Analysis of Post-Feminism Term Paper Example | Topics and Well Written Essays - 1000 words

Analysis of Post-Feminism - Term Paper Example While society of course has now become much more complex, at least until recently, this role differentiation has not significantly changed. That is, men leave home to be breadwinners, with their wives saddled with the domestic responsibility. While the feminist revolution has freed some women from being captive to their homes, it has also placed additional burdens on them if they work outside, unless husbands contribute to the domestic chores. Therefore there must not only be less role differentiation by gender in the workplace to give women greater career opportunities but also in domestic life, Douglas and Michaels’ Critiques of Dowd’s Perspective If Douglas and Michaels were critiquing Dowd’s perspective, I expect that they would complain that she focuses only on courtship issues involving single men and women. I think they would argue that this is much less stressful than having to live up to media hyped demands of perfect motherhood, possibly while at the sa me time pursuing an outside career. While career women may have difficulty finding compatible mates because men, used to being in control, are not comfortable with aggressive career women whose achievements rival or exceed their own, they at least have options. They can â€Å"dumb down† by hiding their success, pay attention to their appearance in an effort to compete with younger women, or give up entirely on looking for a marriage partner.(Dowd 2005) By contrast, women responsible for their children, especially if the father is absent or not contributing to domestic duties, may feel trapped particularly if they do not have marketable occupational skills. Dowd’s approach is post feminist because it is based on the assumption that women have attained some degree of equality of opportunity in the workplace with men and also the social right to initiate and pursue relationships. Given the sense of entrapment many women feel in having to pursue unrealistic standards of mo therhood, I suspect Douglas and Michael would dispute that we live in a post feminist age.(Douglas and Michael p. 5) Douglas and Michael’s versus Dowd’s Understanding of Feminism Dowd describes feminism in terms of women’s legal and social rights that is to have equal access with men to educational and career opportunities, to initiate and pursue relationships, and to dress and make lifestyle choices as they please (Dowd 2005). However, she decries early feminists who felt they had to mimic men’s attire and habits rather than wear sexy clothing and pursue girlish interests(Dowd 2005) Essentially she feels that feminism means women’s right to pursue their own lifestyle and career choices on an equal footing with men and without legal and social impediments. Douglas and Michael argue that we still live in a paternalistic society, and while women may have attained some legal rights, there are still social impediments and pressures hindering their effo rts to gain actual equality, and therefore they have yet to achieve the feminist goals of meaningful equality. For example, mothers are bombarded with media messages from celebrity moms instructing them how to be a better mom (Douglas and Michae

Kinesthetic Learning Essay Example for Free

Kinesthetic Learning Essay There are four types of learning styles which is visual, auditory, kinesthetic and reading and writing learners. Kinesthetic learning is also referred to as tactile learning, this learning style consists of the person carrying out actual physical activity in order to learn, instead of listening to a verbal lecture or watching a demonstration. The best learning style, according to the questionnaire and personal experience is the one that suits me the best. This style of learning requires more hands-on training so I am able to grasp the information faster than if I was to watch a demonstration. My preferred learning strategies are things such as physically participating in different things, such as whenever a doctor teaches his nurses about a new procedure, I always have to do the procedure on my own otherwise I probably won’t end up learning. I enjoy doing hands-on work and experimenting and learn well when things are varied and don’t always stay the same. It’s very difficult for me to focus on one thing, I tend to multi-task so I prioritize based on what is the most important and what is the least important, then complete the task. If I have a lot of work to do, I take short breaks and walk around so that I don’t become fidgety and can refocus when I sit back down. To compare my preferred learning styles versus the identified learning styles, there are a lot of similarities such as using all the senses to learning such as sight, touch, taste smell, hearing, also getting lecturers who give real-life examples, hands on approaches and such. I see my learning style as, learning from reality itself. You take real life approaches to everything especially learning, you try to think of a certain situation from different angles. There are a few changes, that I can possibly make to my learning abilities and things that can help me study a little better to keep me more focused. Something I can try would be making my notes on colored paper so that it is more appealing and will make me interested toward learning the material. Another idea would maybe even type out my notes on a computer. I remember, during my years in college in the chemistry lab, I would be so excited to go to the chemistry lab because I loved doing experiements and seeing all the chemicals and taking the test tubes and putting different chemicals and seeing the end result such as different fumes and changing colors and the  result of combining chemicals.

