Modes of Persuasion in the Message of the Northrop Grumman Corporation Essay

Modes of Persuasion in the Message of the Northrop Grumman Corporation - Essay Example The company maintains that it covers the five basic areas of defense, namely aerospace, electronics, information, shipbuilding, and technical services (Northrop Grumman Corporation, 2011). By stating that it covers all the major areas of defense, the company is making use of logos, that is reasoning, in order to establish its mastery over the field, and to gain the confidence of the buyers. Similarly, it states that it has had the U.S. government as its customers for over seventy years (Northrop Grumman Corporation, 2011). Again, this is a use of logos, because if the U.S. government is an old and continuing customer, then it follows that the company must deliver what it promises, and therefore, must be the top in its area. Therefore, the customer is drawn to the company due to the use of logos in their message. The company gives its history and states its evolution into a corporation (Northrop Grumman Corporation, 2011). It traces its development through the years and points out the periods of growth in its journey (Northrop Grumman Corporation, 2011), thereby developing credibility or ethos in its customers. It also gives the statistical figure of the thousands of workers that it employs (Northrop Grumman Corporation, 2011), further strengthening the credibility of the readers of their message; if a company has a clean and developing history, and if it employs so many workers, then there could be no doubts about its credibility. The message, hence, has effectively used the technique of ethos to appeal to its customers. The statistics about the employees (Northrop Grumman Corporation, 2011) can also serve as pathos or emotional motivation. Moreover,  it states that   it  has been constantly improving in  terms of techniques  and business (Northrop   Grumman   Corporation, 2011), further  making use of pathos. It states that   it  has been constantly improving in terms of   techniques  and business (Northrop   Grumman   Corporation, 2011), further  making use of pathos.

Non word Assignment Example | Topics and Well Written Essays - 250 words

Non word - Assignment Example She spent $5,000 to purchase her steno machine, $2,000 on a new computer, and $500 on miscellaneous office supplies. She financed these purchases by withdrawing $7,500 from her personal savings account. When she closed the account, the bank representative mentioned that she would have earned 4% interest next year. If Bev hadn’t opened her own business, she would have earned a salary of $25,000. In her first year, Bev’s revenues were $30,000. Which of the following statements is correct? _B___ 22. Studies indicate that the price elasticity of demand for cigarettes is about 0.4. A government policy aimed at reducing smoking changed the price of a pack of cigarettes from $2 to $6. According to the midpoint method, the government policy should have reduced smoking by 2. A firm hires two workers and rents 15 acres of land for a season. It produces 150,000 bushels of crop. If it had doubled its land and labor, production would have been 325000 bushels. Does it have constant, decreasing, or increasing returns to scale? It has an increasing returns to scale. This is because the marginal returns were 175000 bushels produced when the labor and land were increased. The double production inputs should have at least resulted to a double output which was the case. In fact, the number was more than 300,000 bushels which would have been the expected

Leadership Development Past Present And Future Management Essay

Leadership Development Past Present And Future Management Essay This article reviews notable trends in the leadership development field. In the past two decades, such trends included the proliferation of new leadership development methods and a growing recognition of the importance of a leaders emotional resonance with others. A growing recognition that leadership development involves more than just developing individual leaders has now led to a greater focus on the context in which leadership is developed, thoughtful consideration about how to best use leadership competencies, and work/life balance issues. Future trends include exciting potential advances in globalization, technology, return on investment (ROI), and new ways of thinking about the nature of leadership and leadership development. The Past Looking back at the state of leadership and leadership development over the past 20 years, we were surprised to discover more than a decade passed before HRP first contained an article with the word leadership in its title. At the risk of making too much out of mere titles, we note with interest the contrast between that early period and the fact that leadership development is now one of HRPs five key knowledge areas. The last two decades have witnessed something of an explosion of interest in leadership development in organizations. Some of the most noteworthy issues and trends in the field of leadership development in the past 20 years fall under these two general headings: The proliferation of leadership development methods; The importance of a leaders emotional resonance with and impact on others. Proliferation of Leadership Development Methods One clear trend over the past 2years has been the increasing use and recognition of the potency of a variety of developmental experiences. Classroom-type leadership training-for long the primary formal development mode-is now complemented (or even supplanted) by activities as diverse as high ropes courses or reflective journaling. Classroom training should not be the only part