Timeline of Greek and Roman Philosophers

Timeline of Greek and Roman Philosophers What was the first cause of our existence? What is real? What is the purpose of our lives? Questions like these have become the basis of the study known as philosophy. While these questions were addressed in ancient times through religion, the process of logically and methodically thinking through lifes big questions did not begin until about the 7th century BCE. As different groups of philosophers worked together, they developed schools or approaches to philosophy. These schools described the origins and purpose of existence in very different ways. Individual philosophers within each school had their own particular ideas. The Pre-Socratic philosophers are the earliest of the philosophers. Their concern was not so much with the topics of ethics and knowledge that modern people associate with philosophy, but concepts we might associate with physics.  Empedocles and Anaxagoras are counted as Pluralists, who believed there is more than one basic element from which everything is composed. Leucippus and Democritus are Atomists. More or less following the Pre-Socratics came the trio of Socrates-Plato-Aristotle, the schools of the Cynics, Skeptics, Stoics, and Epicureans. The Milesian School: 7th-6th Centuries BCE Miletus was an ancient Greek Ionian city-state on the western coast of Asia Minor in today’s Turkey. The Milesian School consisted of Thales, Anaximander, and Anaximenes (all from Miletus). The three are sometimes described as materialists, because they believed that all things derived from a single material. Thales (636-546 BCE): Thales was certainly a real historical individual, but very little evidence remains of his work or writing. He believed that the first cause of all things was water, and may have written two treatises entitled On the Solstice and On the Equinox, focusing on his astronomical observation. He may also have developed several significant mathematical theorems. It is likely that his work strongly influenced Aristotle and Plato.Anaximander (c.611-c.547 BCE): Unlike Thales, his mentor, Anaximander actually wrote materials can be credited to his name. Like Thales, he believed that just one material was the source of all thingsbut Anaximander called that one thing the boundless or infinite. His ideas may well have strongly influenced Plato.Anaximenes (d. c. 502 BCE): Anaximenes may well have been a student of Anaximander. Like the other two Milesians, Anaximenes believed that a single substance was the source of all things. His choice for that substance was the air. Accor ding to Anaximenes, when the air becomes finer, it becomes fire, when it is condensed, it becomes first wind, then cloud, then water, then earth, then stone. The Eleatic School: 6th and 5th centuries BCE Xenophanes, Parmenides, and Zeno of Elea were members of the Eleatic School (named for its location in Elea, a Greek colony in southern Italy). They rejected the idea of many gods and questioned the idea that there is one reality. Xenophanes of Colophon (c. 570-480 BCE): Xenophanes rejected the anthropomorphic deities and considered there to be one incorporeal god. Xenophanes may have asserted that men may have beliefs, but they dont have certain knowledge.Parmenides of Elea (c. 515-c. 445 BCE): Parmenides believed that nothing comes into being because everything must derive from something that already exists.Zeno of Elea, (c. 490-c. 430 BCE): Zeno of Elea (in southern Italy) was known for his intriguing puzzles and paradoxes. Pre-Socratic and Socratic Philosophers of the 6th and 5th Centuries BCE Anaxagoras of Clazomenae(c. 499-c. 428)Greek philosopherProtagoras(480-411)Greek philosopher SophistSocrates(c. 469-399)Greek philosopherPlato(c. 427-347)Greek philosopherDiogenes of Sinope(412-323)Greek philosopher Philosophers of the 4th Century BCE Aristotle(384-322)Greek philosopherEpicurus(341-271)Greek philosopherEuclid(c. 325-265)Greek mathematicianAristarchos(c. 310-250)Greek astronomer Philosophers of the 3rd Century BCE Chrysippus(c. 280-207)Hellenistic philosopherEratosthenes(276-194)Hellenistic astronomer Philosophers of the 2nd Century BCE Panaetius(c. 185-110)Stoic and Neo-Platonic PhilosopherLucretius(c. 98-55)Roman poet and Epicurean philosopher Philosophers of the 1st Century CE Epictetus(50 - 138)Roman philosopherMarcus Aurelius(121-180)Roman emperor and philosopher Philosophers of the 3rd Century CE Plotinus(c. 204-270)Greco-roman philosopher Philosophers of the 4th Century CE Hypatia of Alexandria(c. 370-415)Alexandrian philosopher Philosophers of the 4th Century CE Boethius(480-525)Philosopher and Christian martyr who was called the last of the Romans.

