance, there may be a very narrow line between voluntary and involuntary termination, and with the termination of older workers, there exists a possibility of an age discrimination claim Designing current and future work plans .this issue represents a key challenge for the organization and is frequently neglected Implementing the decision. Implementation includes such elements as severance payments, outplacement counseling, the communication of the termination decision, timing if the decision, issues, and communications with remaining employees Performing follow-up evaluations and assessment of downsizing effort Figure 11.3 Approaches To Workforce Reduction Workforce Degree of Reduction protection to Implementation Approach Example Employee Time Attrition Hiring Freeze High Show Voluntary Early Retirement Redeployment Voluntary buyout Work sharing Involuntary Transfer Redeployment Demotion Imposed job sharing Layoff with Retraining Assistance job counseling Advance notice Layoff without Termination Low First Assistance No advance notice No Severance PROCESS OF DOWNSIZING: There are 6 processes. These are below: 1. Develop an RIF team to plot initial strategy. 2. Plan the goals and timing of the RIF. 3. Perform an overall workforce analysis. 4. Review employment policies, individual contracts of employment. 5. Ensure compliance with the Worker. 6. Special considerations for unionized employers. 1. Develop an RIF team to plot initial strategy: Nobody likes the prospect of a downsizing – especially employees who may feel particularly vulnerable to being laid off – and the mere mention of the word can trigger widespread hysteria and morale problems. At the early stages of the initial strategy phase, a company should limit discussion of downsizing to a trusted core of high-level management personnel and consultants. For large companies considering large-scale layoffs, the RIF team ideally should include the chief financial officer, the chief executive officer, the chief operating officer, a senior-level human resources or employee relations executive, an upper-level payroll specialist, an employment law attorney, and a public relations consultant. 2. Plan the goals and timing of the RIF: The first task is to determine the magnitude of savings that need to be realized from a layoff. This task is part of an overall cost-cutting plan, which could implicate other costs and expenses in addition to those related to personnel. Second, the RIF team should consider ways to realize the desired savings, such as subcontracting; consolidation of divisions, operating units or functions; the sale of the company or a work unit; and shutdowns. 3. Perform an overall workforce analysis and an analysis of each proposed termination: The most complicated and difficult aspect of the RIF process is determining which employees will be laid off. The most common legal challenges to layoffs are administrative charges and lawsuits premised on discrimination based on age or other legally protected characteristics. Accordingly, it is crucial for an employer to be able to give legitimate, nondiscriminatory reasons for every termination decision. Those reasons need to be easy to articulate and logically consistent. 4. Review employment policies, individual contracts of employment, separation benefits and stock-option agreements under which affected employees may claim rights or benefits: The RIF team should perform a due-diligence review of potential liabilities and verify whether, by policy or contract, the company has limited its ability to lay off employees. Likewise, where a collective bargaining agreement or policy dictates a priority for reductions in force, or â€Å"bumping rights,† such procedures should be examined. The company should also review policies and agreements to determine eligibility for severance benefits and accrued benefits such as paid time off, vacation or sick leave. 5. Ensure compliance with the Worker Adjustment Retraining and Notification (WARN) Act: Generally, employers with 100 or more employees are subject to the WARN Act. Covered employers are required to give 60 days’ advance written notice of a â€Å"plant closing† or â€Å"mass layoff.