Empiricism Semantics and Ontology Carn Essay Example for Free

Empiricism Semantics and Ontology Carn Essay I. The Problem of Abstract Entities Empiricists attempt to limit themselves to nominalistic language, a language not containing references to abstract entities such as properties, classes, relations, numbers, propositions, etc. They treat mathematics as a mere calculus wherein no interpretation is given or can be given. However, abstract entities are impossible to avoid for some scientific contexts. The theory of meaning and truth is the problem of abstract entities in relation to semantics1. Semanticists claim that certain expressions designate certain entities, including abstract entities2. This violates the basic principles of empiricism and leads back to a metaphysical ontology3 of the platonic kind. Carnap rejects the idea that the use of such language embraces Platonic ontology, but is rather compatible with empiricism and scientific thinking. II. Linguistic Frameworks4 Carnap believes that for someone to speak of a new kind of entities in his language, he must construct a linguistic framework, a system of new ways of speaking and is subject to new rules. To understand these entities, we must recognize the two fundamental  questions concerning the reality of these entities: (1) Internal questions or the questions of existence of the new entities within the framework; and (2) External questions or the questions of existence of the system of entities as a while. Internal questions can be answered by new forms of expressions either by logical or empirical methods. External questions, on the other hand, are in need of a closer examination. The world of things is the simplest kind of entities we deal with everyday language and upon our acceptance of the thing  language with its framework for things, we can raise internal questions like â€Å"Is there a white piece of paper on my desk? †, â€Å"Are unicorns real or imaginary? † and these can be answered by empirical investigation. The results of this investigation can be confirmed or disconfirmed based on explicit rules for the evaluation, which is the main concern of epistemology. The rules of the framework claim that in order for something to be considered real, it must fit into a system at a particular space-time position along with other things  considered as real. The external question of the reality of the thing world is not asked by scientists but by philosophers and is given affirmative answers by realists, and negative answers from subjective idealists. This question is never resolved because it is wrongly framed. To be real in the scientific context means to be an element of the system, hence, this concept cannot be meaningfully applied to the system. Those who question the reality of the thing world are not expecting of a theoretical question, rather, a practical question which  would affect the structure of our language; hence, we must decide whether or not to adapt the forms of expression in the framework. We have accepted the thing language since our earlier years and now we are given the choice whether or not to continue using the thing language or to restrict ourselves to sense-date, to construct an alternative language with new structure and rules, or to refrain from speaking at all. However, Carnap believes that none of the above-mentioned choices is practical. So, he explained that the  acceptance of the thing language does not imply the acceptance of the existence of the thing world, but the acceptance of a certain form of language, accepting rules in order to form, test, or reject statements, and the idea of the reality of the thing world cannot be among these statements because it cannot be formulated in the thing language or in any other theoretical language. Questions regarding the efficiency, fruitfulness and simplicity of the use of the thing language are not yes-no questions but rather questions of degree. But it is wrong to say that â€Å"The fact of the efficiency of the thing language is confirming evidence for the reality of the thing world,† rather, â€Å"This fact makes it advisable to accept the thing language. † Carnap used the example of the system of numbers as an example of a system which is of a logical rather than a factual nature, based on the rules of the new expressions: 1 SEMAN? CS IS THE STUDY OF MEANINGS AND THE RELA? ON OF SIGNS AND SYMBOLS AND WHAT THEY SIGNIFY OR DENOTE. 2 E. G. PROPER? ES AS DESIGNATED BY PREDICATES AND PROPOSI? ONS AS DESIGNATED BY SENTENCES. 3 ONTOLOGY IS THE PHILOSOPHICAL THEORY OF REALITY AND IS THE DOCTRINE OF UNIVERSAL AND NECESSARY CHARACTERIS? CS OF ALL EXISTENCE. 4 A LINGUIS? C FRAMEWORK IS A SET OF LINGUIS? C CONVEN? ONS WHICH DETERMINE THE WAY IN WHICH WE SE#LE EXISTENCE PROBLEMS OF A CERTAIN sort. (1) numerals like â€Å"five† and sentence forms like â€Å"there are five books on the table† (2) the general term â€Å"number† for the new entities, and sentence forms like â€Å"five is a number† (3) expressions of properties of numbers (odd, prime), relations (greater than), and functions (plus), and sentence forms like  Ã¢â‚¬Å"two plus three is five. † (4) numerical variables (m,n,etc) and quantifiers for universal sentences (for every n,†¦. ) and existential sentences (there is an n such that†¦) with the customary deductive rules Empirical investigation is impossible to answer the internal question, â€Å"Is there a prime number greater than a hundred? †, rather it can be answered through logical analysis. He also introduced the system of propositions wherein any declarative sentence can be substituted by a variable. Every sentence that comes in the form â€Å"†¦is a proposition† is considered analytic. This framework included three constructs: (1) â€Å"For every p, either p or not –p† (2) â€Å"There is p such that p is not necessary and not –p is not necessary. † (3) â€Å"There is p such that p is a proposition. † (1) and (2) are both internal assertions of existence while (3) is an implication that there are propositions. Lastly, in the spatio-temporal coordinate system for physics, the new entities are the space-time points. Each point is an ordered quadruple of four real numbers (3 spatial and 1 temporal coordinate). It is not forced on us but is suggested by common observation. The physical state of these space-time points is described through qualitative predicates or through ascribing numbers such as mass, temperature, etc. Moving on to this physical coordinate system requires a decision on how to use language. Carnap argues that the introduction of such forms into our language is a matter of degree, and that the formulation in the form â€Å"real or not† will be inadequate. Many philosophers argue that the affirmation of the reality of the entity of the language shall come prior to the introduction of new language forms, and Carnap strongly disagrees. He claims that a new way of speaking needs not be justified because in the first place, it does not imply any assertion of reality, but only acceptance of a new framework. III. What Does Acceptance of a Kind of Entities Mean? The acceptance of a new kind of entities is represented in the language by the introduction of a framework of new forms of expressions to be used according to a new set of rules. The two essential steps into the introduction of the framework are: (1) the introduction of a general term, a predicate of higher level, for the new kind of entities, permitting us to say of any particular entity that it  belongs to this kind5; and (2) the introduction of variables of the new type. After the formulation of the new forms of language, they can now create internal questions that may either be empirical or logical, and be addressed by true answers that are either factually true or analytic. Carnap debunks the idea that the acceptance of a new framework is an assertion of the reality of the entities. He argues that the question whether or not to accept the new entities and the new linguistic form is a practical question and not a theoretical question. It cannot be judged as true or false because it is not an assertion, rather, it can be judged as being more or less expedient, fruitful and conducive. IV. Abstract Entities in Semantics In semantical meaning analysis, certain expressions are often said to designate (or name or denote or signify) certain extra- linguistic entities. Ex. â€Å"The word ‘red’ designates a property of things. † â€Å"The word ‘five’ designates a number. † Empiricists admit that these are meaningful expressions but reject the belief as they see these as implicitly presupposed by those semantical statements. 5 E. G. â€Å"RED IS A PROPERTY†, â€Å"FIVE IS A NUMBER† This belief is criticized as hypostatization, or treating as names expressions which are not names. Carnap used the example of â€Å"Fido†, his dog, as a name that designates his dog Fido, while red and five are not names and are not supposed to designate anything. To deal with this criticism, Carnap clarifies abstract entities as designata: (a) Five designates a number. This presupposes that our language L contains the forms of expressions which we have called the framework of numbers, in particular, numerical variables and the general term number. If L contains these forms, the following is an analytic statement in L. (b) Five is a number. To make the statement (a) possible, L must contain an expression like designates or is a name of for the semantical relation of designation. If suitable rules for this term are laid down, the following is likewise analytic: (c) Five designates five. Since (a) follows from (c) and (b), (a) is likewise analytic. You must accept these as true statements if you accept the framework of numbers. Carnap acknowledges the need for theoretical justification for internal assertions but argues that it is wrong to demand forsu ch when it comes to acceptance of system of entities. He cites Ernest Nagel who asked for evidence relevant for affirming with warrant that there are such entities as infinitesimals or propositions. He required the evidence to be logical and dialectical. And so Carnap provides an example of this problem of proof: â€Å"Here are three books. † The framework of the sentence allows us to communicate but the question on the ontological reality of the system of numbers continues. One philosopher believes that numbers are real entities so there is no problem in using the  numerical framework for semantical statements. A nominalistic opponent, on the other hand, says there are no numbers. For Carnap, numbers may still be used as meaningful expressions but they are not names and there are no entities designated by them. The term numbers and numerical variables must only be used as abbreviating devices: i. e. to translate them into the nominalistic thing language. He believes that there is no possible evidence relevant for both philosophers. V. Conclusion Carnap’s stand on using semantical methods depended not on the ontological question of existence of abstract entities but onthe qu estion whether or not the rise of abstract linguistic forms is expedient and fruitful for semantical analyses6. This is no yes-or-no question. It dealt with a matter of degree, by their efficiency as instruments, by the . . ratio of the results achieved to the amount and complexity of the efforts required. He challenges the nominalists to offer better arguments than merely appealing to ontological insight; probably a semantical method without any references at all to abstract entities and by simpler means, achieves the same results as other methods. Carnap  pointed out that dogmatic prohibitions are both futile and harmful that looking back to history, traces of slow development rooted to religious, metaphysical, mythological, and other irrational sources. And so by granting freedom to use any form of expression useful to them, those useless forms will sooner or later be eliminated. Carnap ended with a reminder, â€Å"Let us be cautious in making assertions and critical in examining them, but tolerant in permitting linguistic forms. † 6 SEMAN? CAL ANALYSES THAT INCLUDE THE ANALYSIS, INTERPRETA? ON, CLARI+CA? ON OR CONSTRUC? ON OF LANGUAGES OF COMMUNICA? ON, ESPECIALLY languages of science.