Famous Female Chemists and Chemical Engineers

Famous Female Chemists and Chemical Engineers Women have made many important contributions to the fields of chemistry and chemical engineering. Heres a list of female scientists and a summary of the research or inventions that made them famous. Jacqueline Barton - (USA, born 1952) Jacqueline Barton probes DNA with electrons. She uses custom-made molecules to locate genes and study their arrangement. She has shown that some damaged DNA molecules do not conduct electricity. Ruth Benerito - (USA, born 1916) Ruth Benerito invented wash-and-wear cotton fabric. Chemical treatment of the cotton surface not only reduced wrinkles, but could be used to make it flame resistant and stain resistant. Ruth Erica Benesch - (1925-2000) Ruth Benesch and her husband Reinhold made a discovery that helped explain how hemoglobin releases oxygen in the body. They learned that carbon dioxide functions as an indicator molecule, causing hemoglobin to release oxygen where carbon dioxide concentrations are high. Joan Berkowitz - (USA, born 1931) Joan Berkowitz is a chemist and environmental consultant. She uses her command of chemistry to help solve problems with pollution and industrial waste. Carolyn Bertozzi - (USA, born 1966) Carolyn Bertozzi has helped design artificial bones that are less likely to cause reactions or lead to rejection than their predecessors. She has helped create contact lenses that are better-tolerated by the cornea of the eye. Hazel Bishop - (USA, 1906–1998) Hazel Bishop is the inventor of smear-proof lipstick. In 1971, Hazel Bishop became the first female member of the Chemists’ Club in New York. Corale Brierley Stephanie Burns Mary Letitia Caldwell Emma Perry Carr - (USA, 1880–1972) Emma Carr helped to make Mount Holyoke, a womens college, into a chemistry research center. She offered undergraduate students the opportunity to conduct their own original resarch. Uma Chowdhry Pamela Clark Mildred Cohn Gerty Theresa Cori Shirley O. Corriher Erika Cremer Marie Curie - Marie Curie pioneered radioactivity research. She was the first two-time Nobel laureate and the only person to win the award in two different sciences (Linus Pauling won Chemistry and Peace). She was the first woman to win a Nobel Prize. Marie Curie was the first female professor at the Sorbonne. Irà ©ne Joliot-Curie - Irà ©ne Joliot-Curie was awarded the 1935 Nobel Prize in Chemistry for synthesis of new radioactive elements. The prize was shared jointly with her husband Jean Frà ©dà ©ric Joliot. Marie Daly - (USA, 1921–2003) In 1947, Marie Daly became the first African American woman to earn a Ph.D. in chemistry. The majority of her career was spent as a college professor. In addition to her research, she developed programs to attract and aid minority students in medical and graduate school. Kathryn Hach Darrow Cecile Hoover Edwards Gertrude Belle Elion Gladys L. A. Emerson Mary Fieser Edith Flanigen - (USA, born 1929) In the 1960s, Edith Flanigen invented a process for making synthetic emeralds. In addition to their use for making beautiful jewelry, the perfect emeralds made it possible to make powerful microwave lasers. In 1992, Flanigen received the first Perkin Medal ever awarded to a woman, for her work synthesizing zeolites. Linda K. Ford Rosalind Franklin - (Great Britain, 1920–1958) Rosalind Franklin used x-ray crystallography to see the structure of DNA. Watson and Crick used her data to propose the double-stranded helical structure of the DNA molecule. The Nobel Prize could only be awarded to living persons, so she could not be included when Watson and Crick were formally recognized with the 1962 Nobel Prize in medicine or physiology. She also used x-ray crystallography to study the structure of the tobacco mosaic virus. Helen M. Free Dianne D. Gates-Anderson Mary Lowe Good Barbara Grant Alice Hamilton - (USA, 1869–1970) Alice Hamilton was a chemist and physician who directed the first governmental commission to investigate industrial hazards in the workplace, such as exposure to dangerous chemicals. Because of her work, laws were passed to protect employees from occupational hazards. In 1919 she became the first female faculty member of Harvard Medical School. Anna Harrison Gladys Hobby Dorothy Crowfoot Hodgkin - Dorothy Crowfoot-Hodgkin (Great Britain) was awarded the 1964 Nobel Prize in Chemistry for using x-rays to determine the structure of biologically important molecules. Darleane Hoffman M. Katharine Holloway - (USA, born 1957) M. Katharine Holloway and Chen Zhao are two of the chemists who developed protease inhibitors to inactivate the HIV virus, greatly extending the lives of AIDS patients. Linda L. Huff Allene Rosalind Jeanes Mae Jemison - (USA, born 1956) Mae Jemison is a retired medical doctor and American astronaut. In 1992, she became the first black woman in space. She holds a degree in chemical engineering from Stanford and a degree in medicine from Cornell. She remains very active in science and technology. Fran Keeth Laura Kiessling Reatha Clark King Judith Klinman Stephanie Kwolek Marie-Anne Lavoisier - (France, circa 1780) Lavoisiers wife was his colleague. She translated documents from English for him and prepared sketches and engravings of laboratory instruments. She hosted parties at which prominent scientists could discuss chemistry and other scientific ideas. Rachel Lloyd Shannon Lucid - (USA, born 1943) Shannon Lucid as an American biochemist and US astronaut. For a while, she held the American record for the most time in space. She studies the effects of space on human health, often using her own body as a test subject. Mary Lyon - (USA, 1797–1849) Mary Lyon founded Mount Holyoke College in Massachusetts, one of the first womens colleges. At the time, most colleges taught chemistry as a lecture-only class. Lyon made lab exercises and experiments an integral part of undergraduate chemistry education. Her method became popular. Most modern chemistry classes include a lab component. Lena Qiying Ma Jane Marcet Lise Meitner  - Lise Meitner (November 17, 1878 – October 27, 1968) was an Austrian/Swedish physicist who studied radioactivity and nuclear physics. She was part of the team that discovered nuclear fission, for which Otto Hahn received a Nobel Prize. Maud Menten Marie Meurdrac Helen Vaughn Michel Amalie Emmy Noether  - (born in Germany, 1882-1935) Emmy Noether was a mathematician, not a chemist, but her mathematical description of the conservation laws for energy, angular momentum, and linear momentum has been invaluable in spectroscopy and other branches of chemistry. She is responsible for Noethers theorem in theoretical physics, the Lasker–Noether theorem in commutative algebra, the concept of Noetherian rings, and was co-founder of the theory of central simple algebras. Ida Tacke Noddack Mary Engle Pennington Elsa Reichmanis Ellen Swallow Richards Jane S. Richardson  - (USA, born 1941) Jane Richardson, a biochemistry professor at Duke University, is best-known for her hand-drawn and computer-generated portaits of proteins. The graphics help scientists understand how proteins are made and how they function. Janet Rideout Margaret Hutchinson Rousseau Florence Seibert Melissa Sherman Maxine Singer  - (USA, born 1931) Maxine Singer specializes in recombinant DNA technology. She studies how disease-causing genes jump within DNA. She helped formulate the NIHs ethical guidelines for genetic engineering. Barbara Sitzman Susan Solomon Kathleen Taylor Susan S. Taylor Martha Jane Bergin Thomas Margaret E. M. Tolbert Rosalyn Yalow Chen Zhao  - (born 1956) M. Katharine Holloway and Chen Zhao are two of the chemists who developed protease inhibitors to inactivate the HIV virus, greatly extending the lives of AIDS patients.

