women on television essays

women on television essays The quality of American television has become a national disgrace. Young women in America who are displeased with their appearance more likely then not can trace those feelings directly back to images from the media on television. The unrealistic representations of women that the media bombards young women with indicates that the television has become a source for a distorted understanding of gender roles among adolescent women. These images warp young women's views of their own gender identity. The media on television should in an attempt to provide more positive gender identities for adolescent women depict women on television in more realistic ways, should stop reinforcing negative stereotypes of women, and stop portraying women as sex objects in advertising. Television is unrepresentative of the real world. Since most major directors on television are males, they depict a world, which agrees with their concepts of society on television. Young women see women in roles on television as being submissive to men or as not as intelligent as men are. For example, the case of the female mayor on the comedy shows South Park. She went to Princeton, yet she makes moronic decisions for the town and flagrantly poses for photos. The media should show positive roles that young women could identify with and imitate positive behavior from strong female role models. Television besieges women with portrayals of old women fearing the youth of young women. The result of these images is that these ideas create competition among women and divides women. The media should also be aware of the images of women depicted since young women in other countries also see the American television. In developing countries television ownership is rising and as much as sev enty one percent of television programming is from more affluent countries . Equally important would be to stop reinforcing negative stereotypes of women on tele ...

The Only Good Indian

The Only Good Indian In the years from 1887, the United States Federal government began a process of assimilating the native Indians in the land to the American culture. This paper aims to describe the assimilation policy and the interrelation s between the slogan â€Å"Kill the Indian and Save the Man†, the film, â€Å"The Only Good Indian†, and the assimilation policy advocated by Captain Pratt.Advertising We will write a custom essay sample on The Only Good Indian specifically for you for only $16.05 $11/page Learn More The aspects of the assimilation policy can be approached from three perspectives, the film perspective, Captain Pratt’s perspective, and the slogan, â€Å"Kill the Indian, Save the Man†. The assimilation policy was a policy that aimed to completely kill the Indian culture and replace it with the American culture by taking the young children to American-style schools. In the movie, â€Å"The Only Good Indian†, the main charact er is a young boy, Charlie; who is kidnapped from his family and taken to the Haskell Indian Industrial (Trade) School to be trained in the American culture. The school is depicted as a hell hole where the children are treated with disrespect and forced to abandon their culture, by being beaten, raped, and tortured. Therefore, the assimilation policy depicted in the school is one of torture and forced culture change. The use of Bram Stoker’s Dracula in the film is also used to depict the assimilation policy in a different way. Though the Americans argued that they were enlightening the children, the main character likens school administrators to the blood sucking vampire in the book by Bram Stoker. Therefore, the book is used to show the White people as a soul sucking people instead of the saviors of the Indian people. However, the children who were forced to assimilate the American culture were not fully accepted into the culture. This is depicted by the other main character in the movie, Sam, who is a self made private investigator who brings Charlie  back when he escapes from the school. Sam is treated as a fugitive by the Americans and ends up being pursued together with Charlie. The assimilation policy described by Captain Pratt is one where the Native American culture is killed and replaced by the American culture. This relates to both the film theme and the slogan because they all described a situation where the Indian spirit is killed, and replaced by the American culture. This means that Captain Pratt’s assimilation policy encourages the forceful replacement of the Indian culture with the American culture by taking the Native American young to school and forcing them to learn the American culture.

Annotated Bibliography Essay Example | Topics and Well Written Essays - 1500 words - 4

Annotated Bibliography - Essay Example The interests of the developed countries have not only remained protected, but have further explored. The level of competition has never distracted the economic and trade activities of the developed countries, much because the level of competition among the developed countries is diluted. Dell (2001) has concluded that the globalization has however resulted in the era of greater interdependence of the economies due to the provisions of the free trade and relaxed taxation policy, therefore the pace of political and economic convergence increased dramatically over the past few decades as states appear increasingly similar in terms of their political structures and economic functions. In the view of the above listed facts, the US Presidential candidates Republican John McCain and Democrat Obama have emerged in the field in quest for the presidential throne. Roger (2008) has supported Obama’s stand, the presidential nominee has adopted liberal economic policies with non-specific mentioned of taxation policies. Roger (2008) reported that the Democrat candidate, globalization of economy has weakened the states, control over their societies; thus, globalization promotes civil liberties and, eventually, democracy, through socioeconomic development, and this caused has resulted in the independence of the United states, therefore the globalization commenced soon after the independence of the United states, the integration of national economies into the global market place has served as a catalyst to the states political liberalization Republican Senator McCain has warned that the globalization has certain limitations; however the extent of those has diminished with the passage of time. Tom (2008) reported that the convergence on the economic and trade agenda has motivated the United States to develop mutual and cordial understanding with the developing countries, and such collaboration has