Estimation of Northern Bobwhite Densities in South Texas

Estimation of Northern Bobwhite Densities in South Texas Principal Investigators Bart M. Ballard, Caesar Kleberg Wildlife Research Institute, Texas AM University-Kingsville, Kingsville, Texas 78363. Fidel Hernà ¡ndez, Caesar Kleberg Wildlife Research Institute, Texas AM University-Kingsville, Kingsville, Texas 78363 Leonard A. Brennan, Caesar Kleberg Wildlife Research Institute, Texas AM University-Kingsville, Kingsville, Texas 78363 PROJECT JUSTIFICATION Northern Bobwhites (Colinus virginianus) are a wide-ranging species and are commonly hunted throughout Texas. Their population has been declining since about 1880 and are decreasing in abundance in over 75% of their range in the United States (Leopold 1931, Errington and Hammerstrom 1936, Lehmann 1937, Guthery 2002). Texas has been seen as one of the remaining strong holds in North America (Rollins 2002) but recent evidence shows that populations are also declining within Texas (DeMaso et al. 2002). These declines have spurred an increase in research and management of the species and an improved understanding of the species (Guthery 2002). Declining numbers however can be difficult to understand because of their natural boom-bust population cycles and influence of weather on the population (Lehmann 1953, Keil 1976, Guthery et al. 1988, Bridges et al. 2001, Lusk et al. 2002). In order to properly manage quail within south Texas where there is large annual variation in precipitation an d temperatures local population trends are needed. Current hunting regulations are set at the state level where a liberal hunting framework (15 birds/day over 120 season; Brennan 2014) is assumed to have is little to no impact on the population (Guthery et al. 2004b). However, these state-wide regulations are not appropriate when managing at the fine scale where such a liberal harvest quota could negatively affect local populations (Roseberry and Klimstra 1984, Peterson 1999, Brennan et al. 2014). Bobwhites variable population cycles make it necessary for local land managers to set harvest limits based on local population trends (Brennan 2014). By setting sustainable harvest limits based on local population densities the likelihood of population crashes goes down and there is quicker recovery following drought conditions and natural population declines (Brennan 2014). Recent recommendations for harvest values were made by Brennan in 2014 for south Texas where there is extreme variability in precipitation and temperatures compared to other regions of their range. These recommendations are based on the assumption of good environmental conditions, a 20% harvest rate, and are density depended. It is also recommended to conduct fall surveys in late November-mid December when detection is highest and basing the harvest on pre-hunt population numbers to minimize the probability of local extinction (Guthery et al. 2000, Sands 2010). Estimating yearly and seasonal population densities can be difficult for many reasons including observer variability, local habitat variability and change between years, environmental factors such as weather, and species characteristics (Rusk et al 2007). Common methods include estimating abundance using indices or using distance sampling (Rusk et al. 2007). However, the accuracy of indices is sensitive to changes in detection (Anderson 2001, 2003, Rosenstock et al. 2002; Thompson 2002). During bobwhite population lows it becomes even more difficult to estimate population density due extremely low encounter rates (1 covey/7km; Kuvlesky et al. 1989). Distance sampling allows for varying detection probabilities while estimating densities and is a popular method that has been used successfully for bobwhites in many studies in south Texas (Brennan and Block 1986, Shupe et al 1987, Guthery 1988, Guthery and Shupe 1989, DeMaso et. al. 1992, Rusk et al 2007). Unlike census techniques that are based on the assumption that all individuals within the survey area are counted, distance sampling works under the assumption that more animals are missed the farther you get from a transect (Brennan and Block 1986). To calculate density within a survey area, the perpendicular distance from a transect to an animal is recorded and then used to calculate a probability density function (Burnham et al. 1980, Buckland 2004) from which the density throughout the study area can be estimated using Program Distance (Thomas et al. 2010). Assumptions of distance sampling which must be met include: 1) all animals on the transect are detected, 2) animals are detected at their original locations prior to any movement in response to the observer, and 3) distances are measured accurately (Buckland 1992). These assumptions can be difficult to meet in field condition but most issues with these assumptions can be addressed using proper survey design, post processing of the data, and statistical analysis. Assumption one can be relaxed if needed by incorporating a double observer design in which two counts are occurring simultaneously (Laake and Borchers 2004) or by applying an adjustment term. Assumption two can be violated if animals have the chance to respond to the surveyors by running, coming closer, or learning to hide (Buckland et al. 2001). Careful analysis of data can help determine if and how this assumption is violated and certain techniques can be implemented to account for animal responses such as truncation of data close to the line in cases were animals run (Fewster et al. 2008). Assumption three can be violated by untrained observers, lack of proper technology, or inaccurate estimates of cluster sizes if animals are clustered (Buckland et al 2001). Another assumption which can be violated includes independence between animal observations which can be an issue if surveys are done on roads or too close together (Thomas et al 2009). Careful survey design is crucial to accurately estimating population densities and local knowledge of habitat, densities, and environmental gradients help when designing surveys. Once densities are estimated for a region careful consideration and local knowledge is needed to make the proper recommendations for hunting regulations and habitat management. Given accurate densities, harvest can be optimized at the ranch or pasture levels while also decreasing the likelihood of local population extinction. OBJECTIVES The purpose of our study is to design a repeatable helicopter line transect survey for the King ranch study location which will be implemented over a three-year period from Sept 2018-December 2021. From this data fall bobwhite quail densities will be estimated using Program Distance from which management recommendations can be made. Specifically, our goals are; Develop a repeatable helicopter line-transect survey protocol for bobwhite quail Implement survey over three fall survey seasons Use Distance software to develop detection probability functions and estimate fall densities which can be used to aid in management and conservation decisions. METHODS Study Area The study area includes a 25,000 acre section of the King Ranch (King Ranch, Kingsville TX) located south west of Kingsville (Figure1). The study area is located in the South Texas Plains ecoregion and may include parts of the Gulf Prairie and Marshes ecoregion (Gould 1975) Within this region there is high variability in rainfall (Correl and Johnsonston 1979; Omernik 1987) causing local populations to exhibit strong boom-bust population cycles. Major plant communities present on the King Ranch include blue stem prairie (Schizachyrium scoparium), mesquite-granjeno thornbrush (Prosopis glandulosa- Celtis pallida), mesquite-bluestem savannah, oak-bluestem (Quercus virginiana, Quercus stellata) (McLendon 1991, Fulbright and Bryant 2002). Major land uses on the King Ranch include commercial hunting and cattle production (Schnupp et al 2013). Annual rainfall is on average 65.4 cm with monthly values ranging from 1.4-13cm (Williamson 1983). Figure 1. Divisions of the King Ranch (green), located in south Texas. Habitat includes but are not limited to shrub land, grasslands, mesquite-woodlands, oaklands, freshwater wetlands, and saltmarsh. Habitat is managed for cattle, white tail deer, and quail. Experimental Approach:       Transect design To estimate fall densities within the survey area we will first develop a three-year helicopter based, line-transect count survey. We will develop the transects in such a way that if desired, the surveys can continue past three years. Spatial layers will be made for the study area boundary and line transects in ArcGIS 10.3 (Environmental Systems Research Institute, Redlands, CA). Sample transects were placed parallel to each other leading north to south (Figure 2) and further stratification will be done using post processing techniques if desired. Transects were places at a distance of 400 meters from each other with a random starting location and giving a survey coverage of 50 percent. Given this design we have 30 transects of 8 km in length and a total survey length of 240 km (Figure 2). Figure 2. Sample study area with transects (n=30) with survey zones of 100m to each side of the transect. Landcover includes woodland/shrublands (dark green), grasslands (light green), agriculture (light brown), wetlands (blue) and urban (red). Given previous encounter rates of 1 covey/0.95km observed during