of a leadership development initiative, and may be the least critical. While training may even be a necessary element of leadership development, developmental experiences are likely to have the greatest impact when they can be linked to or embedded in a persons ongoing work and when they are an integrated set of experiences. Activities like coaching, mentoring, action learning, and 360-degree feedback are increasingly key elements of leadership development initiatives. Developmental relationships primarily take two forms: coaching and mentoring. Coaching involve practical, goal-focused forms of one on- one learning and, ideally, behavioural change (Hall, et al., 1999). It can be a short term intervention intended to develop specific leadership skills or a more extensive process involving a series of meetings over time. The most effective coaching allows for collaboration to assess and understand the developmental task to challenge current constraints while exploring new possibilities, and to ensure accountability and support for reaching goals and sustaining development (Ting Hart, 2004). Mentoring is typically defined as a committed, long-term relationship in which a senior person supports the personal and professional development of a junior person. It may be a formal program or a much more informal process. Recognizing the value of mentoring, organizations are increasingly looking at ways to formalize these types of relationships as part of thei r leadership development efforts. Action learning is a set of organization development practices in which important real-time organizational problems are tackled. Three kinds of objectives are sought: delivering measurable organizational results, communicating learnings specific to a particular context, and developing more general leadership skills and capabilities (Palus Horth, 2003). Effective action learning may range from tacit, unfacilitated learning at work to focused and high-impact learning projects to transformations of people and organizations (Marsick, 2002). Challenging job assignments are a potent form of leadership development and provide many of the developmental opportunities in organizations today. The level of organizational involvement in making job assignments part of their leadership development process runs the gamut from simply providing people with information about developmental opportunities in their current job to a systematic program of job rotation. Using job assignments for developmental purposes provides benefits that go beyond getting the job done and may even result in competitive advantages for the organization (Ohlott,2004). One developmental method has been so pervasive that it deserves somewhat greater attention here: the use of 360-degree feedback to assess leader competencies. Chappelow (2004) recently noted that perhaps the most remarkable trend in the field of leader development over the past 20 years has been the popularity and growth of 360- degree feedback. Others called it one of the most notable management innovations of the past decade (Atwater Waldman, 1998; London Beatty, 1993). To help those organizations disappointed with 360-degree feedback results, here is some of what we have learned over the years about how to implement them effectively (Chappelow, 2004): An assessment activity is not necessarily developmental. Three-hundred-sixty-degree feedback should not be a stand-alone event. In addition to assessment there need to be development planning and follow-up activities. Boss support is critical for the process itself, as well as for buy-in for the recipients specific developmental goals stemming from the feedback. The 360-degree feedback process works best if it starts with executives at the top of an organization and cascades downward throughout the organization. Shoddy administration of a 360-degree feedback process can be fatal. The timing of the process accounts for other organizational realities that could dilute or confound its impact. Another kind of leadership development method gaining popularity during the past 20 years has involved teams (Ginnett, 1990). The prevalence and importance of teams in organizations today, and the unique challenges of leading teams, make it easy to forget that teams were not always so pervasive a part of our organizational lives. One way to convey the magnitude of that shift is to share an anecdote involving one of our colleagues. During his doctoral work in organizational behaviour at Yale about 20 years ago, our colleague Robert Ginnett would tell others about his special interest in the leadership of teams. Routinely, he says, they would assume he must be an athletic coach; who else, theyd say, would be interested in teams? Importance of a Leader s Emotional Resonance with and Impact on Others Twenty years ago, our understanding of leadership in organizations was dominated by the classic two-factor approach focusing on task and relationship behaviors. That general approach can be characterized as transactional in nature, as distinguished from a qualitatively different approach often described as transformational. Transactional leadership is characterized by mutually beneficial exchanges between parties to optimize mutual benefit including the accomplishment of necessary organizational tasks. The exchange-model nature of transactional leadership tends to produce predictable and somewhat shortlived outcomes. Transformational leadership touched followers deeper values and sense of higher purpose, and led to higher levels of follower commitment and effort and more enduring change. Transformational leaders provide compelling visions of a better future and inspire trust through seemingly unshakeable self-confidence