Writing for Criminal Justice Administrators Essay - 1

Writing for Criminal Justice Administrators - Essay Example It generally extends the normal working days to beyond eight hours. However, it minimizes the number of consecutive days a person works to less than five, for instance, in a schedule of around three days of 12 hours or four days of ten hours. In this instance, it will be a schedule of three days of 12 hours. Compressed workweek is advantageous, for the employers it is for their advantage because it permits the extension of working hours and; thus, it also results in the reduction of expenses linked with start-up costs (starting operations). For the employees, it gives them fewer working days. These are among the many advantages that compressed workweeks offer both to the employer and to employee. It will be imperative if the 12-hour day work shift is adopted. This is concerning the meeting held on Thursday 14 February 2013 about the adoption of a 12-hour day work shift. Enough research has been done on the viability of the changes, and it is in our view that the changes be adopted. After consultation with various stakeholders in the company, we have found that the 12-hour work shift will work for the benefit of all of us. Therefore, it is our expectation that the management team will give us the necessary support and attention. We have gathered all the resources needed for the realization of the changes. Compressed workweek has become popular in most organizations because of its flexibility and other benefits. The 12-hour work shift schedule is the preferred choice by most employees. The schedule offers extraordinary coverage during the peak times. The popularity of the 12-hour work shift is attributed to the fact that it tends to provide more off-days and compress the workweek. The schedule also stimulates greater effort and increases the motivation of the workers. It is essential that the population characteristics of the worker be considered during the selection of the work schedules. The way

Week 4 DB Alex Essay Example | Topics and Well Written Essays - 250 words

Week 4 DB Alex - Essay Example Reasons for considering the firefighters conduct as within the course of employment, is because of the city’s top official was aware of the presence of its employees at the event. As already mentioned, it implies that a significant difference exist between the firefighters that caused the sexual assault and the firefighters, who cause harm when working on a job, which is distinct to their employment. However, there are terms that distinguish between the two kinds of employee that carry out such harmful conduct. The term detour relates to deviance from clear instructions; however, such instructions have relations to the original directives given (Miller et al. 422). For this reason, the original directive given by the captain, instructed the firefighters to take the trucks to the event, but they deviated and assaulted the woman. Therefore, the city is liable for their harmful act. The city is also liable for carelessly hiring employees with criminal

