The Haunted Trail Essays - COPS, USA Cartoon Express, Television

The Haunted Trail Legends The Haunted Trail Well, there was once like fifteen or twen'y years ago this kid, right. An' this kid was like all f***ed up on like ?shrooms an' acid an' stuff. Kinda like ______. (Laughter) Anyway this night he got inna fight with his parents, an' he like skitzed out an' went nuts an' ran out the back door of the house. Well, the kid never came home that night so his parents called the cops to try an' find him, an' they told them that they were already searching the area because some dude had called them and told them that he had hit a naked kid while driving along the trail that night, an' when he got out to see if the kid was alright, there was nobody there. So anyway they sent out this big search party up into the woods around the trail an' everything an' they couldn't find anything. So the search was called off when it started to get dark but they weren't really too worried cause they figured the kid was all screwed up and just took off into the woods to chill out for awhile, and would turn up i n a day or two. Dude didn't show up ever again, there was never any sign of him or his body or anything, it was like he jus' disappeared. Anyway one night there were these chicks campin' up in the field off the side of the trail, an' they were out runnin' around in the woods doin' their chick things all half canned when one of em starts screaming an' freakin' out an' sh*t. So the others run over to see what's wrong an' there's this naked bloody body. So they all start screamin' an' freakin out an' they runs and gets back to camp, hop in the car, an' goes to get the cops. So there's another big search an' the girls show ?em the spot but again there's no sign an' it gets called off . Now they say that the kid is livin' up here an all the drugs have got him gone crazy, an' he's waiting for someone to do weird sh*t to. Some people have been drivin' up the trail an' seen this naked guy run across the road an' stuff. An' y'all know M_____?(Answers of yes) Well he live up off the trail on the main road an' he told me that sometimes at night different houses will hear this knockin' on their door an' it won't stop an' as soon a s they get to the door it stops, they open it, an' there's no one there.

the Crucible Compare and Contrast Essays

Scarlet Letter/the Crucible Compare and Contrast Essays Scarlet Letter/the Crucible Compare and Contrast Paper Scarlet Letter/the Crucible Compare and Contrast Paper Essay Topic: The Crucible The Scarlet Letter Compare and Contrast: The Scarlet Letter The Crucible The two main characters; Hester Prynne and Abigail Williams of The Scarlet Letter and The Crucible, respectively, are very similar in the ways they both commit sin in their societies. However, there are differences between the two. Both women committed the sin of adultery but that was Hester’s single sin, Abigail had sin of lust, envy, wrath, and greed none of which are comparable to Hester’s. Hester protected the man she loved and took her blame to make sure his name in the town did not go rotten, while Abigail dragged her own friends into the web of lies she created and but not only her own name under the name of witchcraft but also the ones she loved and loved her. Hester was repentant of her sin by wearing her scarlet letter but Abigail went to no end to attempt to clear her name of the unwholesome crime she had carried out. Abigail’s reluctance to admit to what she did made it all the harder for the people of her town to find forgiveness in her. Guilt, it consumes both souls of Arthur Dimmesdale and John Proctor from The Scarlet Letter and The Crucible, respectively. It weighs them down and keeps dragging them into the darkness of their own mind until they have nothing left. Dimmesdale and Proctor were both sufferers of their sin of adultery; Dimmesdale’s internal suffering however was unlike Proctor’s vengeance. Abigail used witchcraft to make rid of Proctor’s wife, Elizabeth, Abigail being Proctor’s â€Å"secret lover† she was envious of his wife. After the guilt of committing such a sin and the will to be faithful to his wife, the guilt started to weigh Proctor down just as it had to Dimmesdale. Both the guilt of Dimmesdale and Proctor was symbolic; this was the price they had to pay for their sin. They had to be beaten down by their own guild internally to see the realization of what they have done. Dimmesdale always loved Hester and he would have ran away with her if it wasn’t for his unhopeful outlook on his life. The fate of Dimmesdale and Proctor differed in the ways of what they wanted to do with their life after the women so desperately wanted to hide away. Proctor denied Abigail from the start, telling her that he only wanted to continue his life farming with his wife. Both Dimmesdale and Proctor dealt with guild as their punishment but their differences on what they wanted for themselves showed who was strong and who was weak.

Cashier vs. Sales Assoicate

Sale associates have task that have to be done, such as zoning, putting freight away and helping customer find products. I can connect to this because Im a sales associate in the crafts and fabrics department. It takes a lot of determination to get the tasks done in the time we are schedule for. By zoning we are making our department look good and to make sure we have the products in stock. This is why we get freight to put away so we never run out of items that the customers want to buy. It also helps the associate know where items are so then when a customer asks for help; the associate knows where the product is located. Another difference between a cashier and a sales associate is the location. A sales associate is assigned to a department. As for me being a part of a crafts and fabrics associates Im located in the back of the store next to electronics and pet supplies. There are different locations for departments that sale associates attended to do their duties. Associates cant stand in one spot a time because there either helping Begg2 a customer or making there department look better. Time, time, time. Time is key in a sales associate’s job. They have to be on time because the associate that came in before them either is leavening soon or need you to cover the area while they go on lunch or break. Sale associates are assigning a lunch time, but they have freedom for taking their breaks. You take your break two hours after the associate signs in for the day and two hours before they leave they can take another break, depending on how many hour you work. This is where sale associates differ from cashiers. The front end of the store gets the money. These are your typical cashiers. Checking out customers items. Cashiers scan products, bag the products, and take the money. As a cashier you need to know how to do this while also communicating with the customer. It sounds like a boarding job. This is one difference of why sale associates are different. A cashier has one location and thats in the front of the store. They may have different registers, but there stuck in one spot all day. Cashiers dont get to walk around like a sales associate. Sales associates get assigned lunches and freedom to choose their own break times. However, cashiers dont get that privilege. Cashiers have to be told to take a break or a lunch. They have to wait until it slows down with the traffic of customers checking out and then an assist manger tells the cashier that they can go on break or lunch. Cashiers have very different schedules then a sales associate. For instances you are a cashier and you can only work mornings, but not nights then you only get mornings. For sale associates you put the hours you are free and then you’re scheduled to work whatever hours you’re free in the days of the week. This is unfair to sales associates, however, more hours means more money. This is why cashiers get paid less money than associates. Cashiers will always be differing in different situation then sale associates. Begg3 Sale associate and cashiers work together to make the store move smoothly. Without each other the store would be a mess. When a customer comes in and looks for stuff they need, but dont know the items are located in the store the customer may ask where the item is located and then the sale associate and either explain where the item is or show the customer what aisle the item is located. The customer is done shopping and then they proceed to the cashier. The cashier then cashes you out and the customer is on their way out the door. See how the sale associate and the cashier make it easier for the customer and the store to move smoothly. Another similarity with the two sub cultures are that we both have the same code we have to follow in case of and emergency. For example brown is a shooting situation, white is an accident in the building, and red is for fire and so on and so forth. The similarities for a cashier and a sales associate help the store do the job its needs to do which is to serve the customers , be respectful to one another and to work safely at all times. Wal-Mart stores are a big culture and there are many sub- cultures inside of Wal-Mart. Being a sale associate and a cashier are a few of the sub cultures in Walmart. These two groups may be different, but theyre very much alike. At end of the day, sale associates and cashiers always work together to make the store move smoothly.