and conviction. Conger (1999) reviewed 15 years research in the related fields of charismatic and transformational leadership, and observed that scholarly interest in these areas may be traceable to changes in the global competitive business environment at that time such as competitive pressures to reinvent them selves and challenges to employee commitment. Prior to that time, leadership researchers generally had not distinguished between the roles of leading and managing: A person in any position of authority was largely assumed to hold a leadership role. It was a novel idea that leadership and management might represent different kinds of roles and behaviors. Hunt (1999) was even more blunt about the state of scholarly research in the field of leadership in the 1980s. He described it as a gloom-and-doom period characterized by boring work, inconsequential questions, and static answers. Research in the areas of transformational and charismatic leadership both energized scholars and interested organ izational practitioners. One factor presumably underlying the interest in charismatic and transformational leaders is the nature and strength of their emotional impact on others. The nature of the leaders emotional connectedness to others is also apparent in the growing interest over the past decade in topics like the leaders genuineness, authenticity, credibility, and trustworthiness (Goleman, et al., 2002; Collins, 2001). These seem related more to the affective quality of a leaders relationships with others than to specific leader behaviors and competencies. Attention given during the last decade to the concept of emotional intelligence also attests to that shifting interest. For example, Goleman, et al. (2002) present data that a leaders ability to resonate emotionally with others is a better predictor of effective executive leadership than is general intelligence. Recent research at the Center for Creative Leadership (CCL) has uncovered links between specific elements of emotional intelligence and specific behaviors associated with leadership effectiveness (Ruderman, et al.,2001). Effective leadership is clearly about more than just enacting the right behaviors, or merely translating feedback (e.g., from 360-degree feedback) into changed behavior. One way 360- degree feedback can positively impact an individuals effectiveness as a leader is by deepening that persons self-awareness about the impact of his/her behavior on others. Much leadership development feedback naturally affects how people think about themselves, not just their interactions with others. Similarly, it can lead to re-evaluations of many aspects of ones life, not just ones role as a leader. It can affect the whole person. It follows, then, that in some ways leadership development itself involves the development of the whole person. The Center for Creative Leadership began during the heyday of the human potential movement, and its ideals and educational philosophy still reflect a commitment to the value of self-directed change and growth (albeit informed by knowledge about the needs of the organization). Virtually all CCL leadership development programs include numerous activities to increase managerial self-awareness, and most address balance in life, including the relationship between health, fitness, and leadership. From our own participants, representing diverse companies across virtually all industries, the feedback is that balance in life has so far been more of an aspiration for them than a reality. The Present Today, effective leadership is commonly viewed as central to organizational success, and more importance is placed on leadership development than ever before. Developing more and better individual leaders is no longer the sole focus of leadership development, although it remains a critical aspect. Increasingly, leadershipis defined not as what the leader does but rather as a process that engenders and is the result of relationships-relationships that focus on the interactions of both leaders and collaborators instead of focusing on only the competencies of the leaders. Leadership development practices based on this paradigm are more difficult to design and implement than those that have been popular for the last several decades in which the objective was to train leaders to be good managers. In light of this, several themes describe the state of leadership development today: 1. Leadership development increasingly occurring within the context of work; 2. Critical reflection about the role of competencies in leadership development; 3. Revisiting the issue of work/life balance. Leadership Development Within the Context of Work Leadership development initiatives today typically offer performance support and real world application of skills through such methods as training programs, coaching and mentoring, action learning, and developmental assignments. Combining instruction with a real business setting helps people gain crucial skills and allows the organizations to attack relevant, crucial, real-time issues. The goal of leadership development ultimately involves action not knowledge. Therefore, development today means providing people opportunities to learn from their work rather than taking them away from their work to learn. It is critical to integrate those experiences with each other and with other developmental methods. State of the art leadership development now occurs in the context of ongoing work initiatives that are tied to strategic business imperatives (Dotlich Noel, 1998; Moxley OConnnor Wison, 1998). Furthermore, best practice organizations recognize leadership as a key component of jobs at all levels and are committed to creating leaders throughout