a comparable study on another section of the King Ranch (Rusk et al. 2007), this design would yield an estimated 250 observations. However, encounter rates have been reported to be much lower during population lows; Rusk 2007 documented as low as 1 covey/7.38 km while walking transects in a low year verses 1 covey/ 1.96 km in an abundant year. Given flying transects gives roughly twice the number of detections per km, we will assume a helicopter flight on a low population year would give an encounter rate of  ¼ km and 60 observations. To make sure that this transect design will provide a 25% or less Coefficient of Variation for population density estimates we can plug use the equation (Buckland 1993): L= Where L= total line length needed, = the coefficient of variation for population density estimate, and L0/n0 = encounter rate, or the number of quail detected per km of transect. The value b is typically between 1.5-3 (Burnham 1980) and it is most frequently assumed that b=3 (Buckland 1993). Given this equation, under an assumed encounter rate of 1 covey/.95 km and a 25% CV the minimum total transect length is: L= However, when the encounter rate is dropped to 1 covey/4 km during a population low, the needed length becomes: L= By conducting more surveys than is needed to achieve a 25% CV there is less of a chance that during a dry year we will not be able to estimate density because of lack of encounters. After year one we will re-evaluate transect design by incorporating the first years encounter rate to help determine transect lengths for years two and three (Buckland 1993). Field Surveys Surveys will take place in the first week of October to give enough time to provide updated recommendation for harvest quotas before the onset of quail regular season on October 29th (TPWD, Outdoor Annual). October 1st of each year a mock survey will be done in which tools are calibrated and extra surveyor training done if need following protocols similar to Schnupp et al. (2013). This test flight will occur along a 3 km transect with 16 targets (Otto and Pollock 1990, Shnupp et al. 2013). Each side of the transect will have 8 targets (dove decoys suspended at 1.2m) distributed randomly between 10-70m at 10m intervals from the line and spaced 300m apart along the transect (Schnupp et al.). This will help reduce potential errors counts due to equipment malfunction and surveyor error. The full survey will begin the day after the mock survey and all transects will be surveyed once per year. If detections for an entire survey are below 80 then a second survey will be done. Surveys will take place in the first 3 and last three hours of day light when possible and the start location will vary each survey. From the start location, every other transect will be sampled to reduce the probability of over counting and then returning to skipped transmitters as soon as possible. We will use a four person helicopter such as the Robinson R-44 (Robinson Helicopter Company, Torrance, California) or similar models equipped with a parallel swathing lightbar for navigation (2005; Raven RGL 600, Raven Industries, Sioux Falls, South Dakota). Surveys will be conducted at approximately 48 km/hour and at a height of 18 m (Shupe et al. 1987, Rusk 2007) One observer will be facing forward counting coveys directly on the line and two rear-facing observers counting quail which flush on the s ides or behind the helicopter. When a covey is spotted, the helicopter will hover briefly to allow observer to use the range finder and count the number of quail in the covey. The forward facing technician in addition to counting coveys will help navigate to the transects, and will start and stop the survey recordings (Schnupp 2013). The two rear observers will collect data as well as enter data for all surveyors. Covey counts and covey size will be recorded for 100 meters to each side of the helicopter using laser electronic range finders, differential global positioning systems, personal tablet computers, and keypads (Schnupp et al. 2013). Tablets will be installed with ArcPad (Environmental Systems Research Institute, Redlands, CA), and connected to the laser range finders with sub meter accuracy. The differential global positioning system will collect 5 points/second to track the flight path. Electronic range finders will be synced to tablets using blue tooth and will measure distance to covey, compass bearing, angle of inclination and horizontal offset of covey from the helicopter for each covey. Key pads were also used to record sizes of coveys. Raw survey information is then imported into ArcMap 10.3 for data processing and then imported to Program Distance. Distance Analysis Using distance survey data collected over three years we will calculate densities and variance estimates in Program Distance 7.0 similar to Rusk et al 2007. Program Distance calculates estimated densities and variances as s) Where is density, n is the number of coveys detected, is the effective half-band width, cv is the coefficient of variation, L is the length of transects, and E(s) is average covey size. Effective half widths with be calculated in distance by fitting detection functions to histograms of distances and covey counts. To improve model fit, 5% of the right hand data will be truncated (Buckland et al. 2001; Shnupp 2013) and data will be evaluated visually for any signs of violation of the basic assumptions. We will consider a variety of detection functions (uniform, half-normal, and hazard-rate with several series adjustments) and choose the best fitting model using Akaikes Information Criterion values (AICc) and chi-square analysis (Buckland 2001; Shnupp 2013). We will then develop a global detection function for each year to estimate fall densities and use confidence intervals and coefficient of variation reported from distance. If stratification by pasture is desired and there are enough observations to do so, then detection functions will be built at the pasture level otherwise a global detection function will be applied to each pasture. A coefficient of variation of less than 20% is recommended for bobwhite density estimates (Guthery 1988) but we will consider a coefficient of variation of 25% acceptable. EXPECTED RESULTS AND BENEFITS From these three fall bobwhite quail surveys, we will be able to report yearly bobwhite density estimates and begin to understand local population trends. Once funding is approved, exact methods will be refined using actual ranch and pasture boundaries and habitat gradients. Survey design will be reviewed by quail researchers at the Caesar Kleberg Wildlife Research Institute to ensure proper design. Yearly encounter rates, detection functions, estimated population density, and recommendations for harvest rates will be provided in annual reports. A final report will be submitted in the form of a dissertation chapter within one year after the completion of the last fall survey. This chapter will summarize yearly results as well as trends observed throughout the study region and will include recommendations for sustainable harvest limits. Research results may be presented at professional meetings and will include one or more King ranch employees as authors and King Ranch will be acknowledged as the primary funding contributor. Project deliverables include: P.h.D dissertation chapter and corresponding scientific publication Scientific presentations Spreadsheets of density estimates and recommended harvest rates ENDANGERED SPECIES CONSIDERATIONS Not applicable to the proposed project. ETHICAL USE OF ANIMALS Animal and Care Use form is not required PERSONNEL This study will be a cooperative project between the Caesar Kleberg Wildlife Research Institute (CKWRI) and the King Ranch. Drs. Bart M. Ballard, Fidel Hernandez, and Leonard A. Brennan will be primary investigators. This project will include one P.h.D. student who will act as project coordinator and field supervisor. The graduate student hired will also be responsible for hiring part-time student technicians to aid in surveys. The student hired will conduct fall densities surveys on the King Ranch as a partial fulfillment of P.h.D contract and will also be conducting other quail research in assistance of other projects. SCHEDULE 2018-2019 Activity Jan-April: Await funding April-May: Search for P.h.D candidate June-Sept:Hire student, coordinate field surveys and hire part-time surveyors for Survey week October: Fly surveys and estimate fall densities November: Further data analysis and reporting 2019-2020 Activity Aug-Sept: Refine transects/protocol if needed, hire technicians for Survey week October:Fly surveys and estimate fall densities November: Further data analysis and reporting 2020-2021 Activity Aug-Nov:Same schedule as above December: Provide final analysis and Report BUDGET Equipment Estimates: 2 Electronic distance estimators ($18,000 each) =36,000 2 Tablets w/accessories: = $1,600 2 Keypads: $100 1Raven Cruiser: $2,000 Rounded Estimate: $40,000 Annual Expenses: -P.h.D student stipend: $1500 with fringe benefits at .7% of salary and medical (up to 250$/month) = $22,260/year -2 Short term technicians: 100$/day during fall surveys. Total=2 technicians*$100*7 days a year= 1400/year -Helicopter time: 500$/hr *estimated 10 hrs per year= $5,000/year -Driving costs: $0.50/mi+ gas. Exact distance to site in unknown, preliminary estimate= $10,000/year Summary of Annual Cost: 2018-2019: $78,660 2019-2020: $38,660 2020-2021: $38,660 LITERATURE CITED Anderson, D. R. 2001. The need to get the basics right in wildlife à ¯Ã‚ ¬Ã‚ eld studies. Wildlife Society Bulletin 29:1294-1297. Anderson, D. R. 2003. Response to Engeman: index values rarely constitute reliable information. Wildlife Society Bulletin 31:288-291. Brennan, L. A., and W. M. Block. 