Leadership Essay Example | Topics and Well Written Essays - 500 words - 45

Leadership - Essay Example He wanted to get done with the enemy through killings and to put down anyone who resisted him. When he had this on his mind he did not have any regard even for the second and third orders of effect. For instance, the case study â€Å"Fall of the Warrior King† relates that Sassaman closed down the entire city of Abu Hishma by sealing it off with barbed wire. No person was allowed to enter or leave the city without showing the identification card which had been provided by his unit to the entire city population. This cannot be termed as an ethical act. It only paved inconveniences for the city people and they hated the Americans even more. Sassaman ended up making more enemies but he did not care about it, which was wrong. While a commander should live ethically so that his unit sees and follows his actions, he should not hesitate to teach ethics to his subordinates. He should continue this during a war as well because that helps with keeping him in the game and to prevent desensitization towards any dubious acts. Sassaman, however, does not fit the description of such a commander. After SSG Dale Panchot was killed due to an RPG, and when a company commander also died, Sassaman got hyper. He could not tolerate any misbehavior on the part of the soldiers under him. He cared for his men and probably wished to avenge the two deaths by making people pay for it. However, this is not how things work. The commander should have taught ethics. If so, Sassaman would have been able to actually pay attention to the ongoing game and maintain an ethical environment. The chaplain could also have talked to the commander and helped him stay calm. While giving any kind of an advice to an aggressive commander like Sassaman is pretty difficult it is not exactly impossible. In any case, the chaplain was supposed to help out the commander. It is, however, not known whether he did that or not, so the blame cannot be placed upon him. But the

Baroque and Rococo Essay Example | Topics and Well Written Essays - 500 words

Baroque and Rococo - Essay Example Baroque art style in the renaissance period was inspired by the idealism while Rococo art style was inspired by the 18th Century political changes in France. After the idealism of the Renaissance in c.1400-1530, there was need for a more relaxed lifestyle, which could only be achievable through artworks. Idealism brought into existence some nature of mannerism to the people by c.1530-1600. Therefore, Baroque art adopted during this period to emulate liberal thinking of the people as per the idealism. Baroque art style above all reflected the religious tension during the Renaissance epoch. Notably, this artistic style expressed in painting the desire of the catholic church of Rome to reassert itself at the wake of protestant dominations. This attribute makes Baroque art style more affiliated to Catholic Church . In appreciating the beauty of ancient architecture, the Bible says, â€Å"The work is great; for the palace will not be for a man but for the Lord God†. In this contect , David meant that a Temple was as equal as a Palce. Additionally, Baroque was the uttermost synonymous art style with the Counter-Catholic Church Reformation art of the Renaissance period. The Rococo art style, on the other hand, reflected a political and moral life relaxation. Newly adopted Rococo art style imitated political changes in France as a new style in art. The Rococo style was presented as an intimate, decorative and erotic art style in the Renaissance period. Rococo decorative art, in summary, emphasised on pastel colours.

Sulas Wines Essay Example for Free

Sulas Wines Essay Question 1: The Indian wine industry presents some interesting characteristics that can be analysed using the Porter’s five forces framework to understand to what extent it is a profitable one, and why it is attractive or not. Let us get started with Rivalry: here it is important to differentiate between the Indian and the global market. In fact, at the time the case was written, the Indian market was expanding so rapidly (25/30% per year) that business opportunities were flourishing and all the existing participants could easily sell their products without the need to attack others’ customer base. However, if we broaden our point of view to the global industry, rivalry is way fiercer and exports are likely to be a less profitable business than the domestic one. Overall, LOW/MODERATE. Buyers’ power: in this industry, it is incredibly difficult to â€Å"lock in† a solid customer base made of individual consumers that face virtually zero switching costs and have different tastes for wine. Additionally, wholesalers and retailers can exert significant pressure on wine producers for what concerns shelf space and wine selection. Therefore, it seems that buyers’ power is HIGH compared to producers’, thus lowering profitability. Suppliers’ power: if we think in terms of the raw materials needed to produce wine, i. e. grapes and juice, we can state that, being them commodities, these are subject to the seasonal fluctuations in price, quantity and availability typical of agricultural products. In periods of excess supply, high quality grapes could be purchased for lower prices and vice versa. Also, regulatory changes in 2001 reduced both sales taxes and the costs of imported bottling items, thus increasing profitability. However, India has a major issue that turns out to be of crucial importance to farmers and producers, i. e. he lack of stable electricity supply; this could in principle give some bargaining power to suppliers of diesel and generators. Thus, suppliers’ power is LOW/MODERATE. Threat of substitutes: although the Indian government has recently granted several concessions and liberalizations for both sale and consumption of wine, the threat of substitutes is still HIGH, especially for cultural reasons whereby whiskey, for instance, is traditionally preferred by the majority of Indians to wine. However, given the rapid expansion of the industry, there seems to be more than a hope that this mind-set will change in the near future. Barriers to entry: wine is definitely no easy business to start. There are several reasons to justify this point; first of all, as Sula’s case clearly shows, it takes time to obtain the various licenses; also, the knowledge and know-how required are extremely sophisticated and specific; additionally, wineries are capital intensive businesses and the initial investment to set them up is substantial. However, as we can see from the case, the Indian wine industry has benefited from governmental liberalizations that have encouraged many new wineries to enter the business. We can conclude that BTE are MODERATE/HIGH. The Porter analysis provides us with a moderately profitable scenario, in which it is not easy to start a successful business unless the exact skills and capabilities needed are present. In the following answer, these resources will be analysed in the context of Sula’s activity. Question 2: The biggest challenge that Samant faced when he returned to India to produce wine was that of changing the â€Å"alcoholic tastes† of consumers. To do so, he had to rely upon a strategy that would leverage on the core resources and competencies he had brought back from California. Also helped by a specialized consultant friend, Samant meticulously configured his piece if land in order to exploit the good potential of its location; additionally, he successfully realized that an unconventional growing/harvesting schedule had to be adopted if they wanted to take advantage of the seasonal characteristics of the weather, such as monsoons. He managed to earn a solid and valuable reputation, refusing to bribe officers to obtain the necessary licenses and took care of promoting its products, through marketing campaigns and wine tasting events, in the attempt of changing Indians’ culture towards wine. For what concerns the type of wines to start production with, Samant successfully identified those that could best accompany the spicy flavours of the Indian cuisine and, subsequently, he diversified the firm’s portfolio by introducing more varieties of white and red wines. Finally, he has secured the unique and valuable expertise of some of the brightest players in the financial sector, who have enthusiastically joined him in the firm’s activities. This combination of factors have allowed Samant to put Sula’s Vineyards in a very comfortable position to exploit the huge growth that everyone expects from he Indian wine market; right now, the firm seems to have a competitive advantage to further develop in the near future, if the right strategy will be pursued. Question 3: Looking at the numbers, Sula has been extremely profitable in 2007, with net profits that increased more than six fold since the year before; also, sticking to market forecasts, it seems that an explosive growth has just begun in India, an opportunity that should definitely be exploited. Now that the business is well established and generates a steady stream of revenues, Samant may consider to raise additional debt to finance the long-term challenge of producing premium red wines in a separate winery, something that, if successful, would give Sula’s business a major boost both in sales and in reputation. In the meantime, revenues from national sales would provide the capital necessary to feed the already existing business. Moreover, it could also be worth it to â€Å"attack† the global market with initially lower prices to gain some market share also in Europe and in the U. S. at first, relationships with touristic targets such as hotels and restaurants would be established and, if this strategy worked out, then Sula would face an ever-growing demand for its products, at least for the next 10 years, that could be met by working together with other local producers of premium wine. The idea of a â€Å"consortium† of Maharashtra firms could be attractive for many reasons, among which a significant increase in bargaining power towards the government when it comes to requesting the necessary improvements of regional infrastructures, such as roads, electricity supplies, etc.

