Initial Peopling of North America

Punk Essays - Dispute Resolution, Ethics, Freudian Psychology

Punk Essays - Dispute Resolution, Ethics, Freudian Psychology Punk Punk is a term applied to a child or teenager who acts in an antisocial way. Punk music is a form of rebellion, and it turned against all other musical forms and influences at its time of creation. Punk music is as much cultural as it is musical. It is anarchic, against society, and against everything in established order. Patrick Goldstein's article, "Violence Sneaks into Punk Scene", is about one man's observation of the experiences with violence and aggressive nature of youth's rebellion. In the author's opinion, "The accounts of senseless violence, vandalism, and even mutilation at some area rock clubs read like a report from a war zone." Throughout Goldstein's article, Freudian theory can be utilized to explain the aggressive nature of the punk movement and youths involved in it. There are many different theories as to human nature. One of these theories exists under the thoughts of a prominent philosopher, and founder of Psychoanalysis, Sigmund Freud. His deductive argument entails his conclusion that man is bad, or as Freud explains it in his book, Civilization and Its Discontents, "Homo homini lupus." This phrase literally means man is a wolf to man. Freud felt all men are innately evil and his aggression lies within him as part of human nature. Freud felt aggression can be hidden deep in our subconscious and explode in certain situations. In Goldstein's article, there are many examples to show Freud's opinion to be true. As one punk rocker stated, "It's no wonder there are so many fights . . . these idiots kept punching us in the back. Finally I got fed up and started hitting these guys, even though they were bigger than me." Another was quoted as saying, "All they want to do is fight. And next time I'm going to be ready to give' em one." When we have provoked someone with any form of aggression or violence, the first reaction, even if it is not considered normal for their particular behavior, is to show aggression in return. Aggression does not have to be subconscious in nature. It can be on the surface of our behavior and in constant use. Our inclination to aggression is apparent in one's relationship with their neighbors and apparent in what they see as every day, casual behavior. One manager of a club remembered a situation dealing with two young women from a local punk band. "While one was talking to me, the other went into the girls' room and broke a bunch of beer bottles in the sink and ran her hands through the glass. Then she came out to talk to me, blood steaming down her arms." Others reported situations where several girls would carve X's into their arms with broken glass in support for a local band. Self mutilation in a show of aggressive behavior can come with positive outcomes and continues to reaffirm violence and aggression. Freud also believed aggression is another human instinct that brings us joy and happiness. However, civilization refuses any acts of violence, it oppresses this need of aggression deep in our consciousness. The first thing we do when no one is watching is anything civilization refuses to allow us to do. Goldstein, in his article, describes the dance craze called the Slam. He believes it is, "an organized gang of punk youths, leading to numerous incidents of violence at many area clubs." On the contrary, a member of an area band the Germs who would be considered a participant observer feels, "If they're doing that (Slam), then I know they are having fun." Freud's opinion of releasing aggression, bringing about happiness and going about it by defying civilization and cultural opinion, is the underlying reason for the punk movement. As seen through the classic examples of aggressive behavior in Goldstein's article, Freud's argument comprises factually correct statements, for both his time and the punk movement. His arguments conclusion is well supported and his premises meet the conditions of a deductive argument with relevance and ground. This means that wherever we come from, whatever our culture is, we are aggressive by nature. From that sense, civilization steps in with a beneficial purpose, as it tames the human nature. However, civilization creates human source of

Short Paper - ServeNow Term Example | Topics and Well Written Essays - 1000 words

Short - ServeNow - Term Paper Example In order to facilitate the customers and to earn a dominant position in the market, many entrepreneurs aim at maintaining a chain of their business outlets. However this requires tremendous hard work but if their plan works then it yields numerous rewards not only for the entrepreneur but for all the stakeholders. I, being the small business consultant, Solange De Peres, have already advised my client Bushley, that he needs to hire new mangers as internal recruitment is not possible, because the existing staff does not possess the skills required for the vacant positions. In addition to this, I have also advised my client that he must hire those people who are not acquainted with store operations as this way they will spend more time in learning and gaining the experience with Bushley and will not think of changing their jobs quickly. However this will require a lot of time and efforts from my client in training his managerial force, but this can all be managed with the aid of technological good available in the market. I advise Bushley that he should prepare a detailed training program, explaining clearly about the stores’ operations. The training program should describe thoroughly about the responsibilities of each individual manager and how they could perform the respective tasks. After preparing this program Bushley can record it with the help of professional recording software programs such as Pro-tools or logics. Once the training has been recorded he can either upload it on his website, where all manager can have an individual access to it or he can make his account on YouTube and upload his training programs there. The recording software programs that I have mentioned above are the most widely used programs all over the world. They are extremely capable of catering to these professional needs very well. I recommend that Bushley should also consider the option of video conferencing in training his managerial force. Video