Discussion question Essay Example | Topics and Well Written Essays - 250 words - 12

Discussion question - Essay Example t they are self-evident and inalienable (MacKinnon, 76).† In fact, American Declaration of Independence 1776 is the clearer formulation of this concept. Thomas Jefferson mentions a quote about the equal rights of all men â€Å"....... that all men are created equal, .......... with certain inalienable rights........† This is the source for ascertaining what should be weighed â€Å"natural right.† Another time, the U.S. Border Patrol Agents’ similar assertion from the case when they state it is justified for the reason that a considerable amount of Latinos in border regions are in America illicitly (MacKinnon, 76) their assertion moves against the â€Å"natural right† in accordance to what Jefferson told. Moreover, the statement disagrees with the equality principle. Author also defines the principle of equality in this book as, â€Å"It is unjust to treat people differently in ways that deny to some of them significant social benefits unless we can show that there is a difference between them that is relevant to the differential treatment (MacKinnon 196).† America has archaic laws regarding drugs. Against the trade of drugs, the law enforcement has been very restricted to imprisoning causal drug users. In Mexico, the drug lobbies, and the prison lobbies that are operated privately, both expend obscene amounts of wealth, to see that recreational drugs stay illicit. Until the U.S. laws are restructured, the jails will be overloaded, with people who are young, incarcerated for non-violent offences, like use or possession of just a small amount of drugs. As noted by Auroch, most of the privately operated jails are owned by the â€Å"1 per cent,† and the Republican Party is controlled by this â€Å"1 per cent†. (HumanJustice.org. 2010) However, it is obviously not accepted and the U.S. government should consider this massive issue and make suitable laws about this because this is against the human

Thesis Exercises Assignment Example | Topics and Well Written Essays - 250 words

Thesis Exercises - Assignment Example Since our real world is not single sex, it’s hard for those students who go to single sex school to adapt themselves into society. For instance a female might be afraid of conversation with other guys, or guys might not be able to ask girls on dates, which is horrible in my perspective. Therefore, same sex schools are not a good option. I should take pride in my work. It because a lot of people will judge me with the quality of my work. Doing quality consistent quality work will become a good habit helping me become successful in the future for constantly doing quality work. Volunteering is important. Having many volunteers help society and other people during their time of need making it easier for them to recover. By having many volunteers around, it makes our society more compassionate People should watch less TV. Excessive watching of TV is bad idea because it is a distraction to study. If we will watch less TV, this would mean we will have more time for studying and other more productive activities. People who responsible should be the ones allowed to drive. Being responsibility is being determined by passing the driving test which should be done both in written and practical exam. This would eliminate the irresponsible drivers and would result to fewer accidents on the

The Accuracy Of Sensory Information Essay Example for Free

The Accuracy Of Sensory Information Essay There are many reasons to believe the accuracy of sensory information. Here are three feel, see and smell. Feeling sends a message to your brain letting you know what something is. Just say you have been blind folded and an object (cake) has been placed in front of you. In feeling the object you would be able to tell the texture and what the object is. See provides you with accurate information about your surroundings. For instance, if you see individuals playing chess it is certain that they are actually playing. Another good example would be children playing kick ball, what you see is what it is. Smelling means that there could be danger but not in all cases. When there is a desirable smell that could sense that something is cooking or a fragrance. Now there is the type of smell that senses danger. For instance, the smell of smoke means something is on fire. Now I would describe the inaccuracy of sensory information. In the past we all have jumped to conclusions at some point and time. Just say there is a case where you walk in a room and everyone starts to look at you. There’s no doubt that they are looking at you but you sense that they may be talking about you. Now this could mean that you are just insecure and feel that everyone is against you. Your surroundings can determine the action of your sensual organs. Like going down a street and you notice that your car is the only one on the street. The first thing pops into mind is maybe this street is closed or everyone is in a building. If the street was closed it looks like there should be some type of signage. Regardless of the sensual organ we are using it’s not always accurate. This is why we shouldn’t be dependent on them. Nature and nurture is a very debatable topic. Research is still being conducted about the debate on nature and nurture. Nature is said to refer to the qualities of an individual. It has been proven that nature not nurture was responsible for intelligence. On the other hand the genes are nature as well which the physical and personality state is. The physical state consist of weight, eye and hair color. Personality state would be how the person is defined to self and others. On a more personal experience that is considered to be nurture. The way that you were raised or the relation to your childhood plays its role. One’s personal traits are predetermined by their genes. Now overall it’s due to life experiences that define that individual. In my view of nature and nurture I see it as not being stable. There is no doubt that both nature and nurture plays a part in whom we are. When it comes to nurture or otherwise known as environment, it has a higher impact on which we are as individuals. We as humans have brains that all receive a different message. The amount of education a person receives doesn’t tell exactly their level of intelligence. Now it does have some effects on beliefs, behavior and intelligence. Not the person as a whole does it has an effect on. It’s only human that we learn from each other. Being influenced or develop ways of thinking and acting coincides.