1986. Line transect estimates of mountain quail density. Journal of Wildlife Management 50:373 Brennan, L.A., F. Hernandez, E.D. Grahmann, F. C. Bryant, M.J. Schnupp, D.S. Delaney, and R. Howard. 2014. 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Wildlife Research 35:275-288. Fulbright, T. E., and F. C. Bryant. 2002. The last great habitat. Caesar Kleberg Wildlife Research Institute, Special Publication No. 1, Kingsville, Texas, USA Guthery, F. S. 1988. Line transect sampling of bobwhite density of rangeland: evaluation and recommendations. Wildlife Society Bulletin 16:193-203. Guthery, F. S., N. E. Koerth, and D. S. Smith. 1988. Reproduction of northern bobwhites in semiarid environments. Journal of Wildlife Management 52:144-149. Guthery, F. S., and T. E. Shupe. 1989. Line transect vs. capture-removal estimates of bobwhite density. Proceedings of the Annual Conference Southeast Association of Fish and Wildlife Agencies Guthery, F. S., M. J. Peterson, and R. R. George. 2000. Viability of northern bobwhite populations. Journal of Wildlife Management 64:646à ¢Ã‹â€ Ã¢â‚¬â„¢662. Sands 2010 Guthery, F. S. 2002. The technology of bobwhite management: the theory behind the practice. Iowa State University Press, Ames, Iowa, USA Guthery, F. S. 2002. The technology of bobwhite management: the theory behind the practice. Iowa State University Press, Ames, Iowa, USA. Guthery et al. 2004b Guthery, F. S., M. J. Peterson, J. J. Lusk, M. J. Rabe, S. J. DeMaso, M. Sams, R. D. Applegate, and T. V. Dailey. 2004. Multi-state analysis of fixed, liberal regulations in quail harvest management. Journal of Wildlife Management 68:1104-1113 Hernà ¡ndez, F., F. S. Guthery, and W. P. Kuvlesky. 2002a. The legacy of bobwhite research in south Texas. Journal of Wildlife Management 66:1-18. Kiel, W. H. 1976. Bobwhite quail population characteristics and management implications in south Texas. Transactions of the North American Wildlife and Natural Resources Conference 41:407-20. Kuvlesky, W.P., B.H. Koerth,andN.J.Silvy.1989.Problemsofestimating northern bobwhite populations at low density. Proceedings of the Annual Conference Southeast Association of FishandWildlifeAgencies43:260-267. Laake, J.L. and Borchers, D.L. 2004. Methods for incomplete detection at distance zero. Advanced Distance Sampling (eds S.T. Buckland, D.R. Anderson, K.P. Burnham, J.L. Laake, D.L. Borchers and L.Thomas). pp. 108-189. Oxford University Press Oxford. Lehmann, V. W. 1937. Increase quail by improving their habitat. Texas Game, Fish, and Oyster Commission, Austin, Texas, USA. Lehmann, V. W. 1953. Bobwhite population fluctuations with vitamin a. Transactions of the North American Wildlife Conference. 18:199-246 Leopold, A. 1931. Report on a game survey of the north central states. Democrat Printing Company, Madison, Wisconsin, USA. Lusk, J. J., F. S. Guthery, R. R. George, M. J. Peterson, and S. J. DeMaso. 2002. Relative abundance of bobwhites in relation to weather and landuse. Journal of Wildlife Management 66:1040-1051. McLendon, T. 1991. Preliminary description of the vegetation of south Texas exclusive of coastal saline zones. Texas Journal of Science 43: 13-32. Otto, M. C., and K. H. Pollock. 1990. Size bias in line transect sampling: a à ¯Ã‚ ¬Ã‚ eld test. Biometrics 46:239-245. Peterson, M. J. 1999. Quail harvest management in Texas: a rational approach. Pages 124-133 in K. A. Cearly, editor. Preserving Texas Quail Hunting Heritage into the 21st Century. Texas Agricultural Extension Service, Texas AM University, College Station, USA. Rollins, D. 2002. Sustaining the quail wave in the southern great plains. Proceedings of the National Quail Symposium 5:48-56. Roseberry, J. L., and W. D. Klimstra. 1984. Population Ecology of the Bobwhite. Southern Illinois University Press. Rosenstock, S. S., D. R. Anderson, K. M. Giesen, T. Leukering, and M. F. Carter. 2002. Landbird counting techniques: current practices and an alternative. Auk 119:46-53. Rusk, J.P., F. Hernandez, J.A. Arredondo, F. Hernandez, F.C. Bryant, D.G.Hewitt, E.J. Redeker, L.A Brennan, R.L. Bingham. 2007. The Journal of Wildlife Management 71:4(1336-1343). Shupe, T. E., F. S. Guthery, and S. L. Beasom. 1987. Use of helicopters to survey northern bobwhite populations on rangeland. Wildlife Society Bulletin 15:458-462. Thomas, L., S. T. Buckland, E. A. Rexstad, J. L. Laake, S. Strindberg, S. L. Hedley, J. R. B. Bishop, T. A. Marques, and K. P. Burnham. 2010. Distance software: design and analysis of distance sampling surveys for estimating population size. Journal of Applied Ecology 47:5-14. Thompson, W. L. 2002. Towards reliable bird surveys: accounting for individuals present but not detected. The Auk 119:18-25. Williamson, D. L. 1983. Soil survey of Brooks County, Texas. United States Department of Agriculture, Soil Conservation Service, Washington, D.C., USA.   Ã‚  

Analysing Personal Development as a Strategic Manager

Analysing Personal Development as a Strategic Manager Management and leadership skills are needed in every industry and every walk of life. Therefore it is essential for new managers to learn the leadership skills as well as manager skills to perform effectively and efficiently. In this assignment, I investigate what leadership skills required by a manager. My chosen business is Tesco, which is UK biggest retailer and I have been able to investigate these issues by referring to related books and some internet resources. The focus of this assignment is to find which leadership skills required are by Tesco from their manager and how Tesco developed these skills in their managers. The results of this study show that if managers have good leadership skills then managers are ready to lead their team and organisations toward their goals. Introduction Management is a group of individuals taking decisions about how a business is run and also perform some duties like problem solving, decision making, planning, meeting, team management, delegation, and personal development. Despite similarities in the general activities of management, the job roles of individual managers differ widely and the work of manager is varied and fragmented according to business needs and depends on their abilities. The word management evokes power. A negative impact can be caused by having one person superior to every one else, such as a president would take the decision to go to war, even though nobody would be happy with that idea. Now we can see there are different approaches to solve the problems adopt by the managers and the leaders. However the aim of all these approaches is to turn negative thinking into positive. Management is the process of getting work done effectively and efficiently with and through other people and choose the best way which is in the best interest of the organisation and for the team. 21st century management is not business management. It is particularly important for the growth sector of a developed society and Management is the specific and distinguishing organ of any and all organisations. (Drucker, 1999) What is Manager? In any organisation, an individual who is in charge of a certain group of people, tasks or a certain department is called manager. A manager often has a group of people who take orders and give the report to him or her. As an example, a restaurant will have a manager who helps the customers and supervises the hosts as well. Managers designate according to the nature of the department within the company and they can be line managers, store managers or area managers depending upon the functionality of the department. Early in the history of management manager was defined as someone who is responsible for the work of other peoples. (Drucker, 1999) According to Mullins, a manager should be strategically aware and appreciate the origins and nature of change. They should developed themselves and be competent to deal effectively with the problems which represent opportunities and threats to the environment, the organisations culture and values, and the resources of the organisation (Mullins , 1999). Kanter states that Managers also have to be specialists in ambiguity with the ability to cope with conflicting and unclear requirements. (Kanter, 1984) Roles/Duties of Mangers within the Organisation Managers carry out their work on a daily basis and perform different roles/duties according to the situations. A single word to describe all these features would be chaos. (Peters, 1988) Managers have the both duties to manage themselves as well as their subordinates. So here under some of roles/duties of the managers which they perform everyday. Getting things done. Set the daily targets. Planning ahead. Maintaining momentum and making thinks happen. Reacting to demands and request. Communication and decision making. Dealing with customers and staff. Deal with different situations as they arise. Follow the health and safety procedure. Styles of Management and Required Skills We see above the different roles/duties of managers and now we will see various management styles and how managers are functioning