† A â€Å"plant closing† is defined as the permanent or temporary shutdown of at least one facility or operating unit that results in an employment loss of 50 or more employees at a single site of employment. A â€Å"mass layoff† is a loss of employment at a single site of employment that affects at least 50 employees and one-third of the covered employer’s work force. a loss of employment of 500 or more workers at a single site of employment. Special considerations for unionized employers: The National Labor Relations Board maintains that, with certain exceptions, employers must bargain with employee representatives over the effects of  layoffs stemming from entrepreneurial decisions such as closing a plant or transferring bargaining-unit work. In the case of layoffs that do not constitute a business closing or a transfer of bargaining-unit work, employers generally must bargain over the effects of such decisions and, depending on contract language, the very decision to lay off employees. ADJUSTING TO JOB LOSS: Workers who have lost their jobs frequently experience tremendous pain. As well, job loss can be very difficult for family members. Furthermore, many downsized employees are very bitter and angry with their former employer. A U.S. study of downsized workers revealed that 67% would never work for their former company again, 54% would not recommend that others purchase the organization’s products or services, and 11% considered going to the media and talking about their layoff experiences. One can start adjusting to job loss by using a little psychology. There have been a lot of studies done on how to deal with loss. Psychologists have found that people often have an easier time dealing with loss if they know what feelings they might experience during the â€Å"grieving process.† Grief doesn’t usually overwhelm us all at once; it usually is experienced in stages. The stages of loss or grief may include: Shock — you may not be fully aware of what has happened . Denial usually comes next — you cannot believe that the loss is true. Relief then enters the picture for some, and you feel a burden has lifted and opportunity awaits. Anger often follows — you blame (often without reason) those you think might be responsible, including yourself. Depression may set in some time later, when you realize the reality of the loss. Acceptance is the final stage of the process — you come to terms with the loss and get the energy and desire to move beyond it. The â€Å"acceptance† stage is the best place to be when starting a job search, but you might not have the luxury of waiting until this point to begin your search. While some people may see a job loss as a challenge which opens up new opportunities, most associate job loss with strong negative emotions. It is important to know that it is natural to have some negative feelings (especially at first) after a job loss, and that most people experience  them. Here are some feelings and experiences that you may have after losing your job: Loss of professional identity: Professionals identify strongly with their careers. Unemployment can often lead to a loss of self-esteem. Being employed brings respect in the community and in the family. When a job is lost, part of your sense of self may be lost as well. Loss of a network: The loss may be worse when your social life has been strongly linked to the job. Many ongoing â€Å"work friendships† are suddenly halted. Old friends and colleagues often don’t call because they feel awkward or don’t know what to say. Many don’t want to be reminded of what could happen to them. Also, when work and social activities mix, such as with company picnics and dinner parties, the job loss can be hard for all family members who participated in such activities. Emotional unpreparedness: Those who have never been unemployed may not be emotionally prepared for job loss and may be devastated when it happens. It is natural and appropriate to feel this way. You might notice that some people you know don’t take their job loss as hard as you have taken it. They might be more prepared for this time of uncertainty. Studies show that those who change jobs frequently, or who are in occupations prone to cyclic unemployment, suffer far less emotional impact after job loss than those who have been steadily employed and who are unprepared for cutbacks. A number of organizational interventions and practices have been identified as helping previously employed workers adjust to job loss and secure new employment. They include the following: Advance notification of layoffs, which gives employees time to dent with the reality of job loss and to seek future employment. Severances pay and extended benefits, which provide an economic safety net. Education and retraining programs, which give individuals time to acquire marketable skills. Outplacement assistance to inform employees of new job opportunities and to improve their ability to â€Å"market† themselves. Clear, direct and empathetic announcement of layoff decisions. Consideration of HR planning practices that represent alternatives to large scale layoffs. There are some benefits of losing a job: Time to reflect Grow new ideas, direction and career plan Get out of a job that was substandard Spend more time with family and hobbies