Tribute To Shakespeare Essay -- essays research papers

Tribute to Shakespeare Shakespeare was an English playwright and poet. He is generally considered the â€Å"greatest dramatist the world has ever known† and the â€Å"finest poet who has written in the English language† (World Book Encyclopedia). Shakespeare has also been the world's most popular author. No other writer's plays have been produced so many times or read so widely in so many countries. Many reasons can be given for Shakespeare's appeal. But his fame basically is on his understanding of human nature. Shakespeare understood people as few other artists have. He could see in a specific dramatic situation the qualities that relate to all people. He could create characters that have meaning beyond the time and place of his plays. Yet his characters are not symbolic figures. They are normal individual people. They struggle just as people do in real life, sometimes successfully and sometimes with painful and tragic failure. Shakespeare wrote at least 37 plays, which have been comedies, histories, and tragedies. These plays contain vivid characters of all types. Kings, pickpockets, drunkards, generals, hired killers, shepherds, and philosophers all mingle in Shakespeare's works. In addition to his deep understanding of human nature, Shakespeare had knowledge in a wide variety of other subjects. These subjects include music, law, the Bible, military science, the stage, art, politics, the sea, history, hunting, woodcraft, and sports. Yet as far as scholars know, Shakespeare had no professional experience in any thing other then theater. Shortly after he married at the age of 18, Shakespeare left Stratford to seek his fortune in the theatrical world of London. Within a few years, he had become one of the city's leading actors and playwrights. By 1612, when he seems to have partially retired to Stratford, Shakespeare had become England's most popular playwright. Shakespeare has had enormous influence on culture throughout the world. All the things he wrote have helped shape the literature of all English-speaking countries. He freely experimented with grammar and vocabulary and that helped prevent literary English from becoming fixed and artificial. Many words and phrases from Shakespeare... ...III, Two Noble Kinsmen and the now lost Cardenio were the plays. The former two are no one's favorites, combining elements of spectacle, romance, and tragicomedy. Little is known of the last, except that in 1653 the printer Humphrey Moseley entered in the Stationers' Register several plays including "The History of Cardenio, by Mr. Fletcher and Shakespeare.† and that in 1613 Heminges received payment on two occasions for performances at court of a play at one time called "Cardenno" and another "Cardenna." There are later supposed versions of the play, but little is known of the original (World Book Encyclopedia). In conclusion, his fame basically rests on his understanding of human nature. Shakespeare understood people as few other artists have. He could see in a specific dramatic situation the qualities that relate to all human beings. He could thus create characters that have meaning beyond the time and place of his plays. Yet his characters are not symbolic figures. They are remarkably individual human beings. They struggle just as people do in real life, sometimes successfully and sometimes with painful and tragic failure.