in these styles. There are usually five different styles in which a manager may apply leadership attributes to operate effectively at strategic level and keep the team running in businesses. Which are as follows? Democratic Autocratic Paternalistic Laissez-faire Consultative Democratic In this style, manager invites employees to take part in the process of decision-making therefore everything is agreed by the majority. The communication is in both directions from subordinates to leaders and vice-versa. This style can be very useful when crucial decision need to be made which need more attention than others. For example, when a new ICT system needs to be put in place and the upper management of the business is computer-illiterate. In democratic style decision making process is slow but the quality of work improves and makes the best decision for the business. Autocratic An Autocratic or strict manager makes all the decisions, keeping the information and decision making among the senior management. Managers set objectives and tasks for the team and they exactly do as they are told to do. The communication in this style is mainly from leader to the subordinate. According to the critics, this style of management decreases the motivation in the employees. The main advantage of this style is that business looks well managed and the decisions will all be similar but the disadvantage is that subordinates may become highly dependent upon the leaders and supervision may needed all the time. Paternalistic Paternalistic style is good for the welfare and motivation of employees. However managers make the decisions in the best interest of the employees rather than the business. The leader explains most decisions to the employees and ensures that their social and leisure needs are always met. Communication is again downwards but this style is highly advantageous because in this staff looks happier and give their best for the business and the disadvantage is Employees may feel valued but frustrated because there is little scope for decision making. Laissez-faire In a Laissez-faire style, the manager role is secondary and the subordinates are free to make decisions and manage their own areas of the business. The communication move in this style is horizontal, meaning that it is equal in both directions, however very little communication occurs in comparison with other styles. This style is only successful if the team is professional and expert in their areas otherwise may lead to chaos without the involvement of the management. Regular communication and feedback is required for this style of work. Consultative There are two Consultative leadership styles; the first involves the leader sharing the problems with the relevant team members individually getting their ideas and suggestions without bringing them together as a group. Then the leader makes the decision that may or may not reflect the team member influence. The second style is similar but in this leader gets the suggestions from the group of team members and on the basis of these suggestions comes to the decision. (www.thetimes100.co.uk) What is Leadership? Leadership requires a person not to lead a different set of people in an organisation but influence and motivate them. Therefore, the term dictates a person to be followed and respected by others and for these followers to find a way through leadership to express their selves with more exuberance (Heifetz, 1994). Leadership definition according to Northouse is that leadership is a process whereby an individual influences a group of individuals to achieve a common goal. (Northouse, 2006) It is concerned that how leaders put their influence on followers. The basic of leadership is influence and without put any affect leadership does not exist. The Distinction between Management and Leadership Managers have to be leaders but leaders are often, but not always managers. But the distinction can be made between the process of management and leadership. What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. This is the same as saying that they are working for two different purposes. The easy way to understand the difference is that leadership make the new directions and the manager executes the existing directions as efficiently as possible. The other difference between managers and leaders is that leaders motivate the people who work or follow them and on the other hand managers have subordinates and they work for them but not follow them. Managers normally set the task for their team members and the team do what they are told to do so. But the manager work is not just the monitoring of everyday operations but its also includes handle the complex situations and take decision according t o these situations. Unfortunately, management is mistakenly seen as task-oriented, controlling and insensitive to peoples needs. By contrast, leaders are portrayed as emotionally engaging, visionary and inspiring. An inspiring leader induces us to change direction while an inspiring manager motivates us to work harder to get a tough job done on time. (Armstrong, 2008) What Leadership Skills are required by Manager to Perform Effectively? To manage effectively, an individual requires many skills and various personal qualities for successful completion of their objectives. The quality and the skills together make the management style of the individual and the style directly affect the final outcome of the task completion. As a manager, there are a lot of leadership skills that need to be required by a manager to effectively operate at strategic level. According to the Pedler et al (1986) these are the following leadership skills or attributes that should be possessed by a successful manager and broadly these are: Interpersonal skills Delegation Analytical Problem solver Communication ability Decision making Innovative Influential Providing direction Facilitating change The above mentioned leadership skills is very essential for any manager to perform effectively and successful companies are built by good managers and expert leaders and managers skills play a vital role for the success of the company and most successful companies have the best managers at the business whether they be traditional or internet based companies. Now I would like to discuss some important manager skills which are required by Tesco Company as an example and how their managers use their skills to make the Tesco top retailer in the United Kingdom. History Tesco is a UK-owned supermarket company with revenue of  £47 billion (about  £33 billion in the UK) Tesco is the largest British retailer and is also the worlds third largest grocery retailer with outlets across Europe, USA and Asia. In 1919 Jack Cohen founded Tesco when he began to sell surplus groceries from a stall in the East End of London.The company has recently opened stores in all over the world and this is the part of the plan to expand and grow their business all over the world. (Talking Tesco, 2009) What Leadership Skills Tesco Mangers required? A good combination of Tesco management has seen that their company rises above its competitors and dominate the UK market. Tesco management has good criteria about appointing their manager. They have a good system to develop their skills and continuous development plan are other components in the success of Tesco strategic management. So given below are some of the leadership skills which a Tesco manager is required to perform effectively and efficiently. Interpersonal Skills Good interpersonal skills are essential for any organization managers. For example in Tesco stores all the team members has easy access to their managers and can easily speak what they feel or if they have any problem. Delegation Delegation is another important leadership skill which a manager should have to work effectively. Delegation should be applied using the SMART principles. Where SAMART stands for Specific, Measurable, Achievable, Realistic, and Time. In Tesco stores managers is pass out all the information they have to their team members and all of them knows what they expect from them. Analytical Tesco is progressing so fast because their managers analyse the key issue in the market properly and act according to them. For example keep an eye on the prices of their competitors and change them accordingly and in this way you dont lose your customer. Problem Solver Tesco management gives advanced training to their managers to handle the difficult situations and find the best solutions which are according to the legislation and regulations of the company. Communication Ability This skill involves the ability to transmit messages, thoughts, and information and so on by talking, writing etc. Good communication is required within the workplace so that employer and its employees can maintain good working relationship. For example in Tesco when any internal vacancy available then manager have to communicate to the staff first by advertising, by oral communication or through monthly staff meeting. Managing Team This skill shows how manager make plan to manage their teams according to the need of the business and this activity in Tesco consists of designing Rota for each employee and make sure that overtimes and covering for someone who is not available are taken in consideration. Decision making Managers should have the ability to make decisions like leaders and this skill is