“Syriana” and Successive Marxist Theory Essay Example for Free

â€Å"Syriana† and Successive Marxist Theory Essay Stanley Aronowitz and William Difazio’s work on contemporary Marxist theory following and analyzing Fordism views of labor as a means to exploit and control workers is very interesting when applied to the film, â€Å"Syriana†.   Their ideas illuminate the problems with Fordism (referring to Henry Ford’s method of car production) and its technological effects on control of both workers and their time. Creating â€Å"endless† work through technology and its reach beyond the workplace (cell phones, internet, etc) and, also, alienation from the social processes outside of work, such as in the family and community are part of this Marxist theory. Their idea, also, points to Capitalism used to exploit people, through a dogma or ideology of the need to perform this meaningless and endless work.   Aronowitz and DiFazio believe that when people are free from a menial, controlled, and exploitative environment, then only then can they be free to become part of the social processes outside of work and in the rest of the world around them. The exploitation of all the main characters in â€Å"Syrianaâ€Å", through their various jobs and the contrasting roles of other members of their family, who had more time to â€Å"play† is central to this thesis.   There were four dyads that should be highlighted throughout the film to make this point.   When freed from meaningless work, many different roles can be seen, when exploited by it we can see opposite roles.   George Clooney’s character â€Å"Bobby† is an example of a worker, who was exploited by his employer (the United States CIA). His job life consisted of constantly working for this organization with a mention from one of his former co-workers that he has been â€Å"used† and he probably never even knew why. He states that he never did need to know.   He is used as a â€Å"fall guy† for this organization when an operation goes awry.   This exploitation is an example of what can happen when a worker is constantly alienated from all other processes going on around him.   His son, in contrast, shows interest in â€Å"playing†, in going to college, rowing, and in girls.   He claims to want a normal life, the opposite of what his father has.   But, in the end, when â€Å"Bobby† is under investigation and free to make his own choices, he chooses to do what he believes is right in saving a prince that is to be assassinated.   Only when he is free from his exploiters, can he be free to make his own choices. Another dyad is that of â€Å"Bryan† (Matt Damon’s character) and his son â€Å"Maxâ€Å".   Bryan is an energy analyst and, through Aronowitz and DiFazio’s idea of endless work, Bryan is asked to and agrees to working on his son’s birthday.   While Bryan is working, the family is playing, and this in a very strong point to this thesis, proves fatal.   His son is killed in an accident, caused by technology and its imperfection. If it were not for both technology and endless work, the son, â€Å"Max† would still be alive.   In an interesting twist to this, â€Å"Bryan† goes on to work as an advisor for the same visionary prince that â€Å"Bobby† tries to save.   When â€Å"Bryan† is freed from his analyst job, he goes on to work for this visionary in an attempt to help change the world for the better. â€Å"Bryan† mentions the slow pace of the Persian people and how their work ethic seems different and slower.   He sees this as a sharp contrast to his position that led him to endless work and his son’s death. Two other dyads should be examined and that is of   â€Å"Bennett† the attorney for a powerful oil company and his father and that of a Pakistani, who calls himself â€Å"Johnny† and his father.   Both of these fathers are out of work and have more time to think and play.   â€Å"Bennett† spends so much time working that he cannot see the harm he is doing, though his father has time to think and drink (excessively) and he disagrees with his son’s work.   This shows the negative side of unemployment and disengagement with civil life, which can occur if one does not apply themselves to using their capabilities. â€Å"Bennett’s† father does show his son negative attention, which is all he can do.   Similarly, â€Å"Johnny† desires money to bring his mother to be with his father and he.   The father is shown playing and enjoying the freedom from meaningless work, while â€Å"Johnny† searches for something meaningful.   In a negative twist to this â€Å"Johnny† is recruited and exploited to be a suicide bomber and then his life does have meaning, but it is in his death.   Without this dogma of the meaning of work and the need for commodities, these dyads would not be so complicated.   Work and the idea of â€Å"meaningful† work puts a rift in these families and causes social disease (alcoholism and religious extremism).

