“The Metamorphosis” Expressionism

Expressionism An expressionist piece of literature portrays a vision of the real world through the author’s point of view. â€Å"The Metamorphosis† is an excellent example of expressionism. It shows Franz Kafka’s honest interpretation of the world. His endless fears from his life can be seen in â€Å"The Metamorphosis†. Two fears of Frank Kafka’s that keep re-appearing in â€Å"The Metamorphosis† are displacement in society and strained relationships with society. After Gregor’s metamorphosis he also is no longer a part of his human society and can no longer preserve his relationships with his family.Gregor’s metamorphosis symbolizes Frank Kafka’s every nightmare and hardship in life. Franz Kafka was born in a Jewish family in Prague in 1833. He wasn’t a part of the Jewish community whole heartedly nor was he a part of the German community wholeheartedly. He was out of place in society much like the main character, Gregor in â€Å"The Metamorphosis†. Gregor was an insect in a human world. Everything about him differed from a human’s. He went from a young and capable man one night to an â€Å"old dung beetle† (42). he next morning. A man can never be part of society if he doesn’t know how to fit in. How was Gregor to fit in as an insect? It’s impossible. Some might argue looks aren’t everything one can be an important figure in society and make an impact just through the power of speech. But Gregor couldn’t even do that. To everything that Gregor wished to say the response he received in return was â€Å"Did you understand even a single word? † (18). Neither Franz Kafka or Gregor were able to truly fit in their society.Another key component in Franz Kafka’s life was his strained relationship with his father. This is evident in Gregor’s life as well. The novelette does not tell the reader information on Gregor’s relati onship with his father before the metamorphosis. But from the astonishment of Gregor in response to his father’s actions and words the reader can conclude that his behavior towards Gregor was not always like this. No matter what Gregor did â€Å"his father was in no mood for such niceties† (37). This portrays Franz Kafka’s failure in ever making his father proud of him.Franz Kafka was the eldest yet he could not carry the pride of the family. Gregor has carried his family’s burden for a long time. In fact â€Å"he was hot all over with shame and sorrow† (30) when he thought of his family having to make a living for themselves. He had always been the provider. However he was never appreciated, yet another message of Franz Kafka. No one appreciated him in his lifetime. Therefore his character was never appreciated. They were both stepped on as if they were no more significant than an insect.

What Contributes to Our Perceptions of the World?

â€Å"How can cultural experiences shape, impact or influence out perception of the world Being exposed to other cultures and experiences opens our mind to understanding other ways of living. If you are exposed to something different from yours, your perception would change by the way your thought process Is about certain groups of people. Many things affect our point of view of the world positively and negatively, thought I think most of the time It does It negatively. In today's world we see a lot of cultures In one place (states, city, schools, Jobs, etc. But within these places there's discrimination, racism, had other bad things that make us have a differently pollen than others. Brainstorm at least five artifacts that serve as symbols for you, your life. And your culture. What do the objects reveal about you and your culture? A calculator represents my love for math. Math is a part of my family's culture and has become a part of mine. Math is perfect. It challenges the mind. I t has the power to solve real life problems. It explains real observations, and appeals to intuitions most of the time. It produces exact answers.Its abstract, yet purely objective and absolute. Its man-made, yet all the universe is modeled by math. Its incorruptible. It can create art. It can inspire creative thinking, and in that even solving problems is an art of its own. It is the way I think. When asked why I like Mathematics, I realized that it is all down to my personality. Being a composed, explicit person, I enjoy the challenge of questions with difficult to achieve answers. The ‘&' symbol represents the type of music I listen to. ‘&' is the official symbol of the band Of Mice & Men.I sites to metal, rock, screams, or alternative music and the & symbol represents some of each. A book represents my passion for reading. Its about living a thousand lives through the eyes of your protagonist, becoming so involved in their lives, learning the lessons they learn, â₠¬Å"meeting† the most interesting (nearly real) characters that continue to stay with me long after the book is read and back on the shelf. I love picking up a put and immediately being thrown Into a different reality. I view a book as another universe, where I can escape reality, a way to relax myself.A green V In a ricer represents me being vegetarian. I have been vegetarian since I was born and It lust became a part of me. I do not have to stay a vegetarian, but my parents are. So I choose to stay vegetarian. The last symbol that represents me Is a pair of glasses, Since 1st grade I have always been seen as the ‘nerd'. I always has straight AS and the teachers loved me. I am a year ahead of my grade level In math, currently taking pre calculus. This made me more of the ‘nerd' I already was. I also happen to need glasses. What Contributes to Our Perceptions of the World? By Snazzy world? Reception would change by the way your thought process is about certain group s of thought I think most of the time it does it negatively. In today's world we see a lot of cultures in one place (states, city, schools, Jobs, etc. ), but within these places there's discrimination, racism, had other bad things that make us have a differently opinion Brainstorm at least five artifacts that serve as symbols for you, your life, and your A calculator represents my love for math. Math is a part of my family's culture and picking up a put and immediately being thrown into a different reality.