the one which creates the difference between the effective management and standard management. In Tesco stores mostly decision made by managers and its good for the business because manager work closely with their team and customers and know better than the others who just sitting in the office. Innovative Innovation is very important for the growth of the business and Tesco manager are well aware of these. They try new ideas in the business like the idea of self checkout machines which is very beneficial and through these you can easily increase your sales and customer waiting time is reduced as well. Managing Change In order to become a market leader Tesco managers make sure that they are aware of the changes happening in the market. For example changes in consumer taste, trends and keep an eye on their competitors for counter-act. Achieving Results Managers should have the skill of goal achiever and finish the daily operational task within the given time and this way they can check performance of their team. Performance Focus Tesco manager check their staff performance on monthly or some time on quarterly basis and review their performance and give them a training to improve their effectiveness. Customer Focus In retail business mostly too much focus on customer care and for this they adopt different way to get the customer review about their services or about their products. Providing Direction Tesco have the objective to maximize their profit and for that they give their manager special training that how their manager move their team in right direction which is achieve this target and everybody of their team know what they expect from them. Risk Assessment Managers should be able to do risk assessment on their work place. Manager can calculate the risk by the help of these five steps: Firstly identify the hazards and work out how people could be harmed. Think you might be harmed and how? Evaluate the risks and decide on which precautions you adopt. Record your findings and make a plan to implement them and share with your staff. Review your risk assessment and update if necessary. You can calculate risk assessment by this simple formula Risk = Severity x Likelihood and can record the assessment by help of 3 x 3 matrix (see in appendix 1, page 20) With the help of this chart you can record your risk and make plan for health and safety. (Rowlings, 2010) To conclude, Tesco managers are well equipped with leadership skills which described above and they are very successful in their jobs role and Tesco become the leader of the UK market. Without the presence of these skills managers could be failing and will not be as effective as others, and the business will eventually fail if there is no action taken to develop these skills. After this the next step is personal gap analysis and personal development plan of the manager and its show the clear picture of where they are stand and what steps they need to take to get the desired outcomes. Personal Gap Analysis Gap analysis helps individuals and businesses to achieve their objectives and improve their performance. It is a simple but very effective tool to find the ways between actual and the desired goals or objectives. Successful organisations use this tool for the development of their employees and to identify the area of improvement. Gap analysis begins by asking you two simple questions: (Rowlings, 2010) Where are you now? Where do you want to be? By answering these questions you can easily make personal development plan and the action plan to achieve desired outcome or goal. Personal Development Plan Personal skills development plan is very necessary for any manager to perform effectively. By the audit of your personal skills development plan you can easily know your areas of strength and the areas where you need more training. On the basis of these outcomes you can make your action plan for the future. So as an example I will analyse Tesco store manager Paul Holloway. He is managing the Tesco store at Wolverton for last 8 months and has worked for the company last 23 years in various roles across the country and here is his personal skills audit and personal development plan. Personal Skills Audit and Personal Development Plan Of Paul Holloway Wolverton Tesco Store Manager SKILLS DESCRIPITON Score 1-5 (5 highest ) Communication and literacy skills I am good in communication with my team and team members easily follow me what I want to say. I also have good relation with the customer and its possible by the communication skill 4 Group interpersonal skills ( working with others) I have plenty of experience of working as part of a team and very efficient member of a group. I always try to make positive impact on others and decision which I make depend on the consultation with team and get everybody suggestion to make final decision. I am quite good to welcome to new people and easily adjust with them. 4 Organizational personal skills independent learning and working I am self motivated person and I can plan and schedule the work as I choose. Although I do my best which is best interest of the organization and my team. 3 Research problem solving skills I take problems as a challenges Rather than major obstacles. I discuss with my team and choose the best process to solve the problem and make the plan that ensures that we will not face it in the future. 3 ICT skills I am confident to use the latest technology equipment and good in handling machinery. I use the internet for research and also make contact with my colleagues and top management. 4 Enterprise management skills I try to manage the strategic direction of the whole store and try to keep it on track by making daily basis action plan and review these regularly. 3 Action Plan for Personal Development Plan Outcomes Of Paul Holloway Wolverton Tesco Store Manager ACTION RESOURCES WHEN Promote equality and diversity in my workplace Join the local community centre or some learning organizations to find out more about equality and diversity. Within 3 months Promote the use of technology in my business Promote myself and team members to get training about the new technology. Within 3 months Lead change within my organization Take leadership training course or attend the seminars about change and they implement with in the organization. Within 6 months Develop a strategic plan Try to do more e-learning about the business plan and get the skills required to put plan in the business. Within 2 months Put the business plan into action Implement the business plan and monitor at regular intervals. Within 6 months Having carried out this personal skills audit, we are able to identify the areas where he is strong and where he needs more training and development to operate effectively in these departments. So he can easily make his action plan for the personal development plan outcomes. By these assessments leaders know where they stand and take the best route to achieve their goals. It is also the first step towards their personal and professional development process required to become a strategic leader. Conclusion According to the findings leadership skills of Tesco management is playing a vital role in their success. Tesco is a successful UK organisation and over the past five years their market shares is increased and setup some new retail units as well. This has been achieved by their good management department skills that are playing a major part in their success. Leading is just as important to Tesco as other functions of the management, because Tesco spent too much on their managers training to develop their leadership skills. In other words leading can be directly linked to corporate image in the sense that whatever employees or their managers do is perceived by customers and the local community as their organisational culture. Therefore, if employees are very helpful towards customers it will lead to delight customers and delight customers leads to success of the organisation. Tesco managers have good interpersonal and communicational skills which will create a friendly environment whe re employees will feel free and happy to work and also raise the performance of Tesco and help the company to achieve their objectives. Management of Tesco are doing their best to make their company at the highest position. I have noticed that the role of a manager is very complex and broad. The manager has to try to bring harmony and peace while working in the organisation. Mostly people make a common mistake about the manger is that they must be loud, and a great drinker or a great something social to draw people to them. This is wrong, if you look in any company structure, you will find quiet modest people who manage teams with great personal success. If you are modest and all you need is to talk clearly to the people. The great managers are the ones who accept challenges and who are ready to lead their teams towards a personal vision. According to research, currently in the UK business market only one in five managers is professionally qualified and strong demand for managers who got the leadership skills is growing within the businesses. It is very important for individuals who are in position of great responsibility to be able to play both roles. The person who cannot manage will destroy an organisation just as well as the one who dont know how to lead. But the people who have both skills are on the path to success.