their organizations. Increasingly, organizations have CEOs who model leadership development through a strong commitment to teach leaders internally. For example, Carly Fiorina at HP is annually teaching at 12 leading business results classes. The targets of leadership training programs are no longer relatively isolated individuals who were anointed by senior management. Instead of the thin horizontal slices, the program design is likely to involve work groups or several vertical slices of the organization (Fulmer, 1997). The proliferation of leadership development methods was previously noted. Not just the variety of development methods matters; greater variety is not necessarily better. It is also critical to integrate various developmental experiences to each other as well as to both developmental and business objectives. That way they can have a greater collective impact than they otherwise could have. But such efforts at integration are far from universal. In reviewing the entire field of leadership development, McCauley and VanVelsor (2003) noted that the approach of many organizations is events-based rather than systemic. One method of making leadership development more systemic is to make sure it involves more than training. An array of developmental experiences must be designed and implemented that are meaningfully integrated with one another. Leadership development efforts and initiatives must be ongoing, not a single program or event. The idea of leadership development strategies that link a variety of developmental practices including work itself (e.g., action learning projects) with other HR systems and business strategy is an emerging and probably necessary evolution of our state-of-practice (Alldredge, et al., 2003). Critical Reflection about the Role of Competencies in Leadership Development Although the field is moving away from viewing leadership and leadership development solely in terms of leader attributes, skills, and traits, leadership competencies remain a core dimension of leadership development activities in most organizations. A recent benchmarking study found that leading-edge companies define leadership by a set of competencies that guide leadership development at all levels (Barrett Beeson, 2002). A majority of organizations have identified leadership competencies, or at least tried to define the characteristics and qualities of successful leaders. How then are leadership competencies most effectively used in leadership development? Leadership competencies need to correspond to the organizations particular strategy and business model (Intagliata, et al., 2000). Leadership development programs implemented in isolation of the business environment rarely bring about profound or long-lasting changes; therefore, organizations must develop leaders and leadership competencies that correspond with and are specific to their distinct business challenges and goals. While common leadership qualities or competencies characterize effective leaders, developing such core leader qualities may not be enough. The leadership competencies of a best-practice organization uniquely fit the organization, its particular strategy, and its business model (APQC, 2000). This perspective has also been applied to the individual level. Not only may organizations differ in their identification of critical leadership competencies, some would argue it is unlikely all leaders within an organization must all possess the same set of competencies to be successful- or make the organization successful. According to this perspective, leaders should not be accountable for demonstrating a particular set of behaviours but rather should be held accountable for desired outcomes. This perspective looks beyond competencies, which have a tendency to focus on what needs fixing, and instead focuses attention on the whole person and on peoples strengths and natural talents, not on a reductionism list of idiosyncratic competencies (Buckingham Vosburgh, 2003). Development is increasingly seen as a process of developing and leveraging strengths and of understanding and minimizing the impact of weaknesses. Work/Life Balance Revisited Health and well-being at work are issues of increasing interest and attention, including their relevance to leadership. In an environment of constant change and unrelenting competition, managing stress and personal renewal to avoid burn-out are becoming a central focus for leadership development. Dealing with multiple and competing demands of a fast-paced career and personal/family relationships and responsibilities is a common challenge, and there is increasing recognition that a persons work and personal life have reciprocal effects on each other. We know that individual leader effectiveness is enhanced when people manage multiple roles at home and at work but we continue to learn more about the organizational benefits and maybe even the benefits to family and community as well. We also know leadership effectiveness is correlated with better health and exercising HUMAN RESOURCE PLANNING (McDowell-Larsen, et al., 2002). We need to better understand which assumptions about organizational life are challenged by the idea of work/life integration as well as which changes organizations need to make to facilitate greater work/life integration. Challenging work/life situations are integrally related to the need for, and development of, resilience. Resilience is the ability to bounce back from adversity or hardship, a characteristic that can be developed at any time during a persons life. It is an active process of self-righting and growth that helps people deal with hardships in a manner that is conducive to development (Moxley Pulley, 2004). One