Managing And Leading Change

Managing And Leading Change Ashland Case Study Assignment Company background Ashland Inc is a Fortune 500 and Standard and Poors (SP) Midcap 400 company, providing specialised chemical, technologies and insights through Ashland Aqualon Functional Ingredients, Ashland Hercules Waters Technologies, Ashland Performance Materials, Ashland Consumer Markets (Valvoline) and Ashland Distribution. The firm has operations in more than 100 countries worldwide. In 2010 the companys revenue equated to $9bn, but its beginnings in 1924 were far more humble and it has   been though many changes since it was founded in 1924 as part of the refining arm of the Swiss Oil company, and it was then known as the Ashland Refining Company. The company takes its name after the town of its inception, namely Ashland, Kentucky in the United States. In 1936 both companies merged and Ashland General Manager, Paul G. Blazer, became the newly merged companys president and the company achieved $4.8m in sales, and by the entry of the United States into the Second World War they had grown to $12m. During the period a new refinery is built at Catlettsburg to produce aviation fuel. After the war the Ashland brand is developed, and products are sold under the companys name. This enables sales to further rise to $20.4m, and the company makes further strides in 1950 by acquiring the Freedom-Valvoline Oil Company and the contributed to a further boost to sales by 900 per cent. By 1959 the Valvoline brand had begun to reach the top of the lubricants world, thanks to an increase in the firms growing workforce, advertising campaigns, investments in infrastructure and it is highly featured in motorsport to this day. The growth in its petro-chemicals business led to further growth, leading to the acquisition of R.J Brown of St. Louis, Montana and sales grew to $280m. However, in 1966 the company diversified and it purchased Warren Brothers and Ashland Paving And Construction Inc. was born. The firms sales reached $699 million as a result of this acquisition. Furthermore the company continued to evolve during the 1960s with the acquisition of ADM Chemical Group and the formation of Ashland Chemical, making Ashland a leading chemical supplier. In 1969 Ashland Petroleum was formed, a year after the company had reached the milestone of having achieved an annual revenue of $1bn. However, the company further diversified and it enters into the coal-extraction market with the launch of the Arch-Mineral joint venture.   The following year the companys name is changed further to gaining shareholders support, and it became Ashland Oil. It also purchases a refinery, adding the SuperAmerica petrol station and convenience store chain to its holdings. The next milestone appears in 1986 with the establishment of Valvoline Instant Oil Change, which provided a service for lubricating vehicles across 70 units. Since then it has become the second-largest franchised quick lubrication business in the US, and it can be found at 870 locations. The table below, according to the company, shows its other important milestones: Year Event 1992 Ashland acquires most of Unocals chemical distribution business, becoming North Americas leading distributor of chemicals and solvents 1994 Zerex vehicle antifreeze and coolant, the No. 2 brand in the U.S., is added to the Valvoline product line-up. Sales reach $10.3 billion. 1995 Shareholders approve changing the companys name to Ashland Inc. to better reflect our diverse operations. This same year, more than $368 million is invested in 14 acquisitions to strengthen related energy and chemical businesses. 1998 Ashland and Marathon Oil merge their petroleum refining and marketing assets into a joint venture. Eagle One auto appearance products join the Valvoline brand line-up. 1999 Ashland celebrates its 75th anniversary. The company relocates its headquarters from Ashland, Ky., USA, to Covington, Ky., USA, adjacent to Cincinnati, Ohio, USA. 2002 Ashland introduces Envirez resin, the first commercially available unsaturated polyester resin containing a significant quantity of renewable materials. 2004 Ashland reorganizes into two sectors, Chemical and Transportation Construction. This lays the foundation for the companys transformation into a global specialty chemical company. 2005 Ashland divests its joint-venture oil and refining business to partner Marathon Oil, and also acquires Car Brite, a leading marketer of professional auto reconditioning products. Sales are $9.3 billion. 2006 The transformation into a specialty chemical company continues. Northwest Coatings, a technical leader in the development of innovative Waters-based and energy-curable adhesives and coatings, is acquired and Ashland Paving And Construction, Inc. is sold. 2008 Ashland acquires Hercules Incorporated in a $3.3-billion transaction. The deal moves us into the top tier of global specialty chemical companies. 2009 The Nanjing Technical Center opens in China. The applications lab supports customers in the coatings, construction, energy, food, personal care and industrial specialties markets. Sales reach $8.1 billion. 2010 Natrosol hydroxyethylcellulose rolls off the line at a new plant in Nanjing, China. Ashland launches a global joint venture in foundry chemicals with Sà ¼d-Chemie AG and announces plans to sell Ashland Distribution in 2011. 2011 Ashland and our people continue to set the standard for good chemistry and all of the great things it creates around the world. Table data source: Ashland Inc. Ashland vision, mission, values and operating principles The firm aims to be a leading global specialised chemical company by inspiring and engaging with its employees and adding value to everything it does. The company describes its mission as follows: â€Å"We satisfy our customers by delivering results through quality chemical products and services. Our desire to grow drives our passion to win in the marketplace. With a unified, low-cost operating structure, well remain competitive across every business and in every geographic region.