Displays of Love in Endymion and Tamburlaine Essay -- Marlowe Lily

Comparing and contrasting the kinds of love represented by Tellus and Endymion in Lyly’s comedy of errors, Edymion, and the love between Tamburlaine and Zenocrate in Marlowe’s Tamburlaine show similarities where passions drive lovers to capture suitors, but differ in one couple desiring the unattainable, and another taking action to attain. Love is presented in different ways, specifically in Lyly’s play the love is unattainable and unreal, as opposite in Marlowe’s play the love is attainable. Both, couples also have similarities when lovers are driven by their passions. We can judge Tellus by her actions and their consequences. If she loves Endymion, she has a strange way of showing it. Tellus in the end is responsible for arranging a sorceress to put him into a deep sleep that lasts decades and robs him of his youth. When confronted by Cynthia in 5.4, Tellus confesses her wicked actions and professes her love for Endymion. Tellus’ love for Endymion is so intense that it made her dangerously possessive of him. She tells Cynthia of a â€Å"not-to-be-expressed yet always-to-be-felt love.† (5.4.71) Tellus’ love sickens her, and when she realizes her lover loves another, her love turns into hate. Perhaps hate and love are similar in this play. They are similar in the way that they are intensely the extreme. Extreme love makes Tellus sick, and extreme hate makes her act on revenge to hurt her love. Her excuse for wicked ways is that her body was becoming sick from this kind of love. Her feelings are psychologically re al, but incredible unhealthy. She rationalizes her actions by pleading a kind of self-defense. Tellus is a dangerous, possessive woman, who probably never really experienced love that is kind, gentle a... ...n unattainable love, but Tamburlaine wins it through battle. Though Tamburlaine captures Zenocrate, he does not rape her. Instead, he professes to win her love and her heart with the only means he knows how – through battle. In conclusion, the lovers in Marlowe’s Tamburlaine and Edymion and Tellus in Lyly’s Endymion are all consumed and controlled by their passions. Both couple are relatively young in the psychologically stages of their love and both couples initially victims and capture love. Perhaps the greatest difference is that Marlowe has written a love story that ends in victory. Just as Tamburlaine is a great conquer in the battlefield, he, too is a great conquer in love. His prize is Zenocrate and her heart opens to him. Whereas Tamburlaine is victorious, our lovers, Endymion and Tellus, reach for the unattainable, and lose in the end.

War Promotes Nation Building :: Papers

War Promotes Nation Building War can promote nation building in various aspects. Politically, war can modernize the political system of a country; economically, war can encourage a huge number of industrial developments of a country; morally, war can destroy the evil ideas of the world. For the propose of this assignment, the following definition of nation building is provided: Nation building is the development or modernization of a country in political, economical, and/or social aspect(s). First of all, war can modernize the political system of a country. When a country was defeated in a territory, the regime would be replaced by another regime with a different form of government, and a different kind of political system. For instance, after the World War II (WW II), the Germany had turned from a dictatorship to a democracy. Japan had also become a democracy, while the mainland China became a communist. On the other hand, attack by foreigners can promote nationalism. Taking the period of the French Revolution as an example, while Napoleon built up a large army in Europe and conquered other countries, the Europeans was then turned to nationalism. The Europeans began to strengthen their countries, both in political and economical structure. These encouraged growth in their countries. China is another example, during the WWII, when China conquered by foreigners, the Chinese came together and fought against the invaders. Since then, the Chinese had built up a more powerful and modernized country. Since conflicts between nations make native to build up, modernize and improve their nations, including the political system. As a result, war promotes nation building. Economically, war can encourage the economic development of a nation. It is because war requires a huge number of government expenses for the army. For example, the wages for soldiers, the expenses for modernize the equipment and strengthen the army. These force the monarch or government of the nation to increase the income of the government first.

Escaping an Ever Pressuring Society Essay example -- Essays Papers

Escaping an Ever Pressuring Society James Joyce author of Dubliners, is a book which examines the everyday life of people who live in Dublin. In this intimate portrayal of Dubliners, Joyce writes short stories about the individuals in Irish society. In Dubliners many characters feel the pressure of society, and show their desires to escape. In the stories â€Å"Eveline†, â€Å"Counterparts† and â€Å"The Dead†, the themes of individuals v. society and journey through escape are present. In each story there is a powerful person present that controls a particular person or situation. In Dublin jobs are very important, since they control the social standing in their society. Dublin itself is a major issue to the characters in Dubliners; they wrestle with the ideas of being able to escape. In the story â€Å"Eveline†, a young woman gets the chance to escape from her hard life in Dublin, when a young man named Frank sweeps her off her feet and has plans to move to Buenos Ayres. In â€Å"Counterparts†, a man is faced with the unbearable aspects of his life, when he gets scolded by his boss, humiliated at the pub and when the pressure it too much he takes it out on his son and beats him. â€Å"The Dead† is a story about the realization that even though a couple might be together, they might not necessarily know everything about their significant other. Gabriel gets hit with a realization when he comes to find out that his wife was in love with another man at a young age, and the information is almost disheartening to Gabriel when he hears it. In each of the stories there is a dominant person in their lives. Eveline a young woman struggles with having the responsibility of having to take care of her father a... ...he story is very symbolic to the coldness that is now shared between the couple and the whole town of Dublin, â€Å"his soul swooned slowly as he heard the now falling faintly through the universe and faintly falling, like the descent of their last end, upon all the living and the dead† (225). James Joyce has pointed out many thoughts throughout writing Dubliners. The theme of journeys and escape are present in everyday life living in Dublin, and show how people are unhappy in their current lives and strive to escape through other activities. Reading Joyce he includes many themes that tie into the daily routine of Dubliners. Many references to fire vividly illustrate the point that they live life in a hell. Dubliners is a creative portrayal of individual people living in Dublin, all the while not giving too many facts surrounding a character or story.