Exploring the use of digital gaming in teaching

It is the general intent of the research that is presently being undertaken to research the usage of digital gambling in instruction and acquisition of mathematics in order to run into up educational ends. The survey is specifically being conducted in the scene of the Kingdom of Saudi Arabia with the purpose of looking at the consequence of digital gambling to learning mathematics, that is, either heightening learning or larning or looking at the possibility of digital gambling non holding any positive consequence at all in accomplishing educational ends. There is voluminous information in the literature about digital gambling being used in the educational scene, more often in scientific discipline and mathematics-related topics. Eck ( 2006 ) asserts that digital game-based acquisition has been unpopular for old ages until 2006 but get downing 2003 the involvement in the use of digital games to back up larning in assorted Fieldss have already started ( Wolz et al, 2005 ) . Habgood et Al ( 2005 ) , on the other manus reference that since the 1980s, there has been significant literature demoing how digital games are really related to instruction and acquisition. Since 2006, there has been a turning involvement in the usage of digital games for acquisition and harmonizing to the writer, advocates of this type of learning have been rather taken aback by the alterations that have been go oning. Harmonizing to Eck ( 2006 ) , this can be mostly attributed to three of import factors. The first of these factors is that advocates of digital game-based acquisition have unfailingly continued research on this new larning aspect and printing them through books, essays and articles with writers such as Marc Prensky, James Paul Gee and Clark Aldrich, to call a few. In the web, one would happen a volume of information that discusses about digital games as tools for acquisition, some showing the theoretical concepts underlying the tool while other readings provide empirical researches that aimed to accomplish specific ends in digital game-based acquisition. Second, the current coevals which is fundamentally the Internet coevals and instead, Eck ( 2006 ) calls the â€Å" digital indigens † play a big function in the broad credence of digital games as acquisition tools. Persons who were fundamentally borne and have practically lived the Net coevals adapt good to a fast-paced life welcoming and synthesising assorted sorts of information at any one clip. The â€Å" digital indigens † as Eck ( 2006 ) relates, someway became disentangled with the conventional ways of acquisition and normally enjoys speedy interactions. Besides, first-class ocular accomplishments used for larning are what embody the current coevals and this accomplishment is something that would tremendously prefer digital game-based acquisition. Hoyles and Noss ( 2006 ) even reference that kids, with the emerging involvement in games as tools for acquisition, even heighten their abilities to plan their ain games and drama with them after, utilizing certain tools , one of which is the Playground, where in general, kids are able to pull strings alive characters. The increased celebrity that games have fundamentally acquired through the old ages is the 3rd factor that says why digital game-based acquisition is widely accepted as of recent. Digital games are merely everyplace and come in assorted media, therefore doing it more accessible to the general populace and therefore more apprehended. As if to farther set up how games have been used to heighten larning today, Prensky ( 2001 ) describes the many chances connected with digital games-based acquisition. The writer asserts nevertheless that digital games are merely options used by educational establishments to farther pupil acquisition. Harmonizing to him, a new paradigm of acquisition has emerged and this is larning through playing. He cites some of the activities which are chiefly digital games incorporated in assorted degrees of instruction. Some of these are typing games, pre-school acquisition of the alphabet through computing machines and computing machine cheat being used by K-12 pupils. For grownup scholars, like in the instance of those preparation in the armed forces, the existent conflict in the battleground has been re-created through digital games and military trainees have to play these games that resemble a realistic conflict as simulations of the true conflict that has to go on when they serve the state . Indeed, the computing machines and the package for digital games that have been created and made more realistic by package experts have provided manners of larning for immature and big scholars.Digital Games in EducationSandford and Williamson ( 2005 ) describe computing machine games and picture games as digital applications which individual or groups of participants control utilizing a personal computing machine or some other media such as a PlayStation. The writers suggest that by playing digital games, participants are able to hone accomplishments in confronting challenges that are more complex than what they encounter in school. The environment that digital games provide to participants is a learning environment. While playing, gamers are confronted with ambitious state of affairss that they need to decide to win in the game. This provides participants the accomplishment to confront realistic jobs of the same sort in the hereafter. While playing, gamers are besides provided options which mean they have to prosecute themselves in some decision-making exercising and be able to see the effects of their determinations or actions. Identifying with the characters of the game is besides another facet that participants deal with when playing computing machine or picture games. Particularly in role-playing games, participants are besides able to heighten their vocabulary, familiarising themselves with the footings used in the game that normally come because of the devices that the character in the game has to utilize. In this manner, participants will larn to understand the whole character being portrayed in the game. Socialization is besides enhanced by digital games as participants would usually be affiliated with certain groups which have common ends while playing. Squire ( 2003 ) relates some of the features of digital games which make it utile for the educational scene. A digital game provides participants with drill and pattern. Presently, this map of computing machine games makes it of import for pedagogues because of its incorporation into the traditional course of study as exercisings that will enrich the acquisition of the pupils as they immerse through it during single survey times. The other property of digital games that makes it utile for the educational scene is the being of simulation and scheme games. Simulation games provide the participants a image of the world, within the walls of the house, the schoolroom or a computing machine store. Squire ( 2003 ) portions two types of simulations used and these are low-fidelity and hi-fidelity simulations. Hi-fidelity simulations try every bit near as possible to mime the interactions and state of affairss that may be experienced if it were to go on in existent life. Low-fidelity simulatio ns, on the other manus, are meant to supply system simplification so that some of import constituents of the system may be highlighted. Video games that are both educational and entertaining let the pupil participants to pull strings some variables which in existent life, an ordinary pupil can non change merely yet. Players can besides larn about different topics of involvement when they engage in educational games that will do them presume a certain function or personality. In this manner, the pupil is besides given the opportunity to see state of affairss in assorted positions. Digital games besides make it possible for the participants to visualise a peculiar in three-dimensional infinite hence increasing apprehension of the affair. Gros ( 2007 ) asserts that digital games can be used by scholars to get cognition and larn certain schemes. The writer cites the survey conducted by Nussbaum and co-workers in 1999 with 300 4th twelvemonth pupils as topics. A series of games in linguistic communication and mathematics was developed utilizing Gameboy and that the games have characters that the pupils can place with. In mathematics specifically, the end of holding the pupils play the game is to familiarise themselves with the cardinal construction of accomplishments and mathematical thought every bit good as larning arithmetic and geometry. The instructors were able to besides larn utilizing the instrument used in the experiment in 2 to 3 months and feedbacks from the pedagogues themselves reveal that videogame is an instrument that is easy learned and used and can function as extra learning stuff that they can utilize as back-up for the conventional instruction stuffs that they are already utilizing. Games have besides found its utility in Science and Engineering topics, in general. In the instruction system of the United States Science and Engineering, Mayo ( 2007 ) asserts that picture games have played of import functions in turn toing lacks in the system because of five primary grounds. One of these grounds is monolithic range. The Internet has provided a manner for persons, pupils and even those who are already in the on the job category, to acquire entree to digital games. Some of these games can be downloaded for free, while others have to be purchased. Besides, the games need non be violent as there are games that educate users about assorted subjects. As the writer relates, these games are non really portion of the educational system as pupils did non entree these games through the four walls of the schoolroom but merely the same, pupils learn. The 2nd ground is effectual larning paradigms. The act of playing video games is associated with enhanced larning results because the