The Three Layers of the Skin

  The skin serves as protection to our body by keeping the right temperature for it to be able to perform its task the accurate way (Encarta, 2007). Furthermore, it also protects the immune system, consequently guarding us from different sicknesses (Encarta, 2007). This paper entitled, â€Å"The Three Layers of the Skin† intends to reintroduce the epidermis, dermis, as well as, the subcutaneous tissue which are the three layers of the skin (Encarta, 2007). In addition to that, it also aims to state the functions of the aforementioned.The skin is composed of three layers. The first one is technically referred to as the epidermis, which is the skin located at the outermost layer (Encarta, 2007). The aforementioned layer, in turn, has layers as well, namely: 1) stratum corneum, which is composed of dead, flat skin cells that shed approximately every fourteen days; 2) stratum licidum; 3) stratum granulosum; 4) stratum spinosum; and 5) stratum basale, which are column-like in sha pe, wherein cells break up and drives the cells into the upper layers, and when they do, they turn flat and die (Encarta, 2007). Furthermore, in this first layer, one can discover the three types of specialized cells including: 1) â€Å"Melanocyte†, which brings into being the pigment technically known as the melanin; 2) â€Å"Langerhans’ cell, which guards the skin’s immune system; and 3) â€Å"Merkel’s cell† (Encarta, 2007).The second one is known as the dermis which is made up of three types of tissue including: 1) collagen; 2) elastic tissue; 3) reticular fibers (Encarta, 2007). The dermis has two layers as well, namely: 1) the papillary layer, which is located on top and that which is composed of a thin arrangement of collagen fibers; and 2) the reticular layer, which is located at the bottom and that which is made up of thick collagen fibers put together in a parallel manner (Encarta, 2007).Moreover, in this second layer, one can discover th e specialized dermal cells, including: 1) hair follicles, which are located along with the â€Å"pili muscle† and that which joins each follicle; 2) â€Å"sebaceous oil glands† & â€Å"apocrine scent glands†, which are related with the follicle; 3) eccrine (sweat) glands; 4) blood vessels & nerves, which convey feelings of itch, pain, as well as, temperature; and 5) Meissner’s & Vater-Pacini corpuscles, which convey the feelings of pressure and touch (Encarta, 2007). The last layer is known as the â€Å"subcutaneous tissue†, which is made up of connective and fat tissues that accommodates blood vessels, as well as, nerves (Encarta, 2007). The subcutaneous tissue actually plays a large role in the control of the skin’s temperature (Encarta, 2007).ReferenceEncarta (2007). Skin. Retrieved May 30, 2007 fromhttp://encarta.msn.com/encyclopedia_761569048/Skin.html

