Test Questions on Virgil Essay Example

Test Questions on Virgil Essay Virgil: possible test questions 1. Bk I: 1-11 Invocation to the Muse I sing of arms and the man, he who, exiled by fate, first came from the coast of Troy to Italy, and to Lavinian shores – hurled about endlessly by land and sea, by the will of the gods, by cruel Juno’s remorseless anger, long suffering also in war, until he founded a city and brought his gods to Latium: from that the Latin people came, the lords of Alba Longa, the walls of noble Rome. Muse, tell me the cause: how was she offended in her divinity, how was she grieved, the Queen of Heaven, to drive a man, noted for virtue, to endure such dangers, to face so many rials? Can there be such anger in the minds of the gods? * Give a brief overview of the context of the passage. * Explain the significance of the phrase â€Å"arms and the man†. What / who are the two themes referred to here? * Who is the speaker, whom does he address, and why? * What is the reason for Juno’s remorseless anger? Who is the object of her anger? * Who is the man â€Å"noted for virtue† and why? * How is this passage typical of epic poetry? I sing of warfare and a man at war. From the sea-coast of Troy in early days He came to Italy by destiny, To our Lavinian western shore, A fugitive, this captain, buffeted . . Till he could found a city and bring home His gods to Laetium, land of the Latin race, The Alban lords, and the high walls of Rome. Tell me the causes now, O Muse, how galled . . . From her old wound, the queen of gods compelled him— . . . To undergo so many perilous days And enter on so many trials. Can anger Black as this prey on the minds of heaven? (I. 1–19) With these opening lines of the  Aeneid,  Virgil enters the epic tradition in the shadow of Homer, author of the  Iliad,  an epic of the Trojan War, and theOdyssey,  an epic of the Greek hero Ulysses’ wanderings homeward from Troy. By naming his subjects as â€Å"warfare and a man,† Virgil establishes himself as an heir to the themes of both Homeric epics. The man, Aeneas, spends the first half of the epic wandering in search of a new home and the second half at war fighting to establish this homeland. Lines  2  through  4  summarize Aeneas’s first mission in the epic, to emigrate from Troy to Italy, as a fate already accomplished. We know from Virgil’s use of the past tense that what he presents is history, that the end is certain, and that the epic will be an exercise in poetic description of historical events. We will write a custom essay sample on Test Questions on Virgil specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Test Questions on Virgil specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Test Questions on Virgil specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In the phrase â€Å"our Lavinian . . . shore,† Virgil connects his audience, his Roman contemporaries, to Aeneas, the hero of â€Å"early days. † Even though we do not learn Aeneas’s name in these lines, we learn much about him. The fact that Aeneas’s name is withheld for so long—until line  131—emphasizes Aeneas’s lack of importance as an individual; his contribution to the future defines him. He is a â€Å"fugitive† and a â€Å"captain† and therefore a leader of men. That he bears responsibility to â€Å"bring home / His gods† introduces the concept of Aeneas’s piety through his duty to the hearth gods of Troy. Most important, we learn that Aeneas is â€Å"a man apart, devoted to his mission. † Aeneas’s detachment from temporal and emotional concerns and his focus on the mission of founding Rome, to which Virgil alludes in the image of walls in line12, increase as the epic progresses. In this opening passage, Virgil mentions the divine obstacle that will plague Aeneas throughout his quest: the â€Å"sleepless rage† of the â€Å"queen of gods,† Juno. Aeneas will suffer in the face of storms at sea and, later, a war on land, and Virgil attributes both these impediments to Juno’s cruelty. In line  13, the poet asks the muse to explain the causes of Juno’s ire. The invocation of a muse is the traditional opening line to an epic in the classical tradition beginning with Homer. Virgil delays his invocation of the muse by a dozen lines, first summarizing what might be considered a matter of mortal history, and then inquiring the muse of the matter’s divine causes. Virgil’s question, â€Å"Can anger / Black as this prey on the minds of heaven? † brings up the ancients’ relationship to the gods. Within their polytheistic religious system, the Greeks and Romans reckoned the will of the gods to be the cause of all events on Earth. Instead of attributing forces of good and evil to the gods, as later religions did, the Greeks and Romans believed the gods to be motivated by emotions recognizable to humans—jealousy, vanity, pride, generosity, and loyalty, for example. The primary conflict in the  Aeneid  is Juno’s vindictive anger against the forces of fate, which have ordained Aeneas’s mission to bring Troy to Italy, enabling the foundation of Rome. 2. Bk I: 257-296 Jupiter’s Prophecy ‘Don’t be afraid, Cytherea, your child’s fate remains unaltered: You’ll see the city of Lavinium, and the walls I promised, and you’ll raise great-hearted Aeneas high, to the starry sky. But the boy Ascanius, surnamed Iulus now (He was Ilus while the Ilian kingdom was a reality) will imperially complete thirty great circles of the turning months. †¦ From this glorious source a Trojan Caesar will be born, who will bound the empire with Ocean, his fame with the sta rs, Augustus, a Julius, his name descended from the great Iulus. You, no longer anxious, will receive him one day in heaven, burdened with Eastern spoils: he’ll be called to in prayer. Then with wars abandoned, the harsh ages will grow mild: White haired Trust, and Vesta, Quirinus with his brother Remus will make the laws: the gates of War, grim with iron, nd narrowed by bars, will be closed: inside impious Rage will roar frighteningly from blood-stained mouth, seated on savage weapons, hands tied behind his back, with a hundred knots of bronze. ’ * Give a brief overview of the context of the passage. (Who is speaking? To whom is this person speaking? What is the general message? ) * Explain the link between Aeneas and Augustus. Why is this link important? (Focus on the characteristics of the two men and explain Virgil’s political intention). * What do the â€Å"gates of War† refer to? Explain the significance of the last four lines. 3. Bk II: 624-670 Aen eas Finds his Family Oh, you,† he cried, â€Å"whose blood has the vigour of youth, and whose power is unimpaired in its force, it’s for you to take flight. As for me, if the gods had wished to lengthen the thread of my life, they’d have spared my house. It is more than enough that I saw one destruction, and survived one taking of the city. Depart, saying farewell to my body lying here so, yes so. I shall find death with my own hand: the enemy will pity me, and look for plunder. The loss of my burial is nothing. Clinging to old age for so long, I am useless, and hated by the gods, ever since the father of the gods and ruler of men breathed the winds f his lightning-bolt onto me, and touched me with fire. † So he persisted in saying, and remained adamant. We, on our side, Creusa, my wife, and Ascanius, all our household, weeping bitterly, determined that he should not destroy everything along with himself, and crush us by urging our doom. †¦ â€Å" Di d you think I could leave you, father, and depart? Did such sinful words fall from your lips? If it pleases the gods to leave nothing of our great city standing, if this is set in your mind, if it delights you to add yourself and all that’s yours to the ruins of Troy, the door is open to that death†¦ Give a brief overview of the context of the passage. * Comment as fully as possible on Anchises’ attitude and what it reveals about his character. * Explain the decision Aeneas has to make. 4. Bk IV: 584-629 Dido’s Curse O Sun, you who illuminate all the works of this world, and you Juno, interpreter and knower of all my pain, and Hecate howled to, in cities, at midnight crossroads, you, avenging Furies, and you, gods of dying Elissa, acknowledge this, direct your righteous will to my troubles, and hear my prayer. If it must be that the accursed one should reach the harbour, and sail to the shore: f Jove’s destiny for him requires it, there his goal: sti ll, troubled in war by the armies of a proud race, exiled from his territories, torn from Iulus’s embrace, let him beg help, and watch the shameful death of his people: then, when he has surrendered, to a peace without justice, may he not enjoy his kingdom or the days he longed for, but let him die before his time, and lie unburied on the sand. This I pray, these last words I pour out with my blood. Then, O Tyrians, pursue my hatred against his whole line and the race to come, and offer it as a tribute to my ashes. Let there be no love or treaties between our peoples. Rise, some unknown avenger, from my dust, who will pursue the Trojan colonists with fire and sword, now, or in time to come, whenever the strength is granted him. I pray that shore be opposed to shore, water to wave, weapon to weapon: let them fight, them and their descendants. † * Give a brief overview of the context of this passage. * Who is the speaker? What does her tone convey? Explain why this is so. * What important theme can be identified in the passage? Explain in detail. * Comment on Aeneas’ reasons for leaving Carthage.

