The Thacker Myne Owne Ground Book Report Essay - 1098 Words

Cheyenne Thacker Myne Owne Ground Book Report 9-13-16 Myne Owne Ground by T.H Breen and Stephen Innes was wrote to show people that race and ethnic background was not always a discrepancy in the New world. During the mid-1600s it did not matter what race one was to be a servant, it was based on class and how much money one had. Often merchants would make deals with white or black Englishmen that they would pay for their trip to the New World if the Englishmen would work for them for a servant amount of years in place of their payment. Now it was not always this way, in some cases servants did not get this option of freedom very easily. This book goes on to tell about the challenges of the Free Blacks, white and black Servants, Slaves, and how hard it was to obtain freedom. This book also teaches how much easier it was for a black man to obtain property, freedom, and a family that it would have been after the early 1700s when the slave trade began to really take effect. In chapter one â€Å"Patriarch on Pungoteage Creek† it starts to tell the place that slavery had held in the New world. Slavery was in every county in the New colonies. North American Slavery helped develop the South Atlantic Trading System. In Chapter two â€Å"Race Relations as Status and Process† is when the book starts to get a little more interesting. The only way that we know that Anthony Johnson or any of the other names mentioned in the book were black is because the county clerk put beside their name

The Attacment Theory and My Friends Parents Divorce

The life someone lives is not always their choice. Sometimes the events that occur in our lives could be because of our parents. Divorce is becoming more common especially among African Americans. The significant event that I have chosen to reflect on is the divorce of one of my friend parents at the age of sixteen. The theory that I decided to use that would demonstrate this event is the attachment theory. I chose this theory to illustrate the significance of the event by describing her decision on what parent to live with and how she became more resistant of family and others. Growing up as a child life became rough for poor Natalie as she was born a premature baby. That alone had already caused issues between her parents who were emotionally unavailable because of depression going through the divorce, and dealing with a father who raped his other child. Growing up she was insecurely attached more than ever being hospitalized and separated from her parents because of her illness. She experienced insecure attachment mostly as baby while crying and no one responded or offered to comfort her while her parents were gone making her begin to feel like she was mistreated. When nurses would rotate throughout the night at the hospital not every person knew what her needs were for her specific cry. As a baby until this day she still reminisces on the times when she was hungry or wet, and experienced never being attended to for hours. Natalie always felt anxious because the

A Comparison between the Poetry of Homer and Ovid Essay Example For Students

A Comparison between the Poetry of Homer and Ovid Essay The comparison of these battles will give s a better understanding of these poets different views on the Trojan War. This battle also takes place outside the city of Troy, at the beginning of the Trojan War, nine years previous to Achilles battle with Hector. Rumor, the god rumor, told the Trojan that a fleet with a Greek army on board was approaching. The Greek fleet was approaching because Paris, son of King Prima of Troy, had gone to bring back Helen, the wife of King Menelaus of Sparta. After the fight began and blood had been shed everywhere, Cygnus and Achilles had gone on killing massive amounts of enemy soldiers. As best warriors of each respective army, they went to battle themselves. After Achilles hits him with a spear that merely bounces off of his chest, Cygnus tells Achilles that he is the son of Neptune and that he therefore has impenetrable skin. They each continued to throw spears with Cygnus continuing to deflect throws off of his body while all he could do is hit Achilles shield. Achilles temporarily gives up, and questions whether it may be an issue with his weapon or throwing arm. He soon discovers it is neither after impaling Mentees with his spear. Achilles aims once more at Cygnus, again hitting him without leaving as little s a scratch. At this point Achilles comes to an understanding that he will not be able to pierce his skin to kill him, and therefore must chase him down, bludgeon and strangle him. Then, Achilles makes a move at him hitting him the blunt of his sword, pushes him to the ground with his shield and proceeds to strangle him. Upon checking the body after the choking, Achilles sees that the armor was empty. This was due to the fact that Neptune had changed his sons body to that of a swan. Now that I have given a rough setting for book 12 of Metamorphoses, I will give a brief aground of the battle with Hector. Achilles battle with Hector in book 22 of Iliad begins outside of the walls of the city of Troy at the end of the Trojan War. Hector was the last of the Trogons outside of the walls, ignoring his father King Prisms pleads for him to get back to safety inside of the walls of the city. However, Hector believes he must fight for his honor and believes it is more honorable to die as one fighting to defend his city rather than dying an old man. At this same time moment, Achilles is going on a killing spree, because he believes glory is found in the size of he amount of Trojan he kills. This