Current Cultural Trends And Their Impact On Organizational Communications Essay

Communication in organizations depends on the type of organization and the setting of the workplace. The question is which management style should be used although it is safe to say that the best style of management is participatory. Current cultural trends have come into the picture and effectiveness is seen as the result when these trends are considered important in an organization. This is so because ensures that the output generated by the work of an employee is of high quality. When these cultural trends are noted well, employees are given tasks and the manager makes sure that the employees understand their duties and responsibilities. The employees are also given the chance to make their own decisions and impart their ideas and opinions in the process (All Business, Undated). Cultural trends affects management since it is the circle in which the management goes around. It is critical as the type of management, especially in a teamwork setting, would largely depend on the existing social culture between the employees. The manager will have a hard time adjusting if the social culture among his employees is not good, meaning the relationships are damaged or broken (Veser, 2004). Being efficient in the light of these cultural factors means producing outputs with little wasted effort because the communication is free-flowing. It is important, therefore, that employees are given good communication venues in order to come up with quality on the output they produce. Sometimes, an employee may be efficient but not effective. In being effective, one should could focus and concentrate on the particular work they have to do and dispose the clutter. It is better to be effective and produce good results than be efficient with poor outputs (Lifetools, Undated). Yes, quantitative techniques can be used to motivate employees in such a way that these tools will help them imagine or picture in their minds what the goal or strategy is all about. An organization is highly affected by cultural trends. It is particularly significant when there is an attempt to propose a change in the whole organizational system. Culture directly affects innovation and development in an organization. Culture serves as the foundation where the organization is laid upon, it is a conglomerate of ideas and beliefs of employees which nurtures the existence of the organization (Forte, 1998). Stakeholders can both help or pull down an organization. It could do either way, enhance the company or organization’s reputation or damage it. It should be ensured that there is a good existing relationship between the stakeholders or shareholders, otherwise the company will be in trouble. The advantage of managing this kind of relationships is that there will be various ideas when it comes to setting the direction of the company. A multi-stakeholder organization has a democratic and participatory environment. The setback is when these shareholders do not agree with each other and may result to split up. A borderless organization widens the scope of the management system, therefore there is the possibility that the management might be spread too thin in the organization. It will be harder to direct and lead a group that has wider, or worse no defined boundaries. It is necessary that management can focus and not flow to too many directions. It will be hard to gather the members as the organization grows, along with the different viewpoints and opinions (Jarillo, 1995). Going global has both positive and negative effects in an organization. It will be an advantage since the organization or company will be known in a wider arena and could even establish a network of stakeholders. Kentucky Fried Chicken, the fast food that sells chicken and is known all over the world, is a classic example of a success story of going global. But this may not always be the case as going global has its setbacks and weaknesses. For one, there is the possibility that the organization or business may not be accepted in another place other than its place of origin. Another would be that if the new branch or franchise does not perform well, it would carry the original name of the organization and would destroy the reputation of the original organization as well (Starks 2001). When members of a dominant culture become suspicious of subcultures and seek to isolate or assimilate them, it is often because the members of the dominant culture are making value judgments about the beliefs and practices of the subordinate groups. For instance, most Anglo-Americans see the extensive family obligations of Hispanics as a burdensome arrangement that inhibits the individual freedom. Hispanics, in contrast, view the isolated nuclear family of Anglo-Americans as a lonely institution that cuts people off from the love and assistance of their kin. This tendency to view one’s own cultural patterns as good and right and those of others as strange or even immoral is ethnocentrism. An individual becomes aware of his worldview as an individual comes as one applies his values in different situations. An example to illustrate this is when we see that most Americans today accept and approve racial equality in the workplace. Yet relatively few extend the value of racial equality to their family lives. They would not approve of a member of their own family marrying a person of another race or adopting a child of another race. Authors Sue & Sue (2002) have unique answers to communications across different cultures. Its focus on counseling racial populations as well as other diverse organizations makes us understand norms and cultures and its interrelationships. Their views have made clinicians take a second look at individual roles in understanding varied populations. People become aware of their worldview as an individual when they examine their values in relation to their environment. Values provide the framework within which people in a society develop norms of behavior. A norm is a specific guideline for action; it is a rule that says how people should behave in particular situations. Like values, norms can vary greatly from society to society. Polite and appropriate behavior in one society may be disgraceful in another. Norms also vary from group to group within a single society. From a societal perspective, choices and actions of an individual in U. S. society are highly influenced by norms. According to Turner and Killian’s emergent-norm theory, people develop new social norms as they interact in situations that lack firm guidelines for coping. These norms then exert a powerful influence on their behavior. The new norms evolve through a gradual practice of social exploration and testing. The crowd begins to define the situation, develop a justification for acts that would in other circumstances seem questionable. In this way, new norms may emerge that condone violence and destruction, but still impose some limits on crowd behavior (Turner and Killian, 1972, p. 21). Norms and values are resources for communication. They help us evaluate our past, interpret the present, and plan for the future. Can you think of two examples each of evaluating the past, interpreting the worth of the present, or planning for the future that do not involve implicit values and norms you use in everyday life? How so and why to each? New norms evolve through a gradual process of social exploration and testing. One or more people may suggest a course of action (shooting obscenities or hurling bottles, for example). Other suggestions follow. The crowd begins to define the situation, to develop a justification for acts that would in other circumstances seem questionable. In this way, new norms may emerge that condone violence and destruction, but still impose some limits on crowd behavior. The emergence of new norms, Turner and Killian argue does not mean that members of a crowd come to think and feel as one. Although it may appear to outsiders that a crowd is a unanimous whole, some participants may just be going along to avoid disapproval and ridicule. All these kinds of crowd action depended not just on the other people around but on the patterns of social organization by which people were both motivated to join the crowd and organized within it. One of the common sources of loss of motivation in the workplace is the presence of difficult employees (Darby 15). Employees are usually very sensitive with poor performers that are not given attention or sanctioned in the workplace (Blades, 1967). The presence of poor performers and the presence of problem employees usually affect the working environment and thus bosses should be able to improve the situation of the work environment in order to make working a positive experience for all. At the core, one of the important steps that should be employed is the ability of the manager or leader to identify the problem immediately. One of the key methods of problem identification is constant communication with the subordinates. It is very important to recognize that the differences in personalities in the workplace are really a major cause of conflict (Stanley 6). This means that the manager should always assume that there is always a tendency for conflict to arise. Even employees themselves are aware that conflicts are already occurring. In this particular scenario, the structure is that each technical team that handles technical support concerns of customers is headed by a team leader or manager. The role of the manager is to handle escalated concerns and the performance of the agents or staff. There is a problem of communication between the agents and the supervisor. The supervisor is having some problems with the performance of the agent and he handled this through massive sanctions against absenteeism and heavy corrective actions against minor offenses. The manager used a rather punitive system of motivating the employees, which the employees disliked because this adds to the already stressful job of handling technical problems of customers. The agents are also not very open to the manager regarding their problems because of his tyrannical method of leadership. The agents also viewed their manager as lacking technical skills and therefore do not really understand their line of work and the stress that is attached to it. Thirdly, there is an internal conflict between employees because they believed that some non-performers appeared to be more favored by the manager. The employees accomplishments are not