Analytical Response to Male Pregnancy Essay -- Science Technology Essa

Analytical Response to Male Pregnancy Male Pregnancy by Dick Teresi and Kathleen McAuliffe hurt that the technology and the de worldd for male pregnancy will be possible in the future. They specifically state that, Someday a military personnel will gift a baby. They have written this article in an attempt to show why they believe this will one day become veritable and widely practiced. However, I disagree with Teresi and McAuliffe. I feel male pregnancy will never be freely practiced or accepted by whatsoever means. Teresi and McAuliffe start out their article by explaining what their general idea is for male pregnancy to occur. They state, What were talking about is implanting an embryo into a mans abdominal cavity, where the foetus would take nourishment, grow to term, and be delivered by an operation similar to a cesarean section. Already, this idea seems confused to me. As a result of a man being pregnant, there must be a cesarean section to remove the baby. Even for women, this is a risk doctors prefer to avoid if possible. It puts the mother at a much greater risk of injury or death as well as the baby. Going to great lengths to make a man attempt to do something that has a high risk seems foolish when the same results base be achieved naturally with a much lower risk. Slightly notwithstanding into the article Teresi and McAuliffe discuss how a researcher, Dr. Cecil Jacobsen, injected a fertilized egg of a female baboon into the abdominal cavity of a male baboon. He then states that with very delay chemical support, the male baboon was able to carry the pregnancy toward term. Again this goes back to the fact that women can go through the process of child kind natural in most cases. However, for a male to car... ...erring to why they would not want to carry a baby in the summer but any other time is okay. It is not just themselves they are affecting if the operation and procedure is a success, it is also the child who will have to grow up in a society where everyone elses mother is a female, but his mother is dad also. Overall, I felt Teresi and McAuliffes arguments for pursuing the technology of male pregnancies is not robust enough to actually do further research in the area. I feel that females are biologically established for birth where mens bodies naturally can not give birth. It seems illogical to try to change a system that has worked so well for so many years. If there is a technology relations with birth that should be researched it should be increasing the safety of it, not a step backwards since the abdomen is a much more dangerous and illogical way.

Women and Deception in Homers Odyssey Essay -- Homer, Odyssey Essays

Women and Deception in the Odyssey As Agamemnon tells Odysseus, Let it be a warning even to you. Indulge a charwoman never, and never tell her tout ensemble you know. Some things a man may tell, some he should cover up (Book XI 199). This is not news to Odysseus, who treats all women with caution ever since he was betrayed by his wife Helen, who acted in a way that defiled all womankind. Agamemnon did not come to this realization all by himself, however his statement represents the common sentiment that existed throughout all ancient Greece. Even before Odysseus speaks with Agamemnon, he exhibits a similar attitude in his many encounters with women during his long journey home. Every major female character that Odysseus comes across uses deception in one form or another to get the violate of him. This being the case, Odysseus fights fire with fire, using his own cunning deception against the evils of womankind. The first wily female that Odysseus battles wits with is the goddes s Kalypso. She is a very deceitful woman, indeed. Kalypso has somehow managed to incubate from the gods for 7 years an unnatural and disrespectable accomplishment. She has been having a secret affair with Odysseus, a mortal, who has been held captive on her island for the... ... Helene Foley, Penelope as Moral Agent, in Beth Cohen, ed., The Distaff slope (Oxford 1995), pp. 93-115. The Odyssey, History, and Women, by A. J. Graham, pp. 3-16, and Jennifer Neils, Les Femmes Fatales Skylla and the Sirens in Greek Art, pp. 175-84. Lillian Doherty, Siren Songs Gender, Audiences, and Narrators in the Odyssey (Ann Arbor 1995), esp. chapter 1. Mary Lefkowitz, Seduction and Rape in Greek Myth, 17-37. Marilyn Arthur Katz, Penelopes Renown Meaning and Indeterminacy in the Odyssey (Princeton 1991). Nancy Felson-Rubin, Regarding Penelope From Courtship to Poetics (Princeton 1994).

Admiralty Outline :: essays research papers

Admiralty OutlineOverview Admiralty is federal law, originating in Article III, 2 of Constitution. i. starting signal Congress included Cases of Admiralty/ marine in Judiciary passage. ii.Supremacy Clause. b.If express that case is admiralty/maritime case, governed by admiralty law, is to say that substantive admiralty law applies. i.Differences statute of limitations, relative laws for recovery, etc. a.Main trial by judge. From very beginning, admiralty cases ar w/o juries. May be why someone brings suit in admiralty to repeal the jury. ii.Admiralty cases cant be removed from state to federal courts. a.but most admiralty cases can be brought in state courts unless qualify under diversity. b. save federal admiralty law will be applied. iii.Jurisdiction arises under a.28 USC 1331 federal questionb.28 USC 1332 diversityc.28 USC 1333 admiralty & maritime. iv.BUT, Congress didnt cull to enact substantive law in the statutes left to courts. v.Courts mainly address three issues a .what is an admiralty case? b.if it is, what is the admiralty rule? c.construing the savings to suitors clause eg, what types of cases does Congress mean to say that we only want federal courts sitting in admiralty to have jurisdiction over? Basics of AdmiraltyRequires Locality + maritime nexus-Executive Jet decision. -DeLovio v. Boit (1815) Maritime insurance policies are within admiralty & maritime jurisdiction of US b/c maritime contracts include charter interpreteries, affreightments, marine bonds, Ks for repairing, supplying & navigating ships, Ks between part owners etc AND insurance. Historical limitations -Could only sue in rem-Forbade actions in personam vs. shipowner, master. -Rules precluding admiralty court from hearing matters arising w/in body of the country. -Forbidding admiralty jurisdiction where no lick of tide. -Forbidding admiralty jurisdiction involving building or sale of ship. -The Thomas Jefferson (SCOTUS, 1825) Action arising on Ohio to Missouri river i s not in admiralty, because no influence of tide. Great Lakes Act (1845) extends jurisdiction to G. Lakes. oBecomes almost superfluous after Genesee Chief, but still allows saving to suitors the right of jury trial if wanted. oPossible to have an refer protection argument why in GL, but not other inland navigable waters. But no caselaw. The Genesee Chief v. Fitzhugh (SCOTUS, 1851) overrules the TJ. Holds that GL Act is Constitutional. oLakes are inland seasoHostile fleets have been encountered on them, prizes made, reason to have admiralty jurisdiction. oNothing particular in the tide that makes waters suitable for admiralty. oLimiting admiralty in country with so many inland navigable waters is impracticable.

Essays --

The Scott Peterson Case. This case was about a couple, Laci and Scott Peterson who everyone thought they had a good life together, good jobs, nice cars, a golden retriever, a untried house, and even a new baby on the way. Scott Peterson began to become unhappy and did not want that new baby with all the stress going on, and sort of of getting a divorce he decided to kill his own wife and unborn son On December 24, 2002, Laci Peterson was reported missing by her husband Scott, she was eight months pregnant. Scott acted very calm and collected about his missing wife, he was on a fishing trip at Berkeley Marina and he when he returned home he seen that lacy was not at home and that was gone from early in the morning to the mid afternoon. They called the cops, and the front for Laci began. It was a huge search over 1,000 volunteers signed up to give information about Laci and her disappearance. There was a 25,000 dollar reward that change magnitude up to 250,000 dollars and then was then increased all the way up to 500,000 dollar reward for any leads that would bring her home. There were posters, and fliers and even a website trying to spread the word about Lacis disappearance and trying to bring her home to her family and friends. But, There were no signs of Laci anywhere, they began to not believe that she would show up safe anytime soon about halfway thru, just now they kept looking all the way until March 5th, 2003, when it went from a disappearance case, to a homicide case where Scott Peterson is the biggest suspect they have. Then everyone hopes of Laci coming home safe went checkmate the drain on April 13, 2003. there was a couple that was walking their dog along San Francisco Bay shore in Richmonds Point Isabel Regional Shoreline park, th... ...ut right because i dont rally that any other sentence would be okay. This outcome was correct because he doesnt get to walk as a free man or even live his life how he was and he doesnt have the chance to hurt anyone else. If you hurt your child and your wife, who that is vatic to be who you love and protect the most when you are an older man. When you choose to hurt them, your own family i believe you will hurt anyone then. I think that the defendant did receive a fair trial because there were more than 6 jurors, there were about 9, because of the ones who got kicked off, due to different reasons. I think that it was some(prenominal) different point of views. I believe that he received no special treatment, there was so many points and evidence against him, including the lies, and everything he lied about. I think that there was no special treatment to even go his way.

age discrimination Essay -- essays research papers

Age DiscriminationThe Age Discrimination in example Act of 1967 (ADEA) protects individuals who are 40 years of age or older from employment discrimination based on age. The ADEAs protections apply to both employees and job applicants. down the stairs the ADEA, it is unlawful to discriminate against a person because of his/her age with respect to any term, condition, or privilege of employment, including hiring, firing, promotion, layoff, compensation, benefits, job assignments, and training.It is also unlawful to retaliate against an individual for contend employment practices that discriminate based on age or for filing an age discrimination charge, testifying, or participating in any way in an investigation, proceeding, or litigation under the ADEA.The ADEA applies to employers with 20 or more employees, including state and local governments. It also applies to employment agencies and labor organizations, as well as to the federal official government. ADEA protections includeA pprenticeship ProgramsIt is generally unlawful for apprenticeship programs, including joint labor-management apprenticeship programs, to discriminate on the basis of an individuals age. Age limitations in apprenticeship programs are valid only if they fall within certain(prenominal) specific exceptions under the ADEA or if the EEOC grants a specific exemption. Job Notices and AdvertisementsThe ADEA generally makes it unlawful to include age preferences, li...

age discrimination Essay -- essays research papers

Age DiscriminationThe Age Discrimination in Employment diddle of 1967 (ADEA) protects individuals who are 40 years of age or older from troth discrimination based on age. The ADEAs protections apply to both employees and job applicants. Under the ADEA, it is outlawed to discriminate against a person because of his/her age with respect to any term, condition, or privilege of employment, including hiring, firing, promotion, layoff, compensation, benefits, job assignments, and training.It is also unlawful to retaliate against an individual for opposing employment practices that discriminate based on age or for filing an age discrimination charge, testifying, or participating in any way in an investigation, proceeding, or litigation under the ADEA.The ADEA applies to employers with 20 or more employees, including state and local governments. It also applies to employment agencies and labor organizations, as well as to the federal government. ADEA protections complicateApprenticeship ProgramsIt is generally unlawful for apprenticeship programs, including joint labor-management apprenticeship programs, to discriminate on the basis of an individuals age. Age limitations in apprenticeship programs are valid only if they fall within certain specialised exceptions under the ADEA or if the EEOC grants a specific exemption. Job Notices and AdvertisementsThe ADEA generally makes it unlawful to include age preferences, li...