leads to Achilles chasing who he believes is a Trojan, Agenda, but in reality is the god Apollo distracting Achilles. Apollo is acting as a Trojan in order to divert Achilles from his killing of Trojan to save Trojan lives. Achilles anger is heightened due to the trick, and is now even more dangerous to Hector. After realizing that Achilles anger meant there was no chance of negotiation, Hector chose to run. After three laps around the walls of the city, Zeus began to pity Hector but was dissuaded by Athena who informed him that it was Hectors fate to ii. To hurry the process, Athena disguises herself as Dubious and according to Homer she says to him, My brother, swift Achilles is really harassing you, with his fast running around Prisms city in this pursuit. Come, well both stand here, stay put, and beat off his attack. Hector is persuaded by who he believed to his brother, but when he turned to face Achilles he found no one on his side and knew he had been duped by the gods and his fate was sealed. They each threw their spears at each other, doing no damage. However, Achilles spear was retrieved and returned by Athena. When Hector and Achilles charged, Achilles was able to easily stab Hector in the we ak spot of his armor at his neck. The Achaeans proceeded to stab Hectors lifeless body and then tie his body to the back of Achilles chariot dragging his body across the battle field. .ud01d5074156a2daeeb68a5a783d46bf8 , .ud01d5074156a2daeeb68a5a783d46bf8 .postImageUrl , .ud01d5074156a2daeeb68a5a783d46bf8 .centered-text-area { min-height: 80px; position: relative; } .ud01d5074156a2daeeb68a5a783d46bf8 , .ud01d5074156a2daeeb68a5a783d46bf8:hover , .ud01d5074156a2daeeb68a5a783d46bf8:visited , .ud01d5074156a2daeeb68a5a783d46bf8:active { border:0!important; } .ud01d5074156a2daeeb68a5a783d46bf8 .clearfix:after { content: ""; display: table; clear: both; } .ud01d5074156a2daeeb68a5a783d46bf8 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud01d5074156a2daeeb68a5a783d46bf8:active , .ud01d5074156a2daeeb68a5a783d46bf8:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud01d5074156a2daeeb68a5a783d46bf8 .centered-text-area { width: 100%; position: relative ; } .ud01d5074156a2daeeb68a5a783d46bf8 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud01d5074156a2daeeb68a5a783d46bf8 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud01d5074156a2daeeb68a5a783d46bf8 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud01d5074156a2daeeb68a5a783d46bf8:hover .ctaButton { background-color: #34495E!important; } .ud01d5074156a2daeeb68a5a783d46bf8 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud01d5074156a2daeeb68a5a783d46bf8 .ud01d5074156a2daeeb68a5a783d46bf8-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud01d5074156a2daeeb68a5a783d46bf8:after { content: ""; display: block; clear: both; } READ: Edgar Degas Paintings Comparison and Analysis EssayThe easiest initial similarity and difference is with the setting, both occur at during the Trojan War but as noted by Ovid as Achilles was searching for either Hector or Cygnus, he lighted on Cyan (his duel with Hector was not to take place for another nine years). The battle with Cygnus occurred near the very ginning of the war whereas the battle with Hector occurred near the end. Although the battle with Cygnus occurred earlier in the timeline, Ovid actually wrote it after, as a pre-emotive retelling of the story of the Trojan War. Another comparison that can be drawn is who Achilles is battling with. Although Hector is the greatest of Trojan soldiers at the time, it is obvious that Hector has not yet accepted his death and still feared it. Because of this, Hector runs from Achilles and when caught, tried to plead with Achilles to no prevail. Achilles had no fear and was fighting for glory; e knew that dying in war after being a great soldier would leave glory to his name. Achilles shows this by claiming, As for my fate, Ill accept it whenever Zeus sends it to me. when replying to Hectors last second beg for survival saying the gods will know of Hectors death. In Ovoids telling, Achilles battled an opponent who appeared to be much more courageous, in Cygnus. After Achilles shouted at Cygnus that it was his time to die, Cygnus stood tall and took spears off the body. However, once Achilles charged at Cygnus he also proceeded to run from the fight. Another similarity between the two poems is the intervention of Gods. In Iliad, Athena and Zeus help in the death of Hector. Although Zeus initially looked to help Hector, Athena convinced him not to and went on to trick Hector into facing Achilles in battle. In Metamorphoses, the god Rumor helped the Trojan by informing them of the oncoming fleet of Greek ships. In doing so, it gave the Trojan an opportunity to prepare for the battle. Although these are both godly interventions, they have their different reasons for their involvement. Zeus and Athena did so in order to speed up fate, whereas Rumor did so because he is the god of rumor and therefore felt it was is duty. Another interference from a god was when Neptune changed the dead body of his son Cygnus into the form of a swan. In doing so, Neptune stopped the opportunity for Achilles to defile his body. This brings about a new contrast between the two battles. Upon killing Hector, Achilles and his men continuously stabbed his body, and tied in on the back of Achilles chariot. This is a much different ending for the death of Achilles foe then it was in Ovoids poem. A potential cause of this drastic difference in the stories is that Ovid was known as a poet whose stories were armorial based on love stories and he therefore may not have wanted as gruesome a death.