Sublimation Process

Sublimation Process Sublimation is the term for when matter undergoes a phase transition directly from a solid to gaseous form, or vapor, without passing through the more common liquid phase between the two. It is a specific case of vaporization. Sublimation refers to physical changes of transition, and not to cases where solids convert into gas due to a chemical reaction. Because the physical change from a solid into a gas requires the addition of energy into the substance, it is an example of an endothermic change. How Sublimation Works Phase transitions are dependent upon the temperature and pressure of the material in question. Under normal conditions, as generally described by kinetic theory, adding heat causes the atoms within a solid to gain energy and become less tightly bound to each other. Depending on the physical structure, this usually causes the solid to melt into liquid form. If you look at the phase diagrams, which is a graph that depicts the states of matter for various pressures and volumes. The triple point on this diagram represents the minimum pressure for which the substance can take on the liquid phase. Below that pressure, when the temperature drops below the level of the solid phase, it transitions directly into the gas phase. The consequence of this is that if the triple point is at high pressure, as in the case of solid carbon dioxide (or dry ice), then sublimation is actually easier than melting the substance since the high pressures needed to turn them into liquids are typically a challenge to create. Uses for Sublimation One way to think about this is that if you want to have sublimation, you need to get the substance beneath the triple point by lowering the pressure. A method that chemists often employ is placing the substance in a vacuum and applying heat, in a device called a sublimation apparatus. The vacuum means that the pressure is very low, so even a substance that usually melts into liquid form will sublimate directly into vapor with the addition of the heat. This is a method used by chemists to purify compounds and was developed in the pre-chemistry days of alchemy as a means of creating purified vapors of elements. These purified gases can then go through a process of condensation, with the end result being a purified solid, since either the temperature of sublimation or the temperature of condensation would be different for the impurities than for the desired solid. One note of consideration on what I described above: condensation would actually take the gas into a liquid, which would then freeze back into a solid. It would also be possible to reduce the temperature while retaining the low pressure, keeping the whole system beneath the triple point, and this would cause a transition directly from gas into solid. This process is called deposition.

Managing Talents Essay Example | Topics and Well Written Essays - 2500 words

Managing Talents - Essay Example the company started its business with just 2  aircrafts offering services to its clients between Brisbane and Sydney. However, now the company is the second largest airlines in Australia is a well known name for efficient and cheap  flyer  across the country.  Ã‚  Recently, the company management has made a deal to work together with the Regional Express (Rex) to cater a larger section of clients. Other business partners of Virgin Blue are Virgin Atlantic, United Airlines, Malaysian Airlines and Hawaiian Airlines.  The airline company provides air flight services in 28 cities in Australia, with Brisbane Airport as its hub, with the help of a fleet of 75 narrow-body  Boeings  and  Embraers.  Ã‚  Originally contributing seven return flights every 24 hrs, between  Brisbane  and  Sydney, the company now covers almost every major city and holiday destinations in Australia. Virgin Blue Airlines has attracted a huge pool of talent to its organization and the management is consistent in its efforts to introduce trademark management style, skills and experience in its employees. The Virgin Blue Airlines management has been enough skillful in retaining large pool of talent in its organization by productively shaping out large partnerships with people to coalesce the knowledge, skill and tap the market presence globally. The objective of the essay is to offer attentiveness on a variety of issues that can be faced by the Virgin Blue Airlines HR team while going for a global recruiting plan. Talent management is one of the main drives of effective and strategic  HRM  development in a company. Talent management related to the process of  developing and incorporating new employees, preserving the existing work force, and attracting expertise from the market towards the organization.  Talent management integrates the process of selecting, attracting, training and promoting bright employees to achieve higher performance for the

English Assignment Example | Topics and Well Written Essays - 250 words

English - Assignment Example In this song, they proudly wear the discriminatory remarks as ornaments as if saying, ‘yes! We are who we are, what are can you do about it?’ The poems ‘Rhythm Blues’ and ‘Bang Bang Outishly’ by Amiri Baraka also talk about racisms and how dangerous they are for the growth of a healthy society. One poem says that â€Å"if capitalism won’t kill me, racism will† while the other stresses on â€Å"Let it be!† These poems are just more decent and more spiritual form of repelling racism. What the rap music have portrayed in the 90s in a very raw and unedited format, these poems by Baraka do the same only in a very gentle yet powerful way with subtle but meaningful choice of words. Dear John, Dear Coltrane by Michael Harper is also a poem talking about racial discrimination in North Carolina. But what is common in all of these poetic masterpieces is the fact that they all give a message to all humanity that they need to embrace people as they are. For instance, in his poem, at one point Harper takes up a question-answer format where he asks,† Why you so black?† and the a nswer come â€Å"cause I am† then again, â€Å"Why you so funky?† and the answer is â€Å"cause I am†. This is just another way of saying that black people are who they are, it is not a disease or something that they control. Being an African American in an identity and the world needs to take this community as they

Devil Facial Tumor Disease Essay Example | Topics and Well Written Essays - 1000 words

Devil Facial Tumor Disease - Essay Example As the report declares the DFTD is considered to have commenced in the Mount William National Park’s far north eastern region, from a prospect mutation. During 1996, Tasmanian devils with prominent facial tumors were snapped in the north-eastern Tasmania. After ten years, these features are found to be coherent with DFTD. This discussion declares that the cancer, DFTD, is found to be transmitted from one animal to another through biting either during fighting, eating or mating. It develops quickly, congesting the mouth of animal and then disseminates to other organs. The illness has consumed sixty percent of entire Tasmanian devils population since it was initially detected in 1996, and it has been predicted by some ecologists that it could efface the complete wild population till 2035. DFTD seems to be a cloned cell line, that is transmitted in the form of an allograft from one devil to another and this transmission may be found similar to that in CTVT and a communicable sarcoma infecting Syrian hamsters. The biology and prevalence of such vegetative cell parasites is typically unknown. The examinations of captivated Tasmanian devils suggest that this species has a tendency to develop tumors, specifically carcinomas. Nevertheless, DFTD is found to be significantly different from previously reported d evil cancers, and to determine its etiology is vital for the development of strategies to manage the disease.