Running Head: Development of Criminal Procedures

The ruling of United States absolute hook in favour of Po wholesome in the Powell V. Alabama skid was highly critical in the foundations of its whitlow jurisdiction. According to the ruling, a defendant guilt criminal trial should be given adequate access to management if he /she requested the same. The incident occurred in 1931 where nine African-American men were accused of having raped two American white women who were in a lode car that surpassed a train in Alabama. It occurred in a train that had two females and seven men. However, in the plight of the incidence a fight skint which saw six men thrown out.In the collectable process, the women configured a rape case by the men. However, one of them retracted this claim at later(prenominal) date (Carol, 2006, p. 14). From the transactions of the Alabama court, eight of them excluding Roy Wright got a life sentence. However, falling the nature of the proceedings of the case, a ruling was made that the defendants were non p rovided with an impartial defence force which comprised adequate court proceedings. Above all, they were denied adequacy of legal counsel. However, following the inadequacy of the case, an appeal was made to the Supreme salute.Following the power and rule of majority, the ruling of the Alabama Supreme Court was reversed to give fresh legal jurisdiction. According to the decisions by the U. S Supreme Court, the Alabama court had violated due process for the grimness of the case. This was provided by its three consequential judgments. Firstly, the defendants were obsessed their right to counsel. Elsewhere, the judgment was not impartial deliberate and circus. Additionally, the judgment court officials lacked a representation of juries which was inclusive of dependant members from the defendants race.(Carol, 2006, p. 32) The case proceedings at Alabama was critical in its general atmosphere and the nature of its proceeding. At one level, it salvaged great hatred towards the defen dants which included both military escorts and hostile public domain. Elsewhere, it was unprofessional and compromised impartial trial when the judges failed to provide room for counsel even without them request. The case could not provide a fair trial from the manner in which it was expeditiously dealt with or without providing enough time for the defendants to find their lawyers.Even with Mr. Roddy as their counsel, his role was unclear. However, the Supreme Court made a ruling in favor of Powell. According to its judgment, the Alabama court failure of giving adequate time for the defendants secure of counsel denied the due process in the case. Accordingly, the court was obliged in providing a counsel whether or not the defendants had requested it. This was important for a due process in the legal case jurisdiction. (Bradford, Ken, 1997, p. 98) The Powell V. Alabama case was critical in the development of criminal procedures.Significantly the legal provision of a counsel at a well and adequately prescribed manner was perhaps a benchmark towards a formal judgment and inquiry into criminal procedures. This implied that, any future criminal proceedings would be in speech to this case such that the most plausible legal institution would only qualify for a reasonable and valid criminal judgment. (Akhil, 1998, p. 76) Reference to this case judgment would no longer make incompetent trials, which does not secure impartial and fair trial.Every criminal proceeding would therefore follow the precepts of provision of a legal counsel, which would only validate a due process in the legal judgment of the case. Therefore, Powell V. Alabama case provided a greater scope of legal rationality in handling criminal cases. The idea of legal counsel for the indigent defendant got a further expansion in Gideon V. Wainwright case. According to the ruling of the Supreme Court, all state courts were required to provide counsels in all criminal cases for the defendants who were unable in affording their attorneys.This was in reference to the sixth amendment of the constitution. According to the ruling of the court, any incident of lack of defendants representation was synonymously to a legal denial of their due process, which consequently denied them a fair trial of court proceedings. Consequently therefore, the court was obliged to providing defendants with attorneys for whom they could not afford. This provided a crucial part in formulating a standard scope with which the judgment levied on the criminal defendants would not compromise any fair trial, impartial and due process.ReferenceAkhil, R. (1998) The Constitution and Criminal Procedures. First Principles. Yale University Press, pp.76Bradford, P & Ken, M (1997) The Supreme Court and American Constitutionalism. Rowman & Littlefield, pp.98Carol, Steiker (2006) Criminal Procedure Stories. New York, Foundation Press, pp. 14, 32