Hiroshima :: essays research papers

Hiroshima   Ã‚  Ã‚  Ã‚  Ã‚  Would you be afraid of an atomic bomb dropping on your city? In August 1945, World War II was finally dying down. The United States, including her allies, had already defeated Germany by this time and had reclaimed land that had been taken over by Hitler’s Nazi Germany. Now that the United States and her allies had defeated the Nazis all the attention was pointed towards Japan. Japan was a city that would fight to the very end, and if needed fight to the very last man. The people of Japan did not believe in surrendering to anyone. Do you think that the people of Japan were afraid of the bomb that the United States’ best physicists had created? (Claypool 1)   Ã‚  Ã‚  Ã‚  Ã‚  The people of Japan did not know the power of the atomic bomb and so they were not afraid of the United States. An hour before the United States dropped the bomb, Japan had detected the approach of some American aircraft heading towards the southern part of Japan. (The Manhattan Engineer District) The Japanese were in fear of a huge B-29 raid that could occur. At 8:00 a.m. the radar operator in Hiroshima determined that the number of planes coming was only a couple and probably not more than three. Basically, the Japanese were pretty clueless of what was coming. What was coming? There were a total of 7 B-29s flying towards the city of Hiroshima. One plane was a stand-by plane; three of them were weather planes, two of the planes carried scientific equipment and observers. The final B-29, the â€Å"Enola Gay,† carried the first atomic bomb Nelson 2 that would be dropped on Hiroshima. In less than three hours, sixty percent of Hiroshima would be erased. (Hersey 35) Hiroshima was located on a flat delta off the Ota River. The Ota River had 7 channels that divide the city into 6 islands. The city of Hiroshima was slightly above sea level and was almost entirely flat. It consisted of 26 square miles, and out of the 26, only 6 square miles were built-up. Seventy-five percent of the people had lived in the center of Hiroshima. (The Manhattan Engineer District)   Ã‚  Ã‚  Ã‚  Ã‚  There was no separation between commercial, industrial, and residential zones. The houses and industrial buildings were made of wood. Also, the outskirts of the center of the city had an area of close small wooden workshops that were scattered between the Japanese houses.

