Philosophy Meaning Essay Example for Free

Philosophy Meaning Essay PHILOSOPHY greek meaning â€Å"love of wisdom†, encompassed the love of all wisdom, but only in recent centuries came to refer to a special branch of enquiry, separate from other sciences, such as â€Å"natural philosophy†. * is universally defined as â€Å"the study of the wisdom or knowledge about the general problems, facts, and situations connected with human existence, values, reasons, and general reality. † It seeks reasons, answers, and general explanations to life and its factors. Thus, if we talk about philosophy, we talk about a school of thoughts. â€Å"philosophers† which makes a profession of studying things in their separation from human life and practice. The main branches of Philosophy are Logic, Epistemology, Metaphysics and Ethics. Western philosophy is referred to as the school of thought from Greek philosophy that influenced the greater part of Western civilization. * takes its roots from Rome and Christianity, specifically Judeo-Christianity. * Latin * Rational, Scientific, Logical schools. Western civilization is more individualistic, trying to find the meaning of life here and now with self at the center as it is already given and part of the divine. Eastern philosophy is based mainly in Asia, more specifically the Chinese philosophy. * Confucianism, Mahayana Buddhism, and Taoism. Chinese. Hinduism, Integral Yoga, Islam, Zen * Relationship with religion; Integration Search for absolute truth: * Systemic approach – all events in the universe are interconnected * Searching inside yourself – by becoming a part of the universe through meditation and right living. Eastern philosophy is drawn much more into groups or society or people’s actions and thoughts as one in order to find meaning in life as they try to get rid of the false â€Å"me† concept and find meaning in discovering the true â€Å"me† in relation to everything around them, or as part of a bigger scheme. Summary: * Western philosophy is mainly used in the Western parts of the world, such as in the European countries, while the Eastern philosophy is prevalent in Asian countries. * Both philosophies center on virtues. * West’s Individualism ( and the East’s Collectivism (A human being is an integral part of the universe and the society. People are fundamentally connected. Duty towards all others is a very important matter. Collectivism is stronger. ) * Eastern philosophy takes more of a spiritual approach while Western philosophy is more hands-on. The Ionian Philosophers * comes from Aristotle; first source to attempt systematic exposition of their doctrines. Thales * Prediction of the eclipse, and other astronomical activities. * Prediction of solstices * Mathematical discoveries (geometry ) * Cosmology * Natural phenomena including the heavens could be discussed as processes governed by natural laws. * Believed that the Earth was a large (? at) disk ? oating on an in? nite ocean of water, and that earthquakes resulted from disturbances in this ocean that shook and cracked the Earth. * concept of â€Å"unity underlying diversity† some fundamental principles tying together all the multitude of things we see on Earth * water was the fundamental element from which all things were derived. Anaximander * Zoogony and anthropogony * thought the Universe formed out of an in? nite chaos he called the â€Å"boundless† due to a â€Å"separating out† of opposites (such as hot and cold, wet and dry). * ? rst recorded attempt to model the Universe. (the Earth was a cylinder and that the Sun, Moon and stars were all located on concentric cylinders, or hoops, rotating about the Earth. ) Anaximenes * one ruling material principle is air; imperceptible. * Air was the fundamental material of all things. * ? rst attempt to explain the diversity of the world with qualitative differences in terms of quantitative differences. Babylonians and Egyptians were excellent at mathematics. Greeks began to move away from their mythical view of the world and started to seek explanations of natural phenomena; later called science. * All questioned the origin of the Universe, what was here in the beginning, and what things are made from. They all believed that material substance (rather than some spiritual or supernatural substance; thus the name materialists) made up the Universe. In other words, matter is the only substance, and reality is identical with the actually occurring states of energy and matter. * physicalism. to distance oneself from what seems a historically important but no longer scientifically relevant thesis of materialism.