A Critical Review of Knowledge Management as a Management Tool

diary of K straight centimeeringledge vigilance Emerald Article A over deprecative retrospect of intimacy precaution as a solicitude barb Maria Martensson Article data To cite this history Maria Martensson, (2000),A critical dejectionvass of familiarity focus as a practisement utensil, Journal of familiarity Management, Vol. 4 Iss 3 pp. 204 216 Permanent link to this document http//dx. doi. org/10. 1108/13673270010350002 Downloaded on 23-04-2012 References This document contains references to 78 other documents Citations This document has been cited by 18 other documentsTo copy this document emailprotected om This document has been downloaded 12944 prison terms. Access to this document was granted through an Emerald subscription provided by Shahid University of Beheshti For Authors If you would like to write for this, or only other Emerald publication, then please engage our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines atomic number 18 purchasable for all. Additional help for causes is available for Emerald subscribers. Please visit www. emeraldinsight. com/authors for more information.About Emerald www. emeraldinsight. om With everywhere forty years experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is two COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. *Related subject bea and download information correct at time of download.A critical followup of association watchfulness as a instruction tool Maria Martensson E Introduction Over the past several years on t hat point have been intensive discussions about the importance of friendship trouble (KM) within our society. Scholars and observers from disciplines as disparate as sociology, economics, and management science agree that a transformation has occurred cognition is at centre stage (Davenport et al. , 1998). KM and related strategy patterns are promoted as classic and essential comp sensationnts for judicatures to survive and maintain their agonistic keenness.It has become necessary for managers and executives to address KM (Goodman and Chi like a shotsky, 1997). KM is considered a prerequisite for higher productivity and tractableness in both the private and the public sectors. McKern (1996) vies that powerful forces are reshaping the economic and business world and umpteen call for a fundamental shift in organisation transites and humanity resources strategy. The prime forces of counterchange include globalisation, higher degrees of complexity, new technology, increased competition, changing guest demands, and changing economic and political structures.Organisations are outgrowth to recognise that technology-based competitive advantages are transient and that the hardly sustainable competitive advantages they have are their employees (Black and Synan, 1997). This discipline has forced steep learning curves as organisations campaign to adapt quickly, respond faster, and proactively shape their industries (Allee, 1996). To remain at the forefront and maintain a competitive edge organisations must have a good efficiency to retain, develop, organise, and utilise their employee competencies (Gronhaug and Nordhaug, 1992).E The commonality of the above studies is that they all regard noesis as a critical factor for an organisations survival. However, intimacy has al fashions been a valuable summation (Chase, 2000) and an important fruit component, still what is KM? Is it a new way to understand organising and organisations, is it a tool for exp loiting acquaintance, or is it just This meditate was shoped by the European Commission, the OECD, the Swedish Council for Work Life Research, Nutek, the Swedish Ministry of Trade and Industry, and the Swedish Public Relations Association.The author Maria Martensson is a PhD student in the peachy of Sweden E University School of Business, Stockholm, Sweden. Keywords Knowledge management, Knowledge, Strategy Abstract Over the past several years there have been intensive discussions about the importance of noesis management within our society. The management of association is promoted as an important and necessary factor for organisational survival and maintenance of competitive strength. To remain at the forefront organisations subscribe a good capacity to retain, develop, organise, and utilise their employees capabilities.Knowledge and the management of friendship appear to be regarded as increasingly important features for organisational survival. Explores acquaintance man agement with respect to its content, its explanation and domain in theory and practice, its custom and implications, and to point out some problems inherent in the concept. The main contri just nowion of this wallpaper is an extensive literature brush up on knowledge management. Electronic access The current issue and full text archive of this journal is available at http//www. emerald-library. com Journal of Knowledge Management Volume 4 . issue 3 . 2000 . pp. 204216 MCB University Press . ISSN 1367-3270 04 A critical review of knowledge management as a management tool Maria Martensson E Journal of Knowledge Management Volume 4 . Number 3 . 2000 . 204216 a nonher relabelling in the ceaseless flow of fashionable management concepts? The purpose of this paper is to map the contents given to KM, its definition and domain in theory and practice, its use and implications, and to point out some problems inherent in the concept. To determine what KM is, a review of the literature is necessary. Since it is not feasible to cover all the literature, the aim of the survey is not so practically to summarise but to take a shit some conclusions about KM.The first step was to search for articles in databases using the keyword knowledge management and the combination knowledge management and strategy. The literature review is narrow in the sense that only studies using these keywords were included. Most of the literature in this review is of practical nature or else than theoretical (i. e. knowledgebased theory and competence-based theory). The payoff of KM memorizems to a great extent to be business driven (Carrillo, 2000). The limited number of keywords probably accounts for the skewed distribution of articles in favour of the practical-oriented articles.Another demarcation is related to how the concept of knowledge is regarded. What is found in the literature survey is of course just a fraction of what is written about knowledge however, these are still the thi ngs that are pointed out in the literature. In describing knowledge, it is not my intention to give a complete overview of the concept rather, the description of knowledge is used as a tool for describing the concept KM. The paper is organised into collar sections. The first section is devoted to the origins and domain of KM. The second describes KM as a tool for management, as an informationhandling tool, and as a strategic tool.In the final section, a critical examination of the concept and its implications is presented. I try to determine whether the concept of KM is a necessary tool for more efficient management, or if it is just the emperor in new clothes. Origins and domain of knowledge management Theoretical origins to knowledge management The knowledge domain of KM can be seen as an integral part of the broader concept intellectual capital (Roos et al. , 1997). Guthrie (2000) make is the following distinction mingled with KM and intellectual capital KM is about the manag ement of the intellectual capital controlled by the company.However, too often the delineation between the two scathe is unclear and seldom adequately addressed (Guthrie, 2000). The problem of the management of knowledge is not new according to Roos et al. (1997). The authors use the concept intellectual capital as an umbrella term. Intellectual capital in Skandia, a major insurance company, is delimitate as the possession of knowledge, applied experience, organisational technology, customer kindreds, and professional skills that provide Skandia with a competitive edge in the market (Edvinsson, 1997).Within this descriptive framework, Skandia, Dow Chemical (Petrash, 1996), and many other companies (e. g. Stewart, 1997) prefer to make an running(a) distinction between human, organisational, and customer capital. Roos et al. (1997) kindle that intellectual capital can be traced to two streams of thought, strategy and measurement. Within the strategic area, the focus is on studyin g the creation and use of knowledge and the relationship between knowledge and mastery or value creation.Measurement focuses on the need to develop new information constitutions, measuring non- financial data alongside the traditional financial ones. The conceptual roots of intellectual capital are depicted in Figure 1. With respect to this study, strategic planning and (operational) management of knowledge are important topics. The paper attempts to explore the creation and use of knowledge and the way it is leveraged into value. Key questions addressed include how is the use of knowledge translated into value? How can it be utilise? What important factors are needed for strategic management planning and implementation?A firms tangible and intangible resources, which are under the control of the firms administrative organ (referred to as an organisations condition in Rutihinda, 1996), may be grouped into two main categories firm resources and firm capabilities (Grant, 1991). Acc ording to Grant (1991), this designation implies that resources are in defines into the production subprogram and the capability of a firm is the capacity, what it can do, as a result of teams of resources working together. 205 A critical review of knowledge management as a management tool Maria Martensson E Journal of Knowledge Management Volume 4 . Number 3 . 000 . 204216 Figure 1 abstract roots of intellectual capital A differentiation between intangible and tangible resources, or an equivalent distinction, appears to be logically required. In a study by Johanson et al. (1998), the question of what is meant by intangibles was raised. The authors concluded that there is no generally accepted definition of intangibles. Intangibles can be studied from at least three perspectives (e. g. accounting, statistics, and managerial). The present paper defines intangibles from the perspective of managerial purposes, i. e. management on both the strategic and operational level.To summarise, whereas a classification of intangibles in terms of R&D, software, marketing, and grooming appears to have been the dominant mode ten years ago, todays classification schemes are oriented towards distinguishing between external (customerrelated) and internal structures, on the one hand, and human capital, on the other (e. g. Sveiby, 1997 Roos and Roos, 1997 Petrash, 1996 Skandia, 1995). Influenced by the resource-based theory of the firm (e. g. Penrose), Luwendahl (1997) and Haanes and Luwendahl (1997) have classified a number of intangible resources from a strategic management perspective.Because there appears to be teensy consensus on the definition of resources, Haanes and Luwendahl refer to Itami (1987). Resources consist of . . physical, human, and monetary resources that are needed for business operations to eventuate and information-based resources, much(prenominal) as management skills, technology, consumer information, brand name, reputation, and bodily coating. After further elaboration on the concepts of intangible resources, intangible assets, capabilities, and competencies, Haanes and Luwendahl categorise intangible resources into competence and relative resources.The latter term refers to much(prenominal) intangibles as reputation, relations, and client loyalty, which are conceived of as being fundamental to the performance of the firm. Competence is defined as the ability to perform a given task and exists at both the exclusive and organisational level. Within the individual sphere, it includes knowledge, skills, and aptitudes within the organisational sphere, it includes client-specific databases, technology, routines, methods, procedures, and organisational nicety. The basic scheme s shown in Figure 2. Luwendahl (1997) takes the division one step further, since he divides competence and relational categories into the subgroups individual and collective, depending on whether the employee or the organisation is accentuated Scholars of the theory of the firm have begun to emphasize the sources and conditions of what 206 A critical review of knowledge management as a management tool Maria Martensson E Journal of Knowledge Management Volume 4 . Number 3 . 2000 . 204216 Figure 2 Intangible resources ave been draw as the organizational advantages, rather than focus on the causes and consequences of market failure. Typically, researchers see such(prenominal) organizational advantage as acquiring from the particular capabilities organizations have for creating and communion knowledge (Nahapiet and Ghoshal, 1998). in knowledge creation, storage, and deployment (Roberts, 1998 see also Grant, 1991). A firms distinctive competence is based on the specialised resources, assets, and skills it possesses, and focuses attention on their optimum employment to build competitive advantage and economic wealth (Penrose in Rutihinda, 1996).From the theory of the firm, two basic theories have emerged resource-based theory and knowl edge-based theory. Knowledgebased theory of the firm postulates that knowledge is the only resource that provides sustainable competitive advantage, and, therefore, the firms attention and decision making should focus primarily on knowledge and the competitive capabilities derived from it (Roberts, 1998). The firm is considered being a knowledge integrating institution. Its role is neither the acquisition nor the creation of organisational knowledge this is the role and prerequisite of the individual.Knowledge resides in and with individual people, the firm merely integrates the individually owned knowledge by providing structural arrangements of co-ordination and cooperation of specialised knowledge workers. That is, the firm focuses on the organisational physical processes flowing through these structural arrangements, through which individuals engage Empirical origins to knowledge management DiMattia and Oder (1997) argue that the growth of knowledge management has emerged from two fundamental shifts downsizing and technological schooling.Downsizing During the 1980s, downsizing was the popular strategy to reduce overhead and increase profits however, the downside to being lean and mean soon became evident (Forbes, 1997). The downsizing strategy resulted in a loss of important knowledge, as employees left and took the knowledge that they had accumulated over the years with them (Piggott, 1997). With time, organisations had come to recognise that they had lost years of valuable information and expertise and were now determined to protect themselves against a recurrence (DiMattia and Oder, 1997).This led management to undertake a knowledge management strategy in an effort to store and retain employee knowledge for the future benefit of the company (Forbes, 1997). Organisations are now trying to use technology and systems to capture the knowledge residing in the minds of their employees, so it can be easily divided within the organisation. When stored, it be comes a 207 A critical review of knowledge management as a management tool Maria Martensson E Journal of Knowledge Management Volume 4 . Number 3 . 2000 . 204216 eusable resource that can provide a wealth of competitive advantages, including enhanced organisational capacities, facilitating output, and lowering costs (Forbes, 1997). Technological development The technological development has heightened the interestingness in knowledge management through two main sources the explosive growth of information resources such as the Internet and the accelerating pace of technological change (Hibbard, 1997 mayonnaise, 1998). The late(a) IT development has affected both the lives of people and organisations (Mayo, 1998).The continual flow of information leaves us feeling overwhelmed and in a general state of malaise (e. g. that we are lose important details) (Hibbard, 1997). DiMattia and Oder (1997) postulate that knowledge management is an attempt to cope with the explosion of informatio n and to capitalise on increased knowledge in the workplace. The emerging technological development enables global share-out of information across platforms and continents (DiMattia and Oder, 1997) and can serve as a tool within an organisation to use knowledge more effectively.Capturing a companys collective expertise in databases can help organisations to know what they actually know, and then marshal and exploit this knowledge in a systematic way (Blake, 1998). The domain of knowledge management An essential part of KM is, of course, knowledge. To map the domains of knowledge, traits of the concept knowledge have been put forward based on the stream of research reviewed. The question of the nature of knowledge is extremely challenging.Although philosophers have been discussing the issue for several hundred years, the search for a formal definition continues (Emery, 1997). The definitions appearing in the literature range from studying knowledge from a broad perspective to more so phisticated definitions. The present review has resulted in two definitions of knowledge. Characteristics of knowledge The following taxonomy of knowledge has been expressed in the KM literature . Knowledge cannot easily be stored (Gopal and Gagnon, 1995). Knowledge is something that resides in peoples . . inds rather than in computers (The Banker, 1997). Unlike raw material, knowledge usually is not coded, audited, inventoried, and stacked in a warehouse for employees to use as needed. It is scattered, messy, and simplified to lose (Galagan, 1997). Furthermore, Allee (1997a) has defined knowledge in terms of 12 qualities knowledge is messy it is self-organising it seeks community it travels on language it is slippery it likes looseness it experiments it does not grow forever it is a social phenomenon it evolves organically it is multi-modal and it is multi-dimensional.To use the flow of data/information we must develop effective ways to make the input of and access to information easy (Mayo, 1998) and to sort the useful from the useless (Schaefer, 1998). We must develop systems where people are able to navigate effectively. This can be made by storing the information in different databases and make it possible for people to cross-reference and link documents speedily and easily (Mayo, 1998). Information has little value and will not become knowledge until it is processed by the human mind (Ash, 1998).Knowledge involves the processing, creation, or use of information in the mind of the individual (Kirchner, 1997). Although information is not knowledge, it is an important aspect of knowledge. The process begins with facts and data, which are organised and structured to produce general information. The next stage involves organising and filtering this information to meet the requirements of a specific community of users, producing contextual information. Next, individuals assimilate the contextual information and transform it into knowledge.This transformation process is affected by individuals experiences, attitudes, and the context in which they work. The final stage of the continuum is behaviour unless information and knowledge lead to an certain decision or action, the whole process becomes invalidated (Infield, 1997). Knowledge should be studied in context. Knowledge is information combined with experience, context, interpretation, reflection, and perspective (Davenport et al. , 1998 Kirchner, 1997 Frappaolo, 208 A critical review of knowledge management as a management tool Maria Martensson EJournal of Knowledge Management Volume 4 . Number 3 . 2000 . 204216 . 1997) that adds a new level of insight (Frappaolo, 1997). Allee (1997b) suggests that knowledge becomes meaningful when it is seen in the larger context of our nuance, which evolves out of our beliefs and philosophy. The final characteristic is that knowledge is ineffectual if it is not used. Knowledge is a high-value form of information that is ready to be applied to decisi ons and actions (Davenport et al. , 1998). Sveiby (1997) has defined it as the capacity to act on information and thereby make it valuable.Knowledge management as a management tool KM is often described as a management tool. More littlely, it is described either as an operational tool or as a strategically focused management tool. Knowledge management as an information handling tool Within the field of KM (Figure 3), knowledge is often regarded as an information handling problem. It deals with the creation, management and exploitation of knowledge. Some of the literature fits into a definition of KM that consists of separate but related stages. The first two stages are invariably linked, both on abstract theoretical grounds and in practice.As the first step in the process, there is acquisition of information. In the second stage, the information is entered into a storage system and organised logically. Al just about every definition of knowledge management includes the storage of k nowledge (e. g. Yeh et al. , 2000 Blake, 1998, 2000 Mayo, 1998 Anthes, 1998 Cole-Gomolski, 1997a, 1997b, 1998 Symoens, 1998 Laberis, 1998 Nerney, 1997 Ostro, 1997 InfoWorld, 1997 Watson, 1998 LaPlante, 1997 Ash, 1998 DiMattia and Oder, 1997 Hibbard, 1997 Finerty, 1997 Bassi, 1997).KM is about acquisition and storage of workers knowledge and making information accessible to other employees within the organisation. This is often achieved by using various technologies such as Internet and databases, and is a conversion of soundless knowledge to explicit knowledge (Papows, 1998). Once the information is stored in the various databases, the third stage is initiated. In this stage, the stored information is made accessible to as many employees as possible within the organisation (LaPlante, 1997).It is about distributing it into the hands of the right end users at the right time (Ostro, 1997) and where it can be of best use (Nerney, 1997). The final stage is about utilisation of informatio n. This process begins with people sharing knowledge by talking and socialisation with one another or by exchanging information in digital or analogue form (Laberis, 1998). Tacit and explicit knowledge Another way of defining knowledge is to make a distinction between tacit and explicit knowledge (Polyani, 1966).Nonaka and Takeuchi (1995) make the same point in more precise terms . Explicit knowledge is documented and public structured, fixed-content, externalised, and conscious (Duffy, 2000). Explicit knowledge is what can be captured and shared through information technology. . Tacit knowledge resides in the human mind, behaviour, and perception (Duffy, 2000). Tacit knowledge evolves from peoples interactions and requires skill and practice. Nonaka and Takeuchi suggest that tacit knowledge is hidden and thus cannot be easily represented via electronics.Tacit refers to hunches, intuitions and insights (Guth, 1996), it is personal, undocumented, contextsensitive, dynamically mictu rated and derived, internalised and experience-based (Duffy, 2000). Nonaka and Takeuchi mean that knowledge is the product of the interaction of explicit and tacit knowledge. The process of creating knowledge results in a spiralling of knowledge acquisition. It starts with people sharing their internal tacit knowledge by socialising with others or by capturing it in digital or analogue form. Other people then internalise the shared knowledge, and that process creates new knowledge.These people, with the newly created knowledge, then share this knowledge with others, and the process begins again. Hibbard (1997) articulated this process as innovation. 