of the fundamental characteristics of resilience is that it allows individuals to take difficult experiences in their lives and use them as opportunities to learn. This, in turn, develops their ability to face hardships successfully in the future. The Future Several trends will have a major role in our future understanding and practice of leadership and leadership development. They represent, in different ways, the critical role changing contexts will play in leadership development. Leadership competencies will still matter; Globalization/internationalization of leadership concepts, constructs, and development methods; The role of technology; Increasing interest in the integrity and character of leaders; Pressure to demonstrate return on investment; New ways of thinking about the nature of leadership and leadership development. Leadership Competencies Will Still Matter Leadership competencies will still matter, but they will change as the competitive environment changes. According to a Conference Board study (Barrett Beeson, 2002), five critical forces will shape leadership competencies (requirements) in the future: 1) global competition, 2) information technology, 3) the need for rapid and flexible organizations, 4) teams, and 5) differing employee needs. Given these, most organizations will not need the Lone Ranger type of leader as much as a leader who can motivate and coordinate a team based approach? This new environment will have greater ambiguity and uncertainty, and many if not all aspects of leadership (e.g., strategy development) will require a more collaborative approach to leadership. The model of effective leadership in the future will be one of encouraging environments that unlock the entire organizations human asset potential. The Conference Board report Developing Business Leaders for 2010 (Barrett Beeson, 2002) identified four essential roles for meeting the business challenges of the future, and the career derailers that will matter most in the future. The four essential roles for meeting future business challenges include master strategist, change manager, relationship/network builder, and talent developer. The most important derailers in the future include hesitancy to take necessary business risks; personal arrogance and insensitivity; controlling leadership style; and reluctance to tackle difficult people issues. Changes in the context in which leadership is practiced will bring certain competencies evenmore to the forefront, including globalization, the increasing use of technology, and public scrutiny of the character and integrity of leaders. Globalization/Internationalization of Leadership Concepts, Constructs, and Development Methods Future leaders will need to be conversant in doing business internationally and conceiving strategies on a global basis. Globalization will intensify the requirement that senior leaders deal effectively with a complex set of constituencies external to the organization. (e.g., responsibility for managing the companys interface with trade, regulatory, political, and media groups on a wide range of issues). Leadership development is rapidly moving to include substantial components involving international markets, world economic trends, and focus on particular regions such as the Asia Pacific rim (Cacioppe, 1998). Leaders are being exposed to how the world is becoming interdependent and the need to be up to date with international trends that are vital to the success of the business. Use of the internet to obtain information and to market products and services worldwide is a topic in many current leadership development programs. The Role of Technology The technology revolution has changed organizational life. It has changed the ways information and knowledge are accessed and disseminated, and the ways in which people can communicate and share with one another. This has profound implications for what effective leadership will look like as well as how to use technology most effectively in leadership development. Leaders will clearly have to be much savvier with regard to technology in general. Facility and comfort with communication technology and the internet will be a necessity. Given the pace of change and the speed of response time that leaders are now required to demonstrate, technological savvy has rapidly become an integral aspect of leadership effectiveness. It has even been noted that the effective use of technology is proving to be a hierarchy buster. It can be an avenue for people to communicate with leaders at all levels and whenever they need to at any time. Leading virtually is already a reality, and requirements to lead geographically dispersed units and teams will only increase. Technology will not be a solution for this challenge, but it will surely be a tool. The pressure on costs, increased reality of virtual teams, and availability of technology leadership development has reduced the need for people to travel to training programs, will make learning opportunities available to geographically dispersed leaders, and will allow individuals access to learning opportunities when it best suits their schedule. Technology can extend learning over time rather than limiting it to time spent in the classroom. Technology will also enhance the emergence and sharing of knowledge among participants via such venues as chat-rooms, thought leader access, e-learning advances, e-mentoring/ shadowing, and business simulations. While technology is useful for some aspects of leadership development, it cannot replace the importance of bringing leaders together to deepen their relationships and their learning experience. Maximizing the effectiveness of leadership development offers the best of both