How does steinbeck portray George, hero or villian? Essay

â€Å"Of Mice and Men† is based on the major themes of hard reality, dreams, companionship and tragedy; particularly relevant to 1930’s America, following the depression and economic poverty it caused. Steinbeck portrays George as a flawed character who doesn’t display archetypal heroic qualities, however the reader empathizes with him. Steinbeck therefore ultimately presents him as a anti-hero within the context of the narrative. At the beginning of the novel, Steinbeck portrays George as a flawed character. George and lennie travel to a ranch , indicating the unsettled lifestyle of men during 1930’s. Before arriving at the ranch, George loss his temper with lennie : â€Å"morosely† implying bad temper and unsociability, and perhaps emphasising George’s villainous side. another perspective may be the build up of Georges anger, due to complications in weed. Steinbeck implies this using the word â€Å"restless†. The enraged language heightens Georges villainous attributes, combined with adverbs â€Å"explodes† and â€Å"snapped†, increasing the readers confusion about George although they empathize with his hardships faced by staying with Lennie However, these hardships are questioned by his actions later in the novel. Georges relationship with lennie conveys his character as a anti-hero, however this doesn’t highlight his lack of conventional heroic attributes. Lennie’s portrayed as protective towards George: nobody hurts George† â€Å"Lennie growled†. Nonetheless, this juxtaposition intensifies the contrast between the pair. Perhaps Steinbeck uses this to intrigue the reader about the dynamics of their relationship, heightening the human side of George and allowing the reader to empathize with George under the circumstances. Steinbeck describes George as having â€Å"sharp strong features†: due to his work as a itinerant migrant worker during the US depression. However, the reader may begin to question if Steinbeck is using the adjectives to describe Georges physical appearance, or his strong character. Despite this, George’s most heroic quality is his intense care for others, specifically Lennie, where the reader observes the complexities of their companionship. â€Å"I never seen one guy take so much trouble for another† : Steinbeck allows the reader to notice Georges kinder human characteristics. On the other hand, Steinbeck uses the adverbs â€Å"morosely†: the negative language empathises Georges villainous side. Additionally, Steinbeck uses the verbs â€Å"snapped† and â€Å"glared† to present George as harsh and sharp. Combined with â€Å"harshly† and â€Å"briskly† the readers ambiguous reaction towards George is increased, and some sense of heroism is lost. the loss is intensified towards the end of the novel. In contrast to George, Steinbeck describes lennie as â€Å"patient†. juxtaposing Lennie’s innocence with Georges frustration. Despite this George looks â€Å"ashamedly† , which contrasts against his temper heightens his human characteristics compared with lennie â€Å"anguished face†. ** However this confuses the reader about Georges emotion towards Lennie’s, making the reader question whether Georges a hero or villain. The element of dreams is the most powerful symbol in the novel, representing the possibility of self-reliance and freedom. Steinbeck presents George as inventor of the dream, therefore his heroic attributes become visible. Steinbeck conveys George as essentially protecting other characters from the cruelties of the world. Additionally, Steinbeck portrays George as an inspirational welcoming character, as George allows candy and crocks to become â€Å"bemused by the beauty† of the dream. However this heightens their desperation and loneliness but also the trust and reliance they have in George. Even though each character subconsciously knows the dreams a unrealistic goal, they are still â€Å"amazed†. George spoke â€Å"reverently† conveys his deep respects and awe towards the dream, almost as if it was sacred. This could connect to his surname â€Å"Milton†: reference to paradises lost a 1930’s poem about the destruction of a perfect place. here, Steinbeck heightens his human attributes. perhaps another perspective could be that George allowed the character to dream falsely as he knew the dream wasn’t achievable. in the context of 1930’s economic situation, maybe he knew â€Å"they’d never do her† and he agreed as Lennie â€Å"usta like to hear about it†. on the other hand, the dream may have been created for Georges benefit and selfishness. Therefore, through George’s dream Steinbeck highlights both heroic and potentially villainous attributes of his character. In the last scene, George murders lennie not through an evil intention but a mercy killing. Steinbeck creates a paradox as George intends to kill lennie however George portrays being cruel to be kind. Steinbeck’s presentation of Georges internal conflict is finally resolved. The reader observes that the Curley will punish lennie brutally and slowly; â€Å"shoot for his guts†. Therefore the reader empathises with George, as he makes a conflicted decision between two actions. In contrast to George, Steinbeck portrays Curley as an archetypal villain. Curley is described as â€Å"terrier†. the malicious language elevates his villainous traits above Georges. combined with the adverbs â€Å"lashed† and â€Å"harsh† the readers negative reactions towards Curley heighten, as they’re unable to trust Curley, instead they feel a sense of alert and tension when he’s around. therefore, when comparing George and Curley, George villainous qualities decrease and his heroic actions become more visible. Despite Georges complaints about lennie, he feels a brotherly connection with Lennie because Lennie provides an escape form loneliness of a migrant workers who are † the loneliest guys in the world†. However, an alternative perspective that heighten George heroism, is that perhaps George killed lennie, as he realised Lennie was a danger to society. Overall, the reader witnesses the depth of the sacrifice George made, even though it shattered is own dreams, strengthening the readers empathy towards George. Despite this the reader is unable to forgive Georges actions. This concludes Steinbeck as portraying George as a conflicting character, an anti-hero.

Persuasive Memo Research Paper Example | Topics and Well Written Essays - 1250 words - 2