209 A critical review of knowledge management as a management tool Maria Martensson E Journal of Knowledge Management Volume 4 . Number 3 . 2000 . 204216 Figure 3 The stages of knowledge management Knowledge management as a strategic management tool KM and its implications are frequently discussed at seminars and conferences. The number of companies claiming to work with knowledge management is growing steadily.Several surveys have been conducted to determine how many organisations are working or planning to work with KM (Nerney, 1997 Hibbard and Carrillo, 1998 Cole-Gomolski, 1998). A recurrent problem with these studies is that the concepts (e. g. the use of KM) are seldom defined. This uncertainty has made it difficult to draw the desired inferences from the results of these studies. The surveys are attempts to either implement KM strategies or implement measurement systems on how to measure different intangible assets, or a combination of both. The central idea underlying a strategy is that organisations must adjust their capabilities (i. . their resources and skills) to a everlastingly changing complex external E environment (Teece, in Gronhaug and Nordhaug, 1992). Gopal and Gagnon (1995) put it succinctly when they maintain that effective KM starts with a strategy. Within a KM strategy, knowledge is recognise d as an organisations most valuable and under-used resource and places the intellectual capital at the centre of what an organisation does (Ash, 1998). To start to create a KM strategy, an organisation needs to build systems for capturing and transferring internal knowledge and best practices (Allerton, 1998).The purpose, goal and expected outcomes of an organisations work with KM are many. For instance, KM can be seen as a way to improve performance (Ostro, 1997 Bassi, 1997), productivity and competitiveness (Maglitta, 1995), a way to improve effective acquisition, sharing and usage of information within organisations (Maglitta, 1995), a tool for improved decision making (People Management, 1998 Cole-Gomolski, 1997a, 1997b), a way to capture best practices (ColeGomolski, 1998), a way to reduce research costs and delays (Maglitta, 1995), and a way o become a more innovative organisation (People Management, 1998 Hibbard, 1997). A study by the American Productivity and Quality Center shows that 89 per cent of the participants in the study said that the core goal for knowledge management is to capture and transfer knowledge and best practices (Allerton, 1998). People Management (1998) reports on a survey in which individuals responsible for implementing KM strategy were interviewed.The results indicated that the main obstacles to implementation were lack of ownership of the problem (64 per cent), lack of time (60 per cent), organisational structure (54 per cent), senior management commitment (46 per cent), rewards and recognition (46 per cent), and an emphasis on individuals rather than on teamwork (45 per cent). Among Fortune 1000 companies the main problems with KM projects are a lack of focus and a lot of reinventing the wheel (Coleman, 1998).Based on an extensive multi-firm study by the American Productivity and Quality Center, hurdles to KM include the lack of a normally held model for knowledge creation and dissemination and the absence of systems or proces ses designed to support and evaluate the effectiveness of KM (Ostro, 1997). Most firms with a KM system based purely on a technology solution have found that such an approach fails. Though technology may be necessary for KM, it appears never to be sufficient (Warren, 1999 Bassi, 1997).To luckyly create and implement a knowledge management strategy, authors have suggested that certain critical elements must be included. The elements I have found to be of particular importance are the following . the so what? question . support from top management . communication . creativity . elaboration and people . sharing knowledge . incentives . time . evaluation. 210 A critical review of knowledge management as a management tool Maria Martensson E Journal of Knowledge Management Volume 4 . Number 3 . 2000 . 204216 The importance of the so what? questions A KM strategy should be linked to what the organisation is attempting to achieve. It is also important to articulate the purpose of the KM strategy. What benefits does the organisation expect to gain from their work with KM? How will it affect the employees work? (Klaila, 2000) The importance of support from top management The personnel function should focus on top management to encourage processes that will promote cross-boundary learning and sharing. This includes helping to set up and, possibly, fund knowledge networks, as well as defining and developing the skills of learning from other people (Mayo, 1998).Organisations that have achieved the superior success in KM are those that have appointed a senior-level executive to assume the mantle of full-time chief knowledge officer (Gopal and Gagnon, 1995). The importance of communication Saunders (in Ash, 1998) found that the wanting factor in strategic management texts was communication. According to the consultants, a large proportion of the organisations failed to implement the strategies because of a lack of communication. Only a few companies designed a good com munication plan to follow through on business strategies.After reviewing nearly 200 articles and conference proceedings on data warehousing, keen (1997) was struck by how little is said about action real people making real decisions to have a real impact. They do not look at how those real people become informed. The importance of creativity As Kao (1997) notes, a good strategy to work with KM issues is not enough. The author describes the link between strategy and creativity. A connection between these two allows organisations to survive in the future.The implications of business creativity will depend upon the type of compact created between KM and the basic skills of creativity management (Kao, 1997). The importance of culture and people Successful implementation of KM is linked to such entities as culture and people. In a recent study where the importance of people, as opposed to technology and processes, was examined when implementing a KM strategy, 70 per cent reported that employees are the most important factor and 75 per cent reported that there should be an even greater emphasis on people (People Management, 1998).In the view of the best-practice organisations, people and culture are at the heart of creating a successful knowledgebased organisation. Several studies have shown that people and cultural issues are the most difficult problems to resolve, but produce the greatest benefits (People Management, 1998). The biggest challenge for KM is not a technical one it can be integrated into any number of IT systems but a cultural one (Forbes, 1997 Koudsi, 2000). It is the difficult task of overcoming cultural barriers, especially the sentiment that holding information is more aluable than sharing it (Warren, 1999 Anthes, 1998). This is supported by Hadley Reynolds, at Delphi Group, in Boston who released a study demonstrating that corporate culture was cited by 53 per cent of the respondents as being the biggest obstacle to deploying KM applications (Cole-Gomolski, 1997b). In another study (People Management, 1998), culture was seen by 80 per cent of those surveyed as the biggest obstacle in creating a knowledge-based organisation. The importance of sharing knowledge The ability to share knowledge and collaborate are all too often missing in our organisations (Mayo, 1998).Efforts to deploy KM group-ware are frequently met with employee reluctance to share their expertise (Cole-Gomolski, 1997b). The likely reason for this is that employees are competitive by nature and may be more inclined to hoard than share the knowledge they possess (Forbes, 1997). On the other hand, a better process of sharing knowledge benefits the firm. This is shown in a study of 33 organisations conducted by the American Productivity and Quality Center (Alter, 1997). Ostro (1997) reports the results of an extensive multi-firm study by the American Productivity and Quality Center.He found that the main reason why knowledge was not being shared was that e mployees did not realise their experiences would be valuable to others. Mayo (1998) feels that recruiters should look for capabilities to share knowledge with 211 A critical review of knowledge management as a management tool Maria Martensson E Journal of Knowledge Management Volume 4 . Number 3 . 2000 . 204216 new employees, as well as assessing what new knowledge they can bring to an organisation.Part of the cosmos process for recruits should involve capturing their knowledge and experience. Although most new employees bring useful specialist experience with them, few people tap this rich reservoir of information. Meanwhile, the unveiling should also be about passing on the experience of predecessors to new employees. Mayo states that When people leave, the HR department asks for their company car keys and so on. why not conduct a recruitment interview in reverse to retrieve information? nd that the pivotal role is played by culture by an unquestioned, even unconscious, code tha t encourages knowledge sharing and cooperative behaviour (The Banker, 1997). The importance of time It is important to create time and opportunities for people to learn. One successful approach is to create formal learning networks so that the identification and transfer of effective practices become part of the job (Galagan, 1997). The greatest enemies of knowledge sharing are the time that is required to input and access information and the lack of motivation among potential users (Mayo, 1998).The importance of evaluation It is important to create a system for evaluating the attempts that are made to use KM. The evaluation system can range from informal attempts, such as talking to people about how best practice is shared within the firm, or to the use of far more sophisticated tools to measure the outcomes. To summarise, to implement a KM strategy successfully both the creation and the leverage of knowledge must be taken into account. He also points out that there is an unwilling ness to trust employees with information.A favourite excuse given by organisations that take off information is one of commercial sensitivity, which reflects an unwillingness to trust employees with information. Salary surveys are a good example of this. In how many organisations are such data freely available to all interested employees? The importance of incentives One of the most important issues when working on a KM strategy is to create the right incentives for people to share and apply knowledge (The Banker, 1997). The personal reward systems must support the culture of sharing knowledge (Keeler, 2000 Mayo, 1998).To improve this process it is all-important(a) to reward employees that contribute their expertise and to make sure employees understand the benefits of KM (ColeGomolski, 1997b). The organisations should ask themselves the following questions Are the employees receiving signals that encourage the process of sharing knowledge? What banner is used for promoting staff ? Are instances in which the business has benefited from sharing learning publicly celebrated? Are mistakes made that could have been avoided if it had been known that similar errors had happened in the past (Mayo, 1998)?A problem with many reward systems and incentives for sharing knowledge is that useful knowledge comes from relatively low down in the organisation, from people who are not on incentive systems and probably respond much more readily to the feeling that they belong to highly motivated, leading edge, innovative groups of people. This probably factor in the Discussion The literature and theories concerning the management of knowledge have grown remarkably during the past couple of years. Nevertheless, what is the contribution from KM?Is it business salvation or the emperors new clothes? Because of downsizing, organisations have been forced to create systems and processes that decrease the dependencies on the knowledge residing within the individuals. To exploit knowle dge more efficiently organisations are now trying to codify and store the individuals knowledge, i. e. making tacit knowledge explicit and transposing individual knowledge into organisational knowledge. Those transformation processes have been made possible through the recent and fast development within IT.Because knowledge is largely tacit and individually owned, it is difficult to have charge of and control over the course of knowledge. The literature review suggests that the major contribution from KM concerns the effort to transpose tacit knowledge into explicit information, which 212 A critical review of knowledge management as a management tool Maria Martensson E Journal of Knowledge Management Volume 4 . Number 3 . 2000 . 204216 will lead to greater possibilities to manage and control knowledge effectively. One major issue that has hardly been dealt with and, therefore, n need of further inquiry concerns how this process of translating tacit into explicit knowledge works. The management of knowledge may be examined from two theoretical perspectives. One perspective involves theories where the focus is on the individuals knowledge the second comprises theories wherein the knowledge itself is the centre of interest. Human capital is defined by Flamholtz (1985) as the knowledge, skills and experience of people. Within human capital theories, the employee is regarded as the bearer of knowledge.Another perspective, in which knowledge is the centre of interest, is the knowledge-based theory of the firm. In such theories, the individual exists but the focus is more on knowledge than the individual. The two perspectives could be described as being either individualistic or holistic. From a holistic view the sum of an organisation is more than the sum of the individuals, whereas from an individualistic view, the sum of an organisation is the sum of the individuals (Hollis, 1994). Within the recent theoretical development (i. e. nowledge-based theories of the fir m), the focus has shifted from an individual perspective to an emphasis on knowledge residing in the organisation as a whole, i. e. a holistic approach. Mayo (1998) noted that many companies have been managing knowledge for decades but that few companies, whether global or national, use these disciplines on a regular basis. One problem regarding knowledge and KM is to draught its content and domain. This literature review highlights the need to better clarify what we mean when we are using concepts such as knowledge and KM.Carrillo (2000) argues that one can often find the most diverse labels applied to KM. There are also those who believe that term to be inconsistent because knowledge as such cannot be managed (Carrillo, 2000). The lack of clearly defined concepts has been explored in closely related areas (Johanson et al. , 1998 Grojer and Johanson, 1998 Power, E 1997). Also the boundaries of KM are fuzzy. To illustrate, what are the differences between competitive erudition (Fl eicher, 1998), intellectual capital and KM? Sometimes knowledge is clearly defined in the original source, but too often it is not.Because of the nature of knowledge, the attainment of a formal definition is unlikely. There is thus a need for clarification of what we are talking about whenever the word knowledge is used. A large volume of the present review is based on an IT perspective. The focus here is more on creating databases for storing information and making the information available, and thus the literature review focuses in the first place on explicit knowledge (Warren, 1999). The first part of KM, the storage of information, is the one most often described. This is probably because the storage of information is the first and perhaps the easiest course of KM.However, what is missing is how this information can be used and translated into knowledge and become a part of the organisations knowledge base. The ambiguity of the distinction between information and knowledge ha s been a major source of difficulty and, in many articles, the distinction between information and knowledge is not clearly articulated. Duffy (2000) argues that technology vendors have contributed to this confusion. all(prenominal) technology that ever had anything to do with digitised information is now a KM product, or even a complete KM solution.Knowledge is often used as something similar to information, but information and knowledge are far from synonymous. Tacit knowledge might have begun as information, but because it is processed by the human mind, it can be translated into explicit knowledge. Explicit knowledge is identical to information it can be easily stored outside the human mind (e. g. in databases), but nonetheless it cannot be described as knowledge until it has been processed. The impact of KM is a complex field. If KM is used as a strategic tool the outcome is difficult to estimate.The problem to estimate the value of KM remains even if it is used as an operatio nal tool. However, the operative perspective could be considered estimated by the organisation if the tool is used. If it had no value the organisations would not use it. Theoretically, it is easier to determine the value of KM. This is because knowledge, through downsizing, is a scarce resource. Another pertinent topic missing when the value of KM is described in the literature is costs. None of the articles reviewed discussed the connection between the costs in the 213 A critical review of knowledge management as a management toolMaria Martensson E Journal of Knowledge Management Volume 4 . Number 3 . 2000 . 204216 organisations work and KM. That is, the values created by the management of knowledge are not related to the costs connected to the work. When analysing Roos et al. s (1997, p. 15) model on the conceptual roots of intellectual capital (see Figure 1), we see that all the strategic contributions on knowledge zero in on two essential features the way knowledge is created a nd the way it is leveraged into value. Some concepts focus closely exclusively on one point or the other e. g. he learning organisation concepts mostly examine the mechanism of knowledge development. However, other concepts such as KM are more balanced, focusing on both. The knowledge leverage class is divided into three sub-classes KM, core competencies, and invisible assets. Likewise, the knowledge development class is divided into three subclasses learning organisation, conversation management, and innovation. An organisations work with KM should focus on transposing tacit knowledge into explicit knowledge and see to it that individual knowledge becomes organisational knowledge.This can be explained not only by a need for organisations to better manage knowledge by establishing core competencies for individuals, judging success and performance indicators via recognition of invisible assets, but also for organisations to strive to become an innovative organisation and a learning organisation with a knowledge sharing culture. The final question raised in this paper concerns whether knowledge is always something good? Knowledge is assumed to be generally positive. However, it is untenable to assume that knowledge is always positive and good.Within the framework of knowledgebased theory, it is claimed that the only resource that provides an organisation with sustainable competitive advantages is knowledge. Nonetheless, knowledge as such will not have much value for the organisation in building its competitive advantages since only relevant knowledge can function in such a capacity. To see that the concept of KM will not just vanish as so many other management concepts have done over the years, it is important that KM is not regarded as the Jack of all trades. If this happens, there is the risk that it will probably become the master of none.