worlds: integrating face-to-face classroom and coaching experiences with technology-based tools and processes, i.e., blended learning solutions (e.g., Alexander Ciaschi, 2002). Increasing Interest in the Integrity and Character of Leaders The 1990s witnessed ethical lapses and arrogance among senior executives of certain companies of disturbing-if-not-unprecedented magnitude. Enron and WorldCom were two notable examples. Such events probably accelerated and deepened growing sentiment among many-including members of organizational governance boards-that interrelationships among leadership, character, and values ought to be made more salient. It is probably not a coincidence that a recent article in CEO Magazine (Martin, 2003) observed that the age of the imperial CEO is waning. In its place, a crop of new CEOs humble, team building, highly communicative are rising (p.25). Similarly, one of the intriguing and unexpected findings in the book Good to Great (Collins, 2001) was of the universally modest and self-effacing nature of CEOs in the good-to-great companies. This contrasts considerably with the often flamboyant and self-promoting style of many popular business leaders in recent years who, despite celebrity status, typically did not have an enduring positive impact on their companies. Bass and Steidlmeier (1999) noted that transformational leadership is only authentic when it is grounded on the leaders moral character, concern for others, and congruence of ethical values with action. A leaders credibility and trustworthiness are critical, and increasing numbers make the case that character-as defined by qualities like ones striving for fairness, respecting others, humility, and concern for the greater good-represents the most critical quality of leadership (e.g., Sankar, 2003). Assuming there is continuing if not increasing interest in the character of leaders, much work is needed in the years ahead to assure greater clarity of concept about these vital-yet-elusive concepts if they are to play a prominent role in leadership development practices in organizations. Pressure to Demonstrate Return on Investment The future trends noted reflect in part a response to the changing context of leadership. Perhaps the strongest pressure facing leadership practitioners in the future may be to demonstrate ROI (Kincaid Gordick, 2003). While leadership development is strategically important, it is usually expensive. Yet while leading-edge companies today such as PepsiCo, IBM, and Johnson and Johnson spend significant time and resources on leadership development, attempts to quantify its benefits precisely have remained elusive and have led some to speculate that investment in developing better leaders may be falling short of the desired impact. In todays economy, leadership development expenses will likely have to meet certain standards of proof of impact or return on investment. Demonstrating and quantifying the impact of leadership development investments is likely to emerge as a priority for organizations committed to building leadership strength. To maximize ROI for leadership development efforts, its payoffs organizations must effectively plan, implement, and evaluate their initiatives. They must create a chain of impact that connects leadership development to relevant organizational outcomes (Martineau Hannum, 2003). Historically, most organizations have not closed the loop through systematic evaluation and thus make assumptions about its efficacy based on anecdotes, reactions, or hunches. New Ways of Thinking about the Nature of Leadership and Leadership Development Emerging new perspectives on the nature of leadership may profoundly affect our thinking about leadership development. Increasingly, leadership and leadership development are seen as inherently collaborative, social, and relational processes (Day, 2001). Similarly, Vicere (2002) has noted the advent of the networked economy where partnerships, strategic and tactical, customer and supplier, personal and organizational, are essential to competitive effectiveness. As a result, leadership will be understood as the collective capacity of all members of an organization to accomplish such critical tasks as setting direction, creating alignment, and gaining commitment. Leadership development based on this paradigm is more difficult to design and implement than those that have been popular for the last several decades in which the focus was to train individual leaders. Taking this next step will require a deeper understanding of the role of organizational systems and culture in leadership development (VanVelsor McCauley, 2004). Conclusion The dual challenges of understanding the nature of leadership development and implementing effective leadership development practices will likely be greater than ever before. At the same time, we find ourselves guardedly optimistic about the fields future. Our optimism is directly tied to some of the trends that make the future both challenging and interesting. For example, leadership development practices will need to become better integrated in the broader context of organizational business challenges and systems. Thus, not only will organizations need to hire and develop leaders, they will also need to be the kind of organizations that nurture and reinforce enactment of the kinds of behaviours desired in those leaders. Similarly, demands to demonstrate ROI can encourage greater rigor and clarity in our understanding of the nature of leadership development and in how we assess its impact. Meeting such challenges will be one important thrust of more comprehensive efforts in the years ahead to demonstrate convincingly the strategic role of people in organizations.