recognized while their little mistakes are always emphasized. The manager should inculcate the recognition of higher level of needs of the employees. Glen (41) believes that motivating employees is really a difficult task because people have different sources of motivation. It is however very important for managers to never behave in a ‘demotivating’ way. According to Glen (41), the manager may not be able to motivate their people always, but the manager will always have a way of killing the source of motivation. To illustrate his point, he pointed out that in a technical company, it is very important that managers always consult their team. In computer companies, managers are always viewed to be less knowledgeable regarding technical areas. Inability to incorporate ideas from the team would generally make them feel that their talents are neglected. The technical expertise of the team should always be consulted because of the need to recognize their technical talents. The manager therefore should be responsive to the specific needs of the technical staff and understand the difficulties of their job and open the communication lines for solution. It is essential that in technical teams, where basis of membership is through technical skills, that the talents be recognized. The employees’ ability to make full use of their talents and skills would help them to maintain high level of performance. In this case, it is a recognition that motivation, does not merely come from rewards, but may also come from higher level of needs such as the need to have capabilities recognized and be utilized towards their full potential. On the issue of conflict, tt the core, one of the important steps that should be employed is the ability of the manager or leader to identify the problem immediately. One of the key methods of problem identification is constant communication with the subordinates. It is very important to recognize that the differences in personalities in the workplace are really a major cause of conflict (Stanley 6). This means that the manager should always assume that there is always a tendency for conflict to arise. Even employees themselves are aware that conflicts are already occurring. Secondly, there is a need for the manager to have an effective conflict resolution method. In most cases, it would be important that the manager provides individual conflict resolution (Stanley 6). This mean providing employees themselves is given the opportunity to resolve their own issues in order to empower them. The ability to resolve issues and conflicts help the employees in improving their level of confidence. Ability to resolve problems through their initiatives is one point of motivation for employees in the workplace. One way of illustrating an effective consolidation of cultural trends is illustrating the IBM example. IBM Institute for Business Value asserts that increased competition, changing workforce demographics and a shift toward knowledge-based work are requiring companies to place an increasingly higher priority on improving workforce productivity (Lesser and De Marco, Abstract). Companies rely on their Human Resources (HR) function to go beyond the delivery of cost-effective administrative services. They require the HR to provide expertise on â€Å"how to leverage human capital to create true marketplace differentiation. † Facing these challenges, many HR organizations have been actively revamping to more effectively deliver the strategic insights their businesses require. IBM’s study entitled â€Å"A New Approach, A New Capability: The Strategic Side of Human Resources† shows that competing in today’s environment requires companies to focus on building a more responsive, flexible and resilient workforce (p. 2). To do so, organizations must do a more effective job of sourcing talent, allocating resources across competing initiatives, measuring performance and building key capabilities and skills. HR organizations that provide strategic guidance on these issues can become proactive drivers of organizational effectiveness, rather than simply a supporter of these efforts. The HR organizations’ attempt to resolve the growing needs of quality recruitment by a new process of human resource hiring. This process is described as â€Å"positive discrimination in order to select the best† (Beardwell, 84). Others call it â€Å"affirmative action. † This refers to the concrete steps that are taken not only to eliminate employment discrimination but also to attempt to redress the effects of past discrimination (87). The underlying motive for affirmative action is the principle of equal opportunity, which holds that all persons with equal abilities should have equal opportunities. Those who obtain employment can be sure that the company values them. Unfortunately, this also means rejecting people who smoke, are clinically obese, have high debts, participate in high-risk sports, and the like. In addition, the company also seeks permission from employee to access various databases, which include: criminal records; credit bankruptcy and mortgage defaults; vehicle license checks; educational records; curriculum vitae and applications search. The company believes this is a modern, sophisticated human resource approach because it is able to compare employee’s profiles against the national average for physiological, psychological, social and demographic factors. Affirmative action affects small businesses in two main ways. First, it prevents businesses with 15 or more employees from discriminating on the basis of race, color, sex, religion, national origin, and physical capability in practices relating to hiring, compensating, promoting, training, and firing employees. Second, it allows the state and federal governments to favor women-owned and minority-owned businesses when awarding contracts, and to reject bids from businesses that do not make good faith efforts to include minority-owned businesses among their subcontractors (Encyclopedia para 2). The interpretation and implementation of affirmative action has been contested since its origins in the 1960s. A central issue of contention was the definition of discriminatory employment practices. The discriminatory employment practices as listed by the Department of Administration and Equal Opportunity (p. 1) include: gender identity, sexual orientation, race discrimination, sex discrimination, sexual harassment, religious discrimination, national origin discrimination, disability discrimination, and retaliation. Contrary, the prevailing employment practices include three things. First is the counseling and litigation with respect to employment discrimination (race/sex/disability/sexual harassment), wrongful termination, wage and hour issues, trade secrets/unfair competition, privacy in the workplace, workplace violence, executive contracts, affirmative action, use of independent contractors, OSHA, union organizing and other issues pertaining to hiring, promotion, compensation and discipline (Fenwick and West LLP, p. 1). Second is the representation of large and small employers in class actions and individual cases in state and federal courts and in arbitrations and mediations throughout the country. Last is the regularly advise employers concerning personnel systems, policies and practices that includes, among others: handbooks, policy manuals and drug testing programs, employment and independent contractor agreements, terminations, severance plans and releases, management training (sex harassment avoidance, EEO, rightful discipline: managing for high performance), protecting trade secrets and confidential business information, wage/hour and leave of absence compliance, disciplinary investigations, legal compliance audits, and whistleblower and retaliation claims (para 2 and 3). As the interpretation of positive discrimination evolved, employment practices that were not intentionally discriminatory but that nevertheless had a â€Å"disparate impact† on affected groups were considered a violation of affirmative action regulations (Encyclopedia of Small Business, section 2). Another central issue was whether members of affected groups could receive preferential treatment and, if so, the means by which they could be preferred. This issue is sometimes referred to as the debate over quotas. In the next level of new HR approaches is the care it provides for the employees’ well being. Companies are now committed to the health and wellness of its employees and this extends to the employees’ families. Companies do recognize that all employees from time to time have personal problems. If unresolved, these issues may affect emotional and physical health which ultimately could affect job performance. It is now within the HR’s goal to provide a confidential resource to all employees and their families to help address these issues before they interfere with well being. According to a review of the Gallup Studies by Harter, Schmidt, and Keyes (2002, p. 4), the well-being of the employees is to the best interest of the communities and organizations. They believe that the workplace is the significant part of an individual’s life that affects his/her life and that of the community. The average adult spends much of his/her life working. He/she spends much of his waking hours in work or about one third. Thus, the well-being of the employees is the best interest of the employers who spend substantial resources hiring employees and trying to generate products, profits and maintain loyal customers. Studies show that happy and productive employees clearly link emotional well-being with work performance (p. 2). In sum, work is a pervasive and influential part of the individual and the community’s well-being. It affects the quality of the individual’s life and his/her mental health and thereby can affect the productivity of the entire community. The ability to promote well-being rather than endanger strains and mental illness is of considerable benefit not only to the employees in the community but also to the employers’ bottom line. This aspect should be greatly taken care of by the companies’ HR organizations (Cornelius, p. 142). Concern for the well-being of employees extends to the environment. The company provides background music to help eliminate stress, it plays messages to staff throughout the day for the same reason: to relax people. Messages such as â€Å"stay calm†, â€Å"help colleagues†, â€Å"remember, the company is our community† are all designed for positive reasons. Employees also receive