My Pet Elephant Essay

Hello there. This is the story ab prohibited the first time I got a court. my name is Hugo Lambrechts and here is where it all began. Last shadow at around 1200 pm I was about to go to bed when I saw a present on my bed from my ma .When I opened my gift I saw a toy elephant inside. I saw it and I stared for quite some time, took a big touch and smiled. When I was about to go to bed I was dreaming of having a fondle elephant and how it would be to have an elephant for a pet. The next morning, it was my birthday I jumped for joy. mom greeted me a happy birthday. indeed I saw my dad , he was the one i had to beat, I mean if I want a pet elephant, and then(prenominal) I have to go through him.I said Good morning Dad.Then dad said Happy Birthday What would you resembling for your birthday?I asked him Dad can I have a pet elephant?My Dad looked shocked then he laughed a little then he became serious.He said with a loud voice, No You can t have a pet elephant I mean do you uncons tipated know how to take care of an elephant? I didnt know what to say, I was stuttering like I was in the North Pole for days. Then the school pot went by with a big HONK I cant believe I was saved by the school bus. I was rushing to bulge out out as soon as possible. Bye Dad, Bye Mom see ya later. I said in a rush.Then I raced out the door in the school bus and off to school. After school, I got home then I overheard my Dad talking on the phone then he was talking about work and stuff then it hit me I heard him talking about a present Then that make me think. So I just went up to my room and thought about it for a long time. The next day, while I was eating breakfast I saw my dad focused on the computer looking for something on a site about wildlife and stuff. So it made me wonder more and more. So when I got back from school I saw my Dad and Mom in front of the TV watching those documentaries about animals and so when I got bore I went upstairs in my room and thought about it again. When I got home I saw boxes everywhere and so I asked, What are these boxes for?Then Mom answered We are moving to a new house.Then I asked But why?Youll see. Said my Mom with excitement.Page 3Then I went upstairs to pack my things. While we were driving to North Island I was thinking about what will the surprise be? So when I got there I went running down the car and up the stairs and into the room. Then I saw a basket on the floor and it saidTo Hugo Dear favorite HugoHappy Birthday I hope you love your gift.From your parentsThen when I opened the basket it was a baby elephant inside .And that is the story of how I got my pet elephant.