Ib Biology Hl

Is the neural pathway significantly longer for a visual stimulus or a sound stimulus (or a pressure stimulus) Data collection and processing Table 1a: Data collected by John Rha and Arthur Hamilton by dropping ruler for calculation of length of the neural pathways (Visual, Auditory and Sensual) Trial#| Visual| Auditory(Sound)| Sensual(Pressure)| | (cm ±0. 1cm)| (cm ±0. 1cm)| (cm ±0. 1cm)| | John| Arthur| John| Arthur| John| Arthur| 1| 43. 9| 24. 1| 33. 1| 34. 6| 50. 1| 50. 5| 2| 73. 7| 45. 6| 66. 1| 49. 2| 29. 2| 75. 2| 3| 47. 4| 31| 80. 2| 25. 3| 54. 4| 41| 4| 32| 24. 7| 23. 1| 39. 6| 25. 6| 47. 4| 5| 23. 5| 29. | 32. 9| 35. 1| 26. 2| 30. 8| 6| 38. 6| 27. 6| 47. 6| 34. 7| 40. 6| 49. 5| 7| 37. 9| 20. 9| 56| 21. 7| 41. 5| 40. 2| 8| 28. 2| 22. 7| 24| 57| 29. 1| 62| 9| 39. 9| 62| 43. 6| 87. 2| 30. 6| 35. 4| 10| 23. 6| 30. 5| 49. 3| 44. 4| 44. 2| 78. 2| 11| 58. 4| 26. 2| 66. 8| 24. 2| 41. 9| 84. 3| 12| 40| 32. 7| 21. 1| 36. 1| 14. 2| 21| 13| 55. 5| 20. 2| 61. 7| 15. 1| 61| 41. 3| 1 4| 39. 6| 32. 2| 46. 9| 28. 58| 65| 24. 8| 15| 46. 1| 18. 1| 61. 7| 55| 45. 9| 22. 3| Table 1b: Calculations of the reaction times the meter stick fell Trial#| Visual| Auditory(Sound)| Sensual(Pressure)| | John| Arthur| John| Arthur| John| Arthur| | 0. 299319| 0. 221774| 0. 259906| 0. 26573| 0. 319758| 0. 321032| 2| 0. 387825| 0. 305059| 0. 367285| 0. 316872| 0. 244114| 0. 391752| 3| 0. 311022| 0. 251526| 0. 404566| 0. 227228| 0. 333197| 0. 289264| 4| 0. 255551| 0. 224518| 0. 217124| 0. 284282| 0. 228571| 0. 311022| 5| 0. 218996| 0. 243696| 0. 259119| 0. 267643| 0. 231234| 0. 250713| 6| 0. 28067| 0. 237332| 0. 311677| 0. 266113| 0. 287849| 0. 317837| 7| 0. 278113| 0. 206526| 0. 338062| 0. 210442| 0. 291022| 0. 286428| 8| 0. 239898| 0. 215236| 0. 221313| 0. 341067| 0. 243696| 0. 355711| 9| 0. 285357| 0. 355711| 0. 298294| 0. 421852| 0. 249898| 0. 68784| 10| 0. 219461| 0. 249489| 0. 317194| 0. 301019| 0. 30034| 0. 399489| 11| 0. 34523| 0. 231234| 0. 369224| 0. 222234| 0. 292421| 0. 41 4778| 12| 0. 285714| 0. 258331| 0. 207512| 0. 271429| 0. 170234| 0. 20702| 13| 0. 336549| 0. 203038| 0. 35485| 0. 175546| 0. 352831| 0. 29032| 14| 0. 284282| 0. 256348| 0. 309377| 0. 241509| 0. 364216| 0. 224972| 15| 0. 306727| 0. 192195| 0. 35485| 0. 33503| 0. 306061| 0. 213331| Table 1c: Calculations of the length (distance) of neural pathway Trial#| Visual| Auditory(Sound)| Sensual(Pressure)| | John| Arthur| John| Arthur| John| Arthur| 1| 2993. 19| 2217. 739| 2599. 58| 2657. 296| 3197. 576| 3210. 315| 2| 3878. 249| 3050. 594| 3672. 846| 3168. 725| 2441. 144| 3917. 517| 3| 3110. 22| 2515. 26| 4045. 658| 2272. 282| 3331. 973| 2892. 637| 4| 2555. 506| 2245. 176| 2171. 241| 2842. 821| 2285. 714| 3110. 22| 5| 2189. 959| 2436. 96| 2591. 194| 2676. 428| 2312. 345| 2507. 133| 6| 2806. 698| 2373. 321| 3116. 775| 2661. 134| 2878. 492| 3178. 371| 7| 2781. 132| 2065. 262| 3380. 617| 2104. 417| 2910. 221| 2864. 277| 8| 2398. 979| 2152. 36| 2213. 133| 3410. 668| 2436. 96| 3557. 114| 9| 2853. 5 69| 3557. 114| 2982. 945| 4218. 521| 2498. 979| 2687. 841| 10| 2194. 613| 2494. 93| 3171. 943| 3010. 187| 3003. 399| 3994. 895| 11| 3452. 299| 2312. 345| 3692. 242| 2222. 336| 2924. 213| 4147. 78| 12| 2857. 143| 2583. 306| 2075. 12| 2714. 286| 1702. 339| 2070. 197| 13| 3365. 491| 2030. 381| 3548. 498| 1755. 458| 3528. 311| 2903. 2| 14| 2842. 821| 2563. 48| 3093. 773| 2415. 089| 3642. 157| 2249. 