Emerging Issues In Strategic Human Resource Management Commerce Essay

Emerging Issues In Strategic Human Resource Management Commerce Essay This report is based on the case study Apple Inc.s Corporate Culture: The Good the Bad and the Ugly. The report tried to investigate and find out what is good and what is detrimental to the organisational culture in terms of Human Resource strategy and practice in Apple Inc. The conceptual investigation was totally focused on Human Resource Management perspective issues of Apple, though the case study has included wide areas of analysis including Apples operations, marketing, accounts etc. This theoretical research provides a reasoned and academically underpinned critical analysis as well as provides coherent and justified recommendations for changes to HR strategy and practice in Apple Inc. Based on the above mentioned case study, this essay reviewed the impact of people (employee) in apples magical success as well as it has reviewed the Apple Incs management and leadership styles. In the progress of the essay, Apples human resources policy is also critically evaluated and detrimental HRM issues are identified. Appropriate models and frameworks also has been identified which could be used for better managing of human resources. Good HRM practices also given credit which they can effectively keep implementing for sustainable future success. Critical appraisal of the contribution people has made to Apple Inc People, in organisational term employees have great impact towards organisations success or failure. Michigan model (Cited in Price 2007, pp 40) explains that employees are resources in the same way as any other business resource. So exploiting the peoples are crucial as with other equipment and raw material of the organisation. Peoples in Apple Inc. have made huge impact and they are the key of companys success. Its CEO Steve Jobs is the person who has been the figureheads for the company. He is the founder of the company, however after his initial spell with the organisation he had to leave. When he came back after twelve years, he has made Apple most innovative and profitable organisation on earth. He is an iconic figure and everybody wants him around in the company. He is worlds greatest salesman (case study). Apple and Jobs have become synonymous. How one person can make a crisis-ridden company to a world most recognised company, what might be impact of peoples to an organisation, Apple and Steve Jobs would be used as an example surely for long. It is not only Steve Jobs, apart from him it is peoples who works for Apple made the difference. As the case study suggests, totally awesome team of people working in the company. Everyone is respectful, intelligent and good at executing. Apples employees had high passion and believe in the corporate mission and it was the competitive advantage for the company. Apple exploits it employees in various roles right from engineering to marketing to operations and sales. People working for Apple feels proud working for the most innovative company and work hard for the company which is phenomenal within the industry. According to the case study the key people in the organisation are the position of technical, marketing and staff positions. The organisations success largely depends on attracting and keeping these peoples. Redman Wilkinson (2009) indicates that personal and organisational success is increasingly correlated with the profession of skills. Skilled individuals can command a premium salary in periods of high economic activity. It is the interests of any company to maximise its human resources by investing in the skills of its workforce: its human capital. Price (2007) suggests human capital is a crucial component of an organisations overall competitiveness. Companies like Apple where human resources become the driving force in the development of strategy; there is an overriding emphasis on developing their skills and capitalising on their competencies. Apple has successfully focused on the people resources and capitalised it to achieve competitive advantages in the market place. Apple is acknowledged as the most innovative company within the industry and no doubt, its peoples (management and other employees) has made it worlds top innovative company. Analysis of factors concerning the management of the human resource in Apple Factors concerning the management of the human (people) resource vary within an organisation and across situations. The output of any organisation, however it is measured, relies heavily upon market factors which determine how the organisation operates. RDI (2010) suggests, future trends must be identified and the organisation must be able to adapt to them if it is to continue to function in a profitable and effective way. The HRM function must support these strategic perspectives. In developing a strategic perspective, an in-depth understanding needs to be acquired of the relationship between an organisations environment and its people (HRM) strategy. HR professionals must therefore have an understanding of the strategic HRM process in term of people aspects. . Most organisations are being held back by people issues. They need to be handled with care and effectively. It seems Apple has adopted a balance of Best fit and best practice approaches to manage its human resources. The objective of Apples Human Resources is to maximize the return on investment from the organizations human capital and minimize financial risk. These responsibilities are conducted by human resource managers in an effective, legal, fair, and consistent manner. Human resource management in Apple serves these key functions: Recruitment and selection, work analysis, training, job rotating, leadership development, performance appraisal, incentive compensation, benefit profit sharing, employee development, employee security and health, employee relation etc. However some key factors concerning the management of human resource in Apples are discussed below: Recruitment Apple recruits people with computer based knowledge. Highly selective recruitment process was designed to hire only the best who would fit well to the organisational culture regardless of their experiences. Organisational fitness is more important in Apple than job-fitness. Case study suggests that selection process is a short procedure, where prospective employees organisational suitability is measured by verbal interview. Equal opportunity and diversity Apple is the equal opportunity Employer and promoted diversity within the organisation. Apples employees are from diverse background. Diversified workforce is one of the positive aspects of Apples corporate culture. Compensation and benefit: Apple offers various benefits to its employees and its compensation and benefits are very competitive. Benefit