Overcoming the Constraints of Society Essay -- literary Analysis, Kate

he focus of this paper will be to examine Kate Chopin’s The Awakening chapter ten, specifically paragraphs five to ten. Throughout The Awakening Edna is constantly fighting with the expectations of society and her desire to be a free woman. As a woman, Edna is expected to be the perfect wife and mother, however she longs to embrace and free her creative self. Because of this battle within herself she shows many of the characteristics of depression. The passage mentioned above is very symbolic of Edna’s fight to overcome her mental illness. The thesis of this paper is that Edna’s yearning to swim is a metaphor for her longing to overcome depression, patriarchal expectations and societal constraints. By taking an in-depth look into the author’s word choice, a parallel can be found between learning to swim and the ability to overcome the depression within. The water mentioned in the passage is symbolic of Edna’s depression, and the fact that she had been trying to learn how to swim shows that she is trying to conquer it. Edna’s inability to swim shows that she was struggling to defeat her depression, however she was actively trying to find help by asking others for assistance. Edna describes that â€Å"A certain ungovernable dread hung about her when in the water† (Chopin 73), this shows her fear of succumbing to the depression but also her anxiety to rise above it. By giving in to the depression Edna would accept society’s expectation of her, she would have to become the perfect mother and wife at any cost. Meanwhile, in order for her to rise out of the depression she would have to give in to her desire to be free of these expectations. Before Edna was able to swim, she describes herself as a â€Å"tottering, stumbling, clutching chi... ... the water in this passage, and her decision on whether or not to conform to the expectations of society. Her inability to swim in the beginning exhibits how Edna has been conforming to the expectations of society by becoming both a wife and mother, and as a result has developed the depression. Edna was able to defeat her depression, represented by her learning how to swim, by choosing the more solitary path. It can also be seen that Edna’s hold on her depression is very unsteady and wavering, which shows that she might not be able to control it. In the end she was â€Å"reaching out for the unlimited in which to lose herself.†(Chopin 74), which shows that she is unable to contain her creative self within and she is looking for an escape from society. It also represents that she cannot keep control of her depression and that she is also looking for an escape from life.