Training Needs Theories and Principles

Training Needs Theories and Principles Chapter 2 Literature Review 2.1 Introduction Training has become a key focus for many organizations wishing to increase their capability, to pursue their strategy and to achieve their goals. It has a great impact not only on efficiency and organizational performance, but also on employees behaviour within the organization. Flexible training programmes may also help an organization to be more responsive to changes in its environment. Therefore, the first objective of this chapter is to explore the meaning of training and of training needs, while the second is to examine the theories dealing with these concepts. It then turns more specifically to an exploration of literature examining training needs in police organizations. 2.2 Developing Countries According to Kinsey (1988), developing country is a term used to describe countries outside the so-called Western bloc of technically advanced nations (North America, Western Europe, Japan, Australia and New Zealand) and the communist bloc. However, due to the rapid economic development in some countries (NICs) and the political and economic disturbances in the communist bloc which have resulted in dramatic changes during the last two decades, the above definition must be amended. Other terms which have been used to designate these countries include industrializing, less-developed and underdeveloped. Each tends to have certain connotations, some being more complementary than others, and some gaining popularity while others disappear. Whatever term is used, these countries are distinguished by widespread poverty. Beside this basic characteristic, Kinsey (1988) describes developing countries as having certain similarities, including low income per capita and per worker, small industria l sectors, few economies of scale, primitive technology, lack of specialization, low capital per worker, small savings per head for the bulk of the population, lack of enterprise, inadequate physical and social infrastructure, low volume of international trade per head and low efficiency. The question is: how could developing countries influence our country in management training? 2.3 Organizational Characteristics Organizations may be characterized in many different ways, depending on the reason for the classification. For the purposes of the present research, the characteristics of the Dubai Police must be examined in relation to the need for training; several authors have suggested that organization size, type of ownership and industrial sector are the main variables affecting the management of training needs (Abdalla and AlHomud, 1995). Alternatively, Wright and Geory (1992) connect training needs with management strategy, organizational structure and corporate culture. In theory, organizations can be characterized in many ways, but there is general agreement that the size of the organization is of prime importance, followed by structure, strategy (e.g. short or long term), technology use, environment and organisational culture. These are the theoretical concepts which will be examined in this study as quantifiable conditions and variables in the management of the Dubai Police. Definitions of Training Training is a very important process in any organization, allowing it to develop its employees skills and improve their performance at work. This section considers the definitions of training suggested by a number of authors. Thus, training can be described as a perfect way to learn a job or to develop employees skills. The organization of individual skills is a significant characteristic of business responsibility today, and employee motivation potentially grows in the process (Noe, 1999). The profit from employee development extends further than the concrete skills gained and their effect on an individuals efficiency (Benson, 2002). Among the many important definitions of training, the following selection is organised chronologically for convenience. Training has historical definitions; for example, Schuler and MacMillan (1984) defined it as part of human resource management (HRM) practice which has the potential to contribute to gains in competitive advantage. But this definition was incomplete because in 1984 there was a lack of information on HRM, which was still a new concept for many organizations. There was also a focus on competitive advantage among organizations, ignoring employee development and direct benefit to the organizations business. Rainbird and Heyes (1994) then defined training as employee development via engaging employees in a commitment to the organization. But this definition only involved employees in commitment and did not state how they were to be developed at work, so Heyes and Stuart (1996) refined this definition by adding that training is a development process which evolves through strategic stages. This definition indicates that development in any organization, whether short or long term, involves organizational commitment. Buckely and Caple (1995) defined training as a strategy to develop employees in skills, knowledge and attitude through a learning experience to achieve effective performance in a range of activities. Again, this definition was subject to important refinements, when Montesino (2002) pointed out that many factors may affect the effectiveness of training, including individual employees behaviour, the training programme, the local environment and the amount of support from each trainees immediate supervisor. Earlier, when Smith and Hayton (1999) defined training, they also attempted to show how certain factors impact on training needs and the decision to train employees. First, employee performance is very important and should be improved. Secondly, improvement is needed in the flexibility and adaptability of employees. Finally, training always needs new technology and investment in training needs to achieve high performance in an organization. This definition indicates the importance of high performance for training decisions, of changing the roles within the organization to increase flexibility and adaptability at work and of using new technology to achieve high performance. The authors also claim that it is a more sophisticated system of human resources management. According to Sparrow (1998), training can be managed to elicit the desired attitudes and behaviours in employees and to enhance involvement, motivation and organizational commitment. The main point of this definition is to motivate and involve employees in organizational commitment; the result could be to change employees behaviour, but these processes are controlled by the organization. Bartlett (2001) adds to this perspective by noting that there are many ways to motivate employees, the best being to improve access to training and the motivation to learn from training, as well as emphasising the perceived benefits of training. This definition shows the importance of motivating employees in training programmes and the benefit to be gained from supervisory support for training within the organization. Finally, Palo and Padhi (2003) define training as the process of developing skills, updating knowledge, changing employees behaviour and attitudes in order to improve their performance and abilities and so to enhance the efficiency and effectiveness of the organization. 2.5 Training Theories 2.5.1 Training and Behaviour Theories Luthans (1998) considers that training can help organisations to change employees behaviour and that one technique of behaviour modification, encouraging desired behaviours and discouraging unwanted ones, is operant conditioning. Such behaviourist techniques were first used for the treatment of mental disorders and phobias, in psychiatric rehabilitation and in recovery from accident and trauma. Applications have since been extended to organisational settings. As developed by Fred Luthans (Luthans and Kreitner, 1985; Luthans et al., 1998), organisational behaviour modification theory has five mains steps. The first step is to identify the critical, observable and measurable performance-related behaviours to be encouraged. The second is to measure the current frequency of those behaviours, to provide a baseline against which to measure improvement. Next, the triggers or antecedents for those behaviours are identified, as are their consequences, positive, neutral and negative. The fourth step is to develop an intervention strategy to strengthen desired behaviours and weaken dysfunctional behaviours through the use of positive reinforcement (money, recognition) and corrective feedback, noting that punishment may be necessary, for example to inhibit unsafe behaviour. Finally, there is a systematic evaluation of the effectiveness of the approach in changing behaviour and improving performance over the baseline. Training can appear particularly attractive to managers, who are often in ideal positions to manipulate the reinforcement of certain employee behaviours. They also tend to find this approach attractive because it argues that what has to be changed is behaviour, and that to achieve this one needs to know very little about the complex internal workings of the people concerned. Desirable workplace behaviours include speaking courteously to customers, attending training to develop new skills and being helpful to colleagues. Undesirable ones include lateness, the production of poor quality items and being uncooperative. Training should eliminate undesired behaviour and increase the frequency of desired work behaviour. Suppose a manager wants more work assignments completed on time and fewer submitted beyond deadline. The behaviour modification options are summarized in Table 2.5.1. Luthans (1998) gives some ideas for improving performance through training, which failed to work. But Luthans argues that behaviour modification should be designed to suit organisational applications. Firstly, training should be applied to clearly identifiable and observable behaviours, such as timekeeping, carrying out checks and repairs, and the use of particular work methods. Secondly, to change organisational behaviour there should be a good strategy of rewards which are contingent on the performance of the desirable behaviours. Thirdly, training should focus on positive reinforcement, which can take a number of forms, from the praise of a superior to cash prizes, food or clothing. Finally, training can lead to sustained modification of behaviour only if positive reinforcement is continued (albeit intermittently). Training and Motivation Theories Smith and Hayton (1999) identify the following theories, which mention the role of training in organizations. i. Human capital theory This theory focuses on training in terms of economic investment. Human capital theory sees training as improving efficiency (Becker, 1964; Mincer, 1974; Strober, 1990). It is concerned with developing ideal training conditions. In the 1980s neo-human capital theory stated that organizations should train their employees consecutively to develop the flexibility and suppleness of the workforce and their receptiveness to modernisation (Bartel and Lichtenberg, 1987). ii. Human resource management theory This theory concerns the commitment of employees to the organization and views training and employee development as a means of engaging it (Rainbird, 1994; Heyes and Stuart, 1996). The early formulation of a hypothetical structure for HRM came from the Harvard Business School in the early 1980s (Beer et al., 1984). Training is seen as a strategy for managing the human resource flow of a venture which, with other human resource policies, creates commitment, competence, congruence and cost-effectiveness. iii. Training and high performance theory This is among the most widely adopted theories in organizations in Britain and the USA. It concerns the skills trajectory and proposes a distinction between those occupations which are becoming increasingly skilful and others which are deskilling over time (Gallie and White, 1993; Cappelli, 1993). Studies of high-performance employment practices and HRM strategies have resulted in the concept of human resources bundles (MacDuffie, 1995; Dyer and Reeves, 1995) which highlight the significance of implementing a number of HRM practices collectively in bundles in order to enhance performance. Training is always cited as a critical measure within the set. Training Needs Analysis Training needs analysis (TNA) is a very important stage in the methodical training cycle of design, delivery and evaluation. The purpose of TNA is to take account of unusual meanings and perspectives depending upon a variety of actors in the process, avoiding misunderstandings about prospects and what can be achieved. In addition, external trainers and consultants are able to acknowledge the importance of a challenge when they rely upon TNA which has been conducted prior to their involvement with an organization. For instance, the excellence of feedback provided by the TNA process might differ significantly, from a very detailed search to a cheap and cheerful canvassing of opinions about what is needed. In addition to the challenges noted above, there are considerations about whose benefit is served: Is the training compulsory? Does it represent the needs of individual people, their managers, the organization, etc? 2.6.1 Definition of Training Needs Analysis Williamson (1993) defines TNA as a systematic approach to determining the real training needs which exist within an organization or department. This indicates that TNA involves collecting information, for example by examining the training programmes of different organizations. A number of managers will refer to the total procedure of identifying the essential training needs, after which the next step is to analyze and address them by the best available method. The pure understanding of the term describes the last procedure simply. Although understanding can differ, it is significant that there is supposed to be constancy of practice within any organization and all employees are assumed to be completely conscious of the sense of local terminology in this field. The term training need can be difficult to define in practice, with serious consequences. On other hand, there are many authors who have defined training needs analysis as the examination or diagnostic portion of the training system. In addition, it seeks to determine whether there exists a case of supposed performance deficiency in many organizations (Camp et al., 1986). This view applies to TNA. That is to say, needs evaluation in a training needs analysis is, in truth, a diagnostic attempt, rather than an effort to identify an apparently deficient performance, because TNA does not have direct access to employees performance. Conversely, Goldstein (1986) defines TNA as an attempt to analyze and diagnose an organization, task or individual, to decide if a cure is required and if so, which is the most likely to produce the desired results. Once more, TNA is seen as a diagnostic process at an organizational level. 