† The following are its values and operating principles: Our Values: Who we are We act with integrity and honesty. We focus on customer and shareholder success and compete to win. We recognize each person for the difference he or she makes. We drive innovation and results by understanding the market and its opportunities. We are committed to the values of responsibility, sustainability and transparency. We create safe and health-conscious work environments, require compliance and embrace environmental stewardship. Our Operating Principles: How it happens We operate in compliance with the law and adhere to high ethical standards. We assess the impact on customers and society when making decisions. We are externally focused. Our businesses are defined by markets. We are process-centred. Our processes are designed to optimize global performance. Ashland leaders are first responsible to Ashland and second to a business, resource group or process. We are led by an Executive Committee that enforces our principles, sets our strategy and manages our capital. We are united by our common vision, mission, values and operating principles. Case Study Background Ashland Incs earnings were off track in 2002. The company was also troubled by high levels of redundancy and operating costs throughout its business groups. The annual net results were also lower than the companys share value. Even though the company has evidently gone through a number of transformations and evolutions since 1924, the vice-president of HR at the time felt that the firms troubles because it had turned it into a change-averse organisation. There was apparently no desire for change, and this person felt that as a company they didnt do it well. Doing something different was thought of as change. Between 1998 and 2003 Ashland had gone through a resource group restructuring exercise, relocated its head office, sold its oil exploration business, and it engaged in marketing and refining joint ventures. Dwight King, Ashland Chemicals President for HR, said that there was a lot of rubble left behind, which led to unwanted turnover and reductions in performance. â€Å"As our previous VP of HR would say, a lot of wreckage results from somehow not executing our plans correctly†, he said before explaining that the elements of a previous failure were impacting severely on the business. There was also a new and critical project on the table, and the leadership team recognised that they were not being very efficient due to a lacking of understanding of what it means to be change leaders.   Dwight therefore felt that he was about to watch another car accident occur. What was missing was not the what and why, but the how to change the organisation for the better. So in 2003 the firms senior executives recognised that they hadnt changed direction as well as they could have done. So the organisation was nearly broken when the company tried to implement its first Enterprise Resource Planning system in its distribution unit, and this led to a shut down of west coast operations. The implementation hadnt gone as well as everyone had expected. Change was therefore vital, and so Dwight initiated a change management programme. The company needed to build change into the organisation as a competency. The objectives were to ‘retro-fit several of its major initiatives to a change management methodology, integrate project and change management, to create a training curriculum and to build competencies within the following groups: managers, supervisors, practitioners, intact project teams and employees. He recognised that this had to start from the top of the organisation, and so he arranged an executive briefing with all of the firms business unit presidents. He succeeded in gaining sponsorship for his initiative at the meeting. The programmes focused on HR, project managers and the distribution leadership team. By 2005 this had created tremendous momentum, including the adoption of change management terminologies and a new change management approach. However, the first investments in change occurred in 2004 when Dwight facilitated a conversation with the chemical sector leadership team. He asked them a number of questions to find out where the company should be in five years time, and what it should look like. The discussion also analysed, from that particular hypothetical perspective, how the company got there, and what they would have to do to arrive at their perceived ‘destination. There was also some in-depth discussion about the obstacles theyd face and how they would overcome them. The SAP implementation moved forward too. It was now fully implemented, and Ashland formed its GlobalOne project team for SAP to begin a worldwide roll-out. Dwight convinced the SAP project manager that he needed to include a change management element in its deployment. In fact he said that ‘change needed to go well beyond that which was defined by the SAP consultants. â€Å"There were plenty of people who gave lip-service to the word ‘change, including the consultants, two of the largest consulting firms in the world†, said Dwight. He added that their idea of change involved â€Å"documenting the new physical competencies of change around what new buttons you had to push, what new levers you had to pull, what new screens you were seeing in order to enter or bill an order, or service an account.