It’s Your Ship

Book Information Title: It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy Author: Captain D. Michael Abrashoff Publisher’s Name: Warner Books, Inc.Publisher’s Location, Year of Publication: New York, NY, 2002 Number of Pages: 210 pages Content The overall objective of the book is to teach new, and old, leaders to become better leaders. While anyone can benefit from reading this book, the intended audience is leaders in any organization. One statistic that should be alarming to all leaders of businesses was that 65 percent of people leave their companies because of the managers (Abrashoff, 2002). How do leaders change that statistic?Abrashoff believes that running a ship is very similar to running any business; it takes motivating a crew to perform at the best of their abilities to achieve optimal efficiency and completion of tasks. He successfully takes his experiences from leading a Naval crew and teaches the audience how to apply it to t heir organizations. Along with highlighting every winning moment he and his crew experienced on the USS Benfold, Captain Abrashoff also shows failing moments the team had to endure. Those examples show the audience that in order to succeed, there has to be some trials along the way.Abrashoff introduces readers to the 11 lessons he has learned that helped him become a better leader: take command; lead by example; listen aggressively; communicate purpose and meaning; create a climate of trust; look for results, not salutes; take calculated risks; go beyond standard procedure; build people up; generate unity; and improve the crew’s quality of life. He dedicated a chapter to each lesson and explains the importance of each and how to apply them to any business. Chapter one talks about how Abrashoff became the captain of USS Benfold and how he had to take command.His first obstacle was wondering if everyone was going to like him. He quickly realized that â€Å"be likable is not hi gh among a ship captain’s job requirements†¦ to be respected, trusted, and effective† is (Abrashoff, 2002, p. 12). After that, he realized â€Å"a challenge for leaders†¦ is attracting and retaining †¦ the best employees and more important, how to motivate them so that they work with passion, energy, and enthusiasm† (Abrashoff, 2002, p. 12). Leaders need to listen to their employees so they can better understand what they are going through. Along with listening, employees need to be motivated.Motivation helps employees want to do their work and do the best job. Another obstacle was learning the real reason why soldiers were not re-enlisting. Abrashoff (2002) stated the following: I read some exit surveys, interviews conducted by the military to find out why people are leaving. I assumed that low pay would be the first reason, but in fact it was fifth. The top reason was not being treated with respect or dignity; second was being prevented from maki ng an impact on the organization; third, not being listened to; and fourth, not being rewarded with more responsibility. p. 13) All of those reasons are very similar to why people are leaving civilian jobs. Only one conclusion could come from it: all leaders are making the same mistakes. The best answer for those obstacles was summed up perfectly when he talked about his organizing principle. Abrashoff (2002) said â€Å"the key to being a successful skipper is to see the ship through the eyes of the crew† (p. 13). The leader does not always come up with the ideas; leaders would benefit greatly if they listened to their crew more. Empowering employees makes them realize their potential.When â€Å"given the right environment, there are few limits to what people can achieve† (p. 31). After taking command, a great leader must lead by example. In chapter two, Abrashoff discovered â€Å"90 percent of the time, I was at least as much a part if the problem as my people wereâ €  (p. 33). When things go wrong and tasks are not completed, a manager usually blames the employees. Abrashoff used a different approach; he looked at himself and wondered what he may have done wrong in certain situations. By recognizing their own faults, a leader can learn from them and show their employees that they are learning from them.There were four sections of the chapter that was very important. The first section was on remembering the effect one has on people. Leaders need to understand how they affect their people, â€Å"their optimism and pessimism are equally infectious† (p. 35). If the leader is in a bad mood, the employees will sense that and be in the same mood. Abrashoff talks about his â€Å"dark side† and how he purposely stays away from his crew when he is having a bad day. The second section talks about holding leaders accountable. Leaders need to make sure they recognized their part in a mishap and take some of the blame.The Washington Post te st was the next section. If there is any concern on whether something is the right thing to do, picture it being on the front page of a newspaper. Would it cause embarrassment or would it be something to celebrate? Abrashoff thinks that every decision a leader can make should be based on that test. The last section is about obeying a policy even when a leader disagrees. There are plenty of times a manager will disagree with a policy or procedure handed down by upper management; a great leader will support it anyway.Undermining superiors will show employees that they can do the same. In chapter three, Abrashoff stresses the importance of listening. He talked about his experiences with watching William Perry have conversations with people and how Perry always gave his complete attention to each person. In result, Perry was respected and people felt good in his presence. Abrashoff started to focus on really listening to his crew and treating each conversation like it was the most impor tant conversation he was having. While having these conversations, Abrashoff learned to â€Å"see the ship through the crew’s eyes† (p. 4). He discovered that his crew had many good ideas about how to make the environment more enjoyable; they were there every single day and knew a lot about the day-to-day operations on the ship. It would make sense to listen to their ideas. One of his first goals was to learn every soldier’s name, their spouse’s name, and all the names of their children. Then, he continued to learn different things about each of them. He talks about realizing his crew was just like him, â€Å"they had hopes, dreams, loved ones, and they wanted to believe that what they were doing was important† (p. 46).In turn, his crew earned more of his respect and it became easier for them to talk to him and share their ideas. Finding round people for round holes was his next point in the chapter. Since he knew his people so well, he was able to match them with the perfect job. After having an assistant that was not good at handling paperwork, Abrashoff found a younger seaman named David Lauer, who was labeled as a â€Å"troublemaker† to take over the task. Lauer shined in that task and Abrashoff asked him why he had so much trouble in his last job. The seaman said that he felt like his suggestions were not being heard and he just gave up.This example proved that listening aggressively can benefit leaders immensely. â€Å"Word magic† was the last lesson Perry taught Abrashoff. Abrashoff believed â€Å"if leaders back their words with action†¦ practice what they preach, their words create a self-fulfilling prophecy† (p. 50). Every time someone talked about the USS Benfold, it was referred to as â€Å"the best damn ship in the Navy. † He wanted his crew to say it so they believed it and in turn, everyone else believed it. The next lesson is about communicating the purpose and meaning of every task.Abrashoff said it best in the first sentence of chapter four, â€Å"the whole secret of leading a ship or managing a company is to articulate a common goal that inspires a diverse group of people to work hard together† (p. 52). When employees understand why a task it needed and how they can benefit from it, they are more likely to give their all in completing it. It is a shame that someone spends so much time at work and does not believe in the work they are doing. He wanted his crew to really love what they were doing every time they boarded that ship.If a leader makes their crew think they can do anything, they will believe it. Abrashoff thought that if he communicated with his crew about everything, they would understand and be more involved. He was against keeping his people in the dark, â€Å"secrecy spawns isolation, not success† (p. 55). It would be an advantage to the entire team when everyone knew the goals. That ties into opening up the clogged channels in an organization. By communicating the information effectively, the team produced better results. Abrashoff gave the example of the communication system in the Gulf War and how vital messages were never received.With the idea from one of his crew members, John Rafalko, the airways were cleared and messages were received. Abrashoff gave complete credit to Rafalko, claiming he only listened to the idea and supported Rafalko. Chapter five addressed the importance of creating a trusting environment, â€Å"the best way to keep a ship—or any organization—on course for success is to give the troops all the responsibility they can handle and then stand back† (p. 63). When employees are trusted to do their jobs, it makes it easier for them to focus on the task, not the micromanaging.Another way to encourage trust in the workplace was to not make employees compete against each other. Abrashoff wanted his candidates to work together instead of working against each other . He believed that that competition created distrust and division among the crew and in the long run, did not help the entire crew. Abrashoff said that anyone can bounce back from a bad decision. By helping someone recognize their screw up, it sends a message to the entire team that they will receive the same attention. By giving up on someone, â€Å"they understand instantly that there’s no room for redemption†¦Ã¢â‚¬  (p. 7). Also, never bring a problem to the boss if it can be fixed without him; Abrashoff did advise to only get the boss involved if it cannot. Finally, when dealing with a difficult boss, it is best to shield the crew from that person. The morale stays high and it is less likely for employees to be corrupted or turned off by that person. The chapter on looking for results, not salutes, talked about looking at every one as an equal. Abrashoff encouraged leaders to let their crews speak up with their ideas; they should be able to question the authority.B y knocking down barriers between the captains and the crew members, it encourages people to get to know one another and be more likely to speak up when something can be