717| 15| 3067. 273| 1921. 946| 3548. 498| 3350. 297| 3060. 612| 2133. 312| Table 2a: Average distance of neural pathway Trial#| Visual| Auditory(Sound)| Sensual(Pressure)| | John| Arthur| John| Arthur| John| Arthur| | 2889. 8| 2434. 7| 3060. 2| 2765. 3| 2810. 3| 3028. 3| Conclusion and evaluationThe objective of this experiment was to determine the distances of neural pathways and to discover if there are any significant differences between Visual, Auditory and Sensual neural pathway distances. The distance of each neural pathway includes and displays the following procedures. Ex) Visual stim ulus: First, your eye sees the ruler. Then, your eye sends a message to the visual, stimulus cortex, which sends a message to the motor cortex. The motor cortex sends a message to the spinal cord. The spinal cord sends a message to the muscles in your hand and fingers. Finally, your muscles contract to allow you to catch the ruler.John’s data shows that there were no significant differences. However, Arthur’s data shows that the neural pathway for pressure stimulus is significantly longer than the pathway for visual stimulus. This is shown by the calculated pathway length and the t-test performed. Calculation: The algorithm to calculate the reaction speed is  d = vt + ? at? where d = distance in meters v = initial velocity = 0 a = acceleration due to gravity = 9. 81m/s? t = time in seconds We need to manipulate  d = vt + ? at? to give us an algorithm for  t As  v  = 0 then  vt  = 0 therefore the algorithm is  t = sqrt(2d/a) Example d = 43. 9cm = sqrt((2 ? 43. 9 ? 9. 8)) t = 0. 299 seconds (sigfig) 0. 299319*10000(m to cm)=2993. 2cm or 29. 932m The calculated distance for Arthur’s Visual stimulus was 2434. 7cm, which was much shorter than the pressure stimulus length of 3028. 3cm or the auditory stimulus length of 2765. 3cm. The t-tests performed showed that there were no significant differences for John’s data, but Arthur’s data showed that the three sets of data were all significantly different. One huge weakness of this lab was that John and Arthur’s hands were not the same distance away from the ruler for every trial. This could have led to incorrect data ollection. There was another weakness when we were collecting the pressure stimulus, because the ruler fell more slowly due to the friction between the palm and the ruler, giving the appearance of a faster reaction time. Also, the auditory reaction time was higher than the visual reaction time because the voice of the other person was not perfectly in time. Another reason for this is that it had lots of variability when the person commanded the other person to â€Å"Go! † Our group could have attached another ruler on the sidewall to ensure a constant distance between the hand and the dropping point.Therefore, to improve this lab, we have to keep the distance between the hand and ruler constant for all trials. Also, when the person says â€Å"Go! † it also takes reaction time from his brain to his fingers to drop the ruler and from his brain to his oral muscles to speak â€Å"Go! † Therefore, to improve this lab, we need to use an electronic device that can automatically drop the ruler with a short â€Å"beep† sound. To decrease friction, we need to use a simple grabbing tool like tweezers instead of just grabbing with our hand, which creates sliding or friction depending on the hand’s condition (wet or dry).