undermentioned accomplishments are being honed while playing: experiential and inquiry-based acquisition, self-efficacy, end scene, cooperation or squad playing and uninterrupted feedback ( Mayo, 2007 ) . Enhanced encephalon chemical science is the 3rd ground behind the potency of video games in turn toing jobs in instruction. Mayo ( 2007 ) asserts that a survey in 1998 established the relationship between the sum of dopamine nowadays in the encephalon of the participant and his/her public presentation in the game. Dopamine serves to excite acquisition of the participant. It must be taken into consideration, nevertheless, that the game tested in the 1998 survey is non educational in nature and hence subsequent surveies are still necessary. Time on bet oning undertaking is the 4th ground as participants normally take more than a twosome of hours to play digital games. If lessons in school have to be incorporated in these games, efficaciously, so it is uniting amusement with acquisition and pupils now take more clip larning than they did before with conventional acquisition. The last of these five grounds is larning results informations which suggest that have already been surveies conducted which compared the larning results of pupils subjected to games while larning and those under the traditional acquisition. It must be considered nevertheless that the games used in the ratings are non the popular commercial games that can be seen played today, but so the â€Å" not-so-big-time † games are still digital games and hence portion of the concern of looking how these games can better acquisition ( Mayo, 2007 ) . Squire et Al ( 2004 ) elaborate on an empirical survey conducted among 96 pupils, of which 61 were assigned to the experimental group and 35 to the control group. The experimental group played Supercharged! In their Physicss category apart from the synergistic talks on electrostatics and other addendum stuffs provided to them by the instructor. The same instructor provided electrostatics lessons to the control group through synergistic lessons, observations and experiments. Supercharged! Is an electromagnetism simulation game developed through the aid of John Belcher, an MIT physicist? The game itself is chiefly be aftering and playing as participants have to travel through electromagnetic labyrinths and playing with charges to command a ship. Consequences of the survey showed that pupils belonging to the experimental group had better public presentation than those in the control group in footings of construct comprehension. Merely to add to the treatment on the inventions done for acquisition, in universities, where higher instruction can be acquired, engineering has besides been embraced. Together with this are the developments effected in order to supply larning to college pupils. Brown ( 2001 ) asserts that in this digital age, the universities have besides done their portion in bettering instruction. One of the inventions that have been taken is the integrating of studio classs as replacing for lecture-based introductory classs. In the studio classs, the pupils have the opportunity to see talk, recitation and research lab, all in one incorporate class. The module is besides being given a better environment to learn synergistic lessons. The studio courses accommodate big categories but can manage an array of activities, digital and non-digital within the category. The MIT Media Lab is another invention that has been brought to the universities. In this lab, theory and application are brought together in one category. The lab provides the category a collaborative environment where pupils can work out solutions to existent life jobs despite being confined in the lab. Brown ( 2001 ) besides adds that computing machine games, specifically, role-playing games ( RPG ) with multiple participants online have besides transformed the ways of larning. In RPGs, participants do non merely vie but they are besides able to make and set up groups. The higher instruction sees this as a theoretical account for constructing a networked acquisition environment. Players, by prosecuting in RPGs experience interaction with other participants as they swap their cogwheels and techniques among members of their group. The pupils ‘ originative and strategic accomplishments are besides being honed as they try to spread out their functions within the game. The literature discoursing the usage of digital games in mathematics instruction in the Kingdom of Saudi Arabia ( KSA ) seems to be scarce. Al-Wakeel ( 2001 ) asserted that in the yesteryear, universities in KSA deficiency adequate computing machine instruction plans which are besides of high-quality. There have been attempts to beef up computing machine instruction in KSA but have failed non because the purposes were non good but because design of the plans was non planned good. Furthermore, there is a noteworthy scarceness in professionals who are subjects who could learn computing machine instruction. This is apparent in the past plans preparation of computing machine professionals who came from outside KSA. There is besides concern in research of computing machine applications that can be used to better instruction. To turn to this, KSA revamped its educational system with the constitution of Comprehensive Education Programs in the College of Computer and Information Sciences ( C CIS ) . With such move, although there are besides obstructions hurdled, research in computing machine instruction may be done including the geographic expedition of the usage of digital games in learning mathematics to KSA pupils. Because of sensed scarceness of researches done in this country in KSA, this research will be chiefly done to research the usage of digital games in acquisition and learning mathematics to profit and ease educational ends, with peculiar scene in the Kingdom of Saudi Arabia. This research will be conducted in order to look into the consequence of digital game-based acquisition to pupils ‘ motive and academic public presentation, peculiarly among pupils in the secondary degree of instruction.The Future of Digital Games-Based LearningDigital games provide agencies of accomplishing a figure of ends. Prensky ( 2001 ) relates that through digital games-based acquisition, motive for larning topics that are hard to learn can now be achieved. This motive works in both ways. If the pupil finds topics to be deadening, so integrating digital games into the topic will do it interesting. On the other manus, if the pupil finds the lesson excessively complex, so digital games can be used to su pply an alternate manner of showing the topics to the category in a manner that will direct the feeling of being hard to something that they will larn and bask at the same clip. The usage of digital games in larning besides provides an chance for a conjunct attempt among people in different Fieldss such as instructors, content experts and digital game developers. In footings of the being of the Internet, the usage of digital games in instruction and acquisition will ensue to holding the Internet non merely as a medium of instruction but will be a lively locale of forum for users and manufacturers of games to get at new constructs everyday for larning that will do its manner through the scholars via digital games. There will besides be a uninterrupted thought of how digital games can be improved and innovated to outdo function the intent of conveying instruction to the pupils at its fullest potency, thereby bring forthing alumnuss will all-around personalities who can do determinations non merely in conjectural state of affairss but in realistic conditions as good. Squire ( 2003 ) believes that since the 1980s, there has been a important betterment in the gambling engineering but so integrating these betterments into larning environments is one missing measure in order for digital game-based acquisition to boom. The writer comes up with his ideas on the hereafter of picture gambling in instruction. First away, the writer suggests that pedagogues have been keen on buying educational and entertaining digital games that are commercially available presents. Harmonizing to the writer, there is increased frequence in the usage of ‘edutainment ‘ but so there is non much evidence-based research which has been conducted to demo how these games really work. Design experiments must be incorporated into the work of games research so as to do educational games be more utile for instructional engineers and therefore set up research from at that place. Second, instructional engineers who design the synergistic acquisition environments of larning games can besides acquire lessons from the present inventions in gambling. The writer cites two facets of gambling that harmonizing to him hold non been to the full studied and these are synergistic fiction and online gambling. Synergistic fiction will supply instructional engineers information on how characters can germinate and develop in an synergistic environment. Online gambling, on the other manus, can supply instructional engineers valuable information on the design of on-line environments. Finally, by simply taking a close expression at all the digital games that have abound presents in whatever medium such as those streaming in the cyberspace or games installed in personal computing machines, one would really happen himself amazed at how the design, sounds and artworks have evolved through the old ages. The many games found online every bit good as those played in picture houses and in the comfort of the places have all passed through betterments. The artworks about resemble that of real-life persons every bit good as the motions of the objects in the digital game. Aesthetics has continuously improved to the pleasance of consumers. Possibly, for educational games, this can besides be done. The creativeness in coming up with new designs and new games is one of the aspects of digital game-based acquisition that can be improved in the hereafter.