done better. Abrashoff gave many examples throughout the book about his team questioning some of the decisions and policies in place and in the end, the team improved some things. Here, again, he stresses the importance of involving the team in everything and letting them get involved in the decision-making process, â€Å"innovation knows no rank† (p. 96). With the achievements, he did tell leaders to accept failures.Leaders should not reprimand employees when they make an attempt to solve a problem and it does not work; everyone should have the â€Å"freedom to fail† (p. 94). The next chapter talked about taking calculated risks. Employees worry about taking risks because the consequences can be devastating. Disciplinary action, even termination, can be the result of taking a risk and failing. Abrashof f believes in celebrating the risk-takers, even if it ends in failure. Everyone makes mistake; â€Å"show me someone who has never made a mistake, and I will show you someone who is not doing anything to improve your organization† (p. 04). The people that make their own decisions are the ones leaders should really be behind. Abrashoff said â€Å"if all you give are orders, then all you will get are order-takers† (p. 107). Leaders need to let their employees take responsibility; that is how self-starters are born. When that self-starter is unearthed, leaders need to take a chance on them. Abrashoff proved that even the delinquent crew member can turn out to be a hard working one. He used the example of the crew member who was left behind because he forgot to set his alarm.The sailor was placed on restriction since it was a serious offense, but he continued to excel in his job. When he found out his mother was ill, he put in for leave and was turned down by every leader. Abrashoff decided to grant him the leave and it did wonders for the sailor. He was very motivated to do a great job and to not let down his team mates again. In the end, the sailor left the Navy and became a defense contractor. The last section of the chapter was about breaking rules. Abrashoff said to break the rules that did not make sense and break the ones that did make sense, just very carefully.This part was pretty self-explanatory; it is okay to challenge the rules. As he was saying throughout the entire book, if something is wrong, find another way to do it. There are bad rules and it is the leader’s job to find a better way to do things, or encourage their employees to find a better way. Chapter eight was all about going above and beyond. Abrashoff thought to get outstanding results, leaders had to go beyond the standard procedures, â€Å"innovation and progress are achieved only by those who venture beyond standard operating procedures† (p. 119).Like he has said many times in the book, Abrashoff wanted his crew to take those risks and really think of way to change the system. He wanted self-starters and people with great ideas because it was not just his ship, it was everybody’s ship. In chapter nine, Abrashoff goes back to his people and talked about building them up. This chapter had a lot of points in it and it is one of the important lessons in the book; confident employees help any organization. Building self-esteem in the individual benefits the entire team, â€Å"never tear them down; help them grow strong† (p. 41). The message ties in with the trust piece; showing an employee that they are trusted and cared for makes a big difference in the way they work. Praise every single success, no matter how big or small, was important to Abrashoff. He believed that this practice, not only, worked on crew members, but it could be used on the big bosses: If you want to achieve anything in a large bureaucracy, get inside the b osses’ head. Anticipate what they want before they know they want it. Take on their problems; make them look so good that you become indispensable.When they can’t get along without you, they will support nearly anything you seek to accomplish. (p. 141) If leaders just trusted their people more, they would see that they usually get it right. People with talent, when motivated, can surprise people and move up in the ranks. Employees want to do a good job and prove they can do the job; leaders should trust that they can. And leaders must trust the new people and teach them well. New people are a great asset to any organization; they can be molded, with the proper training, into anything the leader wants.It is important to keep them fired up; any old influences—older crew members—can ruin their attitudes with any negativity. A proper â€Å"welcome aboard† program is imperative; newbies can be discouraged very easily if their first day is a disaster. Mo st importantly, expect the best from every employee. Leaders need to invest fully into their people and they will get it back tenfold. Abrashoff stated that if we â€Å"stopped treating them as if they are stupid, they would perform better† (p. 158). When they are not performing at their best, leaders should give honest feedback constantly.The employees cannot fix their problems if they do not know what they are doing wrong. This reduced the surprises during the review process; leaders would not have to talk about all the things that need improving during the review if they do it in the moment. Another best practice is to ask the bottom performers to rate their performances themselves. They are more honest to the fact that they are the bottom performers compared to their team mates. After that, come up with an action plan and set expectations on when to fix the problems.Leaders, then, should continue to coach in the moment and be open and honest with their employees. A team c annot succeed if they is no unity. Chapter ten addressed the importance of unity in a team and how the leader must create that with his employees. He claimed that â€Å"one of the toughest things for organizations to accomplish is to get people to set aside personal differences and work for the good of everyone involved† (p. 168). One of his main focuses was to train for unity. He started off with finding common interests among everyone. Then, he wanted his crew to find â€Å"positive reasons to value others† (p. 173).He, ultimately, experienced a decline in the reports on racial prejudice and sexual harassment because the ship’s morale was very positive. Punishment needs to be dealt out fairly in organizations. Leaders need to hold their team accountable for their actions, but also, learn to give them a second chance. Every employee needs to know they will be punished accordingly and after they have paid for their crime, the slate is wiped clean. Going back to the chapter about accepting the failures, it is important to learn from it and move on. Abrashoff believed everyone deserves a second chance, just like the sailor how overslept.Now any man would say if his woman is not happy, he is not happy; Abrashoff agreed with that ideal. By making the women feel like part of the team, just as the men did, Abrashoff prevented gender issues. Sexual harassment was down and everyone respected one another. It, also, helped the men on the ship calm down and be more mature. They saw the women as their equals and pushed them to step it up a bit. This lesson is very important in civilian organizations; equality between the sexes still has not been achieved and many leaders should take notes on this chapter.Abrashoff ended the chapter with examples of extraordinary female sailors he has worked with and how important they were to his team. The last lesson that Abrashoff talked about was improving the quality of the team’s life. He embraced the idea of having fun with the team and making the work environment fun. Many leaders frown upon fraternization and would probably look at Abrashoff’s practices as that. But his message was all about enjoying life and friends and he did it in very simple ways. He organized karaoke and alcohol-free happy hour on Fridays, movie nights on Saturdays, and playing music anytime work was involved.It lifted the morale and everyone was laughing and having fun. Good food was another important part of improving the quality of life in the crew members. Abrashoff saw food as an important part of the ship. People could relax and socialize over a good meal and productivity could only increase. Even having a Thanksgiving meal when one is far away from home sends a caring message to the crew and makes people feel good. Reviewer’s Evaluation In my opinion, this book can be very helpful to anyone trying to be a better manager.It really opens the reader’s eyes on the proper way to manage and how to let go of the â€Å"typical† manager style. I really like the part about looking through the employee’s eyes and getting the employees more motivated to do a better job. I believe Abrashoff really challenges the common ideal that managers should be unapproachable and listened to; authority and rules should never be questioned and always followed. He promotes risk-taking and challenging bad rules and really wants the leader to empower their team to make decisions and be innovative.It’s Your Ship is an informative book that can help any leader become a better leader or learn new techniques to become the best leader. I am not sure how this book looks compared to other books like it, but I know the title alone is catchy and I would probably pick this one up first if I had to choose (I think it is because the word â€Å"damn† is on the cover! ). I think it was very appropriate for us BBA students in the business administration field because most of the jobs are supervisor positions. Not only can we students benefit from it, I think everyone can take some pointers from this book.Some may not make it to a supervisor position in an office or retail setting, but there are leader positions everywhere: churches, volunteer work, etc. Each and every leader/manager can really profit from this book. The contribution of the book is huge; the message is so important to all managers. From my experience, I have been managed by many managers and became a manager myself. Many of these lessons would have been an advantage to my superiors and to me. Some of the chapters really spoke to me, such as learning to trust people to do their jobs.I can admit that that was one area that I struggled in when I was a store manager. I really feel that Abrashoff did a great job explaining his practices and he made it very interesting to learn about them. I would definitely recommend this book not only to BBA students, but to many of my retail friends and som e of my current supervisors. Reviewer’s Information Name: Shanita Kitts Affiliation: Averett University Address: 1300 Dover Place, Lynchburg, VA 24502 References Abrashoff, D. M. (2002). It’s your ship: Management techniques from the best damn ship in the navy. New York, NY: Warner Books, Inc.