Disclosure of information Movie Review Example | Topics and Well Written Essays - 500 words

Disclosure of information - Movie Review Example Instead of rebuking, Will assured her and said, â€Å"I know†. Grace was honest enough to disclose that it â€Å"wasn’t right† that â€Å"he was a smart, attractive guy who love me, who I love by the way. Why wasn’t it right?† Will did not demonstrate the slightest hint of anger but instead consoled Grace with the story of a play back in college. That the protagonists seemed â€Å"so perfect with each other but kept on missing each other because they are not destined to be.† Further assuring Grace, â€Å"Gracie, you are just in the middle of your movie and the point is, it’s not yet over. The movie will have a happy ending. You’ll just have to see it through.† And the trust was demonstrated when the two of them, with friends, had a drink later despite of what happened with Grace still in her wedding dress. When prodded, the two of them even kissed and kidded there was â€Å"nothing†. The episode tells us the lesson that though things did not materialize as intended, commitment does not have to end. As Will puts it, â€Å"Gracie, you are just in the middle of your movie and the point is, it’s not yet over. The movie will have a happy ending.† It could have been understandable had Will been upset and frustrated.

Nike with apple Essay Example for Free

Nike with apple Essay To bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete. Guiding principles (11 Maxims) They guide employees at all levels as they complete their work at Nike and represent the Nike corporation globally. †¢It is our nature to innovate. †¢Nike is a company. †¢Nike is a brand. †¢Simplify and go. †¢The consumer decides. †¢Be a sponge. †¢Evolve immediately. †¢Do the right thing. †¢Master the fundamentals. †¢We are on the offense – always. †¢Remember the man. The late Bill Bowerman, Nike co-founder) Manager Manifesto -It is a set of Core Principles that describe how Nike managers lead with excellence * Lead * Coach * Drive * Inspire Objectives: * Protect and improve Nike’s position as the number one athletic brand in America. * Build a strong momentum in growing fitness market. * Intensify the company’s effort to develop products that women need and want. Explore the market for products specifically designed for the requirements of maturing Americans. Direct and manage the company’s international business as it continues to develop. * Continue the drive for increased margins through proper inventory management and fewer better products. Competencies: Innovations: 1. Design your own shoes: Customers can choose their own colors and mascots to create shoes which define their personality 2. Nike self lacing automatic shoes: The automatic lacing system provides a set of straps that can be automatically opened and closed to switch between a loosened and tightened position. 3. Nike with apple: The NIKE+ package consists of a pair of specially designed NIKE+ running shoes, an ipod nano, and a NIKE+ ipod sport kit. As a person runs, ipod tells the distance, pace, and calories burned via voice feedback that adjusts music volume as it plays. Goal: World’s leading sports products and equipment provider. Business strategies: Encompasses the business’s overall positioning in the sports industry and stay competitive due to the product differentiation and globalization. Competitive Advantage: Brand Name, Product Quality, Inventory turnover, Cost leadership, Effective in-store operations.