2.6.2 Approaches to TNA One of the earliest writers on TNA was Boydell (1976), who planned a methodical approach to training needs that had its roots in analyzing supplies using a method based on organizational objectives. For Boydell (1976, p. 4), A training need exists when the application of systematic training will serve to overcome a particular weakness. He also argues that training needs must be identified before training begins. A similar perspective is presented by Bartram and Gibson (1994, p. 3): Analyzing training needs provides a focus and direction for the investment an organization has to make in its people. Likewise, Bee and Bee (2003) assert that organizations needs are the drivers for training solutions to close any performance gap. Two supporting considerations which influence TNA are also noted by Reay (1994). Firstly, establishing who has ownership of the TNA is likely to determine whether the findings are ignored or implemented. Secondly, the person who really pays for it will point to t he real employees and this is usually senior management. On the other hand, this methodical approach to TNA tends to adopt organizational perspectives. Reid and Barrington (1999) accept these perspectives, but warn that the needs may sometimes conflict, e.g. long-term development for an individual and lack of support opportunities might contradict each other. Similarly, Sloman (1994, p. 24) notes that in the training sphere there can be a singular divergence of interests between the organization and the individual. This viewpoint is shared by Palmer (2006), who warns against assessing training needs solely from the viewpoint of the organization. Many individual employees correctly follow their own training and development agendas and strategies. There are also sound business and motivational reasons for organizations to help employees to complete their self-development needs. Learning and development are continuing and practical (Sloman, 2003). They are supposed not to have to wait for business needs and training objectives to be set before embarking on a programme. Therefore, individuals need to take more responsibility for their own learning, rather than waiting for the organization to lead them. 2.6.3 Important TNA Factors in a Changing Competitive Environment There are important factors which affect TNA in a competitive environment for any organization and which a professional approach to change requires those responsible to consider. These are now examined in turn. i. Cross-competitive environment The abolition of collective differences in vocational results can be maintained by training programmes for diverse employees in a competitive environment, which can produce admiration for individual differences in attitudes, values and behaviours, according to DNetto and Sohal (1999), who recommend certain practices in the field of training. These include identifying exact training needs which are connected to the organizations goals and objectives; assessing individual training needs to facilitate a contribution within the training programme; developing individual annual training strategies which take account of knowledge, operational and interpersonal skills, attitudes to the job and technological skills training; evaluating literacy, language and numeracy to assess the ability to undergo training; connecting training to rewards, project agreements, development procedures and pay scales; and identifying the complementary skills of employees through a review process. ii. Diversity Moore (1999) suggests that a diversity needs analysis is required for the effective integration of diverse group members. Two contrasting approaches to diversity of background are to ensure that the organization is diversity blind or to provide a diversity-negative environment. According to Moore (1999), an important starting point in an environment of diversity in TNA is awareness of different challenges faced by people from different backgrounds within the organization. Training programmes should facilitate the understanding and appreciation of actual differences between people, which can apply in communicating and using language, in learning styles, in methods of dealing with conflict and in task and relationship orientation. Developing and integrating competencies and skills in culturally diverse employees is the next step presented by Moore (1999). It should create a mechanism whereby individuals learn to avoid damaging processes due to dysfunctional interpersonal conflict, miscommunication, higher levels of stress, slower decision-making and problems with group cohesiveness. Moore (1999) states that the development of important communication skills is needed in order to achieve effective integration of competencies. These skills are the ability to consider viewpoints that may differ from ones own, to communicate, to negotiate and to face difficulties appropriately. iii. Leadership According to Silverthorne (2005), leadership plays an important role in decision-making and organizational achievement. In order to develop effectively in a cross-competitive environment, leaders must understand and control their own behaviour, as this affects employees perceptions of leadership. They must also ensure that environmental issues are considered when choosing the best management style. However, appreciating the differences in leadership styles is not sufficient to be an effectual leader, as the necessary insight also varies with the environment. Silverthorne (2005) states that an effectual leader knows which leadership style to employ and when to employ it. There are four contrasting leadership styles: active or involved, supportive, participative and attainment-oriented. Active leaders tell subordinates what is required and put into effect individual systems to direct them; the supportive leader creates a friendly environment and is responsive to her subordinates needs; the participative leader engages them in the decision-making process; and the achievement-oriented leader applies high standards to the decision-making process and appears confident that subordinates will reach them. Silverthorne (2005) argues that an effective leaders choice of leadership style is based on the context of the task and the needs of the subordinates. iiii. Communication Silverthorne (2005) also suggests that one way to achieve better communication between individuals with different competitive backgrounds is to apply TNA to managers on how to work in a competitive environment. He proposes four ways of reducing cross-environment communication problems. First, managers should focus on differences in communication styles. Understanding that employees are different means describing a behaviour, rather than the individual. This will give the manager the time to understand the subject being discussed. Thirdly, the manager should attempt to understand the subject from the employees perspective. Seeing the employees point of view gives the manager an opportunity to better understand what the employee is trying to communicate. Finally, the manager must listen more openly than normal and engage in exercises to improve the communication process. 2.7 Management Training Many organizations today have training programmes for their employees but the reasons for conducting them vary widely. Some provide job orientation for new recruits; others training on new equipment for existing employees or strategic planning courses for managers. Successful managers need multi-skills training and detailed information about the organization. Training programmes for managers should cover different skills than those for employees; examples are functional, administrative, planning and leadership skills. Assessing changes in performance following training is complicated by the fact that while some of these skills can be easily observed in the short term, others will be apparent only from long-term changes in the performance of the manager, the department or the entire organisation. 2.7.1 Different types of training needs All employees should be aware of the types of management training their organization offers, because many will be planning to be line-managers in the future, so will require certain skills. McConnell (2003) lists twelve types of training which are very useful in ones current job and helpful for the future. These are now examined in turn. i. Group Training Group training involves three or more individuals who participate in a common learning activity, generally led by a group facilitator. ii. Coaching Coaching is one-on-one job training. Generally it includes demonstrations, lectures and observation of practice. iii. Mentoring This is a process in which experienced employees are assigned to assist newer employees through guidance. Sometimes it takes a formal approach; at others it is informal. It is also used to introduce employees to a companys culture and environment. iiii. Self-Paced Learning This is any learning activity in which the learner determines the speed at which the material is covered. Generally, it is an individualized form of instruction, but it can be used with groups, the speed being set either individually or by the group. V. E-Learning This is a term used to describe learning activities conducted from the users desktop via the Internet or e-mail. It is generally an individual activity. Vi. Computer-Assisted Instruction This is the delivery of training via a computer. Again it is generally individualized. It can include programmes on modelling, simulation, practice and knowledge. Vii. Distance Learning Training This describes instruction in which the teacher is geographically separated from the learner. Connection can be via satellite or phone line with the instruction delivered to a PC or to a room specially equipped with video or audio conferencing equipment. Viii. Self-Study Self-study refers to learning activities initiated and participated in by an individual. Programmed or computer-assisted instruction and reading assignments can all be self-study activities. Viiii. Simulations These are controlled and standardized representations of a job, activity or situation used as a basis for developing skills in dealing with the simulated situations. VV. Lectures These are structured oral presentations delivered for the transfer of information. VVi. Job Assignments Job assignments place an individual into an actual job, generally for a limited period of time, the primary goal being to learn all or part of the job. VVii. Job Rotation This is similar to job assignment but generally includes several assignments in a planned order or the exchange of jobs with another person. 2.7.2 Different levels of training needs The objective of a training needs analysis is the identification of the training required to meet the recognized needs. In point of fact, while these may be accepted or revised by the employees, a senior person may be assigned to decide what training is necessary. The person conducting the training or assessing the needs is not always the individual who develops or recommends the training. On the other hand, the most important step in TNA is to translate the recognized needs into objectives. Then individual objectives can be used to develop or choose a training approach at individual and organization level. Beside the types of training, McConnell (2003) specifies the levels of needs for individual and organization and the personnel who will conduct the training. i. Supervisors These are the people who manage the people being trained. ii. Human Resources These are the professionals in the human resources department. If training is a function of the HR department, it is treated separately. iii. Operating Department Employees These are the employees of the department for which an individual is to be trained. iiii. Training Department Personnel These are generally training professionals employed by the training department. Their strengths are their skills and knowledge of training techniques and procedures. The most common criticism of such people is that they lack specific job or operational knowledge. Some organizations assign their trainers to specific areas-sometimes even to temporary work in the operating departments-to overcome such weaknesses. V. Operating Department Personnel on Temporary Assignment to Training These are people who usually have excellent job knowledge but often lack training skills. Many organizations use this approach because it gives greater credibility to the training sessions, while the operating personnel on such an assignment benefit greatly from the experience and learning of training techniques. Vi. External Professionals These are usually training consultants, supplier employees, or academics. Generally, they are used when the required degree of knowledge or skill is not available within the organization. These people are usually excellent trainers, but they can be expensive to use. If they offer similar classes on a regular basis, consistency may be lost if the same external person does not conduct all classes. Vii. External Organizations Local schools and professional organizations often conduct registration programmes in general subjects. Knowing the types of training currently being used by an organization and who conducts each training type provides an initial indication of what can be done. However, in some cases the training will have to be designed and/or obtained elsewhere. 2.7.3 The Roles of HR, Trainers and Line-Managers The many roles within the training function can be analyzed and their strengths and weaknesses identified. The training function within an organization should have as part of its mission the meeting of the organizations requirements; its success at accomplishing that will be the basis for the analysis. HR people and line-managers in the training function should help the organization to improve and involve employees in training courses which could be helpful in enhancing their skills and hence their performance, so HR people and line-managers must undertake a number of tasks, summarised below. Training organization: the mission of the training function, its internal structure, and internal and external relationships. Training personnel: the selection, qualifications, and motivation of department employees. Employee training in the requirements of specific jobs or activities. Employee development training in the requirements of future jobs and broadening their abilities in their current posts. Remedial training, conducted to correct inadequate basic skills such as mathematics, reading and writing. Organizational development: improving communication and understanding throughout the organization in order to produce effective, functioning teams; establishing or changing to a desired culture; and responding to changing conditions. Internal and external communication of the training departments abilities, results, and offerings. Training facilities: the physical space and equipment allocated to conduct training. Identifying training needs: determining the training required by individual employees and the organization. Training design and development: creating, structuring, or obtaining a training programme to meet specific ob Training Needs Theories and Principles Training Needs Theories and Principles Chapter 2 Literature Review 2.1 Introduction Training has become a key focus for many organizations wishing to increase their capability, to pursue their strategy and to achieve their goals. It has a great impact not only on efficiency and organizational performance, but also on employees behaviour within the organization. Flexible training programmes may also help an organization to be more responsive to changes in its environment. Therefore, the first objective of this chapter is to explore the meaning of training and of training needs, while the second is to examine the theories dealing with these concepts. It then turns more specifically to an exploration of literature examining training needs in police organizations. 