Manage Resistance to Change Proactively Essay

Register for this journal is available at http://www. emeraldinsight. com/researchregister The current issue and full text archive of this journal is available at http://www. emeraldinsight. com/0262-1711. htm Managing diversity using a strategic planned change approach Earnest Friday Management in the College of Business Administration, Florida International University, Miami, Florida, USA, and Managing diversity 863 Received October 2002 Revised February 2003 Accepted February 2003 Shawnta S. Friday School of Business and Industry at Florida A&M University, Tallahassee, Florida, USA Keywords Diversity management, Strategic management, Change management Abstract Many organizations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a â€Å"planned change-corporate diversity strategy†. The lack of a â€Å"planned change-corporate diversity strategy† is quite likely to inhibit managing diversity from becoming systemic to an organization’s culture and its way of doing business, thus tending to disallow the potential bene? ts of diversity to be maximized. Hence, this paper offers a framework for using a â€Å"planned change-corporate diversity strategy† to: progress along the â€Å"diversity continuum† starting with acknowledging to valuing, and ultimately to managing diversity; and systemically managing diversity using a eight-step â€Å"managing diversity process†. Introduction Over the past few decades, academicians, practitioners and organizational researchers have recognized that diversity is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001; Stark, 2001; Williams and O’Reilly, 1997). In this paper, diversity refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is different from another individual (Williams and O’Reilly, 1997). Some widely accepted differentiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender diversity tend to receive the majority of the attention in the organizational diversity literature (Stark, 2001; Williams and O’Reilly, 1997), this de? ition allows for the frameworks offered to be applied to any type of organizational diversity salient to members. Diversity programs have been implemented in many multinational organizations, primarily, in an effort to improve working relationships Journal of Management Development Vol. 22 No. 10, 2003 pp. 863-880 q MCB UP Limited 0262-1711 DOI 10. 1108/02621710310505467 JMD 22,10 864 between white males, whose relative numbers continue to decrease, and demographically different individuals, whose numbers continue to increase in the workplace (Friedman and DiTomaso, 1996). While many multinational organizations have a corporate diversity strategy, most have not implemented it using the suggested planned changed approach posited in this paper. Given the intensifying â€Å"war for talent† in today’s competitive, global business environment, it is imperative that the execution and evaluation of a corporate diversity strategy use a planned changed approach to not only acknowledge and value diversity, but to also systemically manage and inculcate diversity into an organization’s corporate culture. This type of approach can contribute immensely to an organization’s ability to use all of its human capital as a strategic means to gain and maintain a competitive advantage in today’s dynamic, global marketplace (Richard, 2000). It has been purported that if diversity can be effectively managed in an organization, some potential bene? ts to the organization include greater creativity and innovation, and improved decision-making (Cox, 1991). Conversely, if diversity is not managed effectively, some potential major costs to the organization include, at a minimum, breakdowns in communication, interpersonal con? ict, and higher turnover (Cox, 1991). While there may not be much empirical evidence to substantiate claims that effectively managed diversity directly leads to bottomline increases (Chatman et al. , 1998; Richard, 2000; Stark, 2001), there is real-world evidence (e. g. Coca-Cola, Denny’s, Publix, and Texaco settlements) to suggest that not effectively managing gender and racioethnic diversity has been, and can be, detrimental to organizations and their bottomlines. Thus, it is a logical extrapolation that an organization’s ability or inability to create a culture in which diversity is systemically acknowledged, valued, and effectively managed is more likely to determine the affects diversity will have on it’s bottomline. Many organizations have implemented various diversity initiatives as a part of their corporate diversity strategy (Koonce, 2001), but most have not used a planned change approach to strategically align their initiatives with their long-term objectives and strategic positioning. It is highly probable that this lack of planned strategic alignment contributes immensely to the purported ineffectiveness of many diversity initiatives (Stark, 2001). Consequently, an organization that seeks to maximize the potential bene? s of diversity should devise a â€Å"planned change-corporate diversity strategy† prior to implementing diversity initiatives. The purpose of the planned change-corporate diversity strategy is to align the organization’s diversity initiatives (designed to manage diversity) with the organization’s strategic goals, and ultimately make managing diversity an integral part of the organization’s culture. An aligned planned change-corporate diversity st rategy will contribute immensely to the long-term effectiveness of diversity initiatives aimed at better managing all of he organization’s human resources. This is especially signi? cant for organizations with a highly diversi? ed workforce. With a planned change-corporate diversity strategy, diversity initiatives are aligned with organizational policies, procedures, and systems. Such alignment is desired to systemically reinforce an organizational culture that encourages the effective management of all employees in order to garner diversity’s purported bene? ts, including the end goal of increasing the bottomline. Thus, frameworks are presented for using a planned change-corporate diversity strategy to: advance from the initial passive states of acknowledging and valuing diversity to the ? nal active state of managing diversity on the â€Å"diversity continuum†; and systemically manage diversity using the speci? c eight-step â€Å"managing diversity process†. The diversity continuum and the planned change approach Valuing diversity and managing diversity as distinct phenomena Over the last few decades, a myriad of articles have been written on the subjects of valuing diversity and managing diversity (Wanguri, 1996). In some cases, valuing diversity and managing diversity have been considered, and sometimes used, interchangeable when, in fact, they are two different phenomena (Jenner, 1994). By the very nature of their de? nitions, valuing and managing diversity are distinctly different. Valuing refers to the relative worth, importance, or signi? cance of something, whereas managing refers to taking charge or coordinating and supervising situations. Given these de? nitions, valuing diversity should be considered a more passive phenomenon, where importance or signi? ance is given to individuals’ differences, which does not automatically lead to visible actions or reactions on the part of the individuals valuing the diversity or differences. Managing diversity, on the other hand, should be considered an active phenomenon, which involves supervising or coordinating and directing the diversity or differences individuals bring to the organization to ensure the organization’s strategic go als are being fully and effectively met. In other words, it refers to successfully organizing the organizational inputs of individuals with diverse backgrounds. This de? nition is consistent with the managing diversity de? nition given by Thomas’ (1991): â€Å"a ‘way of thinking’ toward the objective of creating an environment that will enable all employees to reach their full potential in pursuit of organizational objectives†. The diversity continuum As a result of the confusion in the literature between the two phenomena, valuing diversity and managing diversity, it is not dif? cult to understand why consensus does not exist on the claims of bottomline bene? s as a result of the attempts organizations have made to value and/or manage diversity. In addition to the confusion, lack of consensus could also be a function of the Managing diversity 865 JMD 22,10 866 complexity of the diversity concept in the organizational context. Given the complexity of diversity within an organizational setting, it is possible that perceiving it in terms of a set of three elements that delineates what to do with diversity may serve t o simplify or clarify the confusion in the diversity literature. Therefore, a diversity continuum is offered to guide researchers and practitioners in moving from the more passive states of acknowledging diversity and valuing diversity, on through