Aboriginal Canadians and European Settlers

uncreated Canadians and European settlers In the history of contact surrounded by pristine and non-Aboriginal flocks in Canada, there has been an imbalance in acculturative influences. Generally, Aboriginal peoples subscribe been changed substantially, with serious erosion of their cultures and identities. However, this dominance by Euro Canadian peoples has also been met by resistance by Aboriginal peoples.Policy and programme changes to alter the relationship between these two sets of people are suggested, including a reduction in pressures toward assimilation and sequestration which fall in historically resulted in the marginalization of Aboriginal Peoples in Canada. When individuals experience intercultural contact, the issue of who they are comes to the fore. Prior to major contact, this question is hardly an issue people routinely and naturally think of themselves as part of their cultural community, and usually value this attachment in positive terms.Of course, other li fe transitions (such as adolescence) female genitals lead people to wonder, and even doubt, which they are. But it is only during intercultural contact that their cultural identity may become a matter of concern. The Royal Commission on Aboriginal Peoples established a research project on Aboriginal cultural identity, and commissioned reports on the subject.This paper is based on one of those reports, and draws upon concepts, data and analyses that were carried out as a consultant to that project The main line of argument in this paper is that intercultural contact between Aboriginal and non-Aboriginal peoples in Canada (both historically, and at the present time), has initiated a process of acculturation (at both the cultural and psychological levels), during which Aboriginal peoples have experienced cultural disruption, leading to reducedwell-being and to identity confusion and loss.It is march on argued that sincethis process has resulted from interactions between Aboriginal a nd nonAboriginal peoples, the key to reestablishing a sense of well-being and secure cultural identity resides in restructuring the relationships between these two communities. This paper contains intravenous feeding sections a discussion of the concept of cultural identity, as it derives from the social science literature a brief review of the process and consequences of intercultural contact a thick of the main findings and a discussion of their implications for policy and programmed.May lead to more positive identities, and to cultural and psychological outcomes that are more fulfilling. Breton and Norman fishermen came into contact with the Algonkians of the northeast at the beginning of the 16th century, if not earlier, as they put into natural harbors and bays to seek shelter from storms and to replenish water and food supplies. There is some indication that these beginning contacts with Aboriginal inhabitants were not always friendly.A few individuals were kidnapped and s elln to France to be paraded at the court and in public on state and religious occasions. Also, precautions seem to have been taken to hide the women inland when parties landed from ships engaged in cod fishing or walrus hunting. On the other hand, there were mutually okay encounters as trade took place. The Algonquian brought hides, hides and fish in exchange for beads, mirrors and other European goods of aesthetic and perhaps spiritual value. Both sides seemed content with this growing exchange.Soon the Algonquian exacted goods of more materialistic value, such as needles, knives, kettles or woven cloth, while the cut displayed an insatiable desire for well-worn beaver cloaks. In the 16th century, the French, ilk their western European neighbors, proceeded to lay claim to lands not possessed by some(prenominal) other Christian prince based on the European legal system of Terra Nullius. This theory argued that since these lands were uninhabited, or at least uncultivated, they needed to be brought under Christian dominion.The royal commission to ROBERVAL for the St Lawrence region, dated 15 January 1541, and La Roches commission for murky ISLAND in 1598 enjoined acquisition either by voluntary cession or conquest. By the early 17th century, as the FUR TRADE expanded and Catholic missionary work was seriously contemplated, a policy of pacification emerged. The fact that the French chose to colonize along the Bay of Fundy marshlands and the St Lawrence Valley, from which the original Iroquoians had disappeared by 1580, meant that no Aboriginal peoples were displaced to make way for colonists.This serenityful cohabitation remained characteristic of Aboriginal-French relations up to the fall of ACADIA (1710) and of NEW FRANCE (1760). Beyond the Acadian farmlands and the Laurentian seigniorial tract, the Aboriginal peoples on their ancestral lands continued to be amply independent, following their traditional lifestyle and customs. Royal instructions to G overnor Corellas in 1665 emphasized the officers, soldiers and all His Majestys adult subjects treat the Indians with kindness, justice and equity, without ever causing them any hurt or violence. Furthermore, it was straddleed that no one was to take the lands on which they are living under pretext that it would be better and more fitted if they were French. Royal instructions in 1716 not only required peaceful relations with the Aboriginal peoples in the interests of trade and missions barely also forbade the French from change land and settling west of the Montreal region seigneurs. In the PAYS DEN HAUT, care was taken to obtain permission from the Aboriginals before establishing a trading post, fort, mission station or small agricultural community such as Detroit or in the Illinois country. next a conference with 80 Iroquois delegates at Quebec in the autumn of 1748, Governor La Galissoniere and Intendant Bigot reaffirmed that these Indians claim to be and in effect are inde pendent of all nations, and their lands incontestably belong to them. Nevertheless, France continued to assert its sovereignty and to speak for the allied nations at the foreign level. This sovereignty was exercised against European rivals through the allied nations, not at their expense through the suppression of local customs and independence.The Aboriginal peoples accepted this protectorate because it offered them foreign support while permitting them to govern themselves and pursue their traditional ways. The MIKMAQ, and later the Arenac, accepted the Catholic religion, even in the absence of large-scale sustained evangelization, as a confirmation of their alliance and brotherhood with the French and resistance to Anglo-American incursions. When the Milkman eventually signed a treaty of peace and friendship with the British authorities at Halifax in 1752, the ABENAKI who had taken refuge in Canada rebuffed the official delegate of the governor at Boston.Beginning their aposto lic labors in Acadia in 1611 and in Canada in 1615, Catholic MISSIONARIES dreamed of a rapid conversion of Aboriginal peoples and even wondered if they might not be descendants of the Ten Lost Tribes of Israel. Traditional Milkman and Montagnais hospitality dictated that the itinerant missionaries be well received. Soon evangelization efforts were centered on the sedentary, horticultural and strategically located HURON confederacy (see STE MARIE AMONG THE HURONS).But factionalism arising out of favoritism shown to converts and the EPIDEMICS that decimated the population almost brought the mission to a close. On two occasions, the JESUITS were spared execution or exile on charges of witchcraft only by French threats to cut off the trade on which the Huron had become dependent. Following the dispersal of the Huron in 1648-49, the missionaries turned to other groups in the Great Lakes basin, including the IROQUOIS confederacy, but they never enjoyed great success. Aboriginal peoples as sumed a tolerant dualism you can have your ways and we will have ours, for everyone values his own wares. More success was achieved on the reductions, or reserves (see INDIAN RESERVE) as they came to be known, established at bottom the seigniorial tract of New France. In 1637 the seigneur of SILLERY near Quebec was designated a reduction for some Montagnais encamped nearby as well as for all the northern hunters who would take up agriculture under Jesuit tutelage. Although the Montagnais did not remain long, some Arenac refugees came to settle, and finally Huron who escaped from the Iroquois conquest of their country.Eventually there were reserves near each of the trio French bridgeheads of settlement Loretta near Quebec for the Huron Betancourt and Saint-Francois near Trois-Rivieres for the Abenaki Kahnawake near Montreal for the Iroquois and Lac-des-Deux-Montagnes for both ALGONQUINS and Iroquois. These reserves were relocated from time to time at ever greater distances from the principal towns not only because of soil exhaustion but also because of the desire of the missionaries to isolate the Aboriginal converts from the temptations of alcohol, prostitution and gambling.The Kahnawake reserve, with the connivance of certain Montreal merchants, became an important link in an outlawed trade with Albany and New York. The French designated those Aboriginal peoples who settled on these reserves under the supervision of Missionaries as Indiens domicilies (resident Indians). Those who came to live on reserves were motivate by religious ideals and the need to escape persecution or encroachment on their lands, but in time the economic advantages became quite substantial. It was often on the reserves that canoemen, scouts and warriors were recruited for trade and war.The products of the field and the hunt, as well as the manufacture of canoes, snowshoes and moccasins found a good outlet on the Quebec market. At the time of the British mastery of New France in 176 0, the resident Indians were united in a federation known as the SEVEN NATIONS of Canada. It is possible that this Aboriginal political organization, whose membership evolved over the years, dates back to the early days of the French regime at the time when the first Aboriginal reductions (reserves) were created in the St Lawrence valley.Official French objectives had been to christianize and francize the Aboriginal peoples in order to attain the utopian ideal of one people. The church tried to achieve this objective through itinerant missions, education of an Aboriginal elite in France, reserves and boarding schools, but in the end it was clear that the Aboriginal peoples would not abandon their culture, even when converted. It was the missionaries who, like the fur traders, learned the Aboriginal languages and adopted Aboriginal survival techniques.Racial intermarriage, or metissage, traced its origin to the casual encounters, almost exclusively between Aboriginal women and Frenc hmen deprived of European spouses, beginning with the fishermen and sailors along the Atlantic seaboard, and spreading into the hinterland as traders and interpreters, later unlicensed COUREURS DE BOIS, and finally garrison troops came into contact with the interior communities. VOYAGEURS and canoemen travelling to and from the upper country of Canada in the interests of the fur trade acquired the run of Aboriginal women to make and break camp, cook, carry baggage and serve as mistresses.Many of these unions became long-lasting and were recognized locally as legitimate a la facon du pays. rule law forbade the marriage of Catholics with pagans, so missionaries often had to instruct and baptize adults and children and then regularize such unions. In 1735 Louis XV forbade most mixed marriages nevertheless the upgrade of METIS communities in the Great Lakes basin, situationly along Lake Superior, indicated the prevalence of the practice. Warfare was an aspect of Aboriginal life in which the French soon became involved.Most of the Aboriginal people remained steadfastly attached and loyal to France through to PONTIACs rising in 1763, with the exception of the Iroquois, confuse and Sioux. Champlain, by supporting his Algonquian and Huron trading partners in 1609, earned the long-lasting animosity of the Iroquois. The French were unable to save the Huron from destruction at the hands of the Iroquois in 1648-49, nor were they able to stop Iroquois incursions into their own or their western allies territories until the peace of Montreal in 1701 (see IROQUOIS WARS).The Fox became hostile in 1712 and were the objects of several military expeditions before their dispersal in 1730. The Sioux also often attacked Frances trading partners and allies before agreeing to a general peace settlement in 1754. Canadian militiamen and Aboriginal auxiliaries distinguished themselves also in expeditions to aid Louisiana against the Chickasaws and the Natchez. The escalation of t ensions between the French and English over control of the fur trade in North America led to the signing of the TREATY OF UTRECHT in 1713. down the stairs the terms of the treaty, France retained access to Cape Breton Island, the St Lawrence Islands and fishing rights off Newfoundland but ceded Acadia (Nova Scotia) to the British and recognized British legal power over the northern territory of RUPERTS LAND and the island of Newfoundland. The Mikmaq, MALISEET and Passamaquoddy of the area, considered themselves to be friends and allies and not subjects of the French Crown, as well as the rightful owners of the territory ceded to the British Crown.The lack of consultation regarding the terms of the treaty, and the lack of compensation provided to the Mikmaq, Maliseet and Passamaquoddy upset them greatly, significantly shifting the balance of power and Aboriginal-French relations in the area. France spent large sums of money for the annual distribution of the Kings presents to the all ied nations. In addition, the Crown issued clothing, weapons and ammunition to Aboriginal auxiliaries, paid for their services, and maintained their families when the men were on mobile duty. These Aboriginal warriors were judged invaluable for guiding, scouting and surprise raiding parties.Their war aims and practices, including scalping and platform torture, were not interfered with as they generally fought alongside the French as independent auxiliaries. In defeat, the French remembered them, obtaining in the terms of capitulation (1760) that they be treated as soldiers under arms, that they be maintained in the Lands they inhabit, and that they enjoy freedom of religion and support their missionaries. These terms were further reiterated in the Treaty of Oswegatchie, negotiated by Sir William JOHNSON, at Fort Levis (near present-day Ogdensburg, New York), on 30 August 1760, and reaffirmed at Kahnawake on 15-16 family line 1760.These two treaties set out the terms for British pr otection of the interest of the Seven Nations and for the peaceful colonial occupation of their lands. As a result of this conquest, the French monarchy capitulated New France to Great Britain and on 10 February 1763, France and Great Britain signed the TREATY OF PARIS. The treaty outlined the conditions of the capitulation, which involved a series of land exchanges in which France give over their control of New France to the English.Article 4 of the treaty provided for the transfer of French control of lands in North America east of the Mississippi River to Great Britain. Under the terms of the treaty, Great Britain also gained control of Florida from the Spanish, who took control of New Orleans and the Louisiana territory west of the Mississippi River from the French. In order to establish jurisdiction in the newly conquered Canadian colonies, on 7 October 1763, King George III and the British Imperial Government issued a Royal Proclamation outlining the management of the colonie s.Of particular importance, the proclamation reserved a large tract of unceded territory, not including the lands reserved for the Hudsons Bay Company, east of the Mississippi River as hunting grounds for Aboriginal peoples. As well, the proclamation established the requirements for the transfer of Aboriginal title to the Crown, indicating that the Crown could only purchase Aboriginal lands and that such purchases had to be unanimously approved by a council of Aboriginal people.The proclamation also provided the terms for the establishment of colonial governments in Quebec, West Florida, East Florida and Grenada. The colonies were granted the ability to elect general assemblies under a royally appointed governor and high council, with the power to create laws and ordinances, as well as establish civil and criminal courts specific to the area and in agreement with British and colonial laws.References 1994 Aboriginal Cultural Identity. Report submitted to the Royal Commission on Abori ginal Peoples. Ottawa, Ontario Aboud, F. 1981 Ethnic Self-identity, in R. C. Gardner and R. Kalin (Editors) A Canadian brotherly Psychology of Ethnic Relations. Toronto Methuen. Keefe, S. E. 1992 Ethnic Identity The Domain of Perceptions of, and Attachment to Ethnic Groups and Cultures. Human Organization 51 35-43.