Paleolithic Art Essay -- Essays Papers

Paleolithic Art Paleolithic art, dating back to the late Paleolithic period 40,000-10,000 B.C. (the Stone Age), is one of the most beautiful, natural periods of cave art and clay sculptures. Created by Nomadic hunters and gatherers with ivory, wood, and bone, these figures were thought to be symbolic and have some magical or ritual relevance. Figures and drawings have been found in all parts of the world dating back to the Cro-Magnon man as late as 60,000 years ago. There are two different periods of overlapping periods. The first, dating between 14,000-13,500 B.C., is the Aurignacio-Perigordian. This period included the contents of the Lauscaux cave paintings, the many sculptures at Laussel, and the voluptuous feminine figures called Venuses (Columbia Press, 1). The second, named the Solutres-Magdalenian period, dating back to 14,000-9,500 B.C., includes murals of Rouffignac and Niaux, and the ceiling decors in Spain (Columbia Press, 1). Paleolithic art falls into two distinct categories: portable pieces and cave art. Portable art was carved from bone, stone, or modeled from clay. Most has been found in Europe, Africa, and Siberia (Encarta, 1). The cave art comprised mostly of drawings and paintings recovered in mostly Spain and France (Versaware, 1). A possible third art category is mentionable also. Rock art is comprised of carvings and drawings on rock surfaces, but little of this art has been discovered (Encarta, 1). This form of art has founded many of today’s drawings, languages, and cultures. The first discovery was in the 1860’s by French Paleontologist, Eduard Lartet. The decorations were estimated back to the Stone Age because of the use of Ice Age animal bones. Researchers soon were digging everywhere in search of objects, ignoring cave drawings (Encarta, 1). In the 1880’s, a landowner discovered a cave in Spain filled with art and structural objects. Hiding it at first, researchers revealed it to the world that helped people learn to accept cave art for what it really was, an art. Many sites were uncovered shortly after, dating back to over 32,000 years (Versaware, 1). Since 1981, archeologists have also found art outside of the caves such as engravings of humans, horses, and cattle, which were about 20,000 years old. Paleolithic findings, if surviving erosion, are now becoming more common throughout the world (Columbia, 1). .. ...ed spray paint, which was blown either out of a tube or out of their mouths (Versaware, 1). Because they had none of the advantages that we have today, their creations, which was more difficult to fully complete, can be considered a precious, unique works of art. To be sure that these items are genuinely prehistoric, radiocarbon dating was used (Encarta, 4). Scientists can determine the true age from only a tiny amount of pigment in the paint. One of the oldest, found in Europe and Asia, was carved in ivory and dates back to about 32,000 years. Another, discovered in England in 1996, was found to be about 60,000 years old (Columbia, 1)! Few endure erosion, but the survivors make excellent timelines of the era’s that remain unclear to researchers. This beautiful Stone Age present to our time suggests that art was visible and practiced from close to the beginning of time. The decorated caves and figures have helped us learn of other cultures and their distinctive expressions of life-forms. Still indistinct about the main purpose of this creative art form, archaeologists continue to dig and discover new pieces that may add to the picture and help to solve this ongoing puzzle.