2.2 Developing Countries According to Kinsey (1988), developing country is a term used to describe countries outside the so-called Western bloc of technically advanced nations (North America, Western Europe, Japan, Australia and New Zealand) and the communist bloc. However, due to the rapid economic development in some countries (NICs) and the political and economic disturbances in the communist bloc which have resulted in dramatic changes during the last two decades, the above definition must be amended. Other terms which have been used to designate these countries include industrializing, less-developed and underdeveloped. Each tends to have certain connotations, some being more complementary than others, and some gaining popularity while others disappear. Whatever term is used, these countries are distinguished by widespread poverty. Beside this basic characteristic, Kinsey (1988) describes developing countries as having certain similarities, including low income per capita and per worker, small industria l sectors, few economies of scale, primitive technology, lack of specialization, low capital per worker, small savings per head for the bulk of the population, lack of enterprise, inadequate physical and social infrastructure, low volume of international trade per head and low efficiency. The question is: how could developing countries influence our country in management training? 2.3 Organizational Characteristics Organizations may be characterized in many different ways, depending on the reason for the classification. For the purposes of the present research, the characteristics of the Dubai Police must be examined in relation to the need for training; several authors have suggested that organization size, type of ownership and industrial sector are the main variables affecting the management of training needs (Abdalla and AlHomud, 1995). Alternatively, Wright and Geory (1992) connect training needs with management strategy, organizational structure and corporate culture. In theory, organizations can be characterized in many ways, but there is general agreement that the size of the organization is of prime importance, followed by structure, strategy (e.g. short or long term), technology use, environment and organisational culture. These are the theoretical concepts which will be examined in this study as quantifiable conditions and variables in the management of the Dubai Police. Definitions of Training Training is a very important process in any organization, allowing it to develop its employees skills and improve their performance at work. This section considers the definitions of training suggested by a number of authors. Thus, training can be described as a perfect way to learn a job or to develop employees skills. The organization of individual skills is a significant characteristic of business responsibility today, and employee motivation potentially grows in the process (Noe, 1999). The profit from employee development extends further than the concrete skills gained and their effect on an individuals efficiency (Benson, 2002). Among the many important definitions of training, the following selection is organised chronologically for convenience. Training has historical definitions; for example, Schuler and MacMillan (1984) defined it as part of human resource management (HRM) practice which has the potential to contribute to gains in competitive advantage. But this definition was incomplete because in 1984 there was a lack of information on HRM, which was still a new concept for many organizations. There was also a focus on competitive advantage among organizations, ignoring employee development and direct benefit to the organizations business. Rainbird and Heyes (1994) then defined training as employee development via engaging employees in a commitment to the organization. But this definition only involved employees in commitment and did not state how they were to be developed at work, so Heyes and Stuart (1996) refined this definition by adding that training is a development process which evolves through strategic stages. This definition indicates that development in any organization, whether short or long term, involves organizational commitment. Buckely and Caple (1995) defined training as a strategy to develop employees in skills, knowledge and attitude through a learning experience to achieve effective performance in a range of activities. Again, this definition was subject to important refinements, when Montesino (2002) pointed out that many factors may affect the effectiveness of training, including individual employees behaviour, the training programme, the local environment and the amount of support from each trainees immediate supervisor. Earlier, when Smith and Hayton (1999) defined training, they also attempted to show how certain factors impact on training needs and the decision to train employees. First, employee performance is very important and should be improved. Secondly, improvement is needed in the flexibility and adaptability of employees. Finally, training always needs new technology and investment in training needs to achieve high performance in an organization. This definition indicates the importance of high performance for training decisions, of changing the roles within the organization to increase flexibility and adaptability at work and of using new technology to achieve high performance. The authors also claim that it is a more sophisticated system of human resources management. According to Sparrow (1998), training can be managed to elicit the desired attitudes and behaviours in employees and to enhance involvement, motivation and organizational commitment. The main point of this definition is to motivate and involve employees in organizational commitment; the result could be to change employees behaviour, but these processes are controlled by the organization. Bartlett (2001) adds to this perspective by noting that there are many ways to motivate employees, the best being to improve access to training and the motivation to learn from training, as well as emphasising the perceived benefits of training. This definition shows the importance of motivating employees in training programmes and the benefit to be gained from supervisory support for training within the organization. Finally, Palo and Padhi (2003) define training as the process of developing skills, updating knowledge, changing employees behaviour and attitudes in order to improve their performance and abilities and so to enhance the efficiency and effectiveness of the organization. 2.5 Training Theories 2.5.1 Training and Behaviour Theories Luthans (1998) considers that training can help organisations to change employees behaviour and that one technique of behaviour modification, encouraging desired behaviours and discouraging unwanted ones, is operant conditioning. Such behaviourist techniques were first used for the treatment of mental disorders and phobias, in psychiatric rehabilitation and in recovery from accident and trauma. Applications have since been extended to organisational settings. As developed by Fred Luthans (Luthans and Kreitner, 1985; Luthans et al., 1998), organisational behaviour modification theory has five mains steps. The first step is to identify the critical, observable and measurable performance-related behaviours to be encouraged. The second is to measure the current frequency of those behaviours, to provide a baseline against which to measure improvement. Next, the triggers or antecedents for those behaviours are identified, as are their consequences, positive, neutral and negative. The fourth step is to develop an intervention strategy to strengthen desired behaviours and weaken dysfunctional behaviours through the use of positive reinforcement (money, recognition) and corrective feedback, noting that punishment may be necessary, for example to inhibit unsafe behaviour. Finally, there is a systematic evaluation of the effectiveness of the approach in changing behaviour and improving performance over the baseline. Training can appear particularly attractive to managers, who are often in ideal positions to manipulate the reinforcement of certain employee behaviours. They also tend to find this approach attractive because it argues that what has to be changed is behaviour, and that to achieve this one needs to know very little about the complex internal workings of the people concerned. Desirable workplace behaviours include speaking courteously to customers, attending training to develop new skills and being helpful to colleagues. Undesirable ones include lateness, the production of poor quality items and being uncooperative. Training should eliminate undesired behaviour and increase the frequency of desired work behaviour. Suppose a manager wants more work assignments completed on time and fewer submitted beyond deadline. The behaviour modification options are summarized in Table 2.5.1. Luthans (1998) gives some ideas for improving performance through training, which failed to work. But Luthans argues that behaviour modification should be designed to suit organisational applications. Firstly, training should be applied to clearly identifiable and observable behaviours, such as timekeeping, carrying out checks and repairs, and the use of particular work methods. Secondly, to change organisational behaviour there should be a good strategy of rewards which are contingent on the performance of the desirable behaviours. Thirdly, training should focus on positive reinforcement, which can take a number of forms, from the praise of a superior to cash prizes, food or clothing. Finally, training can lead to sustained modification of behaviour only if positive reinforcement is continued (albeit intermittently). Training and Motivation Theories Smith and Hayton (1999) identify the following theories, which mention the role of training in organizations. i. Human capital theory This theory focuses on training in terms of economic investment. Human capital theory sees training as improving efficiency (Becker, 1964; Mincer, 1974; Strober, 1990). It is concerned with developing ideal training conditions. In the 1980s neo-human capital theory stated that organizations should train their employees consecutively to develop the flexibility and suppleness of the workforce and their receptiveness to modernisation (Bartel and Lichtenberg, 1987). ii. Human resource management theory This theory concerns the commitment of employees to the organization and views training and employee development as a means of engaging it (Rainbird, 1994; Heyes and Stuart, 1996). The early formulation of a hypothetical structure for HRM came from the Harvard Business School in the early 1980s (Beer et al., 1984). Training is seen as a strategy for managing the human resource flow of a venture which, with other human resource policies, creates commitment, competence, congruence and cost-effectiveness. iii. Training and high performance theory This is among the most widely adopted theories in organizations in Britain and the USA. It concerns the skills trajectory and proposes a distinction between those occupations which are becoming increasingly skilful and others which are deskilling over time (Gallie and White, 1993; Cappelli, 1993). Studies of high-performance employment practices and HRM strategies have resulted in the concept of human resources bundles (MacDuffie, 1995; Dyer and Reeves, 1995) which highlight the significance of implementing a number of HRM practices collectively in bundles in order to enhance performance. Training is always cited as a critical measure within the set. Training Needs Analysis Training needs analysis (TNA) is a very important stage in the methodical training cycle of design, delivery and evaluation. The purpose of TNA is to take account of unusual meanings and perspectives depending upon a variety of actors in the process, avoiding misunderstandings about prospects and what can be achieved. In addition, external trainers and consultants are able to acknowledge the importance of a challenge when they rely upon TNA which has been conducted prior to their involvement with an organization. For instance, the excellence of feedback provided by the TNA process might differ significantly, from a very detailed search to a cheap and cheerful canvassing of opinions about what is needed. In addition to the challenges noted above, there are considerations about whose benefit is served: Is the training compulsory? Does it represent the needs of individual people, their managers, the organization, etc? 2.6.1 Definition of Training Needs Analysis Williamson (1993) defines TNA as a systematic approach to determining the real training needs which exist within an organization or department. This indicates that TNA involves collecting information, for example by examining the training programmes of different organizations. A number of managers will refer to the total procedure of identifying the essential training needs, after which the next step is to analyze and address them by the best available method. The pure understanding of the term describes the last procedure simply. Although understanding can differ, it is significant that there is supposed to be constancy of practice within any organization and all employees are assumed to be completely conscious of the sense of local terminology in this field. The term training need can be difficult to define in practice, with serious consequences. On other hand, there are many authors who have defined training needs analysis as the examination or diagnostic portion of the training system. In addition, it seeks to determine whether there exists a case of supposed performance deficiency in many organizations (Camp et al., 1986). This view applies to TNA. That is to say, needs evaluation in a training needs analysis is, in truth, a diagnostic attempt, rather than an effort to identify an apparently deficient performance, because TNA does not have direct access to employees performance. Conversely, Goldstein (1986) defines TNA as an attempt to analyze and diagnose an organization, task or individual, to decide if a cure is required and if so, which is the most likely to produce the desired results. Once more, TNA is seen as a diagnostic process at an organizational level. 