package varied depending on location and employment status. The common benefit included insurance coverage, flexible spending accounts, an employee stock purchase programme and a 401(k) saving and investment plan. Product discounts, on site fitness centre, and the opportunity to work on big projects with some of the experienced players in the industry were added bonuses. Salary and compensation reviews include year-end bonuses, vacation time and other perks and reimbursements. Apple also offered the FlexBenefits programme to its employees where they could choose benefits that best fit their lives. Recognition and appreciation In 1995 Apple created the Apple fellows program in order to recognise the best of its employees who had made extraordinary contributions to personal computing. Each Apple fellow acted as a leader and visionary guiding the company in their particular area of expertise. According to the case study apple is well known to appreciate and value its employees. It is considered a great place to work for people who are passionate about innovation. Career opportunity: Apples positive recruitment policy emphasis on candidates suitability to suit the organisational culture rather than their skills to fit in a specific position. However opportunities are given to employees to gather skills within the organisation. Opportunities for training and development include internship, on-the-job training etc. Internship with apple offered real learning experiences that led to prospective careers in diverse fields. Apple attracted most talented people to come as interns, as people valued Apple best place to learn, they joined them and worked for them as interns. They thought once they get chance to work at Apple, whatever basis it is , it would not be a problem for them to find jobs in elsewhere, the fact is that it wasnt as according to the case study most of Apples interns were able to find jobs promptly once they had some experience from Apple. On-the-job training is applied successfully in Apple. In this casual work culture employees get an opportunity to work with experienced and talented people with no end to challenges. Employability security: Apple has no mutual obligation between the company and its employees and the employees should opt for a better opportunity if it came along. Apple is always unapologetic about layoffs and made it clear that the company believed in employability security rather than employment security. The employability security means that an employee after working with apple would learn enough to be attractive to another employer if laid off. Apple emphasis on psychological contract rather than physical contract. Price, (2007) viewed psychological contract as an informal understanding between the employer and employee. Unlike the formal employment contract, this has no physical existence. It is a set of expectations held by both employers and employees in terms of what they wish to give and receive from their working relationship. Comparison and contrast of the concepts of management and leadership in context of Apple Inc The effectiveness of any organisation depends upon the structure of the management system in operation, as well as its cultural environment. According to the case study Apple is ranked in the top position for the people management within the industry. Jobs is a charismatic CEO whose management style has influenced by Douglas McGregors Theory Y type attitudes (Price, 2007) who leaves his employee to work on their own, taking initiatives, being self-motivated and tending to work hard. However when it comes to take final decisions, the case study suggests it is always one person who takes them and it is Steve Jobs himself as well as his job delegation was very selective only to whom he (Jobs) trusted which is named benevolent authoritative style of management by Likert (2009). One of the problems of management was span of control and information communication gap. As the case study suggests one of the employees said, six different supervisors gave him six different answers and they did not communicate together. Apples management coordination is characterised by Japanese centralisation (Torrington et al 2008) orientation the typical Japanese approach is for strong headquarters group to keep for themselves all major decision. Steve Jobs is a visionary leader who has who has always identified the need of change and has vision of future desired state. Anon (2002) dubbed him as a transformational leader who has single-handedly turned the organization around and delivered it from crisis when he was called back to the company in the year 1997 after twelve years of his departure. Jobs inspired the employees at apple to come out with unconventional products by thinking differently. However though Jobs leadership has brought success for Apple, it does not guarantee that same style would work for future leaders. According the case study Jobs leadership in Apple is supported by Great man theory of leadership where he practices CEO centric power. Anon (2008) suggests that he is secretive, controlling, hog credit, makes people cry and parks his Mercedes in disabled spots. In the world of continuous change this sort of leadership is ineffective for long run. Jobs has been a successful manager who has showed his competency of managing task and people in Apple at the same time though he is a transformational visionary leader but on the other side of the coin he is a autocratic dictator who has been subjecting his employees to tyrannical outburst and fostering a culture of strict secrecy at the company. Apples future leader should adopt more integrating style of leading rather than Jobs traditional controlling leadership. Apples organisational culture is ingrained by Steve jobs and he has made Apple an Institutional mirror of himself. However the company thinks that they would keep operating the same way even when Jobs was no longer there. As the case study suggest that Jobs put an executive team, trained and groomed in his way of doing things in place to take the company forward in his absence. It seems the scheme is successfully working as in Jobs recent six months absence period the company ran smoothly and even Apples stock price was up 66%. Steve jobs has put bold management succession plan in place as it is clear after Jobs sudden exit, Cook will take over as the CEO. Torrington et al (2008) describe it as individual succession analysis. This process is focused to an informal approach to promote with short-term focus on who would be able to replace senior people if they left suddenly. However it is not undisputable that Apple is a visionary organisation or Steve Jobs is a visionary leader as some critics thinks they live just in present. Like Boivin, C. Roch, J. (2006) said Apples leadership are stonewalling; these