Organizational socialization Essay

Organizational socialization is a very important aspect in all organizations. It has been a lot of definitions, one is â€Å"the process by which organizational members become a part of, or absorbed into, the culture of an organization† (Jablin, 1982, p. 256). Another meaning that we have for organizational socialization is â€Å"the process of ‘learning the ropes,’ being indoctrinated and trained, and being taught what is important in the organization† (Schein, 1968, p. 2). Last but not the least, we have â€Å"the process by which a person learns the values, norms, and required behaviors which permit him or her to participate as a member of the organization† (Van Maanen, 1978, p. 67). Organizational socialization is evidently very important for growth and satisfaction not only in an individual’s job output, but more importantly it is essential to an organization’s growth towards innovation, job satisfaction, cooperation, organizational commitment, and ultimately organizational performance (Fisher, 1986). Even though organizations vary in their different natures, we must keep in mind that the nature of man and the dynamics of working as a group towards a common goal is what keeps all organizations united in the process of keeping its dynamics at its utmost best to come with the best results as they can with the given field of work they choose to follow. This is why so many people have come up with so many different theories with having the most ideal organizational socialization in their company. More importantly, this is why these different theories matter in the day to day encounters of people with in the company or any organization for that matter. Although the theories hold well in some practices in organizational development, practice of each theory in different settings will still vary and depend a lot on how each person will practice what theories present specially in organizational socialization (Tosi. et al, 2000 p3). Up to date, there have been a lot of studies pertaining to organizational socialization. A problem with these studies though is that so far, little research has been done to measure the specific settings and circumstances in which such socialization occurs (Ashforth & Saks, 1996; Jones, 1986). There was this one study, conducted by Ashforth, Saks and Lee (1998) that the examined the effects of three organizational context variables such as structure, size and job design. These variables were tested on the use of socialization tactics and the impact of these tactics on newcomer adjustment. This was particularly pretty helpful in t he field of organizational socialization to measure and compare the data gathered not only in the newcomer’s experience, but also to contrast each experience in varying fields. The study and application of organizational socialization is very important in the dynamics of the organizational processes also for many different reasons. One is that organizational socialization opens doors to behavioral changes that may occur from an employee’s entry point to being a key player in an organization or in a managerial or administrative role. Another is that the transitional view point of a worker in this process shapes an individuals’ growth, behaviors, decisions and even some key points that help shape the entrepreneurial process of an organization (Gartner, 1989; Stevenson & Jarillo, 1990). Another would be that specific role relationships within the person and key outsiders can be shown by viewing the influential outside constituents as socializing agents that can assist a newcomer in the formation of the firm he entered. Another would be that socialization literature such as orientations and the likes can identify the response of a new comer to the pressures of the environment of a new comer depending on the adaptability of each individual, henceforth showing the diversity of entrepreneurial experiences and new ventures (Gartner, 1985). Finally, the socialization perspective complements the environment of the newcomer by specifying the mechanisms that singles out those who cant fit with in the new environment. In the socialization process, the newcomers learn how to adapt and value the beliefs through social knowledge their new roles and function that they have to play in effectively in and organization (Aldrich & Zimmer, 1986). Van Maanen and Schein (1979) even developed a theoretical model of socialization which shows that socialization tactics used by an organization can influence the role orientation of a newcomer. Jones (1986) argues that a combination of six tactics form a socialization process namely formal, collective, sequential, serial, fixed, investiture or individualized. Jones concluded that institutionalized tactics encouraged newcomers to passively accept these established roles, while individualized tactics tend to encourage newcomers to develop their own approaches to playing their roles. According to some studies, there are specific socialization tactics in organizational socialization, Jones summarized Van Maanen & Schein’s 6 socialization tactics into a single polarity called institutionalized vs individualized dimension. He defined the institutionalized to be characterized by the common starting learning experiences. Due to the nature of this specified learning, it is sequential, fixed, collective, formal, and investiture. On the other hand individualized socialization is by its name, individual, random, informal, variable, and disjunctive and divestiture. This may be due to the nature of how it is learned by the new comer as it was defined by its characteristics. There are a lot of bases for adaptation of organizational socialization. In the motivational bases for adaptation, sociability of a newcomer is directly in line with the newcomer’s motivation to adapt to the expectations, norms and values that are already eminent not only in the organization members, but also in the structure of the organization. Intrinsic and extrinsic motivational factors also let new recruits attend to socializing with the older members and adjusting accordingly through their actions. Furthermore, man’s psychological make-up makes him have real qualities that will help him have the right motivation to learn to adapt to the new setting that he is in behavior wise. This is probably why individuals respond in organizational efforts differently which causes a personalized response to each new setting. In organizational socialization, the main goal of adapting as a newcomer is to reach the entrepreneurial stage. In the entrepreneurial process, this can be viewed as a way where in you determine where in you will to start out a career in the path you chose as a newcomer in the field that you entered. This process of adapting to the field that you entered can also be viewed as your initiation or stepping stone towards your will to start a business. Some literature has tried to link a relationship between the motivational factors driving entrepreneurial activity and firm performance, with limited success (Cooper & Gascon, 1992) Even though some studies show the motivation to adapt in the environment of entrepreneurial endeavors, the literature in the entrepreneurship world shows the typical entrepreneur as the innovator who has to be different from the people around him. In most studies present, there has been a small consideration of the motivational mechanisms, activities, circumstances, or encounters where imitation, accommodation, or compliance might be the critical survival response. Four motivational bases for adaptation to socialization pressures can be applied to the entrepreneurial context–Personality, Anxiety or stress reduction, Choice, and Rewards/Power. A big aspect you have to factor in an organizational socialization also is personality. The variable of the uniqueness of each personality is bound to affect the motivation to become socialized. An individual’s unique tendencies to respond to authority, his need for control, and feedback can affect the newcomer’s adjustment and accommodation process to the expectations of members around him. One example would be a newcomer with moderate self-esteem and self-efficacy beliefs will cause him not be afraid