2.6.2 Approaches to TNA One of the earliest writers on TNA was Boydell (1976), who planned a methodical approach to training needs that had its roots in analyzing supplies using a method based on organizational objectives. For Boydell (1976, p. 4), A training need exists when the application of systematic training will serve to overcome a particular weakness. He also argues that training needs must be identified before training begins. A similar perspective is presented by Bartram and Gibson (1994, p. 3): Analyzing training needs provides a focus and direction for the investment an organization has to make in its people. Likewise, Bee and Bee (2003) assert that organizations needs are the drivers for training solutions to close any performance gap. Two supporting considerations which influence TNA are also noted by Reay (1994). Firstly, establishing who has ownership of the TNA is likely to determine whether the findings are ignored or implemented. Secondly, the person who really pays for it will point to t he real employees and this is usually senior management. On the other hand, this methodical approach to TNA tends to adopt organizational perspectives. Reid and Barrington (1999) accept these perspectives, but warn that the needs may sometimes conflict, e.g. long-term development for an individual and lack of support opportunities might contradict each other. Similarly, Sloman (1994, p. 24) notes that in the training sphere there can be a singular divergence of interests between the organization and the individual. This viewpoint is shared by Palmer (2006), who warns against assessing training needs solely from the viewpoint of the organization. Many individual employees correctly follow their own training and development agendas and strategies. There are also sound business and motivational reasons for organizations to help employees to complete their self-development needs. Learning and development are continuing and practical (Sloman, 2003). They are supposed not to have to wait for business needs and training objectives to be set before embarking on a programme. Therefore, individuals need to take more responsibility for their own learning, rather than waiting for the organization to lead them. 2.6.3 Important TNA Factors in a Changing Competitive Environment There are important factors which affect TNA in a competitive environment for any organization and which a professional approach to change requires those responsible to consider. These are now examined in turn. i. Cross-competitive environment The abolition of collective differences in vocational results can be maintained by training programmes for diverse employees in a competitive environment, which can produce admiration for individual differences in attitudes, values and behaviours, according to DNetto and Sohal (1999), who recommend certain practices in the field of training. These include identifying exact training needs which are connected to the organizations goals and objectives; assessing individual training needs to facilitate a contribution within the training programme; developing individual annual training strategies which take account of knowledge, operational and interpersonal skills, attitudes to the job and technological skills training; evaluating literacy, language and numeracy to assess the ability to undergo training; connecting training to rewards, project agreements, development procedures and pay scales; and identifying the complementary skills of employees through a review process. ii. Diversity Moore (1999) suggests that a diversity needs analysis is required for the effective integration of diverse group members. Two contrasting approaches to diversity of background are to ensure that the organization is diversity blind or to provide a diversity-negative environment. According to Moore (1999), an important starting point in an environment of diversity in TNA is awareness of different challenges faced by people from different backgrounds within the organization. Training programmes should facilitate the understanding and appreciation of actual differences between people, which can apply in communicating and using language, in learning styles, in methods of dealing with conflict and in task and relationship orientation. Developing and integrating competencies and skills in culturally diverse employees is the next step presented by Moore (1999). It should create a mechanism whereby individuals learn to avoid damaging processes due to dysfunctional interpersonal conflict, miscommunication, higher levels of stress, slower decision-making and problems with group cohesiveness. Moore (1999) states that the development of important communication skills is needed in order to achieve effective integration of competencies. These skills are the ability to consider viewpoints that may differ from ones own, to communicate, to negotiate and to face difficulties appropriately. iii. Leadership According to Silverthorne (2005), leadership plays an important role in decision-making and organizational achievement. In order to develop effectively in a cross-competitive environment, leaders must understand and control their own behaviour, as this affects employees perceptions of leadership. They must also ensure that environmental issues are considered when choosing the best management style. However, appreciating the differences in leadership styles is not sufficient to be an effectual leader, as the necessary insight also varies with the environment. Silverthorne (2005) states that an effectual leader knows which leadership style to employ and when to employ it. There are four contrasting leadership styles: active or involved, supportive, participative and attainment-oriented. Active leaders tell subordinates what is required and put into effect individual systems to direct them; the supportive leader creates a friendly environment and is responsive to her subordinates needs; the participative leader engages them in the decision-making process; and the achievement-oriented leader applies high standards to the decision-making process and appears confident that subordinates will reach them. Silverthorne (2005) argues that an effective leaders choice of leadership style is based on the context of the task and the needs of the subordinates. iiii. Communication Silverthorne (2005) also suggests that one way to achieve better communication between individuals with different competitive backgrounds is to apply TNA to managers on how to work in a competitive environment. He proposes four ways of reducing cross-environment communication problems. First, managers should focus on differences in communication styles. Understanding that employees are different means describing a behaviour, rather than the individual. This will give the manager the time to understand the subject being discussed. Thirdly, the manager should attempt to understand the subject from the employees perspective. Seeing the employees point of view gives the manager an opportunity to better understand what the employee is trying to communicate. Finally, the manager must listen more openly than normal and engage in exercises to improve the communication process. 2.7 Management Training Many organizations today have training programmes for their employees but the reasons for conducting them vary widely. Some provide job orientation for new recruits; others training on new equipment for existing employees or strategic planning courses for managers. Successful managers need multi-skills training and detailed information about the organization. Training programmes for managers should cover different skills than those for employees; examples are functional, administrative, planning and leadership skills. Assessing changes in performance following training is complicated by the fact that while some of these skills can be easily observed in the short term, others will be apparent only from long-term changes in the performance of the manager, the department or the entire organisation. 2.7.1 Different types of training needs All employees should be aware of the types of management training their organization offers, because many will be planning to be line-managers in the future, so will require certain skills. McConnell (2003) lists twelve types of training which are very useful in ones current job and helpful for the future. These are now examined in turn. i. Group Training Group training involves three or more individuals who participate in a common learning activity, generally led by a group facilitator. ii. Coaching Coaching is one-on-one job training. Generally it includes demonstrations, lectures and observation of practice. iii. Mentoring This is a process in which experienced employees are assigned to assist newer employees through guidance. Sometimes it takes a formal approach; at others it is informal. It is also used to introduce employees to a companys culture and environment. iiii. Self-Paced Learning This is any learning activity in which the learner determines the speed at which the material is covered. Generally, it is an individualized form of instruction, but it can be used with groups, the speed being set either individually or by the group. V. E-Learning This is a term used to describe learning activities conducted from the users desktop via the Internet or e-mail. It is generally an individual activity. Vi. Computer-Assisted Instruction This is the delivery of training via a computer. Again it is generally individualized. It can include programmes on modelling, simulation, practice and knowledge. Vii. Distance Learning Training This describes instruction in which the teacher is geographically separated from the learner. Connection can be via satellite or phone line with the instruction delivered to a PC or to a room specially equipped with video or audio conferencing equipment. Viii. Self-Study Self-study refers to learning activities initiated and participated in by an individual. Programmed or computer-assisted instruction and reading assignments can all be self-study activities. Viiii. Simulations These are controlled and standardized representations of a job, activity or situation used as a basis for developing skills in dealing with the simulated situations. VV. Lectures These are structured oral presentations delivered for the transfer of information. VVi. Job Assignments Job assignments place an individual into an actual job, generally for a limited period of time, the primary goal being to learn all or part of the job. VVii. Job Rotation This is similar to job assignment but generally includes several assignments in a planned order or the exchange of jobs with another person. 2.7.2 Different levels of training needs The objective of a training needs analysis is the identification of the training required to meet the recognized needs. In point of fact, while these may be accepted or revised by the employees, a senior person may be assigned to decide what training is necessary. The person conducting the training or assessing the needs is not always the individual who develops or recommends the training. On the other hand, the most important step in TNA is to translate the recognized needs into objectives. Then individual objectives can be used to develop or choose a training approach at individual and organization level. Beside the types of training, McConnell (2003) specifies the levels of needs for individual and organization and the personnel who will conduct the training. i. Supervisors These are the people who manage the people being trained. ii. Human Resources These are the professionals in the human resources department. If training is a function of the HR department, it is treated separately. iii. Operating Department Employees These are the employees of the department for which an individual is to be trained. iiii. Training Department Personnel These are generally training professionals employed by the training department. Their strengths are their skills and knowledge of training techniques and procedures. The most common criticism of such people is that they lack specific job or operational knowledge. Some organizations assign their trainers to specific areas-sometimes even to temporary work in the operating departments-to overcome such weaknesses. V. Operating Department Personnel on Temporary Assignment to Training These are people who usually have excellent job knowledge but often lack training skills. Many organizations use this approach because it gives greater credibility to the training sessions, while the operating personnel on such an assignment benefit greatly from the experience and learning of training techniques. Vi. External Professionals These are usually training consultants, supplier employees, or academics. Generally, they are used when the required degree of knowledge or skill is not available within the organization. These people are usually excellent trainers, but they can be expensive to use. If they offer similar classes on a regular basis, consistency may be lost if the same external person does not conduct all classes. Vii. External Organizations Local schools and professional organizations often conduct registration programmes in general subjects. Knowing the types of training currently being used by an organization and who conducts each training type provides an initial indication of what can be done. However, in some cases the training will have to be designed and/or obtained elsewhere. 2.7.3 The Roles of HR, Trainers and Line-Managers The many roles within the training function can be analyzed and their strengths and weaknesses identified. The training function within an organization should have as part of its mission the meeting of the organizations requirements; its success at accomplishing that will be the basis for the analysis. HR people and line-managers in the training function should help the organization to improve and involve employees in training courses which could be helpful in enhancing their skills and hence their performance, so HR people and line-managers must undertake a number of tasks, summarised below. Training organization: the mission of the training function, its internal structure, and internal and external relationships. Training personnel: the selection, qualifications, and motivation of department employees. Employee training in the requirements of specific jobs or activities. Employee development training in the requirements of future jobs and broadening their abilities in their current posts. Remedial training, conducted to correct inadequate basic skills such as mathematics, reading and writing. Organizational development: improving communication and understanding throughout the organization in order to produce effective, functioning teams; establishing or changing to a desired culture; and responding to changing conditions. Internal and external communication of the training departments abilities, results, and offerings. Training facilities: the physical space and equipment allocated to conduct training. Identifying training needs: determining the training required by individual employees and the organization. Training design and development: creating, structuring, or obtaining a training programme to meet specific ob