people, accustomed to the veneer of emergencies, could find no heart or time in their calendars for thinking beyond next months products, next months programs. Too many Apple people, live only in the present and are so wrapped up in the present, so totally engrossed in fighting todays battles, that they live unaware of the past and the future. All today, no yesterday, no tomorrow. They werent stonewalling on the strategy; the strategy dealt with tomorrow, and there was no time in their calendar for tomorrow. Leading and developing effective teams Though Apples work culture is driven by intense work ethic, however it has also another side. In one side we can see a group of eccentric workaholic peoples who work unusually longer hours on the other side we can see that Apples work environment is relaxed and casual, which has certainly helped leading and developing effective team spirit. Employees are followed by casual dress code on the job. According to the case study, Apples employees think it has funny, brilliant, relaxed co-workers and modern, spacious, beautiful offices filled with comfortable couches. Case study also suggests, employees are upbeat about Apples workplace experience and corporate diversity and shared passion. Apple has been able to instil a sense of pride towards its employees. The work culture at Apple was driven by passion for products and attention to the minutest details. Every department is equipped with smart, creative and hard-working people. The work culture is much more like club rather than family. Product development team is formed at Apple with peoples from diverse experience background. By hiring innovative people from diverse background, apple was able to incorporate different perspectives and skills and achieve its goal of making the best products on the market. Teams in Apple work in challenging and creative environment and explored new ways of performing common tasks. Apple provides them ample opportunities to learning and growing. There was amazing level of coherence among the executive teams at Apple. However rather than team work in apples corporate culture encourages individual performance. In Apple, employees had to do their work independently and each individual was his/her best resource. Guidance was occasional. As a company policy employees were not allowed to take note in meetings. Apple appreciated hard working employees and rewarded those who demonstrated their skills and capabilities. It seems Apple fostering an individualistic culture rather team culture. It selects independent thinker who likes to work alone. Apple created a club/community like environment to motivate and retain employees. Analysis of HRM problems in Apple Inc and appropriate models to develop solutions The absence of systematic standard human resource management tools is major problem for Apple. In the absence of well-structured systems and process, the corporate culture became dysfunctional. Many talented people left Apple, because they did not like Apples culture. Without systematic HRM strategy which should be aligned with organisational strategy the company will not prosper for long time. Lack of proper tools to recognition and appreciation Case study suggests that employee had to look after their career as organisation has no proper talent tracking system. Management did not care about interests of other employees, recognising their hard works. Employees innovative product ideas have never been accepted by the company. Though in the early stage employees were appreciated for their work e.g. those who worked for Mac their signature were engraved in the inside of computer case. However it was not the practice later on. Promotion unfairness According to the case study unfairness in promotions and overall employee treatment existed at Apple. Apple worked its employees to the bone but did not reward their hard work and dedication. Only top executives were rewarded. In Apple, appraisal is not based on contribution to the team and support of others, rather based on individual outstanding performance. Career progression and development In a flat hierarchical organisational structure career advancement opportunities were very limited. Reward and bonuses Reward is not based on team performance and contribution, rather individual performance and individual effort. The top management seems in Apple is content with their pay. Lower level employees have not got bonuses or pay rise. Even lower level employees do not have stock option though they worked 60 hours per week. Pfeffer (1998) models suggests profit can still be made with higher pay rates if the right pay format is used such as gain sharing , stock options and pay for skills (cited in Price, 2007). When employees think they are fairly rewarded they will show more commitment. Apples management must pay attention on this. It is important task for any HRM department to aligning an organizations payment arrangements and wider reward systems with the business objectives (Torrington et al. 2008, pp. 638). Long work hours Apple is criticised for its long work hours. Employees struggle to balance work and family life and Apple was blamed for having no regard for family life. Even the company was sued by its employee on the ground of breaking the Californian labour law. Adopting a commitment model (Torrington et al 2008) and changing the organisational culture could solve most of the HRM issues for Apple. commitment model: Communication: Outlining the direction that the organisations strategy is taking and the purpose of any changes. Staffs need to understand why decisions have been before they will cooperate in their implementation. Apples top level managements strict secrecy and rigid mentality must need to be changed. Ownership: Ownership is encouraged by involving people in decisions and making them responsible for implementing specific action. Steve Jobs himself and his successor must stop taking all decisions without employee involvement and participation. Employee involvement is all about their participation with organizational decision making process. Employee involvement is largely concerned with preventing or alleviating alienation (Torrington et al. 2008, pp. 484). Staffs can be involved within the organization through ownership or empowerment. ABE (2001) HRM study manual suggests that empowerment involves people in the operation of organization, so they feel personal responsibility for their actions (pp. 115). Emotional Identification: It is more likely in an atmosphere of enthusiasm. This can be created by acknowledgement and encouraging responsibility and recognising hard work. Performance: Performance assessment and reward structure should be focused on commitment. Apple must put proper performance appraisal system in the place and act accordingly to identify well