to the more active state of managing diversity. As individuals ? nd themselves in situations with diverse individuals, they are likely to take one of two courses of action: avoid dealing with the diversity, or recognize that the diversity exists. In the case where individuals avoid diversity, they do not face the fact that diversity is an issue. It is likely that these individuals do not accept the idea that they are likely to be biased in their interactions with others that they perceive to be different from themselves. Although avoiding diversity is viewed as a possible response to diversity, it is not included in the diversity continuum. The diversity continuum is based on the assumption that individuals take the second course of action and recognize diversity. Once diversity is recognized, as previously stated, the diversity continuum serves as a framework to delineate the three potential states of dealing with diversity: acknowledging, valuing, and managing diversity. The three sequential components of the diversity continuum are: acknowledging diversity; valuing diversity; and managing diversity (see Figure 1). Acknowledging diversity, the ? rst component, refers to recognizing the existence of diversity or the individual differences individuals bring with them to a particular setting. In order for individuals to truly acknowledge diversity, they must be exposed to it, experience it, acquire knowledge about it, and they must develop an understanding of diversity. The second component of the diversity continuum is valuing diversity. Valuing diversity, as de? ed above, refers to the signi? cance or importance being given to the diversity or differences individuals bring with them to a particular setting. Having an appreciation for, as well as respect for, the differences that diverse individuals bring with them to the work setting can lead to the last component. The last component of the diversity continuum is managing diversity. As stated above, m anaging diversity refers to the planning, organizing, leading of individuals with differences or diversity in a particular setting, such that their inputs are used to accomplish the organization’s strategic goals. Even in racioethnically homogeneous organizational settings, organizations make large investments to ensure an appropriate organizational culture is fostered. An appropriate organizational culture is desirous, such that individuals are systemically managed to perform and accomplish its goals, not just hoping that their performance will somehow lead to the accomplishment of the organizations’ desired goals. Thus, similar systemic efforts are necessary in order to manage Managing diversity 867 Figure 1. The strategic management process emographically diverse individuals such that the organization can gain the maximum synergistic bene? ts from their contributions as well. The planned change approach Rather than being reactive and waiting for a â€Å"diversity crisis† to take place before a change is made (i. e. Coca-Cola, Denny’s, Publix, and Texaco settlements), an organization should be proactive in systemically Managing Diversity. Hence, an organization and its m embers should make the necessary changes to proactively move from just settling for the ? rst stage of acknowledging diversity to the ? al stage of managing diversity. The Lewin-Schein change model is offered as the theoretical framework to proactively and systemically facilitate the management of diversity in organizations. This planned change model is based on the premise that the organizational forces propelling change must subdue the forces resisting change for highly effective change to occur. Therefore, it is posited in this paper that the Lewin-Schein change model is a framework that can assist organizations and individuals in moving through the sequential elements of the diversity continuum. It is also posited that this model can be applicable at JMD 22,10 868 both the organizational and individual level for managing diversity. While Allen and Montgomery (2001) offered the Lewin-Schein change model as a framework for creating diversity, the model is offered in this paper as a framework for Managing Diversity. The Lewin-Schein change model involves three stages: unfreezing, change (moving), and refreezing (Lewin, 1951; Schein, 1992). For the organization or individual to experience successful change, the three stages need to be addressed in succession. Unfreezing using a planned change-corporate diversity strategy In the unfreezing stage, the organization’s or individual’s present culture (which includes perceptions, attitudes, and behaviors) toward diversity, needs to be unfrozen. This means there needs to be enough motivation within the organization or individual to want to change from its present state to the new desired state. Thus, in moving from one end of the diversity continuum to the other end, with managing diversity being the desired outcome, management must desire that its members move from just acknowledging and valuing diversity to managing diversity. As presented previously, managing diversity refers to systemically organizing and directing the inputs of all organizational members (including diverse individuals) to ensure the organization’s strategic goals are met. Likewise, the individual must want to move from just acknowledging and/or valuing diversity to the ? nal phase of managing diversity. At the individual level, this movement involves governing one’s actions toward diverse individuals in a way that allows for healthy, productive interaction with those diverse others. Therefore, to unfreeze the organization’s culture and its members’ current state of mind toward diversity, a planned change-corporate diversity strategy should be devised and aligned with the organization’s strategic positioning to reduce the forces that are striving to maintain the status quo (Dobbs, 1998). A ? rm’s strategic positioning The strategic management process is employed by many organizations in order to distinguish themselves from their competitors in the marketplace (David, 2001; Porter, 1985; Steiner, 1997). Although there are several schools of thought in the strategic management ? ld, the generally accepted components of the strategic management process are: strategy formulation, strategy implementation, and strategy evaluation as explained in Figure 2 (David, 2001; Hill and Jones, 1998). Strategy formulation is comprised of developing or reviewing the organization’s mission, vision, and long-term goals; conducting internal and exte rnal assessments to identify the organization’s strengths, weaknesses, opportunities, and threats (SWOT); setting selection criteria and selecting the strategies that will afford the organization the best strategic positioning relative to its competitors (David, 2001; Steiner, 1997). Strategy implementation entails allocating the appropriate resources to ensure the Managing diversity 869 Figure 2. The three levels of organizational strategy selected strategies are properly executed (David, 2001; Steiner, 1997). Strategy evaluation involves setting control processes to continuously review, evaluate, and provide feedback concerning the implemented strategies to determine if the desired results are being accomplished, such that corrective measures may be taken if warranted (Hill and Jones, 1998; Steiner, 1997). As illustrated in Figure 3, there are usually three levels of strategy associated with large-scale organizations. The corporate level strategy de? nes the organization’s purpose and the lines of businesses in which it plans to operate, thereby providing the overarching direction for the organization. If an organization only operates in one line of business, its corporate level strategy and business level strategy are effectively one in the same (David, 2001; Hill and Jones, 1998). A business level strategy is the blueprint that should enable an organization to leverage its resources in order to differentiate itself from the competition within a particular line of business (David, 2001; Hill and Jones, 1998). The functional-level strategies serve to support the organization’s business-level strategy by providing direction for the appropriate short-term activities required by each functional area to meet the goals established in the business-level strategy (David, 2001; Hill and Jones, 1998). Consequently, having properly aligned corporate, business, and functional level strategies aid an organization in its efforts to accomplish its goals, thereby strategically positioning itself to successfully compete within the marketplace (David, 2001; Hill and Jones, 1998; Porter, 1985). Combining highly differentiated and ef? cient human capital with clearly delineated corporate, business, and functional level strategies can prove to be a competitive advantage for an organization (Barney, 1991, 1997; Wright et al. , 1995). An organization must view strategies for developing and managing its employees JMD 22,10 870 Figure 3. Alignment between corporate