Internet Article Review “When to call the organization doctor” Essay

Summary In the article, When to call the organization doctor by Robert N. Llewellyn discusses many techniques that are available for an organization and managers to use in determining how to properly identify organizational problems, or resolve current problems within the organization. Llewellyn’s article briefly describes eight-elements in accomplishing organizational effectiveness: Strategic Direction, Goal Alignment, Work Process and Projects, Organizational Structure, Performance Management, Rewards, Cultural Support Systems and Infrastructure. The article further points out that after a manager have identified the elements for effective organizational management than they should apply these elements to diagnosis problems within the organization. Furthermore, â€Å"When a fit problem is identified†¦ one must use not only simple deductive thinking, but inferential thinking as well.† (Llewellyn, p.79, 2002) Following this step â€Å"†¦puts management in charge of where the organization is going, strategically and systemically, and avoids the management-fad phenomenon.† (Llewellyn, p.79, 2002) Effective Management In week, one Professor Sowunmi asked the class to explain, â€Å"How does effective management impact organizational success?† (Main newsgroup, February 4, 2004 DQ 2) In answering the question I stated, â€Å"Effective management can have an endless impact upon the success of an organization. Interview Article 3 The main goals of any business are to make sure that its organization and its employees perform proficiently and productively. Any company can accomplish these goals if the employees are provided with appropriate guidance, enough flexibility, and supplied with the necessary information about what the organization is trying to accomplish. Moreover, a company that is successfully managed has a vision and knows how to make decisions that are consistent with the company’s vision. In addition, an organization that has good management can make good decisions that not only improve the profits of the company, but also give the employees a sense of pride in their company. A company that is managed successfully recognizes and appreciates its customers and will go all the way in making sure the customer is place first.† (Easter-Brown, DQ 2, February 7, 2004) This statement helps support the fact that if an organization fails to properly diagnosis problems within the organization they are most probably committing a form of â€Å"organizational malpractice.† In other words, thinking about the many ways organizations try to change and make themselves healthier makes it nearly impossible if they are unwilling to remember that prescription without diagnosis is malpractice, whether in medicine or management. On the other hand, the self-medication approach can sometimes have limited impact and can even lose headway. Without any external help or ideas, the side effects or self-treatment can be limited management thinking, stubborn devotion to traditional and comfortable viewpoints. Self-medication can work well, but management must be well informed about the range of effective remedies. Interview Article 4 Take the statement made by Kevin O’Connell, one of my fellow classmates,† Effective management uses mistakes as opportunities for learning and is able to recover and quickly adapt to changes in the business climate. Ineffective management points the blame on others and never learns nor takes ownership for mistakes.† (Main newsgroup DQ2, February 5, 2004) Furthermore, preferring the self-medication approach, many organizations continually engage in various processes aimed at self-change. They may purchase current management books, videos and training materials — the counterpart of over-the-counter medications — but in general, they prefer to figure things out for themselves. Many firms are simply more comfortable with this â€Å"do it yourself† approach and have little attraction to the idea of bringing in outsiders to deal with their change agenda. Internal task forces, special initiatives, campaigns and focused training programs can be effective forms of self-treatment. If they have a core team of bright, well-qualified internal change agents, they could make great progress. Llewellyn states, â€Å"†¦managers should first correctly diagnosis organizational problems first, then, if needed, search for a consultant that has the experience needed.† (pg. 79, 2002) Changes for SHS If I could make changes or recommendations for my own organization, they would defiantly be built around the guidelines of organizational effectiveness. Interview Article 5 The Stamford Health System is currently under new management and many of the guidelines stated in Llewellyn’s article are exceptional steps for improving the effectiveness of my company’s organizational structure, for example, Performance Management, Rewards, and Cultural Support Systems are some good suggestions for improvement. In my recommendations for Performance Management, I would like to see a centralized scheduling streamlines access to the hospital’s services that satisfy physicians and patients, for example, a Centralized-scheduling staff of stationed in close proximity to the Admitting office, increasing their efficiency due to the high volume of walk-in patients. The average 95 faxes and 30 calls received each day from physicians’ offices will be reduce to approximately 15 minutes to schedule. The training process for central scheduling staff is broader so that they can schedule all procedure/visit types Specific IT systems can now facilitate c entral scheduling by being â€Å"smart† about scheduling. If my organization wants to be competitive and increase their nurse retention, they need to provide major stimulus to restructure the hospital and organization. There needs to be an improvement in our internal reform strategy as well as a market alliance strategy. In order to be successful in the market environment of managed care and managed competition, my institution needs to expand market share through superior quality service; reduce management overhead with flat structure; increase productivity with self-directed teams; control expenses within budget; reinforce innovation and performance with incentives; and reinfuse employees and medical staff with a sense of shared optimism about the future. Interview Article 6 I believe the result will be a sweeping overhaul in organizational culture, driven by a radical shift in management philosophy and a permanent commitment to seek continuous improvements at all levels. Conclusion It is evident from my evaluation and the article When to call the organization doctor by Robert N. Llewellyn that careful evaluation and diagnosis of the central problems in an organization can help avoid †¦Ã¢â‚¬ expensive, disruptive, and often unnecessary intervention†¦Ã¢â‚¬  (pg.79, 2002) Overall, through a conservative position an organization can develop the capability to evaluate and diagnosis effective organizational skills to improve the many problems that may arise in the organizational structure. Fundamentally, as long as the organization is willing to strive for organizational effectiveness, they have a greater chance of solving problems within the company. Interview Article 7    References Easter-Brown, D. (Feb. 7, 2004). MGT 330 Main Newsgroup. How does effective management impact organizational success? Retrieved from MGT 330 Main Newsgroup on February 16, 2004 Llewellyn, R.N. (Mar. 2002). When to call the organization doctor HR Magazine. Vol. 47, Iss. 3, pg. 79. Retrieved from ProQuest database on February 2, 2004. O’Connell, K. (Feb. 5, 2004). MGT 330 Main Newsgroup. How does effective management impact organizational success? Retrieved from MGT 330 Main Newsgroup on February 16, 2004 Sowumni, A. (2004). Overview of The Concepts of Management: Week I Lecture. Retrieved from MGT 330 Course Newsgroup on February 13, 2003. University of Phoenix (Ed.). (2002). Management: Theory, Practice, and Application [University of Phoenix Custom Edition e-text]. Upper Saddle River, NJ: Pearson Custom Publishing Retrieved February 13, 2003.