performing individuals and reward them accordingly. Change of organisational culture: Moreover organisational cultural shift is also needed which would change Apple from an excessive control cultural company to a collaborative cultural company. To survive in future transference and collaboration is essential. A culture that is constantly in pursuit of operational excellence. Good organisational cultures flourish the organisational growth. Leadership in control cultures is a function of authority, and decision making is tied closely to title and role in the organisational. Such organisations tend to be more hierarchical in structure (RDI, 2010). Apple belongs to this category. Scholars place a high value on collaboration not just internally, but with its customers and partners. It emphasises the power of teamwork. By collaboration it seeks to be closely in touch and in tune with the customer and the market at large. RDI (2010) hints that leadership in a collaboration culture is role-based, not person or title-based, and authority is situational (dependent on the particular client engagement, project etc). The natural organisational structure of a collaboration culture is cross-functional teams aligned to market opportunities. According to the case study Apple has been subject to the criticism for an organisational culture characterised by Steve jobs over controlling, top management strict secrecy maintaining and practice of lack of transference. To attain sustainable customer trust, transference and collaboration are necessary in all levels of the organisation. Conclusion It is obvious apple has many good thinks which are strength for the company including strong management, leading, skilled and dedicated people resources. However it is also evident that companys overall corporate culture is out dated which is characterised by absence of morale and lack of alignment of people with organisational strategy. So change in organisational culture is crucial and should be imminent for sustainable long term success. Future leaders initiatives to address these issues, their openness to change and implementing changes to the organisation would become vital factor to success. It is also need to be seen whether Apple finds a perfect successor (predictably Cook) for Steve Jobs, a man who has always been well ahead of competitors to create future vision. It is not drastic change Apple has to go through in near future in terms of its HRM strategy but they must implement some changes which will put the company from one man show to a systematic practice. Apples existing workforce comprise by 35,000 employees worldwide (case study), however this number is inevitable to increase in future and without proper Human Resource strategy and defined policy it will be difficult to manage a diverse huge workforce. Future leaders and managers must set out a standard HRM policy aligned with organisational strategy addressing all emerging issues of HRM. Reference Anon (2002) Transformational leadership; Organizational change; Management styles. Review of Transformational leadership in the context of organizational change by Eisenbach, R. et al (1999). Strategic Direction, 18(6), pp.5-7 [Online] Available at: http://www.emeraldinsight.com/journals.htm?issn=0258-0543volume=18issue=6articleid=869238show=html [Accessed: 19 July, 2010] Anon (2008) Leading personalities. Review of The trouble with Steve by Elkind, P. (2008). Strategic Direction, 24 (11), pp. 17-19 [Online]. Available at: http://www.emeraldinsight.com/journals.htm?issn=0258-0543volume=24issue=11articleid=1747898show=html [Accessed: 19 July, 2010] Bovin, C. Roch, J. (2006) Dominant organizational logic as an impediment to collaboration Management Decision, 44 (3), pp. 409-422 [Online]. Available at: http://www.emeraldinsight.com/journals.htm?issn=0258-0543volume=18issue=6articleid=869238show=html [Accessed: 19 July, 2010] Likert, R. (2009) Management Operations. Harlow, England: Pearson Education Price, A. (2007) Human Resource Management in a Business Context. 3rd Edition, London, UK: Cengage Learning EMEA rdi (2010) Managing the Human Resource Manual [Online] Available at: http://moodle.bl.rdi.co.uk/course/view.php?id=168 [Accessed: 18 July, 2010] Redman, T. Wilkinson, A. (2009) Contemporary Human Resource Management Text and Cases. 3rd Edition. Harlow, England: Pearson Education Torrington, D. et al (2008) Human Resource Management. 7th edition. Harlow, England: Pearson Education

Siddhartha :: essays research papers

Religion plays a large part in everyone’s life. In Herman Hesse’s epic story Siddhartha the aspect of religion is taken apart and looked at from nearly every possible angle. There are many key concepts revolving around the main theme of religion, but three which seem to me to be the most important and powerful are the ideas of control of self and soul; that knowledge can be communicated, but not wisdom; and the closely related ideas that time is not real and The Oneness of All Experience. In Siddhartha the idea of Control of Self and Soul is very important, not only to religion but in the gaining of knowledge and wisdom. Once a woman tempts Siddhartha to make love with her, but he hardens his soul and moves on. Shortly thereafter he finds the courtesan Kamala who captivates him and with whom he later learns the art of love. He is then glad that he resisted temptation. Siddhartha becomes rich so that he may experience all of life, and when he becomes nauseous with the pointlessness of his wealthy life and tries to commit suicide, he stops himself and thinks about what he is doing. He soon realizes the folly of his action and starts his life anew. Siddhartha believes that anything can be overcome if one will control himself. he expresses this to Kamala one day, saying; "Nothing is caused by demons; there are no demons. Everyone can perform magic, everyone can reach his goal, if he can think, wait and fast." I agree with Siddhartha’s thinking. All pr oblems can be solved, you just have to know how to do it. The second concept in Siddhartha is the idea that knowledge can be communicated, but not wisdom. Siddhartha believes this very strongly, and feels it is only right that one must gain wisdom for himself. When he and Govinda come to the garden of the Buddha and listen to Gotoma’s words, Govinda is immediately converted and stays. Siddhartha, however, does not. He respects Gotoma and believes that he has actually reached Nirvana, but Siddhartha does not believe that Gotoma can teach him to reach it. Later Siddhartha finds himself at a river, having run away from his riches. Here he sees another wise man, Vasudeva, the ferryman. He stays at the river and learns wisdom for himself. Siddhartha learns of the wonders of life, and that what he had always held to be true was true; that wisdom is not teachable.