strategy and planned change-corporate diversity strategy as a part of its overarching corporate level strategy if it desires to have highly differentiated and ef? ient human capital in today’s competitive, global environment. Therefore, one argument of this paper is that any organization seeking to realize the maximum bene? t from having a diversi? ed workforce should have a planned change-corporate diversity strategy that is aligned with the organization’s overall strategic positioning. Developing a planned change-corporate diversity strategy The organization â€Å"wishing to create an environment that enables all employees to reach their full potential will have to . . . change organizational practices as necessary† (Thomas, 1991). However, prior to changing any organizational practice, a comprehensive strategy for how to accomplish that change should be devised based on an in-depth understanding of relevant organizational dynamics (i. e. culture, structure, ? nancial position, strategic initiatives, etc). Theoretically, a strategy should precede the structure of an organization. Consequently, a planned change-corporate diversity strategy should be devised to align with the organization’s corporate strategy before structuring diversity initiatives (as illustrated in Figure 4), and reinforced using a planned change approach. Organizations that have elevated their diversity strategist to executive-level management are likely to have an overarching corporate diversity strategy in place. But, it is not as likely that the diversity strategist is using a corporate-wide planned change approach to systemically reinforce the proposed changes in the corporate diversity strategy throughout all of the Managing diversity 871 Figure 4. The diversity continuum organization’s policies, procedures, and systems. Regardless of whether an organization has a corporate diversity strategy or not, it may be necessary to superimpose a planned change-corporate diversity strategy over existing disjointed diversity strategies and initiatives. At the onset of such an endeavor or superimposition, corporate diversity mission statement, vision, and goals must be formulated to articulate the purpose diversity initiatives will serve within the organization and the desired outcomes to be achieved from such initiatives. The delineated desired outcome should be designed to systemically manage diversity. Conducting internal and external assessments are essential steps in devising a planned change-corporate diversity strategy. An internal assessment will allow the diversity strategist to decide how to position diversity strategies and initiatives within the organization’s structure, and to align them with all of the organization’s policies, procedures, and systems. To assess the external environment, the diversity strategist should use environmental scanning tools to extract best practices based on benchmarked diversity strategies and initiatives at other leading organizations. Through the internal assessment, the diversity strategist should become intimately familiar with the organization’s values, vision, mission, strategies, goals, and initiatives, all of which constitute a sound basis for understanding the organization’s culture, policies, procedures, systems, and overall strategic positioning. The diversity strategist must become equally familiar with the bene? ts and shortfalls of various diversity initiatives. The strategist must conduct an analysis to determine the most appropriate linkages between the organization’s overall strategic positioning, policies, procedures, systems, and its diversity initiatives. Before proceeding, the diversity strategist must recognize and effectively articulate a clear strategic ? t and alignment amongst the organization’s overall strategic positioning, policies, procedures, systems, JMD 22,10 872 and diversity. Both strategic ? t and strategic alignment are necessary to strengthen the business case for allocating resources to support the planned change-corporate diversity strategy. In order to realize the maximum bene? ts from diversity, the planned change-corporate diversity strategy needs to be properly executed, evaluated and refrozen to ensure that the stated goals are being met, and that the organization’s culture and members are moving toward and sustaining the desired state of systemically managing diversity. Moving to systemically managing diversity Once the present state is unfrozen, the move that will allow the organization’s culture and members to advance to the desired state should be put in place. In this case, the move is to culturally reengineer the organization and its members to the true state of managing diversity by implementing the managing diversity process. The social learning theory (Bandura, 1977) is offered as the theoretical framework for the managing diversity process. It has also been offered as the theoretical framework for developing training programs in the cross-cultural and expatriate literature (Black and Mendenhall, 1989; Harrison, 1994). There are four major tenets of social learning theory: motivation, attention, retention, and reproduction (Bandura, 1977). These tenets are re? ected in the eight steps of the managing diversity process. In an effort to truly manage diversity, a change in the attitudes and behaviors of individuals, and in organizations’ systemic and institutional ways of doing business is required. Therefore, it is posited that utilizing the tenets of social learning theory can aid in the acquisition of the learning that is necessary for organizations to maximize the inputs of all of its diverse members. The planned change-corporate diversity strategy serves as the motivation for the learning of new behaviors and attitudes. Hence, once the planned change-corporate diversity strategy is articulated, the move through the eight steps of the managing diversity process should be instituted to assist individuals and organizations in culturally reengineering and moving to the desired state of managing diversity. The eight sequential steps of the managing diversity process include: (1) exposure; (2) experience; (3) knowledge; (4) understanding; (5) appreciate; (6) respect; (7) modify attitudes and behavior; and (8) healthy interaction. All of these are undergirded by tolerance (see Figure 5). The acknowledging diversity component of the diversity continuum is composed of steps (1)-(4), and they re? ect the â€Å"attention tenet† of social learning theory. The valuing diversity component of the diversity continuum is comprised of steps (5) and (6), and is re? ective of the â€Å"retention tenet† of social learning theory. Steps (7) and (8) constitute the managing diversity component of the diversity continuum and the â€Å"reproduction tenet† of social learning theory. The movement through each of the eight steps requires individuals to progressively develop appropriate skills to enable them to manage how they deal with individuals whom they consider different from themselves. Therefore, executing the eight steps in the managing diversity process serve as the necessary movement required to progress from acknowledging and valuing diversity to managing diversity. The true movement through the eight steps from acknowledging diversity to managing diversity is a paradigm shift, in that it entails a change in the treatment of diverse individuals (Fitzpatrick, 1997). Managing diversity 873 Diversity training In order for an organization to realize the potential bene? ts that can be afforded by employing diverse individuals, there needs to be a paradigm shift in which the inputs of diverse individuals are systemically managed within an organization to enable the successful accomplishment of its strategic goals. Training of individuals is viewed as a necessary tool to facilitate the organization in achieving its goals. Diversity training should be viewed no differently than any other type of training in which an organization invests. Therefore, it should also be viewed as a necessary tool to manage members’ behaviors and their ability to work productively with diverse individuals. After canvassing the literature, it has been noted that most diversity training programs merely raise individuals’ awareness of or sensitivity to diversity (Grubb, 1995; Jenner, 1994). Some few diversity training programs go as far as attempting to change individuals’ perceptions of diversity and how they communicate with people different from themselves (Grubb, 1995). However, these programs tend to be offered to only select employees, and they tend to be short in duration, ranging from a one-hour session to a series of one-day sessions several times a year (Koonce, 2001). The major drawbacks to most existing diversity training programs are that: . they do not build skills to facilitate individuals’ ability to actually manage their interactions with individuals different from themselves; . they are not rigorous nor time-intensive enough to create a paradigm shift in individuals’ treatment