Inspirational Leaders Essay

In 1994, the net was pissed in the market, and it did not incorporate trade in its operations. As a result, he saw an opportunity for a modernistic business network, and after doing research, he do a decision of creating a home in the net income where phonograph records could be viewed by the humanity. This led to the creation of amazon in 1995. To twenty-four hour period, virago is all-encompassingly booming and has had a great impact on the organisational finish of internet business. Jeff Bezos is considered to be the break away of e-commerce, remains a pi unitaryer in the industry (Inc, 2009).This paper will hold forth how the finis of virago has castrated as a result of Jeff Bezos presence today, among many a(prenominal) an(prenominal) things, the public can view full allow lists on Amazon, a mission that was unimaginable before the early 1990s. Organizational nicety Organizational ending can be related to how an organisation organizes itself based on its rules and beliefs therefore, nicety gives an physical composition an identity. The behavioral patterns of an organization atomic number 18 represented in their norms harmonise to Kratschmer (2011, p. 2), organisational culture takes nourish that be sh atomic number 18d among the members of an organization.Needless to say, organizational culture can be transposed. Kratschmer (2011, p. 3) adds that, organizational culture can be channelized and lead to success, unaccompanied if well managed. In addition, surviveance to change is expected in any organization mainly because the employees be already attach to the existing culture hence, they may resist change for fear of the unkn admit. Needless to say, changes in organizational culture can be of great bene tantrum, for instance, it may contri stille to sensitive knowledge and skills for the employees, and productivity is achieved with need employees.Finally, as employees adapt to change, flexibility is achieved, which l eads to improvement. However, for organizational culture to be successful, useful leading must be in outrank. assimilation is very important, as it promotes healthy contender at the place of work, hence incite employees to perform. A healthy culture promotes employees interaction at the place of work, therefore unification them condescension their different backgrounds. Providing employees with a complaisant work place increases their productivity. Schein (2010, p. 80) adds that, the sh bed values and beliefs in an organization ar important, as they determine how goals are met.Moreover, a healthy culture retains talents, engages employees, creates energy, changes how work is viewed, and contributes towards cooperation at the place of work. Jeff Bezos is angiotensin converting enzyme of the few inspirational leadership who have contributed to change of culture in Amazon, leading to the success of the business. Amazon and change in organizational culture When Jeff Bezos find the potential of the internet in 1994, nobody held him back from introducing commerce in the carcass he aband hotshotd a well-paying line and concentrated on Amazon. Today, amazon. com is genius of the internet giants, fostering online retail and an e- indorser.Indeed, he is among the founders of e-commerce (Inc, 2009). in spite of appearance 30 days, he had sold books in all the American states and in 45 countries, with sales worth $20,000 weekly. Since then, the growth of Amazon continuously accelerated, but it 1997, he denote that the party would be unprofitable for any(prenominal)(a) time. However, in 2003, Amazon made its beginning annual profit, contributing to revenue of $4billion by 2008 (Inc, 2009). The federation has embraced e-commerce, and Bezos will to start an online bookshop has yielded to a diverse selection of books. Today, he is the founder and chief executive ships officer of Amazon. com. fit to Katzenbach (2008, p. 6), Jeff Bezos insists on fost ering arbitrary motivation, which does not involve m nonpareily. Employees are belike to be motivated to performing their tasks if they are committed and disciplined. Ensuring that respect is fostered among employees will cooperate in maintaining a positive working environment. Amazon. com recognizes employees effort by giving a specific employee an award on monthly basis for the capability of making real savings. Amazons culture includes an informal, but effective environment, one that involves fun this company is obsessed with customers.Therefore, it continuously improves its website and its systems with an aim of component part customers quickly and reliably. It besides strives to maintain its culture, which includes apt personnel, who are creative and advanced(a) in finding solutions to challenges (Lussier, 2011, p. 56). Therefore, it is evident that a strong culture is influenced by effective leadership. According to Dubrin (2011, p. 291), the strong organizational cult ure fosters shade, productivity and morale such a culture values human dignity, and therefore, it fosters job atonement and increases employee motivation.Jeff Bezos has noted that a culture that involves experimentation is crucial in the continuously changing conception. Invention may lead one to paths that are considered weird by the earth (Dubrin, 2011, p. 291). Before the existence of Amazon, click shop did not exist these are some of the changes brought about by Amazon. The company as well as deals with online shopping for electronics, computers movies, games, music, as well as books. Amazon, being one of the web giants, implies that an effective leader must be diverse, being behind such a company that started very small and transformed into a giant.Bezos is regarded as visionary, but he is precipitous that his employees meet the demanding schedules weekly management meetings are set with his managers. In addition, he encourages his employees to be innovative, and a rew ard program has been apply that rewards innovative employees (Zakomurnaya, 2007). Moreover, the company accepts intelligent and innovative personnel indeed, Bezos would rather not hire anyone rather than hire the wrong person. Bezos is in like manner approachable and easy -going, which makes him an effective leader.In 2007, Amazon introduced a hand-held electronic book reader, which uses E-ink to bring out a print-like appearance and has no strain on the eyes. In addition, the introduction of I-pad to the world was seen as direct disputation for Amazon, therefore, Jeff introduced Kindle Fire, which shares many of the same features as I-pad, but is often cheaper. The Amazon set harass to fire is an e-book reader, which is a small hand-held device this is as a result of technological advances. Nevertheless, these e-book devices are expensive, but returnsous compared to paper write indeed, technology has changed in the digital variation world.Another advantage is that these e -readers can be borrowed from libraries. According to Mc Graw Hill (N. d, p. 3), kindle fire is competitive compared to other e-book readers. In 2007, Amazon. com created a successful e-bookstore that allowed client bother from any computer or from e-book reader model. Amazon has therefore made book instruction easier, and the kindle e-book can be referred to as published. Amazon. com offers a collection of higher up two million dissolve e-books with titles therefore, Amazon has succeeded in improving the digital world by providing e-book readers, which assist online clients in accessing digital e-books.For instance, the kindle e-Book reader has a rechargeable battery, which is built in and has a wide internal storage that can fit 1000 full-length books (Mc Graw Hill, N. d, p. 5). Another advantage of owning kindle fire e-book reader is that, the kindler-formatted e-books are easily accessed. In addition, kindle fire can be used as a form of an entertainment device, which allows one to surf the web, send, and receive emails, among other functions. Therefore, Amazons Kindle fire is a device of many functions, which is a competition for I-pad among other devices.Amazon tip is a membership program, which enables individuals to receive unlimited solid deportation. Members enjoy a variety of services, which include unlimited and instant streaming of higher up 10,000 movies and video shows. Amazon prime offers a wide variety of kindle books with the kindle lending library members who own kindle devices benefit more from reading and borrowing books for free. In addition, members of Amazon prime enjoy free shipping for orders that are above $25, a relatively unafraid deal for customers.Moreover, Amazon prime enables one to try free shipping for one month, and ensures that customers celebrate by spending less, and save time by guaranteeing two day shipping. It also provides unlimited deliveries, hence guaranteeing convenience. plentiful online shoppers ben efit the most, and this is because of the unlimited deliveries that guarantee quality of members money. With a range of affordable entertainment, free movies, free kindle e- books, and a two-day shipping for only $75, Amazon prime is a friendly program. Therefore, Jeff Bezos intervention has led to a variety of services and products that blow the clients minds away.It is this conversion from a small enterprise to an internet giant that has led to a change in culture at Amazon. closedown Jeff Bezos, the founder and the chief executive officer of Amazon. com is a visionary, and has contributed to the success of this company through motivating employees with rewards, as well as ensuring that customers demands are met. He is an inspiring leader, and despite the fact that he does not value communication, he believes in the just-do-it aspect that motivates employees to perform.Jeff is not limited to only e-books, he has also engages in online retailing of music, movies, clothes, and str eaming television shows. The unveiling of kindle fire in 2007 is among his achievements Amazon prime has also been a competitive advantage for the company and has attracted many members. A strong organization culture requires an effective leader Amazon is one successful company that has been influenced by an inspirational leader. Indeed, Jeff has contributed to various changes in the organization, which have contributed to successful culture in the organization.