The Newspaper as a Learning Tool -- Education Teaching

Newspapers have a long history of being regarded as a useful educational tool, and their use in a classroom setting dates back further than most might expect. Take, for instance, this quotation: "Much has been said and written on the utility of newspapers; but one principal advantage which might be derived from these publication has been neglected; we mean that of reading them in schools, and by the children in families?newspapers are plenty and cheap ? the cheapest book that can be bought, and the more you buy the better for your children, because every part furnishes some new and valuable information! (Cowen 1)" Although this statement reads like an educator or newspaper publisher of today might have said it, it comes from an article printed in the EasternHerald, June 8, 1795, in the state of Massachusetts. Exemplifying the fact that newspapers have long been viewed as informational tools, this statement also speaks to the tenure of newspapers as an institution. Actual recorded uses of newspapers in the classroom are dated in the 1890s, and in 1911, "The Volume Library" gave great attention to the value of teaching with newspapers. There are many events throughout the twentieth century that also helped develop the prevalent use of newspapers we see in classrooms today. The outbreak of World War II lead to a greater number of students reading the newspaper, both for informational and instructional purposes. In 1929, Richard S. Kimball published a book titled Current Events Instruction. This book was widely accepted by educators of the time, and because it contained suggestions for incorporating current events in the classroom, also became used extensively. Part of Kimball?s instruction for students becoming strong citize... ...A Manual for Teachers and Newspapermen on the Use of Newspapers in the Classroom. New York: American Newspaper Publishers Association Foundation, 1967. Brody, Jeffrey H. and Robert G. Picard. The Newspaper Publishing Industry. Boston: Allyn and Bacon, 1997. Cowen, Marlene Stone. "History of the Newspaper in Education Program." American Newspaper Publishers Association Foundation. ERIC Digest, Washington DC. 1978. DeRoche, Edward F. The Newspaper: A Reference Book for Teachers and Librarians. Santa Barbara, CA: ABC-CLIO Inc., 1991. Newspapers In Education. Partnerships in Education, The Buffalo News. 13 Nov. 1998. . Shipley, Barbara. "Integrating Mass Media Instruction: ?Connecting? NIE and TV Programs for the 21st Century." Annual Conference on Newspapers in Education and Literacy. ERIC Digest, Florida. 15-17 May 1991.

Poe :: essays research papers

What is the total effect of a story? The total effect of a story is the specific response an author expects to get from his/her readers. In "The Tell-Tale Heart," by Edgar Allen Poe, is complete and total horror. The setting, plot, character and even point of view contribute to this total effect of horror. The setting contributes to this total effect in several different ways. All of the shudders in the house were closed, so no one could see anything from the outside in or the inside out. This was scary because no one ever knew what went on in that house except the old man with the googily eye and the murderer. The house was old and creaky, and, during the midnight hours, was pitch black. This creaky old house is a classic for horror stories and films, so it definitely adds to the total effect. The plot also gives that same feeling of horror. The way the murderer watched the old man night after night, for hours at a time. You got the total effect of horror when he flipped the bed onto the old man, and then chopped him into little tiny pieces and hid him the floorboards. Then the police came to see about a scream that was reported earlier. The man led them through the house, claiming that the old man was out of town for a while. He finally sat down in the exact spot where the old man had been buried under the floorboards. What eventually made the man confess to what he had done when he imagined that he heard the old man's heart beating from under the floorboards. It got louder and louder until finally he thought they(the officers)were just driving him insane and they heard the heart to and they must have heard it until he just jumped up, ripped off the floorboards and said "I did it, I killed him," pointing at the pieces of the man. Characterization is the biggest part of the total effect of horror. The man seemed normal enough, except for the fact that the old man's "vulture eye" made a little crazy. He was very normal, until the "eye" drove him to stalking the man while he was asleep, and then finally killed him. At the beginning of the story, or the end, whichever you would like to call it, it was the beginning, and the end, he kept saying "I'M NOT MAD," it was sort of, well, a psycho thing to say after chopping someone into little pieces and hiding them in the floorboards, that kind of told

The Thomas Theorem

The Thomas Theorem states that in a social world, the interpretation of the situation influences the actions of the members of society. This would mean that when a number of people believe that some social issue, phenomenon or event is true, those same people would be driven to act on those issues or phenomenon which will then lead to the said issue to occur in reality (Macionis, 2007). A personal example of the Thomas Theorem is how my family has a tradition on a curing soup. The soup’s recipe has been learned by the women in the family and is said to be effective in making people better if they have the flu, colds, cough and other maladies.Thus, whenever a family member show symptoms of illnesses, my mother and sister will make the soup and then oblige the sick family member to eat that soup as much as they can. The healing component of the soup is attributed to its nutritional value and in some way; it is really nutritious since it has tons of vegetables in it. However, the soup is cooked for a long time which may have caused the break down of the nutrients that was in the vegetables and it contains a lot of salt. This would indicate that whatever nutritional value the soup has, it is not enough to heal the person’s sickness.On the other hand, since most of my family members believe that the soup is indeed effective, we consume the soup heartily. Consequently, after eating bowls of the soup, we do get better. The flu, colds and coughs may be caused by viral infections that are self-limiting, thus, after some time, the virus weakens and we get better. Eating bowls of soup may just coincide with the weakening of the virus, hence we attribute getting better with the soup even if they are not related at all.