† There was no understanding about the resistance that would be created by any change programme implementation; their views didnt even consider the creation of a body of knowledge about expectations and then reinforcing them through training. This meant that there would need to be some systems training in place, and so a change management consultant was hired for the GlobalOne team. Previously they had implemented SAP Global One in Canada, and even though there was a good change management plan in place, some issues arose. The trouble was that the assets were only there for just two weeks, and then the team left to implement it in the US. Out of this situation came the realisation that you need a dedicated change management structure within the project to make sure that it succeeds. It was also recognised that certain people were needed in order to be responsible for the change effort. Around the same period the company implemented an organisation-wide rewards scheme, called Total Rewards, which redesigned the firms salary and incentive schemes. This migrated the company to a single incentive scheme. Previously each group had had their own. Ashlands CEO and Board Chairman, Jim OBrien, was introduced to the change leadership tools, and he used them to identify the champions within the company. Working collaboratively with HR and Communications he developed a strategy to target the change sponsors. â€Å"It went incredibly well†, said Dwight before adding that it was â€Å"fraught with potential landmines and we missed most of them, so Jim, our CEO, became an advocate for change competency.† They also adopted a change management methodology and 150 people attended a workshop. The companys distribution managers and projects leaders, upon participating in the workshops, thought that they had at last struck on what change was all about. Subsequently this marked a change in Ashlands deployment strategy. There was no longer a requirement to apply change management to one project at a time. An enterprise-wide approach was sanctioned by OBrien instead, and he selected Hank Waters to be the Ashland Enterprise Change Management Executive sponsor. Dwight King and Hank Waters then set about creating an organisational structure and identified key players within the ECM Deployment Team. The ECM Deployment Team was created in May 2006, and it began to implement the change management programme across the company from this point. While Hank Waters was at its leader, the team also included Pam Yost, Carol Chistobek, Jerry Prochko, Lisa Ireland, Mark Lambeth, Stacy Dunbar and Vondar Melton. An ECM Steering Committee was also formed to provide oversight for the ECM Deployment team, and it became an important catalyst for driving change further into the organisation. Two members of the team also undertook a course to become change management trainers in a change management methodology. The Steering Committee included heads of HR, Corporate Communications, IT, EHS and two business unit leaders. Its purpose was to provide direction to the change management programme. Together they achieved substantial change between 2003 and 2008, and the company made significantly more inroads than it had done previously to achieve their vision to construct a platform for growth. This exercise was repeated across the globe, and it was helped when a former business unit head and a member of the ECM steering committee, Peter Rijneveldshoek, became president of Ashland Europe. He requested that all members of the 200 plus European management team attend change management training in preparation for the SAP implementation. Dwight says that the company lost momentum at one point due to moving a key executive from change management deployment over to Ashlands Waters division, but the aim was to make change part of the organisations DNA. Therefore European project leaders were also required to undergo change management training. However, this was more embedded in the US more than in Europe. The training also occurred with project managers in China. In April 2007 a series of assessments were conducted, and there were also a number of professional development sessions held with the 12 members of the Operating Committee and the CEO. The aim of the assessments was to help the senior executives to understand the true meaning behind sponsorship of change, and it gave them an insight into how they were fulfilling their roles. Coaching sessions followed these ones, and sponsorship development roadmaps were created to enable the leadership team to develop their skills as sponsors of the change management programme. The project was deemed to be successful with 95% of the participants in a survey about the change management programme reporting that the training and tools helped them to provide support for their employees during the SAP EMEA implementation. An online training course was also provided, and 331 employees took part in it. Again 96% agreed strongly or just agreed that the course had been worth the time it took to take it. However, at one point it was felt that the ECM team required another 6-12 months to ensure that 90% of the organisation would be more change-ready. Problems arose due to members of the team being moved to more permanent roles within other parts of the organisation. Nevertheless, change became more part of Ashlands dictionary than it was previously, and more awareness of what change means was created. TASK: You are a change management consultant whose been asked to come into Ashland to assess the companys change programmes. Critically analyse and evaluate the success of the programme mentioned in the case study, consider other approaches that the firm could have taken, and think about what recommendations for change youd make for 2011 onwards based on the your knowledge of the companys history and previous change management efforts. Use the information contained in the case study, plus further primary and secondary research to form your assessment of Ashlands future strategic direction and explain how it will need to adopt new change management programmes. Consider all of the aspects of Managing and Leading Change that were discussed in your lectures, including the theoretical models and approaches to managing, leading and implementing change within an organisation. Compare your approach to the one taken by Ashland between 2003 and 2008, and explain how you would measure the success of your change management programme. For example, which metrics should Ashland be using to assess the success of its change programmes?