electronic messages by email. The company argues that this â€Å"thoughtfulness† ensures high morale. Video and audio surveillance ensures that staff feels secure. Other companies believe that the physical environment is also important to wellness and productivity. Fragrant aromas such as evergreen may reduce stress; the smell of lemon and jasmine can have a rejuvenating effect. These scents are introduced to all work spaces through the air- conditioning and heating systems. Scents are changed seasonally (Marx, Section 6). Some companies also believe that music is not only enjoyable to listen to but can also affect productivity. Thus, some companies continually experiment with the impact of different styles of music on an office’s or plant’s aggregate output. Personal computers deliver visual subliminals such as â€Å"my world is calm† or â€Å"we’re all on the same team. † Other companies have dietitians who guide the companies’ cafeteria and dining room. They make sure that the companies serve only fresh, wholesome food prepared without salt, sugar, or cholesterol-producing substances. Sugar- and caffeine-based, high-energy snacks and beverages are available during breaks, at no cost to employees. In a practical example of work productivity and employee performance, let us cite Dominion-Swann’s new workplace. Dominion-Swann (DS) is a technology-based company that respects its employees and whose knowledge is the core of its technological enterprise. It cares about its work community and value honesty informed consent, and unfettered scientific inquiry. Its employees understand company strategy. They are free to suggest ways to improve the company’s performance. It also offers handsome rewards for high productivity and vigorous participation in the life of its company. Committed to science, this company believes in careful experimentation and in learning from experience. Since 1990, DS has instituted changes in our work environment because it faced an uncertain future. Our productivity and quality were not keeping pace with overseas competition. Employee turnover was up, especially in the most critical part of our business- automotive chips, switches, and modules. Health costs and work accidents were on the rise. Its employees were demoralized. There were unprecedented numbers of thefts from plants and offices and leaks to competitors about current research. There was also a sharp rise in drug use. Security personnel reported unseemly behavior by company employees not only in our parking lots and athletic fields but also in restaurants and bars near our major plants. In the fall of 1990, it turned to SciexPlan Inc. , a specialist in employee-relations management in worldwide companies, to help develop a program for the radical restructuring of the work environment. There was instability while the program was being developed and implemented. Some valued employees quit and others took early retirement. But widespread publicity about the company’s efforts drew to the program people who sincerely sought a well-ordered, positive environment. DS now boasts a clerical, professional, and factory staff which understands how the interests of a successful company correspond with the interests of individual employees. To paraphrase psychologist William lames, â€Å"When the community dies, the individual withers. † Such sentiments, we believe, are as embedded in Western traditions as in Eastern; they are the foundation of world community. They are also a fact of the new global marketplace. DS’ four principles that underlie work-support restructuring are worth studying for every HR organizations who want to implement structural changes and get valued results. It consists of the following: 1. Make the company a home to employees. Break down artificial and alienating barriers between work and home. Dissolve, through company initiative, feelings of isolation. Great companies are made by great people; all employee behavior and self-development counts. 2. Hire people who will make a continuing contribution. Bring in people who are likely to stay healthy and successful, people who will be on the job without frequent absences. Candor about prospective employees’ pasts may be the key to the company’s future. 3. Technical, hardware-based solutions are preferable to supervision and persuasion. Machines are cheaper, more reliable, and fairer than managers. Employees want to do the right thing; the company wants nothing but this and will give employees all the needed technical assistance. Employees accept performance evaluation from an impartial system more readily than from a superior and appreciate technical solutions that channel behavior in a constructive direction. 4. Create accountability through visibility. Loyal employees enjoy the loyalty of others. They welcome audits, reasonable monitoring, and documentary proof of their activities, whether of location, business conversations, or weekly output. Once identified, good behavior can be rewarded, inappropriate behavior can be improved. These principles have yielded an evolving program that continues to benefit from the participation and suggestions of the company’s employees. This is a good support system to the promotion of the employees’ well-being. Providing support for employees with caring responsibilities in the workplace makes good business sense. Creating a positive work atmosphere that encourages employees to speak out is also another important factor. Benefits can be gained for both the employer and their employees. Companies nowadays attract qualified employees by providing a progressive and motivating work atmosphere. This is because such environment is an excellent opportunity for employees to grow professionally in a professional yet fun and casual environment. According to Susan Heathfield, HR Consultant, about 16 percent of the people responding in a recent Human Resources Forum poll have no performance appraisal system at all (p. 1). Supervisory opinions, provided once a year, are the only appraisal process for 56 percent of respondents. Another 16 percent described their appraisals as based solely on supervisor opinions, but administered more than once a year. The main reason is that performance appraisal is universally disliked and avoided. She concludes that, after all, how many people in an organization want to hear that they were less than perfect last year? How many managers want to face the arguments and diminished morale that can result from the performance appraisal process? This might be certainly true. Performance Management, however is geared towards employee development and organizational improvement (para 3). HR organizations should really implement the most effective and succinct measure of employee performance. Performance management begins when a job is defined. Performance management ends when an employee leaves the company. Between these points, the following must occur for a working performance management system. Heathfield suggests the following Performance Management and Development as the best initiatives to have a systematic appraisal in the general work system. It includes defining the purpose of the job, job duties, and responsibilities; defining performance goals with measurable outcomes; defining the priority of each job responsibility and goal; defining performance standards for key components of the job; holding interim discussions and provide feedback about employee performance, preferably daily, summarized and discussed, at least, quarterly; maintaining a record of performance through critical incident reports; providing the opportunity for broader feedback; using a 360 degree performance feedback system that incorporates feedback from the employee’s peers, customers, and people who may report to him; developing and administering a coaching and improvement plan if the employee is not meeting expectations (para 5). Based on the new tasks of the HR organizations as the company’s business partner, there are five key capabilities that are needed to make a strategic contribution to the organization (Lesser and De Macro, p. 6 ). These include: analytical skills; business acumen; consulting skills; change leadership skills; and the ability to share knowledge across the HR organization. HR organizations need analytical skills to develop evidence-based recommendations and effective business cases. They must understand how data flows through various HR and financial systems, and how to obtain and analyze human capital data that supports their recommendations. HR organizations also need to be proficient in developing models and scenarios that determine the cost and impact of changes in HR policies and procedures. Participants in our study found that they were unlikely to have sufficient depth in these ills within their own HR organizations and considered them among the most difficult to develop. HR organizations also need business acumen in the form of understanding their business unit’s strategies and operations. To serve as true advisors to the business, they must understand the dynamics of their industry, as well as the day-to-day activities performed by different functional units and how individuals within the units are evaluated. They also have to understand the needs of customers and partners to better see how their human capital decisions impact stakeholders beyond the organizational boundaries. Many organizations reported that this in-depth knowledge of the business was often in short supply within their HR groups. HR organizations will have to serve as lead advisors to their business units on human capital issues. To do so, a number of consulting skills are essential, including the abilities to build trusting relationships with senior executives, diagnose organizational problems and determine root causes, develop recommendations and business cases, and create action plans. Further, they must have the strength and conviction to deliver difficult messages to senior leaders, even if those messages may prove to be unpopular. HR organizations also need to be effective at driving change through the organization. This includes soliciting and initiating participation from individuals within the business unit to support change efforts, aligning recognition and performance measurement systems to support desired activities, and effectively communicating with multiple stakeholders. HR organization not only needs to provide expertise to the business units they support, they also should share knowledge across the HR organization (Mello, p. 138).