Pride And Prejudice: First Impressions Essay -- essays research papers

First Impressions First impressions are very important. In the Victorian age, people based their whole opinion of someone on first impressions. Most times the first impression of someone is not the way they truly are. Sometimes a first impression can cause you to think negative of someone but later you find out that they are very nice and a very positive person. One example is when Mr. Darcy meets Elizabeth in the book ,Pride and Prejudice. Elizabeth thinks Mr.darcy is a cruel and arrogant person, but she later finds out that he is not. Also in, Pride and Prejudice when Elizabeth meets Mr. Wickham she gets the impression that he is very nice and gentlemen like, but she finds different with him too. In the story " The Importance of being Ernest" Lady Bracknell does not like Jack because he does not have any money and does not live up to her standards, but little does she know. In "Pride and Prejudice" by Jane Austen, Elizabeth thinks Mr. Darcy is a very rude and self centered person based on what she saw the first time they met or actually the first time they saw each other. Elizabeth over heard Mr. Darcy talking to Mr. Bingley at a ball and didn't really like what she heard. "She is tolerable; but not handsome enough to tempt me." ( Austen 12) Mr. Darcy thinks he is much to good for some people and has very high expectations. at one point n Beck 2 the story Mr. Darcy starts to fall in love with Elizabeth. Elizabeth knows he has changed but...

Magnesium: Chlorine and Hydrogen Moles

ATOMIC WEIGHT OF MAGNESIUM LAB Introduction The main purpose for this experimental lab is to determine the atomic weight of magnesium, as well as an underlying purpose in determining the relationship between moles evolved and consumed. This can be demonstrated by measuring the hydrogen gas evolved by performing a chemical experiment when hydrochloric acid reacts with the magnesium. The formulated reaction includes; Mg + 2HCl > H2 + Mg2+(aq) + 2Cl- (aq)The major findings contributing to the experiment is being able to determine and distinguish what moles have evolved thus being the hydrogen moles evolved allowing the magnesium to be consumed within the reaction. Procedure Step 1: Obtain a 600 mL beaker, and add 300 mL of water. Step 2: Add 30 mL of HCl (2M) to the beaker, and stir. Step 3. Add 10 mg of magnesium metal to the beaker. Step 4. Allow the hydrogen gas to evolve. All of the magnesium should be consumed. Step 5. Record the amount of hydrogen gas that has evolved using the ch emical property dialog.Observations and Results Moles of hydrogen evolved: 0. 000411 (4. 11 x 10-4th) moles of H2 evolved Calculated atomic weight of magnesium: Weight of Mg /moles of H2 evolved [24. 305g/mol / 0. 000411 = 59,136. 25 g/mol of Mg] As I continued with my experiment I came across a few observations that are important to bring to attention. As I added 10 mg of magnesium to the beaker of HCl, a shaded area appeared at the bottom of the beaker. Directly after, bubbles formed in the same beaker thus indicating the Mg was being consumed. DiscussionThe moles of hydrogen gas that have evolved during the experiment resulted in 0. 000411. The calculated atomic weight of magnesium is determined by the formula of; atomic weight of Mg (in grams)=weight of Mg consumed (in grams) / moles of H2 evolved, therefore the equation should be similar to this; [24. 305g/mol / 0. 000411 = 59,136. 25 g/mol of Mg]. This experiment is clearly a branch of stoichiometry because a reaction takes pl ace and it is the duty of the student to calculate or determine the relative atomic mass of Magnesium. The relationship between reactants and products

Meaning and Importance of Cultural Anthropology Essay

The aftermath of Globalization leaves the anthropological-cultural world not merely in pieces, as one of the most accepted anthropological analysts of the time, Clifford Geertz, postulates, but in dust: A seemingly atomized, incoherent mesh of individuals, who can’t be attributed to a specific ethnic background anymore, and who are barely representative members of the nation-states which issue their passports. By all traditional measurements, this conglomeration of individualized humans should not be able to organize its life in any orderly way. A closer look at the life-organizing forces of today reveals a growing strength of market powers as used by global business and a dwindling contribution to life-structuring issues from political and social aggregates. Ethnic groups as independent formations (if ever they could be considered as such) have become obsolete since colonialization. In the wake of globalization – the term used for the after-effects of a development that has been powered by the seemingly unlimited chance to spread out, nation states are rapidly losing their life-formatting influence. But the planet is limited, and so is the growth of all organizations running on materialistic underpinnings. When we apply any analysis of the recent conditions of this planet (with humans as a major factor) to the known concepts of culture, the results are disastrous. Without societal offers for identification as a valid member of a social entity, and, logically following, no security promise for the future, this condition of disconnectedness from any organized stability whatsoever can only lead to a fatal conclusion. A â€Å"survival of the fittest†- future seems inevitable. Surprisingly, the world