Centralization and Decentralization free essay sample

CHAPTER 5 DESIGNING ORGANIZATIONAL STRUCTURE: AUTHORITY AND CONTROL TEACHING OBJECTIVES 1. To examine how the hierarchy emerges and how most companies limit hierarchical levels. (5. 1) 2. To address the problems associated with tall hierarchies: communication, motivation, and bureaucratic costs. (5. 1) 3. To consider Parkinson’s Law and the minimum chain of command principle. (5. 1) 4. To demonstrate how an increased span of control can prevent a hierarchy from becoming too tall. (5. 1) 5. To review the factors that affect the shape of the hierarchy: horizontal differentiation, centralization, and standardization. 5. 2) 6. To examine Max Weber’s six principles for a bureaucratic structure. (5. 3) 7. To consider the advantages and disadvantages of a bureaucracy. (5. 3) 8. To consider the importance of the informal organization. (5. 4) 9. To discuss the trends toward empowerment, self-managed teams, cross-functional teams, and contingent workers. (5. 5) CHAPTER SUMMARY To protect shareholders’ goals, managers must constantly analyze organizational structure. This chapter examines the vertical dimension of structure—the hierarchy of authority created to control an organization’s members. How and why does vertical differentiation occur? The hierarchy emerges when an organization faces coordination and motivation problems due to increased horizontal differentiation. A hierarchy is tall if it has many levels relative to organizational size and flat if it has few levels relative to size. Most large companies do not exceed 9 or 10 levels and do not increase the number of managers, because tall hierarchies have problems with communication, motivation, and high bureaucratic costs. Parkinson’s Law demonstrates how hierarchies get too tall. The minimum chain of command principle is explained. Increasing the span of control can substitute for increasing hierarchical levels. Span of control is based on the complexity and interrelatedness of tasks. Simple and less interrelated tasks call for a wider span of control. Factors shape the hierarchy: horizontal differentiation, centralization, standardization, and the informal organization. These design decisions can ensure that a hierarchy remains flat so the organization can control activities. Horizontal differentiation controls employees when an organization cannot increase its hierarchical levels. Horizontal differentiation keeps the hierarchy flat, as each function has its own hierarchy. Decentralizing authority improves communication and coordination due to less direct supervision, affecting the size of the hierarchy. Standardization reduces direct supervision, because employees follow rules, standard operating procedures (SOPs), and norms. The informal organization can increase control. The chapter outlines Max Weber’s six principles of bureaucratic structures and reviews the advantages of bureaucratic structure. Authority should be based on rational legality, clearly defined roles, competence, and rules. A bureaucratic structure controls interactions among organizational members, reduces transaction costs, provides stability, and increases core competences. Managers must prevent the hierarchy from becoming too tall and centralized. If the hierarchy is neglected, organizational costs rise, the decision-making process slows, and the company becomes unresponsive to stakeholders. Restructuring and downsizing are a trend to reduce costs. Coupled with this trend is the use of empowerment and self-managed teams. Another cost-saving measure is the use of contingent workers. CHAPTER OUTLINE . 1Authority: How and Why Vertical Differentiation Occurs Determining the level of vertical differentiation is a basic design challenge. Managers must determine the shape of the hierarchy, the number of levels, and the span of control (the number of subordinates a manager oversees). The shape of the hierarchy, plus the balance between centralization and decentralization, establish the extent of vertical di fferentiation. The Emergence of the Hierarchy As an organization grows, differentiation and the division of labor increase, which lead to coordination and motivation problems. At this point, the hierarchy emerges to coordinate and motivate members by increasing the number of managers and organizational levels. Managers choose between a flat hierarchy with few levels relative to company size and a tall hierarchy with many levels relative to size. (Fig. 5. 1) Size and Height Limitations Research on size and height of the hierarchy shows that a firm of 1,000 has four levels, one with 3,000 has seven levels, and one with up to 100,000 employees stays at nine or 10 levels. (Fig. 5. 2) Organizations actively restrict the number of managers and the number of levels as they grow. So, most organizations have a pyramid structure (Fig. 5. 3a), not a bloated structure (Fig. 5. 3b). Notes_______________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ _____________ Problems with Tall Hierarchies Q. Why is the number of hierarchical levels and managers limited? A. Tall hierarchies face problems. Communication Problems. As the chain of command extends, communication takes longer, which slows decision making. Information is distorted, accidentally or deliberately, as it goes up and down the hierarchy. Q. How can information be distorted? A. A long chain of command leads to misinterpretation of the message. Self-serving managers give selective information to decision makers. Subordinates tell superiors what they want to hear. Distortion leads to poor decisions, because decision makers have incorrect information. Organizational Insight 5. 