Chemistry 1 Lab Report

Experiment 12 Calorimetry and Hesss Law Purpose The purpose of this lab is to determine the enthalpy of reaction for the burning of one wall of magnesium in oxygen. Although the reaction is exothermic, the ? HRXN will be determined by using calorimetry and then using Hesss Law to manipulate the data hive away to yield the answer needed. Procedures Dillon, Stephanie. Calorimetry and Hesss Law. Laboratory Manual. Pearson Publishing, 2012, pp. 168-177. Data and Results Part A Volume of cold water 49. 9 mL Temperature of cold water (in cup) 23. 50 C Volume of hot water 49. 9 mL Temperature of hot water(in cup) 550 CPart A Calculations aggregative of cold water 49. 9 g Tf from graph by extrapolation 34. 90 C ?THW for hot water -20. 1 ?TCW for cold water 11. 4 qHW for hot water -4196. 5 J qcw for cold water 2380. 1 J qCal for the cup 1816. 4 J Ccup for the cup 159. 3 J Part B translation of sample Metal fizzed when fade away in HCl Volume of HCl 100 mL Initial Temperature 220 C Ma ss of Mg 0. 1485 g Part B Calculations Tf from graph 50 C Mass of HCl 100 g ?TCW for HCl -2092 J qHCl for solution -204. 4 J qCal for cup -2296. 4 J qRXN -47594 J ?HRXN for Mg NET REACTION 2HCl(aq) + Mg(s)MgCl2(aq) + H2(g)Part C Description of sample Volume of HCl 100 mL Temperature of HCl 220 C Mass of MgO 0. 5052 g Part C Calculations Tf from graph 240 C ?TCW for HCl 1. 50 C qHCl for HCl 627. 6 J qCal for cup 61. 32 J qRXN 608. 92 J ?HRXN for Mgo 55469 J/mol Net Equation 2HCl(aq) + MgO(s)MgCl2(aq) + H2O(l) Calculations Conclusion In this look into we had to go on the incite capacity of the calorimeter cup using two trials of hot and cold water. When we obtained the data after 10 minutes of recording 30 second intervals of the calorimeter cup temperature, we created a origin graph to show the trend line.Read this Practice Test Chem 105With the trend line, we could figure out the final temperature and delta H in the process. With the equation we could note the heat of reati on for hot water q HW = m c DTHW and using qCW = m c DTCW we could find the heat of reaction for cold water. By using qHW = qCW + qCal, we can find the heat of reaction of the cup and multiply that by the change in temperature to find the heat capacity. After placing Mg into HCl and then the same thing with MgO, we could find the heat of solution of HCl with q CW = m c DTHCl.When we found the values of DHRxn for B and C we can use Hesss Law, which is shown in the calculations section. All the data is in the data section of the report. The percent error of Mg was about 30%. The actual value of Mg was 601200 J/mol and the experiment we obtained was 420611 J/mol. There could make water been human error in order to obtain the results that could have accounted for the 30% error, although this is not so high. Also, the heat of formation we used was MgO(s) for the actual value, although in the experiment it was a gas. This could have also accounted for some error.