doesn’t actually look like this. But what’s been happening? What is the new undiscovered organizational structure, which keeps things from falling apart into a dog-eat-dog society? Cultural theories can’t offer an explanation, nor do politics provide a satisfying answer. Natural sciences, the oracles of our last few hundred years of existence, turn their heads towards the catastrophic results of their parent societies and how to handle them, with few optimistic predictions, so far. And what of the Cultural Sciences? What is their outlook and how do they justify their right of existence, if their field of work, organized human society, doesn’t present itself as such anymore? For the Cultural-Anthropologist, or for the Ethnologist, extinction might be on the horizon – approaching at a speed concurrent with the vanishing of their subjects. How much longer will it be possible to satisfy any money-provider with rational innovations that, preferably, pay flattering tribute to the self-ascribed god like standings of the actual human race? Plainly spoken: Who will need Ethnologists, if there are no more ethnic novelties, no more ethnic boundaries and ethics? Let’s try to tackle this task with the tools of our own trade. What if new cultural ethics are emerging? Maybe they come with different ethnic boundaries. So what? And how much greater can an ethnological novelty be than news about the emergence of a new cultural group, perhaps a new cultural level or even an evolutionary step in its cultural iteration. There exists just such a group revealing itself to anyone, who is willing to see it. Sociologist Paul H. Ray and psychologist Sherry Ruth Anderson dubbed it the Cultural Creatives, and I believe the name is apt. Creativity isn’t a thing that can be organized. Global modern society arrived at its current point by means of organizing its relationship to its surroundings. With no more physical growth possible society is now facing the challenge of organizing in relation to itself. It – I should say – we are doing it as we speak. But we don’t notice it happening through our scientific observing eye, which is used to capture a purely material world; rather we assume by indirect empirical phenomena the possibility that a non-materialistic reality might be in existence. The tools for measurement are lacking. But human intuition serves to make it palpable. Intuitive knowledge cannot be transferred into objective matter, which would be required by the sciences, but still it can be felt. Humans have probably always felt it, but the easy option of materialistic life-organization has prohibited it from gaining much importance during the period we call Modernism. Forced to deal with the consequences of a situation, in which inner relations to one’s self with its analog connection to its environment become dominant again over the modernist dichotomy and relativistic relationship towards a surrounding. As a result more people pay more respect to their feelings and intuitions. And their lives are oriented to intuition-based knowledge once again rather than to a static, materialistic reception of the environment. This viewpoint is not abandoned either, but, â€Å"worked through† and â€Å"transcended†, now to be used as a wonderful tool whenever needed. This change on the cultural playground of the early 2000’s is palpable- feelable– for anybody who is willing to make the practical experience himself. And practical experience comes through creative participation with this life on earth, rather than through indirect and empirical participant observation, which is, unfortunately, still the most prominent tool of the cultural anthropologist. Creative participation means more than the collecting of evidence; it means creating and acknowledging its own cultural footprint, as well. The creative participant is entering into a situation with an inherent risk – the risk of becoming a part of the things that are going on around him and which are co-created by his or her presence. There is no convenient non-responsible observer position left anymore, but an interwoven entanglement with all and in everything – and this entanglement makes one able to feel what reality is about- even if one cannot put it into words, on film or even express it in thought. In such an entangled position it makes no sense to separate ones own fate and feelings from the fate and feelings of others. Those times are over, if, indeed, we ever really witnessed them before. For science to draw a true picture of true reality; of the culture one is living in, it is necessary to accept a way of recognizing the world in a more than materialistic manner. A â€Å"wind-chill-factor† of sorts needs to be built in into the static observations of today’s theories, which are stuck in their own limited acceptance of dynamism. The only appropriate approach towards cognition of culture-in-the-making seems to be through Creative Participation, where a separation between the observer and the observed is completely voided for good, where feelings and realities are shared practically and equally by all. Cultural Anthropology with its overlapping fields of interest into all sciences on campus, its â€Å"field-experience† for discovering a cultural merge first hand, and its ties to development politics, cultural exchange and education programs worldwide might be predestined to explore into a reality, which isn’t measurable, countable, or even describable – but in existence and palpable all around us.