1: Pfizer’s New Emerging Hierarchy Through mergers and acquisitions, Pfizer’s hierarchy had become too tall. They cut the number of management layers between top scientists from 14 to seven and drastically reduced the number of committees. Q. How did Pfizer’s structure contribute to its problems? A. When organizations get too tall, they cannot respond as well or as quickly to the marketplace, which is what happened to Pfizer. This was fixed by flattening the structure so that the organization could respond better to the market. Notes_______________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ _____________ Motivation Problems. The taller the organization, the less managerial authority and responsibility there are. Tall hierarchies decrease motivation because managers, with less authority and responsibility, are less motivated. In a flat structure, managers have more responsibility and are more motivated. Accountability in a tall structure decreases, making it easy for managers to shirk responsibility. Bureaucratic Costs. Tall hierarchies have high bureaucratic costs; a company pays a middle manager an average of $300,000 a year, so a cut of 1,000 extra managers saves $300 million. Layoffs become necessary if management pays no attention to its hierarchy. A company grows and hires managers without considering long-term costs. When the company matures, growth ceases, and cost reduction becomes necessary. To avoid layoffs, a company must continually evaluate its hierarchy. The Parkinson’s Law Problem Parkinson observed that from 1914 to 1928, while the British Navy decreased the number of ships by 68 percent, it increased the number of dockyard officials by 40 percent and top managers by 79 percent. Q. Why did this occur? A. Parkinson’s theory is that managers want to increase the number of subordinates, not rivals, so they make work for each other. In other words, â€Å"Work expands so as to fill the time available. † Notes_______________________________________________________ ____________________________________________________________ ___________________________________________________________ ____________________________________________________________ _____________ The Ideal Number of Hierarchical Levels: The Minimum Chain of Command Managers should base hiring decisions on whether the value added exceeds the cost. The minimum chain of command principle states that a company should choose the minimum number of hierarchical le vels needed for goal achievement. Span of Control To avoid becoming too tall, an organization can increase the span of control, the number of subordinates a manager directly oversees. Different companies have different spans of control. A manager’s span of control is limited to the number of subordinates that can be adequately supervised. An increase in subordinates exponentially increases the subordinate relationships to be managed. A manager with two subordinates manages three relationships, but a manager with three subordinates manages six (Figs. 5. 6a–b). If the span of control becomes too wide, a manager loses control over subordinates. Q. What determines an effective span of control? A. Complexity. For complex, dissimilar tasks, the span of control can be narrow. For routine, similar tasks, the span of control can be wider. A research supervisor has a narrow span of control, but a production supervisor has a wide span of control. Organizational Insight 5. 2: Bob Iger Reshapes Walt Disney Disney was suffering under a structure that was tool tall, and this was hampering innovation. They eliminated a strategic planning office that was seen as causing a bottleneck of new ideas, and this increased the level of innovation. Interrelatedness. Interrelated tasks require a narrow span of control because horizontal relationships must be managed. Horizontal relationships are less important if tasks are not interrelated. Most organizations have a pyramid-shaped hierarchy, as tasks are complex and interrelated at the top. Notes_______________________________________________________ ____________________________________________________________ ____________________________________________________________ ______________________________________________________ 5. 2Control: Factors Affecting the Shape of the Hierarchy An effective span of control must be limited, thus organizations use other design challenges to control activities: horizontal differentiation, centralization, standardization, and the informal organization. Horizontal Differentiation When vertical differentiation cannot be increased, an organization maintains control by increasing horizontal differentiation and establishing specialized functions or divisions. Each subunit also has a hierarchy. (Fig. 5. 7) Q. Why does manufacturing have many levels? A. Manufacturing must exercise tight control over subordinates and control costs. Sales has fewer levels because it relies on standardization, not direct supervision. RD has fewer levels because complex tasks are difficult to supervise. RD often uses project teams, a narrow span of control, and informal norms and values to control behavior. (Fig. 5. 