Evolutionism Essay

Essay Critically discuss the Nineteenth Century theory of Evolutionism in relation to the accessible growth of tillages. special development of cultures. Anthropology originated in the late 18th and 19th centuries. Missionaries, traders and travellers in Africa, North America, the pacific and elsewhere provided the first great anthropological works. Anthropology is the holistic study of the biological, social and cultural aspects of world, paying particular attention to the relationships between our physical and cultural natures and between culture and the nvironment.Anthropology is stapleally the study of the human species and its conterminous ancestors. Early thinkers such as Hume, Smith and Montesquieu wrote about primitive institutions which they argued about amongst themselves. Their conclusions were not based on any scientific that could be tested scarce from principles found in their own culture. They laid the foundations for modern social anthropology believing that uni versal laws found in nature could be applied to human connection. The thinkers were refer with social growth and progress.The term evolution was opularized during the 19th century by Herbert Spencer to mean cultural evolution. Evolutionists were those who believed that the cultures and life forms being studied are evolving toa particular form. Evolutionism is the creative thinker that this universe is the result of random cosmic accidents, life arose spontaneously through chemical processes and all life forms are related and share a greenness ancestor. Evolution is a process of formation, growth and development from generation to generation. Socio- cultural evolutionism describes how cultures and societies have changed over time.In the nineteenth century Edward B. Tylor maintained that culture evolved from round-eyed to complex and all societies passed through three basic stages of development which was originally suggested by Montesquieu. The three stages are called the lines of human progress which states that man evolved from savagery to diction and finally to civilization. Man became civilized after discovering pottery. To account for cultural variation different societies were at different stages of evolution. Simpler people of the day had not yet reached higher(prenominal) stages.Some ocieties were more evolve than otherwises. Evolutionists believed Western Europe had evolved from a backward society to a more advanced society. Simpler contemporary societies were thought to resemble past societies. More advanced societies exhibited traces of earlier customs that survived in present day cultures, this was known as survival. Pottery is an example of survival, earlier people do their formulation pots out of clay, today pots are most often made with metal because they are most durable but dishes are preferred to be made out of clay.Tylor correlates the hree levels of social evolution to types of religion savages practicing animatism, barbarians pr acticing polytheism, and civilized man practicing monotheism. Tylor includes knowledge, belief, art, morals, law, custom and any other capabilities and habits acquired by man as a member of society, Tylor believed that because of the basic similarities common to all peoples, different societies often find the same solutions to the same problems independently.Tylor also noted that different cultural traits may spread from one society to some other by a simple sum of diffusion hich means the borrowing by one culture of a trait belonging to another as the result of contact between the two societies. Lewis H. Morgan was one of the most influential evolutionary theorists of the nineteenth century. In his book Ancient Society, he shared out the lines of human progress into the three stages and further divided savagery and barbarism into upper, middle and lower segments.Each stage was distinguished by technological development and connected in patterns of subsistence, marriage, family, and political organization. Middle savagery was arked by the acquisition of a fish diet and the discovery of fire, upper savagery by the buckle under and arrow, lower barbarism by pottery, middle barbarism by animal domestication and irrigated agriculture, upper barbarism by the manufacture of iron, and civilization by the alphabet. Morgan believed family units became smaller and self contained as society became more developed. Johann J. Bachofen developed a theory of evolution of kinship systems which was agreed upon by Morgan.Morgan believed in the theory of primitive promiscuity, which means that human society had o sexual prohibitions and no real family structure. Primitive promiscuity can be divided into matriliny where derivation was traced through the female only, patrilinV where descent was traces through the male only and polyandry were several husbands shred one wife. Morgan believed that family units became progressively smaller and more self-contained as human society developed. However, his postulated sequence for the evolution of the family is not supported by the enormous amount of ethnographic data that has been collected since his time.For xample, no recent society that Morgan would call savage indulges in concourse marriage or allows brother-sister mating. Modern social anthropologists regard these reconstructions as over amplifications of events that can never be known in detail. The efforts of early writers were only diachronic enquiries. At this stage it became clear that there was no evidence which could detail the earliest stages of society and few societies developed in total isolation of other human cultures or outside influence. The evolutionists became unpopular by the nd of the nineteenth century.The school of Diffusionists became popular, they brelieved tahat cultural change and progress were mainly due to borrowing because items of culture were mainly transmitted from one society to another. Despite the errors of the nineteen th century scholars, modern social anthropology owes much to their efforts because of their interest in the social institutions of different societies and the methods use to draw conclusions. The current anthropological view concentrates mainly on the institutionalized aspects (kinship, marriage and religion) of culture taking into ccount systems of belief, values and ideas.Modern anthropology relys mainly on fieldwork which is the accumulation of data which organizes, describes, analyzea and interprets to build and present that account which may be in the form of a book, article or film. The latest investigations regarding early humans is that mankind civilization through the slow gain of knowledge. Reference * Introduction to anthropology 101 (course book 2010) * Culture vs civilization http//www. edwardayne. com/culture/fallacy. html http//www. as. ua. edu/ant/Faculty/ tater/436/evol. htm * Wikipedia

Cynthia Morris Essay

There is a quote that says Mothers are angels who teach their children how to fly. Indeed my cause was an angel who in my younger years I thought was sent here to torture me especi wholey when I wanted to hang out with my friends sort of of doing chores or homework. My obtain was the pillar of strength, love, and compassion. Mothers may be misunderstood but that doesnt mean they dont care or know better.My earlier memories of my mother, was her pretty face, beautiful smile, and small frame. To me she was the most beautiful woman on earth and nothing compared to her. Even though she was un analogous the celebrity moms who wore designer habilitate and ate in fancy restaurants, my mother was very real. My mother was a very small, petite woman who you did not want to cross. I loved the trend she combed her hair. I loved the way she would play with my hair or rub my legs after a track meet even when I smelled like sweat. On the incidents that my siblings and I crossed my mother her b ig br feature eyes would squint-eyed with disapproval. But I came to love that intimately her. When those brown eyes started to squint it meant you had done something wrong.Even though there were seven children my mother never played favorites. But rather, make appoint to be fair and equal with all of her children. Whenever I admitted to making a mistake, Mom would not hesitate to point it out to me, and punish me if needed. At times I detested it but bothwhere time I came to realize that Mom did that because she had my best interests at heart. She was never one to hold grudges for long.Like most mothers, my mother was very protective of me that ofttimes times I resented her for being so. I did not understand why she had to constantly ask about my whereabouts Who I was with and where I was going. It never occurred to me that this was an essential subdivision of being a mother. A mother cares and worries for her children. My mother taught me that getting reprimanded did not mean she loved me less. On the contrary, she showed me that when she scolded me, it meant she cared and worried about me.Mother certainly had her own flaws but I came to accept, in fact love every bit of them. When she called me non-stop, it was because she missed me or needed something or I had made her angry about something. Some may experience called it nagging, I call it loving. For a person to wear her heart on her sleeves is a vulnerable thing, my mother was never vulnerable. In fact she was very strong. She never backed off in a fight especially if she knew she was right but she to a fault knew how to compromise too. But elastic for her did not mean that you were wrong. Compromising was just another way of getting things done later.When I started school, mom was my ally. To me, school was a world were ghosts and bad guys lurked. instead of laughing at my fears, my mother showed me instead how great school was. My first day of school, she prepared my favorite snacks and walked me to school. Instead of leaving me at the gate, she walked me to the door, knelt down and told me weart worry, everything will be ok. Although these words are pretty nave, to a child on her first day of school, these words were much than enough for me. I went to school that day knowing that Mom was there for me and I learned to enjoy school. I made a few friends and introduced them to my mother who was more than happy to give us cookies and milk for snacks. Although my mother was a stay at home mom, she taught us how important an education was.Mother also taught us the value of relationships. This was evident in her relationship with my Dad. She was married to him for over 40 years before she passed and that for me was not just a manifestation of an support love for a person but of trust and fidelity as well. I am hoping that I can do the same in my relationship. existence married to the same person for over 40 years is not a mean feat. It takes a lot of patience and understan ding to do this every day. Our generation today does not seem to realize the importance of maintaining a relationship. I, on the other hand, would want to be like my mother. I want to have a long lasting relationship with my partner just like my mother did with my father.I know my mother is not perfect. She had flaws too. But for me, those flaws were tiny imperfections that made her all the more lovable and perfect. Those flaws just made her humanity more evident. My mother was and now is an angel who taught me to fly and dream.

Amish Culture

This means that the husband has control over his wife and the decisions and orders he makes are the ones that she moldiness stick by. Amiss women also are the primary caretakers of the home and also school the children. While this Is non the case In Australian goal In just about cases two men and women are seen as equals In Australian ending even though men (In certain cases) are paid more(prenominal) than women. Marriage Isnt required Its something two people In the Australian culture choose to do. When a play off chooses arraign they still have equal rights In the relationship and both evict make decisions together.Females in the Australian culture are responsible for more decisions and men are now taking on more chores and other chores that were traditionally viewed as female roles. The Amiss culture is based on simmpleness and religion, their lives are made to be as simple and natural as possible whilst obeying the bible at all times. In the Amiss culture women are to accept solid colored dresses that cover most of their kin, an apron and bonnet with their hair tied back and no Jewelry is to be worn.Women are non to tempt men as their natural beauty and simplicity is what attracts an Amiss man, Amiss men wear long pants and shirts, hats and grow beards. In the Amiss culture they do not allow photographs to be taken of them because they believe that drawing attention to them is a sin. The Amiss aim to importanttain farms and earn their funds through their farms as a lifestyle and an occupation. Whereas, Australian culture is largely made up of individualisation and hazard.Being different to one another and standing out is encouraged, dress code in the Australian culture is entirely made up on what one feels like wearing. Hair color, the way one dresses and the jewellery worn is up to a person to express themselves. Every day in the Australian culture there are new opportunities and different paths that lead to deferent ways of life, every day can be completely different to the one before. Amiss are ultra conservative Christians who try to take later the Bible instead of worldly society around them.The bible is the Mammas major source of power and strength and Amiss communities are influenced by their church with minimal Influence from the English World (outside world) with other religions being unaccepted. At the age of 14-16, a child gets to decide whether they would Like to be baptized back Into the Amiss residential district or Instead leaves the community to Join the English World at the opportunity of a Reemergence. intimately decide to enter the Amiss community with a baptism but If they do not they are shunned from their preceding(prenominal) community.If baptismal vows are broken then that leads to a subdivision of the community to being shunned. When a member of the community Is shunned It means that they have been excommunicated with the church so that means that they cannot eat or ride with shun is a w ay of punishment to the Amiss for breaking rules because the Amiss community is all that one has after being baptized and being shut out from everything and everyone you love makes them learn their lesson. Males in the family are the main sources of power, as fathers are the primary authoritative figure.Decisions are made solely by the father with place rarely changing. Australians are worldly, all religions are accepted and in most cases in a family both parents have power, authority and decision making over the family. Not all Australians are Christians or are religious at all in that case, meaning that not everyone is baptized. Even if someone in the Australian culture is baptized does not mean that they have to live by the bible. Each Australian has the opportunity to live whichever way they would like to including their religion, occupation and status.