Project Mercury :: essays research papers

Project Mercury   Ã‚  Ã‚  Ã‚  Ã‚  Project Mercury, the first manned U.S. space project, became an official NASA program on October 7, 1958. The Mercury Program was given two main but broad objectives: 1. to investigate man’s ability to survive and perform in the space environment and 2. to develop basic space technology and hardware for manned space flight programs to come.   Ã‚  Ã‚  Ã‚  Ã‚  NASA also had to find astronauts to fly the spacecraft. In 1959 NASA asked the U.S. military for a list of their members who met certain qualifications. All applicants were required to have had extensive jet aircraft flight experience and engineering training. The applicants could be no more than five feet eleven inches tall, do to the limited amount of cabin space that the Mercury modules provided. All who met these requirements were also required to undergo numerous intense physical and psychological evaluations. Finally, out of a field of 500 people who met the experience, training, and height requirements, NASA selected seven to become U.S. astronauts. There names, Lieutenant M. Scott Carpenter; Air Force Captains L. Gordon Cooper, Jr., Virgil â€Å" Gus† Grissom, and Donald K. â€Å"Deke† Slayton; Marine Lieutenant Colonel John H. Glenn, Jr.; and Navy Lieutenant commanders Walter M. Schirra, Jr., and Alan B. Shepard, Jr. Of these, all flew in Project Mercury except Deke Slayton who was grounded for medical reasons. He later became an American crewmember of the Apollo-Soyuz Test Project.   Ã‚  Ã‚  Ã‚  Ã‚  The Mercury module was a bell shaped craft. Its base measured exactly 74.5 inches wide and it was nine feet tall. For its boosters NASA chose two U.S. military rockets: the Army’s Redstone, which provided 78,000 pounds of thrust, was used for suborbital flights, and the Air Force Atlas, providing 360,000 pounds of thrust, was used for orbital fights. The Mercury craft was fastened to the top of the booster for launch. Upon reaching the limits of Earth’s atmosphere the boosters were released from the module, and fell into uninhabited ocean.   Ã‚  Ã‚  Ã‚  Ã‚  The first Mercury launch was performed on May 5, 1961. The ship, Freedom 7, was the first U.S. craft used for manned space flight. Astronaut Alan Shepard, Jr. remained in suborbital flight for 15 minutes and 22 seconds, with an accumulated distance of 116 miles.   Ã‚  Ã‚  Ã‚  Ã‚  The second and final suborbital mission of the Mercury Project was launched on July 21, 1961. Gus Grissom navigated his ship, Liberty Bell 7, through flight for just 15 seconds longer than the previous mission.   Ã‚  Ã‚  Ã‚  Ã‚  The next Mercury flight was accomplished using an Atlas booster. On February 20,1962 it fired up and launched John Glenn, Jr., inside Friendship 7, into orbit. Glenn orbited Earth three times and when he returned the country

Personal Philosophy of Education Essay

Education is an important part of growth of the individual. Education can mean a lot of things. One of the definitions of education is the experience of the individual learning and gaining knowledge while inside the structured educational system. Today, one of the strongest beliefs when it comes to education is that learning starts during the early childhood years of the individual. Because of that, education philosophies have strongly revolved around this particular idea. This in turn has created many different perspectives and ideas in learning and education. The three important aspects of this philosophy on education are hinged on the consideration of children, teaching and learning. Generally, the philosophy is about the belief that children should be exposed to learning with focus on two different areas as soon as they are in the age fit for school-based learning. This usually ranges from five to seven years old onwards, depending on the mental, emotional and psychological disposition of the individual. This philosophy of education puts important consideration to the differences among individual children. This means younger children already fit for structured learning is not discouraged from starting even at a younger age. Those who are not yet fully ready are not discouraged either but will be the target of additional stimulation to be at par with the capabilities of those who are in the same age bracket as the child is. This philosophy in education is inspired by the Montessori Method. The belief of this method is that the children all possess natural inner guides inside them. The structured academic learning experience only acts as a means to provide for material and additional assistance to the children as they learn by themselves through their instincts, something that the creator of the Montessori approach recognized through observation. â€Å"Montessori developed a new philosophy of education based upon the intuitive observation of children (Lillard, 1988, p. 29). † In using the Montessori approach to creating the philosophy of education, the approach and perspective towards learning is strongly influenced by the ideals of Montessori approach. Examples are the treatment in learning, its ideas about children and the role of school and education, etc. , using the Montessori results in the consideration and inclusion of the learning theories that this particular approach entails. In this paradigm of teaching style and educational philosophy, the teacher takes the role of the mature overseer. In realization of the ability of the children to naturally learn via their experiences in the environment, the teacher makes sure that children are placed in an environment free from obstacles that could hamper, hinder, impair or impact negatively their learning experience. This approach is more focused on preparing the environment wherein the children are, for most of the time, left to their own devices to learn via experiential processes, and, when necessary providing the necessary and sufficient intervention. The philosophy of education is focused on the belief that what the children need to learn (in communication, in mathematics, in logic development, in interpersonal skills, and in other academic and non-academic components of child education) can be found in the child’s experiential learning in a controlled environment where the learning experience has the potential to reach its optimum growth and development. The philosophy of education in this particular condition puts importance in the instincts of the child, in the effort to encourage the children to develop their instincts and to not put a stupor on such natural capacity which is crucial and important for long term learning. Perspective on Children This philosophy of education sees children as individuals who are created with the natural ability for learning. However, because of their lack of experience as well as necessary knowledge to make themselves fully capable and full developed individuals, they need to undergo educational experience beginning at their young years. Children is viewed not as individuals who need to be spoon-fed with things that can improve their own knowledge and skill set. Rather, they are individuals who need to be guided especially in their learning stages so that they can develop as capable, competent, learned and mature individuals in the future. Children are not viewed as entities that are commanded to follow. Rather, they are individuals whose own self compass is sufficient for them to move in the direction they need and want to since they are created with the natural tendencies for learning and knowledge development. They are not robots with minds that are like computers programs that can be tweaked, altered and changed depending on the perspective and disposition of the educational institution. On the other hand, the main responsibility of the school and its teachers is to make sure that each of the autonomous and independent minds be able to grow and develop towards each individual’s own complex and unique entity. Children are individuals who are sufficiently equipped, physiologically, but nonetheless requires intervention if only for the sake of maximizing, harnessing and developing the potential that each child has. Perspective in Teaching The teacher or teaching component of this philosophy of education is about the role of teachers and the teaching process as a tool. It guides and provides necessary intervention sufficient enough to guide the children into learning and knowledge building but not excessive enough to dictate the educational experience and the learning process of the child. This is considering the fact that the child is depended upon to use his/her natural instincts for learning. Perspective in Learning The learning perspective of this philosophy in education revolves around the central idea that learning is something that is natural to an individual, something that he or she experiences even when the individual is at his or her very young age. In this philosophy of education, learning is something that should be experienced by the child by allowing the child to interact with his or her environment, the creation and set up of which is a result of the conscious effort of the teacher and the school. Learning is something that comes naturally. Learning results to knowledge and information set in an individual to which the school and the teacher has a strong influence on, especially in guaranteeing the absorption of information that the child needs to know during the learning process. Reference Lillard, P. P. (1988). Montessori: A Modern Approach. New York: Schocken Books.