to explore the new role and seek feedback as the basis for learning how to behave appropriately, otherwise, his coping mechanisms will be different. In other cases when an individual with a strong self-efficacy concept may have the tendency to attempt to change the organization rather than adapt to the situation presented to him. In the entrepreneurial context, his need for achievement motivation has been manifested to be his driving force in his start-up process in the organization (Brockhaus & Hurwitz, 1986). The goal orientation, self-confidence, and independence that compel individuals to start new businesses may also be factors in the entrepreneurial socialization process. Another thing to factor in organizational socialization is the anxiety and stress levels of the new comer. The new comer’s capacity for anxiety or stress reduction is important given that it is only inevitable for a newcomer to face a lot of stress while dealing with the unfamiliar pressures of a given field he entered. Some people are even motivated but this kinf of tension created by a new setting that tend to let them seek out new information for a new learning experience. Through developing and adaptation to the new environment, they will be able to create a predictability and certainty. This will enable then to adapt to their new setting. In the entrepreneurial context, one’s ability to manage risk, and associated personal characteristics such as tolerance for ambiguity, are generally linked to new firm performance. Another important thing to factor in is the concept of choice. This is because a person’s motivation to adjust to a new setting will always be influenced by the newcomer’s choice and commitment he has to his new role. This choice is essential considering that this choice defines to what extent a new comer will be willing to adjust to. Also, if the new role is a role the newcomer preferred compared to his previous role, his inclination and motivation to succeed in the new role should be higher. Rewards and power also is another factor in organizational socialization. Tangible benefits and possible power holding roles can be a big motivation for a new comer to excel and be more adaptive to changes in his new environment. This aspect of motivation is an essential component of organizational socialization. This is because newcomers respond to organizational communications that specify role behaviors that can promise or lead to organizational rewards or career growth. Also, traditional sources of social influence and reciprocity, such as proximity, status, and affective interactions, may also motivate compliance. In one study, Dornblaser, Lin, and Van de Ven observed differences in the concerns and performance expectations of innovation managers and resource controllers in 16 innovation settings (Dornblaser et al. , 1990). In human resource procedures, most of the instructions regarding norms, values, standard operating procedures, skills related to the job and the likes are provided by veteran organization members. Organizational insiders act as socializing agents which serve as critical resources who may both be the reason for impediment or better adaptability of new comers in an organization. The person in charge of giving the orientation is in charge of providing the background history, informal practices, local culture and any other information that a newcomer will be needing to cope with the new environment. Due to this, the newcomer’s perception of the organizational experiences will rely a lot on the person in charge of introducing him to the organization. Through this orientation to the organizational structure, a newcomer will be able to adapt to the organization, despite this other current members may or may not also be cognizant that they serve as role models and information sources for newcomers. In the modern scenario of emerging organizations, given that there are a number of organizations setting a competitive scene, an entrepreneur must learn to respond or adapt to several incumbents representing multiple organizational contexts. Due to this, customers, suppliers, bankers, employees, and other members of the business community function as comrades who guide, and influence the new entrepreneurial recruit (Aldrich & Zimmer, 1986; Larson & Starr, in press). Mentioned here are some features of entrepreneurial networks which describe ways in which network members serve as socializing agents in the entrepreneurial setting. Typically, in organizational settings, there is normally more than one agent who influences the newcomer. The power of agents’ influence depends on several factors earlier discussed such as tangible reward power, frequency of contact, perceived legitimacy and expertise, explicitness of expectations, and the compatability between the expectations of the agent and the newcomer. Other agents such as colleagues, bosses, and subordinates surrounding the newcomer in his environment are very important in the process of organizational socialization. Although this area has not yet been explored, future research should be dedicated regarding the facilitation of better dynamics of all these agents in relation to maximizing the results of organizational socialization. In the entrepreneurial context, the powers in the dynamics of hierarchy are more subtle. Despite this it is still implicit in the negotiations and informal and legal contracts with critical stakeholders that they exist. (Gabarro, 1987). Ofcourse organizational socialization exists and is studied for a very good reason, this is done to achieve a better outcome not only of the newcomer in an organization but also for good output of the organization as a whole. Outcomes related to organizational socialization should ideally be measured to improve tactics on how to deal with newcomers for optimum results. Role orientation is ideally done in this process where in a newcomer will be briefed and equip to face the new challenges for his job. Given that a newcomer ideally fits in a fixed role in an existing organization, it is through this process that our new comer can accept the conformity of a position while practicing innovation that he needs to display in wanting the best for his growth and that he wants to impart in the organization that he is taking part in. Organizational Politics is also an intricate issue that managers should deal with in orienting a newcomer for his proper adjustment to the organization. This is where managers orient acquired employees by specifying clearly the job hierarchies and the reporting relationships associated with different jobs in the firm and its component groups. In doing this, the newcomer can easily distinguish his superior from his subordinates and more importantly, to whom he should regularly report to. It is through this formal communication that organizations can avoid confusion within operations and its structure. This can also be where a new comer can view the organization structure so that he can be motivated and set his work and goal towards climbing up the organizational ladder. Another important aspect of organizational socialization is the technological advances that now innovate the way we deal with organizations. Technology has now paved the way in the way run organizations especially in the way we store and communicate information. As compared to older and traditional means of running organizations, new age technology through electronic communication and information technologies, information is now disseminated faster at an even much lower cost that what used to cost organizations before. While more people offer increased data communications and more powerful technological capabilities, the advancement of the communication process has extended the number an variety of people involved in organizational decisions (Huber, 1990; Sproull & Kiesler, 1991), this happens because technological communications make it possible to diminish temporal and physical interaction constraints through online conferencing and the likes (Eveland & Bikson, 1988; Kaye & Byrne, 1986), it will also increase horizontal and vertical communication as everyone in the organization is easily accessible via the world wide web(Hinds & Kiesler, 1995).