Cultural Approach Towards Brandsing by Starbucks

Study of cultural approach taken by Starbucks to branding in global marketplace ABSTRACT: _The international marketing promises to solve managerial problems using technical and universalizing approach. Ethnocentric approach to branding is been adopted by the researchers. As the global market develops this seems to be problematic. Thus it is important that some key premises and foundation needs to be revised. The branding research needs to be historically and contextually grounded, polycentric in orientation, and acutely attuned to the symbolic significance of brands of all types. INTRODUCTION: Brands are going everywhere in the global popular market. The Nike tick mark, the Coco-Cola symbol or McDonald’s M triggers tens and hundreds of responses. Brands are becoming integral part of our culture thus there is a great need for international marketing scholars to change with the changing global market condition and also contribute to the public dissonance of branding practices. T he theory and tools available are not sufficient to analyze the complexity of globalization and the brands role in it. The international marketing still does not suggest the appropriate theoretical and methodological challenges brought by globalization, and also in branding. AIM: Study of cultural approach taken by Starbucks to branding in global marketplace. OBJECTIVE: Theoretical and methodological blueprint for studying the cultural role of Starbucks in global market. LITERATURE REVIEW: 1. A* Cultural Approach to Branding in the Global Marketplace*. Review: Related Questions: Premises: What cultural differences (national, regional) do branding strategies embed? How have different branding concepts and theories emerged and for what purposes? Analytical approach: How do traditional brand landscapes affect globalized brands? How do brands at different geographical scales interact in market space? What kinds of mythic elements make for good brand stories? Can we predict the emergence of â€Å"antibrands† (e. g. , Mecca Cola, fair trade)? Units of analysis: How do brands globalize? To what degree do various brand architectures translate across cultures? Is it possible to develop an archive of commercially compelling narrative elements? Review: The Starbucks Brandscape and Consumers’ (Anti-corporate) Experiences of Globalization Review: Significance of Research: Help Starbucks understand the cultural effect on globalization. Help Starbucks to adopt appropriate strategy depending on the cultural aspects and consumer behavior geographically. Data collection: Journals from Internet. Personal visit to Starbucks. Interview with the staff and manager of Starbucks. BIBLOGRAPHY: Burgess, Steven M. and Jan-Benedict E. M. Steenkamp (2006), â€Å"Marketing Renaissance: How Research in Emerging Consumer Markets Advances Marketing, 23 (4), 337–56. Aaker, Jennifer and Patti Williams (1998), â€Å"Empathy Versus Pride: The Research, 25 (December), 241–61.

Qué es estatus PRUCOL y qué inmigrantes están amparados

Quà © es estatus PRUCOL y quà © inmigrantes estn amparados Los inmigrantes PRUCOL son indocumentados que pueden tener acceso a algunos beneficios sociales. Los derechos que pueden tener depende de cada estado. PRUCOL significa residente permanente bajo el color de la ley, segà ºn sus siglas en inglà ©s. No es una de las 7 situaciones migratorias creadas por las leyes, sino que es consecuencia de una sentencia judicial. Para ser amparado por PRUCOL los requisitos son los siguientes: estar en Estados Unidos como indocumentadoque el gobierno federal sepa de la presencia en el paà ­s de se inmigrantey que a pesar de estar indocumentado el gobierno ha manifestado su intencià ³n de no proceder a su deportacià ³n, expulsià ³n o remocià ³n de Estados Unidos. Esto puede suceder porque el migrante se encuentra en una categorà ­a contra la que el gobierno no actà ºa para deportar o porque se le ha notificado al inmigrante que no va a ser deportado. Tienen que darse al mismo tiempo esos tres requisitos Ejemplos de situaciones migratorias que pueden ser amparadas por PRUCOL Personas en proceso de ajuste de estatusSolicitantes de asiloMigrantes con un Estatus de Proteccià ³n Temporal (TPS, por sus siglas en inglà ©s)Situaciones de cancelacià ³n de la deportacià ³n (cancellation of removal)Suspensià ³n de la deportacià ³nAccià ³n Diferida (DACA, por sus siglas en inglà ©s) para muchachos que llegaron a USA antes de cumplir los 16 aà ±os y reà ºnen otros requisitos.Las personas extranjeras que al llegar a una aduana de Estados Unidos no cumplà ­an los requisitos para el ingreso pero se les permitià ³ un parole por razones humanitarias   y hace menos de un aà ±o de esa situacià ³n. Por ejemplo, caso de cubanos por pies secos pies mojados o de haitianos.Las và ­ctimas de violencia o de trfico de personas que han solicitado una visa U o una T.Migrantes que han solicitado por carta un alivio de la deportacià ³n hace ms de seis meses y no han obtenido una respuesta por parte de las autoridades. Beneficios sociales que pueden tener las personas consideradas PRUCOL Va a depender de cada estado. Algunos no conceden ningà ºn derecho, mientras que otros conceden algunos, como por ejemplo Nueva York, Nuevo Mà ©xico, Nueva Jersey, Maine, Massachusetts, Virginia, Hawaii y Pennsylvania. California se encuentra entre los ms generosos. Por otro lado, Texas, casa de aproximadamente el 14 por ciento del total de indocumentados presentes en USA, no brinda beneficios para los PRUCOL. Como los derechos y los requisitos cambian de estado a estado, verificar con las administraciones del lugar en el que se reside. Entre los beneficios ms comunes para los PRUCOL en los estados que asà ­ lo permiten se encuentran: MedicaidSSI/SSP, ingresos y pagos complementarios.CAPI, programa de asistencia en dinero, dependiendo de la edad o si sufren una incapacidad.SNAP, programa de asistencia para alimentos. En California se conoce como CalFreshAdems, en California hay ms programas especà ­ficos de ese estado, como CFAP, programa de asistencia para comidas que puede aplicar a algunso PRUCOL y CalWORKS. Adems, todos los indocumentados, incluso los que no son PRUCOL, tienen beneficios como Medicaid de Emergencia, que incluye entre otras medidas el parto y nacimiento de un bebà ©, y tambià ©n WIC, que es un programa de asistencia para alimentos para embarazadas, lactantes y bebà ©s. A tener en cuenta   No confundir PRUCOL con qualified immigrant, que es el requisito que pide el gobierno federal para tener acceso a programas financiados federalmente. Los PRUCOL no son inmigrantes cualificados a estos efectos. Asimismo, las personas que ingresaron a Estados Unidos antes del 22 de agosto de 1996 podrà ­an tener acceso a mayores beneficios sociales, ya que para ellos aplica una ley anterior.   Por à ºltimo, tener presente que PRUCOL no da derecho a obtener la tarjeta de residencia ni la ciudadanà ­a americana. Muchos inmigrantes PRUCOL podrn legalizarse siguiendo un camino especà ­fico para su caso, pero otros muchos permanecern toda su vida en esa situacià ³n de indocumentados a los que se les permite permanecer en Estados Unidos. Este artà ­culo es sà ³lo informativo. No es consejo legal.