Determination of a Rate Law Lab Report

Determination of a Rate Law Megan Gilleland 10. 11. 2012 Dr. Charles J. Horn Abstract: This two part experiment is designed to determine the rate law of the following reaction, 2I-(aq) + H2O2(aq) + 2H+I2(aq) + 2H2O(L), and to then determine if a change in temperature has an effect on that rate of this reaction. It was found that the reaction rate=k[I-]^1[H2O2+]^1, and the experimental activation energy is 60. 62 KJ/mol. Introduction The rate of a chemical reaction often depends on reactant concentrations, temperature, and if there’s presence of a catalyst.The rate of reaction for this experiment can be determined by analyzing the amount of iodine (I2) formed. Two chemical reactions are useful to determining the amount of iodine is produced. 1) I2(aq) + 2S2O32-(aq) 2I-(aq)+S4O62-(aq) 2) I2(aq) + starch Reaction 2 is used only to determine when the production of iodine is occurring by turning a clear colorless solution to a blue color. Without this reaction it would be very diff icult to determine how much iodine is being produced, due to how quickly thiosulfate and iodine react. Related article: Measuring Reaction Rate Using Volume of Gas Produced Lab AnswersHowever this reaction does not determine the amount of iodine produced, it only determines when/if iodine is present in solution. Reaction 1 is used to determine how much iodine is produced. To understand how the rate constant (k) is temperature dependent, another set of data is recorded in week two’s experiment using six trials and three different temperatures(two trials per temperature change). Using the graph of this data we determine the energy required to bend of stretch the reactant molecules to the point where bonds can break or form, and then assemble products (Activation Energy, Ea).Methods To perform the experiment for week 1, we first prepare two solutions, A and B, as shown in the data. After preparing the mixtures, we mix them together in a flask and carefully observe the solution, while timing, to see how long it takes for the solution to change from clear to blue. We use this method for all 5 trials, and record the time it takes to change color, indicating the reaction has taken place fully. This data is used to find p (trials1-3) and q (trials3-5), to use in our rate law. This experiment concluded that both p and q are first order.The rate constant average of all five trials is used as just one point on the Arrhenius Plot. In week 2, we perform the experiment to test the relation of temperature to the rate of reaction. We start by again, preparing six solutions. We prepared two trials/solutions at 0 degrees Celsius, two and 40 degrees Celsius, and two at 30 degrees Celsius. Again, for each trial we mixed solution A with B, and carefully timed the reaction to look for a color change that indicates the reaction is complete. The interpretation of this data indicated out results of whether temperature has an effect on the rate of this reaction.Results- It is determined that the rate of reaction is dependent on the temperature in which the reaction occurs. The sol utions observed at 40 degrees Celsius reacted at a quicker rate, than those at lesser temperatures, in a linear manor. Data Week 1 Table 1: Solution Concentrations Week 1- Room Temperature trial #| solution A| | | | | Solution B| | | | | | buffer| 0. 3MKI| starch| 0. 02MNa2S2O3| Distilled water| 0. 1MH2O2| time(s)| total volume(mL)| | 1| 5. 01| 2. 0| 0. 4| 5. 0| 21. 68| 6. 0| 585| 40. 01| | | 2| 5. 0| 4. 0| 0. 4| 5. 0| 19. 60| 6. 0| 287| 40. 00| | | 3| 5. 2| 6. 0| 0. 4| 5. 0| 17. 60| 6. 0| 131| 40. 02| | | 4| 5. 0| 6. 0| 0. 4| 5. 0| 13. 62| 10. 0| 114| 40. 02| | | 5| 5. 0| 6. 02| 0. 4| 5. 0| 9. 60| 14. 0| 80| 40. 02| | | Calculations Week 1 1. Find the moles of S2O3-2 Take the value from NaS2O3 *(0. 2)/1000 (5)*(0. 2)/1000= 0. 001 mol of S2O32- 2. Find moles of I2 Take S2O32- /2 (0. 001)/2=0. 0005mol 3. Find I2 Mol I2*1000/vol mL (0. 0005)*1000/40)= 0. 000799885 mol 4. Find the rate of change Take (I2)/ (seconds) (0. 000799885)/(585)= 1. 36732Ãâ€"10-6 M/s 5. Find [I-]0 (0. 300 M KI )*(2. 00mL)/( the final volume)=0. 015 M 6.Find the Ln of [I-]0 Ln(0. 015)=-4. 19970508 7. Find [H2O2]0 Take (0. 10 M H2O2)*(6. 00mL)/ ( final volume)=0. 015 M 8. Ln of [H2O2]0 Ln(0. 015)= -4. 19970508 9. Find the Ln of rate: Ln(2. 13675Ãâ€"10-5)=-10. 753638 10. The last step for week one calculations is to calculate the average value of k. Rate= k [I-]1[H2O2]. (2. 13675*10-5 ) = k [0. 015] [0. 015] then solve for k. For this trial, k=0. 09497. This is then done for all trials. Then, once all five values of k are found, the average is taken by adding all five values of k and dividing by 5. The experimental k average is 0. 