8) Horizontal differentiation allows an organization to remain flat because hierarchies are developed in subunits. Q. What problems are caused by horizontal differentiation? A. Horizontal differentiation causes coordination and motivation problems that are controlled through centralization, standardization, and the informal organization. Centralization The communication and coordination problems of a tall company make a manager’s job one of monitoring and supervising, causing an organization to lose sight of its goals. One solution is to reduce the number of managers by decentralizing decision making to lower levels. Decentralization keeps the organizational structure flat. Standardization Another way to flatten the hierarchy is through standardization. Tasks are controlled through rules, standard operating procedures (SOPs), and norms, so a wide span of control is used; rules eliminate direct supervision, and managers can delegate responsibility because subordinates know the rules. Notes_______________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ _____________ Managerial Implications: Authority and Control Managers must assure that the hierarchy matches organizational needs and is not too tall or centralized. If the hierarchy provides too little control, managers must maintain adequate supervision over people and resources. Managerial teams should review the hierarchy’s design. Notes_______________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ 5. 3The Principles of Bureaucracy Max Weber (1864–1920), a German sociologist, developed an organizational structure to improve operations. He developed the bureaucracy, a structure in which people follow rules and are accountable for their actions. Weber’s six principles of bureaucracy distribute responsibilities and authority to maximize a company’s effectiveness. Principle One: A bureaucracy is founded on the concept of rational-legal authority, a person’s authority is due to position in the organization. Power should be separate from personality. Principle Two: Organizational roles are determined by technical competence, not social status, kinship, or heredity. This principle requires managers to see all potential job candidates objectively. Principle Three: A role’s task responsibility and decision-making authority and its relationship to other roles in the organization should be clearly specified. A clear pattern of vertical and horizontal differentiation is necessary for effectiveness. Role conflict, conflicting demands on a subordinate, and role ambiguity (fear of responsibility because of unclear tasks) should be eliminated. Principle Four: The organization of roles in a bureaucracy is such that each lower office in the hierarchy is under the control and supervision of a higher office. People know the chain of command. Principle Five: Rules, standard operating procedures, and norms should be used to control the behavior and the relationship between roles in an organization. Rules are formal written standards of behavior, whereas norms are unwritten. Organizational Insight 5. 3: Never Underestimate the Power of Rules General Mills opened a chain of Chinese restaurants that had early success. In an attempt to open many restaurants quickly, they lost control of the food quality due to the lack of training and standard preparation procedures. Although they did implement procedures, it was too late to save the restaurant, as word had already spread that they had poor quality and poor service. In addition to illustrating the value of rules and standard operating procedures, this case also serves as an excellent example of the power of the reputation effect. Although they fixed the quality problem, it was too late in this case to save the organization. Principle Six: Administrative acts, decisions, and rules should be formulated and put in writing. When written down, rules become official guidelines that can be used even when people leave. Written documents ensure that people can be held accountable. The Advantages of Bureaucracy A bureaucratic structure exists when an organization implements Weber’s six principles. Q. What are the advantages of a bureaucratic structure? A. Advantages: 1. Rules for designing the hierarchy 2. Increased accountability and reduced transaction costs 3. Reduced costs of monitoring subordinates 4. Increased integration 5. Decreased costs of performance evaluation and of rule enforcement 6. The position separated from the person 7. Guidelines and skills able to be passed on to successors 8. Stability needed for employees to take long-term perspectives Despite these advantages, bureaucracies have negative connotations. Q. What causes this negative thinking? A. Disadvantages: . Slowed decision making and increased costs due to a tall and centralized hierarchy 2. Failure to meet stakeholders’ needs due to too many rules Management by Objectives This system provides a framework to both evaluate and to monitor progress toward the achievement of organizational goals. It consists of three steps: 1. Specific goals and objectives are established at each level of the orga nization. 2. Managers and their subordinates together determine the subordinates’ goals. 3. Managers and their subordinates periodically review the subordinates’ progress toward meeting the goals.