A Simple Summary of Shakespeares Hamlet

A Simple Summary of Shakespeare's Hamlet William Shakespeares famous work Hamlet, Prince of Denmark is a tragedy set across five acts written around the year 1600. More than just a revenge play, Hamlet deals with questions about life and existence, sanity, love, death, and betrayal. It is one of the most quoted works of literature in the world, and since 1960 it has been translated into 75 languages (including Klingon). The Action Begins Otherworldly As the play begins, Hamlet, Prince of Denmark, is visited by a mysterious ghost resembling his recently-deceased father the king. The ghost tells Hamlet that his father was murdered by Claudius, the king’s brother, who then took the throne and married Hamlet’s mother Gertrude. The ghost encourages Hamlet to avenge his father’s death by killing Claudius. The task before Hamlet weighs heavily upon him. Is the ghost evil, trying to tempt him to do something that will send his soul to hell for eternity? Hamlet questions whether the specter is to be believed. Hamlet’s uncertainty, anguish, and grief are what makes the character so believable. He is arguably one of literature’s most psychologically complex characters. He is slow to take action, but when he does it is rash and violent. We can see this in the famous â€Å"​curtain scene† when Hamlet kills Polonius. Hamlet’s Love Polonius’ daughter Ophelia is in love with Hamlet, but their relationship has broken down since Hamlet learned of his father’s death. Ophelia is instructed by Polonius and Laertes to spurn Hamlet’s advances. Ultimately, Ophelia commits suicide as a result of Hamlet’s confusing behavior toward her and the death of her father. A Play Within a Play In Act 3, Scene 2, Hamlet organizes actors to re-enact his father’s murder at the hands of Claudius in order to gauge Claudius’ reaction. He confronts his mother about his father’s murder and hears someone behind the arras. Believing it to be Claudius, Hamlet stabs the man with his sword. It transpires that he has actually killed Polonius. Rosencrantz and Guildenstern Claudius realizes that Hamlet is out to get him and professes that Hamlet is mad. Claudius arranges for Hamlet to be shipped to England with his former friends Rosencrantz and Guildenstern, who have been informing the king about Hamlet’s state of mind. Claudius has secretly sent orders for Hamlet to be killed on arrival in England, but Hamlet escapes from the ship and swaps his death order for a letter ordering the deaths of Rosencrantz and Guildenstern. To Be or Not to Be †¦ Hamlet arrives back in Denmark just as Ophelia is being buried, which prompts him to contemplate life, death, and the frailty of the human condition. The performance of this soliloquy is a big part of how any actor portraying Hamlet is judged by critics.  Ã‚   Tragic Ending Laertes returns from France to avenge the death of Polonius, his father. Claudius plots with him to make Hamlet’s death appear accidental and encourages him to anoint his sword with poison. He also puts a cup of poison aside, in case the sword is unsuccessful. In the action, the swords are swapped and Laertes is mortally wounded with the poisoned sword after striking Hamlet with it. He forgives Hamlet before he dies. Gertrude dies by accidentally drinking the cup of poison. Hamlet stabs Claudius and forces him to drink the rest of the poisoned drink. Hamlets revenge  is finally complete. In his dying moments, he bequeaths the throne to Fortinbras and prevents Horatios suicide by imploring him to stay alive to tell the tale.

Citizenship and Naturalization Essay Example | Topics and Well Written Essays - 500 words

Citizenship and Naturalization - Essay Example A policy is being proposed by many that such a test should also be designed for these American people too as they should also know enough about the roots to which they belong. In my opinion such a policy is best suited for the people of America so that they are forced to know about their nation. Andrew Romano in the Newsweek Magazine provided details about the citizenship test which was attempted by the citizens of America. He briefs that 38% of the citizens failed the test and 29% of these citizens did not even know the name of the vice president. This clearly shows that the citizens of America have been quite ignorant because of no restrictions imposed upon them. Romano further compared the results with the people of Europe and found that they knew much more than the Americans did. A great percentage of the European knew about Taliban whereas a lesser percentage of the Americans knew about Taliban even though United States has been actively involved in the charge against them. The problem cannot be rooted out if the citizens do not realize the problem at the first instance. These citizens would only realize the gravity of the problem if they are posed w ith restrictions (Romano 2011). An implementation of the Naturalization Test would help these citizens to know more about their nations so that they can work as a whole. Jack Cafferty from CNN further highlighted these problems in the citizens of America. He puts forward that eligible voters do not even know about the roots of America and they end up voting the wrong person in the Congress. A naturalization test would urge these citizens to know more about their nation so that they can vote the right person for the right seat. An American citizen and an immigrant should not have much of a difference when these tests are being conducted because altogether both of these classes will turn out to be the voters for the United Nations (Cafferty