Steve Brodie and the Brooklyn Bridge

Steve Brodie and the Brooklyn Bridge One of the enduring legends about the early years of the Brooklyn Bridge was a wildly famous  incident which may never have happened. Steve Brodie, a character from  the Manhattan neighborhood adjacent to the bridge, claimed to have jumped from its roadway, splashed into the East River from a height of 135 feet, and survived. Whether Brodie actually jumped on July 23, 1886, has been disputed for years. Yet the story was widely believed at the time, and the sensationalist newspapers of the day put the stunt  on their front pages. Reporters provided extensive details about Brodie’s preparations, his rescue in the river, and his time spent in a police station following the jump. It all seemed quite credible. Brodies leap came a year after another jumper from the bridge, Robert Odlum, died after hitting the water. So the feat had been assumed to be impossible. Yet a month after Brodie claimed to have jumped, another neighborhood character, Larry Donovan, jumped from the bridge while thousands of spectators watched. Donovan survived, which at least proved that what Brodie claimed to have done was possible. Brodie and Donovan became locked in a peculiar competition to see who could jump off other bridges. The rivalry ended two years later when Donovan was killed jumping from a bridge in England. Brodie lived for another 20 years and became something of a tourist attraction himself. He ran a bar in lower Manhattan and visitors to New York City would visit to shake the hand of the man who had jumped from the Brooklyn Bridge. Brodies Famous Jump The news accounts of Brodies jump detailed how he had been planning the jump. He said his motivation was to make money. And stories on  the front pages of both the   New York Sun and New York Tribune provided extensive details of Brodies activities before and after the jump. After arranging with friends to pick him up in the river in a rowboat, he hitched a ride onto the bridge in a horse-drawn wagon.   While in the middle of the bridge Brodie got out of the wagon. With some makeshift padding under his clothes, he stepped off from a point about 135 feet above the East River. The only people expecting Brodie to jump were his friends in the boat, and no impartial witnesses claimed to have seen what happened. The popular version of the story was that he landed feet first, sustaining only minor bruises. After his friends pulled him into the  boat and returned him to shore there was a celebration. A policeman came along and arrested Brodie, who appeared to be intoxicated.  When the newspaper reporters caught up with him, he was relaxing in a jail cell. Brodie appeared in court on a few occasions but no serious legal problems resulted from his stunt. And he did cash in on his sudden fame. He began appearing in dime museums, telling his story to gawking visitors. Donovans Leap A month after Brodies famous jump, a worker in a lower Manhattan print shop showed up at the office of the New York Sun on a Friday afternoon. He said he was Larry Donovan (though the Sun claimed his last name was actually Degnan)  and he was going to jump from the Brooklyn Bridge the next morning. Donovan claimed he had been offered money by the Police Gazette, a popular publication, and was going to ride onto the bridge in one of their delivery wagons. And he would jump with plenty of witnesses to the feat. Good to his word, Donovan did jump from the bridge on Saturday morning, August 28, 1886. Word had been passed around his neighborhood, the Fourth Ward, and rooftops were crowded with spectators. The New York Sun described the event on the front page of Sundays paper: He was steady and cool, and with his feet close together he leaped straight out into the great space before him. For about 100 feet he shot straight downward as he had leaped, his body erect and his legs tight together. Then he bent slightly forward, his legs spread a little apart and bent at the knees. In this position he struck the water with a splash that sent the spray high in the air and was heard from the bridge and on both sides of the river. After his friends picked him up in a boat, and he was rowed to shore, he was, like Brodie, arrested. He was also soon free.  But,  unlike Brodie, he did not want to display himself in the dime museums of the Bowery. A few months later, Donovan traveled to Niagara Falls. He jumped off the suspension bridge there on November 7, 1886. He broke a rib, but survived. Less than a year after his leap from the Brooklyn Bridge, Donovan died after jumping from the Southeastern Railway bridge in London, England. The New York Sun reported his demise on the front page, noting that while the bridge in England was not as high as the Brooklyn Bridge, Donovan had actually drowned in the Thames. Later Life of Steve Brodie Steve Brodie claimed to have jumped from the suspension bridge at Niagara Falls three years after his purported Brooklyn Bridge leap. But his story was immediately doubted. Whether or not Brodie had jumped from the Brooklyn Bridge, or any bridge, didnt seem to matter. He was a New York celebrity, and people wanted to meet him. After years of running a saloon, he became ill and went to live with a daughter in Texas. He died there in 1901.

The Pennsylvania Academy of Fine Art Essay Example | Topics and Well Written Essays - 1250 words

The Pennsylvania Academy of Fine Art - Essay Example The building rises to a height of about 70 feet, and the whole structure is made of iron, stones, brick, with no wood being used anywhere in its construction. (Fairman Rogers, published in ‘The Philadelphia Inquirer’, on April 24, 1876) In keeping with the high Victorian Gothic style, the building is made of richly colored materials, the faà §ade being made of green and red sandstone along with purplish Bluestone. The architectural style is an eclectic mix of Gothic and Classical architecture, and it is revolutionary in the context that, until then, there was no other building that could boast of a â€Å"13th century Gothic arch on a 17th-century mansarded pavilion.† The building opens onto Broad Street, with the faà §ade 65 inches high. The North is flanked by Cherry Street, Burnt Street on to the east and Apple tree Street towards the South. The building is planned with a central corridor which is about 15 feet wide, with rooms on either side. The first floor of the building, houses the library, art studios and offices, while a mezzanine floor has a conservation laboratory, the boardroom and the plumbing. The museum’s collection or the artworks are housed on the second floor, called the Gallery, where the corridor is intersected by a Rotunda which is about 52'6" x 38'2". Pennsylvania, being an industrial city, Frank Furness could freely use â€Å"riveted iron truss that held aloft the great weight of the blind wall of the north faà §ade.† (Lewis)Above the Gallery is the attic made up of iron trusses.

Reflection on the movie We Are Marshall Research Paper

Reflection on the movie We Are Marshall - Research Paper Example Reflection on the movie "We Are Marshall" I consider this movie as an apt tribute to the victims of the plane crash because the remaining members of the Thundering Herd football team are not ready to give up. Besides, the movie is symbolic of the relationship between sports and willpower to withstand critical circumstances in human life. The film and the history of sports and games in America The director makes use of a historical incident in his film to portray the after effect of the same. But the director does not try to unearth the background of the tragic incident. Instead, he utilizes the incident as the background of his film. One can see that injury is usual in sports and games. But destruction of a whole team due to a plane crash is unimaginable. Within this context, the McG is aware of his role as film director. He never tries to unveil the background of the tragic incident. But he totally ignores the background and concentrates his attention on the after effect of the plane crash. If the director tries to concentr ate on the background of the incident, the output will be a historical anecdote. Here, a film direct cannot use his or her individual freedom. If the director decides to make use of an incident as a theme, he or she can utilize individual freedom. In my opinion, the director did not get distracted by the historical importance of the incident. This helps the film to go beyond a historical anecdote with limited scope. So, one can see that a historical event is the film’s theme but the same is used as a foundation to portray the after effects or the following events. ... Tribute to the victims of plane crash The film is based upon a real incident which happened in the year 1970 in America. Baker Publishing Group (2009) stated that, â€Å"In the sports movie We Are Marshall, nearly the entire Marshall University football team dies in a plane crash† (p. 411). The team members and the officials of the Thundering Herd football team became victims to the Southern Airways Flight 932 crash. The travel by flight was a rare event for the Thundering Herd football team because they usually made use of other transportation facilities. The Marshall University never suspected a tragic end to their players. One can see that the future dreams of number of families became futile due to the plane crash. But the University authorities were not ready to forget the victims and their family members. The memorials erected at the University campus and Spring Hill Cemetery is symbolic of the homage to the victims of the plane crash. On the other side, the directorâ₠¬â„¢s attempt to inculcate the plane crash and its after effects in his film can be considered as an apt visual tribute for the victims. But the director never tries to consider his film as investigation on the back ground of the plane crash. Instead, he tries to attract the attention of the viewers towards the after effects of the tragedy. I consider the director’s effort is important because it helps the viewers to realize that how to show tribute to the victims of manmade or natural disasters. Sports and games and willpower I consider that one’s achievement in the field of sports is interconnected with one’s willpower to withstand challenges in life. At the same time, failure to achieve success in a sports event helps human beings to realize that the