Persuasive Memo - Research Paper Example Issue in the community of Seattle In a study conducted by Oxford Review of Economic Policy, evidence suggests that the implementation of ecological practice in business operation as a corporate social responsibility is more profitable to the company and contributes to their financial goals. In the same study, Reinhardt and Stavins debunked the traditional notion that going green is an altruistic sacrifice of profit just for the company to look good because evidence suggests that it can in fact be profitable (Reinhardt and Stavins, 2010). In addition, the study also showed that CSR in today’s business is a necessary management function as â€Å"firms that engage in unsustainable CSR may find themselves being pushed out of business† (178). If the ecological practice of businesses is such a big deal among customers, this is doubly important to the community of Seattle because survey showed that Seattle is among the most environmentally conscious in the whole of United Stat es (Rolph, 2010) and that they take the issue of climate change seriously considering that they had suffered from fiercer storms that claimed many lives and properties. Just recently, a windstorm hit Seattle which hurt people, and knocked out its power supply which affected thousands of its residents making environmental concern a pressing issue today (Fateh et al., 2013). Going green in supply chain as CSR To respond to the environmental issue that besets Starbucks, it must contribute its share in reducing its carbon footprint into the atmosphere that caused the climate change. Although the manifestation of the issue of climate change is local such as storms getting fiercer and more frequent in the community of Seattle that kills, hurt and destroy property, the solution is global. The solution is global because the collective carbon dioxide in the atmosphere that caused climate change is emitted by everybody of which Starbucks must contribute in reducing its carbon footprint even i f such business activity is somewhere else other than Seattle. The solution to the environment issue which besets the community of Seattle includes not only the reduction of carbon emission but also the avoidance of cutting trees that absorbs (and in effect minimizes carbon dioxide emission) carbon dioxide that reduce it to the planet’s regenerative capacity. Starbucks as a company is a direct agent of either aggravating the emission of carbon dioxide into the atmosphere or a socially responsible party that helps reduce carbon emission into the atmosphere. This is due to the fact that Starbucks raw material which is the coffee beans is a product of farming whose methods of growing can either aggravate the issue of carbon emission or help reduce it. There are coffee farming practices that aggravate the environment such as swidden farming or the cutting and burning of trees to plant crops of which Starbucks must avoid so as to retain the goodwill of the community of Seattle (Bu ttino, 2007). Starbucks must be particularly conscious in its CSR practice in the community of Seattle because it is the home of their headquarters. Any negative perception there will surely ripple to its other franchises across the world which could severely damage its brand and affect its bottom line negatively. Program specific: green supply chain Ethical sourcing of beans as a CSR practice will include not

ABOUT CULTURE( ANTROPOLOGY) Essay Example | Topics and Well Written Essays - 750 words

ABOUT CULTURE( ANTROPOLOGY) - Essay Example Gender-roles were defined as expectations regarding the proper behaviour, attitudes and activities of males and females. The application of traditional gender roles leads to many differentiation between men and women. Both sexes are physically capable of leaning to cook and sew, yet most western societies determine that these tasks should be performed by women. Both men and women are capable of learning to weld metal and fly airplanes but these functions are generally assigned to males. All of us can describe the traditional gender-role patterns which have been influential in the socialization of children and the United States. Male babies get blue blankets while females get pink one. Boys are expected to play with trucks, blocks and toy soldiers; girls are given dolls and kitchen goods. Boys must be masculine – active, aggressive, tough, daring and dominant – whereas girls must be feminine – soft, emotional, sweet and submissive. Boys are socialized to think that they are invulnerable, fearless, decisive and even emotionless in some situations. These are difficult standards to meet; yet, for boys who does not â€Å"measure up† life can be trying. This is especially true for boys who show an interest in activities thought of as feminine such as cooking or for those who do not enjoy traditional masculine activities such as competitive sports. Women are portrayed to be more religious and spiritual. They are the ones who continuously ask for divine guidance when the family experiences suffering or hardships. Aside from this, women are also depicted to be very keen in keeping up with the traditions or rituals required of their religion. In any society, gender socialization and stratification requires not only individual socialization into traditional gender roles within the family, but also the promotion and support of these traditional roles by other social institutions such as religion and education. Moreover, even with all the major

Sociology class Essay Example | Topics and Well Written Essays - 500 words - 4

Sociology class - Essay Example So what does sociology actually imply? For me, based on my own understanding, sociology is concerned with individual action that is unavoidably connected to the action and behavior of other people. Hence, the focus of sociology is quite extensive, encompassing all issues of our social behavior. Nevertheless, the abovementioned description of sociology can be confined. Take for instance an aspect of behavior like a consumer’s decision to buy a product. In general we would view this behavior as an economic act in the sense that it involves a monetary transaction. However the consumer’s choice to buy can also be regarded as being a sociological act, because it definitely has personal significance for the consumer, and it is directed towards the assumed and actual conduct of other actors such as salespeople, other consumers, etc. So what is the importance of sociology? Why do we have to learn about it? Sociology becomes increasingly important nowadays due to the sweeping progress of globalization. This event led to the far-reaching transformation of the globe’s political landscape. The traditional state was displaced by a completely new form of ‘nation state’ founded on transnational institutions, areas, and metropolises. Hence, because of this, sociology becomes indispensable to the understanding of the effects of globalization on the current standing of the nation state. However, some argues that sociology loses its importance because of globalization. I do not think so. Sociology will never lose its importance in present-day civilizations. While long-established societies and cultures were displaced by the new systems, a contemporary sociology embracing them displaced traditional sociology. Certainly, the similarity between traditional sociology and the contemporary one is that as the former emerged in reaction to contained modernization, observed through the occurrences of industrialization and, later on, urbanization, contemporary