05894M/s. Table 2: Calculations Week 1 | | | | | | | | | | | | solution#| mol s2O3-2| mol I2| I2| (rate) changeI2/change in temp| [I-]o| ln[I-]o| [H2O2]0| ln[H2O2]o| ln rate| k | | 1| 0. 001| 0. 0005| 0. 0125| 2. 13675E-05| 0. 015| -4. 19970| 0. 015| -4. 19971| -10. 753| 0. 0949| | 2| 0. 001| 0. 0005| 0. 0125| 4. 3554E-05| 0. 030| -3. 50655| 0. 015| -4. 19971| -10 . 041| 0. 0967| | 3| 0. 001| 0. 0005| 0. 0125| 9. 54198E-05| 0. 045| -3. 10109| 0. 015| -4. 19971| -9. 2572| 0. 1413| | 4| 0. 001| 0. 0005| 0. 0125| 0. 000109649| 0. 045| -3. 10109| 0. 025| -3. 68888| -9. 1182| 0. 974| | 5| 0. 001| 0. 0005| 0. 0125| 0. 00015625| 0. 045| -3. 09776| 0. 035| -3. 35241| -8. 7640| 0. 0988| | | | | | | | | | | k avg| 0. 1059| | | | | | | | | | | | | | Data Week 2 Table 3: Solution Concentrations Week 2- Varied Temperatures trial #| solution A| | | | | Solution B| | | Temp(C)| | | buffer| 0. 3MKI| starch| 0. 02MNa2S2O3| Distilled water| 0. 1MH2O2| time(s)| total volume (mL)| | 1| 5. 00| 6. 01| 0. 42| 5. 00| 13. 60| 10. 00| 692| 40. 03| 1. 0| | 2| 5. 00| 6. 00| 0. 40| 5. 00| 9. 60| 14. 00| 522| 40. 00| 1. 0| | 3| 5. 00| 2. 00| 0. 40| 5. 02| 21. 0| 6. 00| 152| 40. 02| 40. 0| | 4| 5. 00| 4. 00| 0. 40| 5. 02| 19. 60| 6. 00| 97| 40. 02| 40. 0| | 5| 5. 00| 6. 00| 0. 40| 5. 02| 17. 60| 6. 00| 110| 40. 02| 30. 0| | 6| 5. 00| 4. 00| 0. 40| 5. 00| 19. 60| 6. 00| 137 | 40. 00| 30. 0| | Calculations Week 2 1) Find amount of I2 moles produced in the main reaction using Volume of Na2SO4 used, stock concentration of Na2SO4 solution, and the Stoichiometry (2mol Na2SO4 to 1 mol I2) for all six trials. Trial 1: (. 005 L Na2SO4)(. 02 moles Na2SO4/1. 0L)(1 mol I2/2 mol Na2SO4)= . 00005 mol I2 Use this method for all six trials ) Find the reaction rate using moles of I2 produced, measured time in seconds, and Volume of total solution for all six trials Trial 1: (. 00005 mol I2/. 0403L)=(. 00124906 mol/L) /(692seconds)= . 00000181mol/L(s) Use this method for all six trials 3) Find the rate constant using the reaction rate, measured volumes used, stock concentrations, and the rate law of the main reaction. Trial 1: K=(. 00000181MOL/L(s))/((. 01 L H2O2)(. 1 M H2O2)/. 0403L total))((. 3MKI)(. 006LKI)/. 0403L total)=. 00107 Use this method for all six trials 4) To graph, we must calculate Ln(k) and 1/Temp(K) for each individual trial.Trial 1: Ln(. 00107)=-6. 8 401 and 1/T = 1/692sec=-. 00365k^-1 Use calculation method 1-4 for all six trials Table 4: Calculations Week 2 solution#| mol I2| Rate (change I/change in time)| K (min-1)| Ln k| Temp (K)| 1/T (k-1)| 1| . 00005| . 00000181| . 00107| -6. 8401| 274| . 00365| 2| . 0000502| . 00000240| . 00152| -6. 48904| 274| . 00365| 3| . 0000502| . 00000825| . 0370| -3. 29684| 313| . 00319| 4| . 0000502| . 0000129| . 0290| -3. 54046| 313| . 00319| 5| . 0000502| . 0000114| . 0171| -4. 06868| 303| . 00330| 6 | . 00005| . 00000912| . 0203| -3. 89713| 303| . 0330| From the graph, we see that the slope is -7291. To Find the Activation Energy we multiply by the rate constant of 8. 314J/mol(K), which equals -60617. 4 J/mol. We then convert this value to kilojoules by dividing by 1000, equaling 60. 62 kJ/mol. Analysis uncertainty- Due to the limit of significant figures in stock solutions used, the resulting data is limited in correctness. Also, temperature fluctuations during the experiment by even a half d egree would obscure the data of the exact rate constant, k. One of our R^2 coefficients for the experiment was in fact greater than 0. , and the other slightly less than 0. 9 meaning the one lesser is not considered a good fit. The deviation in goodness of fit may have been due to our data recording. Discussion- Determination of the rate law and activation energy of a chemical reaction requires a few steps. By varying the concentrations of reactants it was determined that the reaction is first order with respect to both [I-] and [H2O2+]. Measuring the reaction rate at multiple temperatures allows calculation of the activation energy of the process, in this case the activation energy of the reaction is found to be 60. 2 kJ/mol. As you have seen through all the previous data, charts and graphs, this exothermic rate of a reaction is dependent on solution concentrations, a catalyst, and temperature. References 1 Determination of a Rate Law lab document, pages 1-6, Mesa Community College CHM152LL website, www. physci. mc. maricopa. edu/Chemistry/CHM152, accessed 10/9/2012. 2 Temperature Dependence of a Rate Constant lab document, pages 1-3, Mesa Community College CHM152LL website, www. physci. mc. maricopa. edu/Chemistry/CHM152, accessed 10/9/2012.