toward individuals different from themselves; and JMD 22,10 874 Figure 5. The continuous managing diversity process . there are no enduring reinforcement mechanisms embedded in the organization’s culture to ensure all individuals’ inputs are successfully managed to met the organization’s strategic goals. Managing diversity As a result, most (if not all) existing diversity programs have not been successful in creating enduring change in the way individuals interact with individuals different from themselves, nor have they been successful in changing their organization’s culture to one that systemically manages diversity. In order to create enduring change in individuals and the organization’s culture, members of the organization at all levels need to participate in diversity training that encapsulates the comprehensive managing diversity process. The outcomes that should be expected from participation include, but are not limited to, skill building in the following areas: the ability to clearly articulate their ideas and feelings; con? ict management skills; effective giving and receiving of feedback; effective listening; group observation skills; and group decision-making skills, all of which will facilitate modi? d attitudes and behaviors, and healthy interaction with diverse individuals. Individuals have to come to grips with their feelings, thoughts, attitudes, and behaviors toward diversity and others with whom they are different. In the ? rst step of Exposure, individuals provide public notice of where they are at that point. They do this by: laying open who they are; divulging where the y are; unmasking themselves; and receiving others’ culture. Step (2), experience, involves gathering information through personal involvement, encountering, seeing ? rst-hand, and living through events. In the third step of Knowledge, individuals become well informed, thus able to be conversant because they become familiar or acquainted with the culture of others. Knowledge serves as the basis for step (4), understanding. Because of their grasp of cultural realities, individuals are able to comprehend (understanding) relevant cultural dynamics, which leads them to be sensitive, and enables them to share unique insights and perceptions. In step (5), appreciate, individuals’ acceptance of the worth of a person’s culture and values makes it easier for them to welcome and â€Å"justly† estimate diverse individuals. Resultantly, individuals are able to respect (step (6)) diverse individuals; thus, they are able to pay attention, pay deference, and pay tribute to the values, worth, and culture of diverse others, as well as give personal consideration to the diverse individuals. Successful movement through the ? rst six steps, along with tolerance underpinning each step, should lead to modi? cations in individuals’ attitudes and behaviors toward diverse individuals, which is step (7), modify attitudes and behaviors. This change in attitudes and behaviors, again, along with tolerance should lead to healthy interaction (step (8)) with and amongst diverse individuals. Step (8) is a function of continuous acceptance and execution of steps (1)-(7). Therefore, this is a ? uid (not static) process that must be recognized for its ever-changing and 875 JMD 22,10 876 evolving nature. The requirements for successful execution of the managing diversity process are strenuous and time intensive because it requires individuals to modify their attitudes and behaviors. Thus, they must modify the way they interact with individuals different from themselves, and not just expect that they either avoid, acknowledge, or value those individuals that are different. Given that all individuals in today’s global business environment are likely to encounter others that are different from themselves on a frequent basis, the managing diversity process should be viewed as analogous to the open systems approach – it is a continuous process that maintains a constant reciprocal relationship with the environment. Refreezing the systemic management of diversity Successful movement through the managing diversity process requires individuals to change. Resistance to change is inherent in any change process, and it will be no different in this process (Harrison, 1994). Therefore, the managing diversity process is a ? uid, continuous process that needs to be systematically reinforced and embedded in the organization’s culture and individuals’ interactions, such that the organization’s culture and its members do not revert back to just acknowledging or valuing diversity. Hence, refreezing the desired state of managing diversity requires reinforcing the new perceptions, attitudes, and behaviors with emphasis on the modi? ed behaviors and healthy interactions individuals have adopted as a result of going through the managing diversity process. In order for individuals and organizations not to revert back to their previous states, the new desired state must go through the refreezing stage to be institutionalized. This should be accomplished through systemic, on-going training and daily interactions at the individual level, and through revised policies, procedures, and systems at the organizational level. At the individual level, the systemic, on-going training should not be just periodic training that merely exposes individuals to diversity. A great deal of time is necessary to cement these newly adopted attitudes, behaviors, and skills for healthy interaction. This kind of cementation is required for these newly acquired attitudes, behaviors, and skills to become totally embedded in the individuals’ natural way of interacting with diverse individuals. The systemic, on-going training needs to be skill-based and experiential in nature to promote long-term changes in the way individuals work with individuals different from themselves. This type of reinforcement at the individual level will contribute to the cultural reengineering that also must take place at the organizational level. To reinforce the desired state of managing diversity at the organizational level, revised recruiting, appraisal, development, and reward systems, as well as an enforceable diversity policy need to be implemented (Allen and Montgomery, 2001; Hemphill and Haines, 1998; Miller, 1998). The revised policies, procedures, and recruiting, appraisal, development, and reward systems need to re? ct the organization’s position on how the inputs of diverse individuals will be managed, such that their contributions fully aid the organization in meeting its strategic goals. A written, enforceable diversity policy, stating the systemic action steps and behaviors expected by all employees is a must as it relates to effectively managing the organizational inputs of all individuals. Everyone’s inputs should be effectively managed to contri bute to the achievement of the organization’s strategic goals. The revised policies, procedures, and systems should also align with the planned change-corporate diversity strategy. Given the resources and time required to revise and initiate implementation of the revised organizational policies, procedures, and systems, individuals are likely to resist these changes initially. Therefore, it is quite likely to be a dif? cult and time-consuming process to make the appropriate and necessary revisions to the organization’s policies, procedures, and systems. This is an essential and critical step necessary to ensure the organization and its members do not revert back to their previous attitudinal and behavioral states. It is paramount that revised policies, procedures, systems, and planned change-corporate diversity strategy are clearly communicated to all members of the organization to ensure that it can be appropriately recognized, executed, evaluated, and reinforced. To reinforce this cultural reengineering effort, management needs to initiate and actively participate in the refreezing stage, the same as they must genuinely participate at the unfreezing and moving stages. Potential limitations As with any theoretical model, there are limitations. One potential limitation of this notional model is that no matter how well it is implemented, there are likely to be some individuals whose attitudes may never change or they may continue to consciously or unconsciously show favoritism toward those whom they consider to be similar to themselves (Gilbert and Ivancevich, 2000; Miller, 1998). Another potential limitation is that subtle forms of biases against diverse individuals may still exist informally within the organization and/or outside of the work environment; thus, highly impacting individuals within the organization. Backlash is also a potential limitation; members of the majority are likely to perceived that they are being excluded at the expense of including diverse individuals (Hemphill and Haines, 1998). Additionally, if the training initiated to implement the managing diversity process is perceived as a bad experience, the organization’s leadership may abandon the initial implementation, hence dooming all future diversity efforts. However, by using the suggested planned change approach along with well enforced diversity policies and disciplinary procedures for violations of the diversity policy, it is more likely that individuals’ behaviors can be altered to be more tolerant of others whom they consider to be Managing diversity 877 JMD 22,10 different (Gilbert and Ivancevich, 2000). This will allow the talents, skills, and abilities of all individuals in the work setting to be used to meet organizational objectives. Conclusion Given that individuals are less willing to leave their differences outside the doors of the workplace (Thomas, 1991), an organization’s ability to systemically manage diversity will become more important, in years yet to come, if it wants to ensure its ability to compete successfully in the global marketplace. This paper suggests that, ? rst, a planned change approach should be used to systemically manage diversity, by developing and implementing a planned change-corporate diversity strategy. Second, organizations should execute their cultural reengineering efforts to move individuals and the organizational culture along the diversity continuum from the states of acknowledging and valuing diversity to the desired state of managing diversity. Movement to the desired state of managing diversity can be achieved by using the managing diversity process. It is also suggested that the organization needs to provide on-going training, and needs to institute new policies and procedures. Additionally, it must engage in appropriately different recruiting, appraisal, development, and reward systems that systemically reinforce the cultural reengineering of moving to the state of managing diversity. These new undertakings will ensure that the newly reengineered culture of managing diversity is inculcated into the organization’s culture, and its way of conducting business domestically and abroad. By adopting and executing the frameworks offered in this paper for ystemically managing diversity through a strategic planned change approach, managers will have created an organizational environment where they will be able to enjoy healthy, innovative, and productive interactions amongst diverse members of the organization. The following is a list of other potential bene? ts that may be derived from using the offered frameworks: . in general, individuals will develop an increased knowledge of and appreciation for other cultures; . individuals will learn to value and respect the cultural norms, behaviors, and attitudes of others; . here is likely to be a greater receptivity to necessary organizational changes; . there is likely to be a lessening of workplace anxieties; . a reduction in organizational con? ict; . a more pleasant work environment; and . increased performance and productivity. 878 In conclusion, the proactive management of diverse human resources will aid organizations in gaining and sustaining a competitive advantage in today’s dynamic global marketplace.

Administrative Procedures OFF2373 Major Assignment A The Workplace and Essay

Administrative Procedures OFF2373 Major Assignment A The Workplace and You - Essay Example Employee involvement encompasses the process of making employees work not only with their brains and bodies but also with their hearts. The purpose of constructing the workplace is to establish and maintain appropriate physical working conditions and to improve the quality of work life. Establishing an effective work environment begins with identifying the physical environment and the resources needed to perform the work effectively. Congenial environmental conditions will develop the health and safety of the workers. Similarly, safe work practice leads to better performance, motivation, and higher productivity in the organization. Background noise disrupts the concentration of employees and also affects people’s health by increasing the general stress level. Therefore, to avoid interference with work, the sound level should not be higher than 55 decibels,. The screen size, brightness, contrast and color combination should be adjusted by the operator on behalf of the employees. The best viewing distance from the eye to the computer monitor is 15 to 40 inches. The chair height should be easy to adjust within a range of 15-20 inches above the floor. The space of seat pan should be 16 to 19 inches wide and the seat depth should be 15 to18 inches. The ideal angle between the seat pan and seat back should be 85 to 135 degree adjustable. Providing effective break and rest schedule for workers is important for tapping the best out of the working environment. The break or rest schedule should vary according to the physical and psychological demands of the employees involved in specific assignments. The report is submitted to infrom all people

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Robert Lee Frost - Literary and Poetic Career - Research Paper Example In 1912, Robert Lee Frost was on the move again, this time across the seas to England. He sold his farm and everything he had worked for in America and decided to try his luck in full time writing in England. England proved to be good to his poetry career as his first two books were an instant success; these were A Boy’s Will, published in 1913 and North of Boston which was published a year later. He returned to the United States in 1915 where he settled with his family in Franconia, New Hampshire. He continued his teaching and writing career while here; he taught English at Amherst University from 1916 to 1938. He published his next books Selected Poems and New Hampshire in 1923. New Hampshire earned him his first Pulitzer. He Published the Collected Poems in 1930; this work earned him a Pulitzer a Russell Loines Poetry Prize (Meyers, 2001). Frost continued to give talks and lectures in many places where he was invited all across the United States. In 1937, his wife, Elinor died of heart-related complications. This was a big blow to Frost who continued to surround himself with work as a way of dealing with his loss. In 1939, the National Institute of Arts and Letters in New York awarded Frost a Gold Medal for his literal work. Family tragedy followed him the following year when his son killed himself. He continued to publish more poems and give more speeches and lectures wherever he went. He traveled extensively in Greece, Israel, the Soviet Union and England (Meyers, 2001). In 1961, Frost had the honor of reciting his poem â€Å"The Gift Outright† during the inauguration of JF Kennedy. Although he was not a graduate of any college, Frost held honorary degrees from prestigious universities such as Harvard, Princeton, Oxford, and Cambridge. His poetry was so good that it earned him four Pulitzers in 1994, 1931, 1937 and in 1943. His best-known work was titled â€Å"The Road Not Taken† and it is a simple yet deep exploration of the nature of man

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Penal System - Assignment Example The prisoners in state prisons have committed white collar crimes or what can be termed as â€Å"petty† crimes such as robbery compared to the crimes of the prisoners in supermax prisons (Lawrence and Mears, 2004). They have minimal sentences of just a few years after which they will be released back to society. Their rehabilitation is therefore important to prepare them to survive accordingly once released. For those in supermax prisons however, they will never move back to society again and hence it is not important to rehabilitate them as they would not need it anyway. What is the whole point of offering them educational, correctional or even vocational programs similar to what is offered to inmates in state prisons when they will not have an opportunity to put the programs into practice? Hershberger also raises an important issue about the safety of the guards dealing with the prisoners in supermax prisons. They are dealing with the categorized worst criminals in history and hence they have to be protected. Their protection is guaranteed by having the prisoners locked up 23 hours every day with their freedom restricted as much as possible (Hershberger, 1998). Even though it seems unfair to the prisoners in supermax prisons to have to live such a life, I have to state that it is in the best interest of everyone to have them locked up that much, have their freedom restricted and even be punished. They committed crimes that cannot even be mentioned and hence should not be accorded any niceties at all (Mears and Watson, 2006). I do not see any point in the state or federal government wasting their resources in rehabilitating these criminals. The money they spend on their security and food is enough already. This may seem inhumane but remember they have done inhumane acts in order to land in the supermax prisons. Sinden raises very crucial points in the issue of privatizing the prisons in the US. The issue may have worked with the educational system and