The Handmaid’s Tale and Songs of Innocence and Experience Essays

The Handmaid’s Tale and Songs of Innocence and Experience Essays The Handmaid’s Tale and Songs of Innocence and Experience Paper The Handmaid’s Tale and Songs of Innocence and Experience Paper Essay Topic: Literature The Handmaids Tale Both Margaret Atwood and William Blake explore the issue of authority and the power it has over the vulnerable in society in their texts. Atwood presents the theme of authority with various motifs: the Nazi-like principles of the hypocritical, totalitarian government of Gilead; irony and neologisms. Blake illustrates how adults have a profound authority over children by using a child’s voice, in both innocence and experience sections of his poetry. He exposes what he believed were the ‘evils’ of society at the time including child labour and the industrial revolution with techniques such as irony, contrast and social critique. The Gileadean government can be viewed as similar to the totalitarian Nazi regime, which allows Atwood’s dystopian novel to be viewed in the same way as a hypothetical axis victory in WWII[1] (a created alternative history in which the Third Reich won the Second World War), her inspiration possibly coming from her visit to West Berlin which â€Å"had a sinister feeling, surrounded by the Wall and with East German planes flying low overhead†[2]. Hitler made it clear in his book of what an ‘ideal’ society would be like, including the ‘pure’ blonde hair, blue-eyed Aryan race and the traditional 3K’s policy expected of women (Children, kitchen, church). A comparison between this and The Handmaid’s Tale can be made as modern women in Western America during the ‘time before’ had more opportunities and control over their own bodies. The freedom of women is often presented through Moira, who is a lesbian: â€Å"she’d decided to prefer women†, and a feminist. The lexical choice of â€Å"decided† suggests Moira had complete control over her lifestyle choices; implying she had ‘chosen’ her sexuality in order to oppose patriarchal control and to not be subject to the vulnerability and oppression that men impose upon her. She also criticises Offred for having her â€Å"head in the sand† because she is not particularly interested in feminist concepts; whereas Moira shares the characteristics of a radical feminist. Pre-Nazi Germany involved the ‘Golden Twenties’ which saw the newly formed Weimar culture; conservative and radical right wing activists criticised the ‘sexualisation’ of the westernised flapper and the image of what goes against a ‘traditional woman’[3], the Nazi party reversed these advancements. The flashbacks that Offred experiences show the contrasts between the society ‘before’ compared to now; the Gileadean government also claim that the previous society was harmful to women because the sexual freedom ‘led’ men on. She comments on the tourist women’s skirts in chapter six â€Å"it’s been so long since I’ve seen skirts that short on women†¦That was freedom. Westernized, they used to call it†. The Aunts tell the handmaids that wearing clothing like that had made them more prone to rape, which is what they tell Janine in response to her being gang raped at fourteen. She was gang-raped at fourteen and had an abortion [ ] It may not even be true. However, it can be argued that the Gileadean society is no better as women have little option other than to participate in the ‘Ceremonies’ and are objectified; suggesting that women are more vulnerable than before. The use of Biblical manipulation to represent authority is also a common theme throughout. Aunt Lydia reads the passage of Rachel and Leah: â€Å"Give me children or I die† to brainwash and manipulate the handmaids into revolving their lives around getting pregnant. This appears to create rivalry between the women in a competitive manner; Offred said about Janine: â€Å"She’s a magic presence to us, an object of envy and desire, we covet her†. Janine seems to gain strength with pregnancy, she is seen â€Å"glowing†; whereas she previously appeared weak to everyone. Gilead’s manipulation is emphasised with the quote: â€Å"From each according to his abilities, to each according to his needs. † which the government ironically claim is from the Bible, yet it is a quote from the founder of Marxism: Karl Marx. [4] Showing how the government is able to manipulate the Bible to fit their ideal society as the quote is originally about Communism, but can be manipulated to the women filling the ‘needs’ of society (reproducing). However, the handmaids are controlled and vulnerable to religious manipulation and control because they will never know if it is part of The Bible: â€Å"The Bible is kept locked up†¦ who knows what wed make of it, if we ever got our hands on it? We can be read to from it, by him, but we cannot read. † This can be compared to William Blake’s poem ‘The Garden of Love’, which evokes the image of The Garden of Eden before the fall of mankind[5]; this is where Adam and Eve could love without consciousness and embrace the freedom of sexuality. The second garden relates to the ‘Song of Songs’ within the Old Testament which is an erotic poem but has been manipulated further into a ‘purer’ love such the relationship between Christ and people. This ideology could be represented by Blake in this poem because the â€Å"green†, â€Å"sweet flowers† have been built upon by â€Å"graves†, representing the death of sexual freedom and how religion restricts people, preventing them from acting in a way that is natural and instinctive. This is similar to The Handmaid’s Tale using religion to manipulate the way people express love and lust, including Offred and Nick who had to be intimate secretly, making them more vulnerable to Gileaden control. The men in the novel also use their authority to turn women against each other, shown with the relationship between the handmaids and Aunts. Offred appears to not take her indoctrination not too seriously; she dismisses Aunt Lydia’s aphorisms such as Modesty is invisibility†. However, the structural use of repetition throughout the novel manifests the idea that the indoctrination has worked on Offred as she finds herself repeating the aphorisms in her head and it affects her behaviour, for example: â€Å"they also serve who only stand and wait. †, which was a quote that one of the aunts told the handmaids in a ‘lesson’. Christian spokeswoman Joyce Meyer has said â€Å"Instead of being critical of people in authority over you and envious of their position, be happy youre not responsible for everything they have to do. Overwhelm them with encouragement and appreciation! [6] This is not dissimilar to the attitude of the aunts in terms of the authority of men; Aunt Lydia said to the Handmaids: â€Å"Try to think of it from their point of view she said†¦It isn’t easy for them†. The aunts may feel like they have a form of authority but they are still controlled by the men: the Handmaids’ jealousy toward one another and the syllabus the Aunts teach was based on the ideology of the patriarchal Gileadean government. The moral of this by Atwood was perhaps to encourage women to empower each other against patriarchy, the solidarity creating a stronger, less vulnerable female society. In Blake’s poetry, it is clear that he had a deep concern for the children of the 18th century, who were often used for child labour as young boys were often used as chimney sweeps where they were forced into tiny spaces and many suffered from ailments based on their ‘job’[7]. In the ‘Chimney Sweeper’ from Songs of Innocence, Blake uses the naive narrative of a child and the syndetic listing of regular boys’ names â€Å"Dick, Joe, Ned, Jack†-emphasising the normality of the boys; meaning this kind of exploitation could have happened to anyone. He creates an innocent tone with a dark underlining message; â€Å"if all do their duty, they need not fear harm. † This ambiguity and innocence allows the reader to sympathise with the child who believes that if they do the duty of chimney sweeping, God will protect them and they will go to heaven. On one hand this can be seen as hopeful because the angelic semantic field (â€Å"angel† â€Å"bright† â€Å"white†) suggests a ‘guardian’ as a form of protection; the juxtaposition the â€Å"black† soot and the â€Å"white† imagery could represent religion being able to give hope and encourage the children in dark times. The narrator comments on this thought making his friend â€Å"happy and warm†. However, it is also possible that Blake is criticising religion because of the false hope it gives the chimney sweeps with the quote â€Å"if all do their duty, they need not fear harm†, this suggests the owners of the young and naive sweeps indoctrinate them by manipulating them to do their jobs and if they don’t they will be doing something which is ‘morally wrong. The authority of the master-sweep is comparable to the Gileaden government and parallels can be drawn between Offred and the boy narrator. This is through the manipulation both parties have inflicted upon the most vulnerable, indoctrinating them with phrases such as â€Å"if all do their duty they fear no harm† from the master-sweep and â€Å"they only serve to those who stand and wait† from the aunts which does set some of their moral in life. The progression between ‘The Chimney Sweeper’ in innocence to experience presents a more negative tone with a dark semantic field â€Å"weep†, â€Å"death† â€Å"woe† â€Å"misery† Blake’s message could have been to show that with age, the innocence of hope dies away and the older you are, the less likely you are to be manipulated which emphasises the vulnerability of the innocent children. ‘The School Boy’ by Blake offers an insight into the theory that children are indoctrinated by authorities (adult teachers) in a way that prevents them from being free spiritually. This poem is also narrated in the voice of a child, likewise to ‘The Chimney Sweeper’ but is located in Songs of Experience. The honesty in this poem: â€Å"Worn through with the dreary shower†, contrasts with the positivity and passiveness of The Chimney Sweep, suggesting that there is not only a vulnerability of children through adult authority but also between educated and non-educated children. The language is a lot more sophisticated and low frequency â€Å"dreary, â€Å"mellowing† showing the narrator’s level of intelligence; the message perhaps being that un-educated children are more prone to vulnerability as they rely on hope and religion, the abstract nouns such as â€Å"mellowing† suggest that they have got nothing concrete to look forward to as they are manipulated by religion; whereas the schoolboy does not rely on abstract values because he sees himself ‘at one’ with nature and knows he would be happier if he was free in nature, not free by death/heaven. This is presented thorough the comparative imagery of a bird; â€Å"The skylark sings with me† showing emphasised unity between the schoolboy and the bird/ nature. The vulnerability is present in this poem with the schoolboy feeling as if he trapped by the teacher’s â€Å"cruel eye†. The cliche phrase ‘ignorance is bliss’ is relevant within this poem because the narrator knows he is being controlled and doesn’t rely on religion for happiness, whereas the narrator in the ‘Chimney Sweep’ from Songs of Innocence has hope; he believes that is he does his duty he â€Å"fears no harm† and is ignorant towards the control inflicted upon him. Structurally, Offred has the ability of reflecting in the ‘night’ chapters of the novel The Handmaid’s Tale and when she does, aspects of the ‘time before’ are revealed including her carefree past. â€Å"I would like to be ignorant. Then I would not know how ignorant I was† now she is not ignorant, she realises how she used to be and that the problems of patriarchy were under the surface all along. The language within The Handmaid’s Tale also plays a big part in control and manipulation. This includes the use of neologisms that the Gileadean government had imposed upon the public as a way of controlling the way they think; feminists and deformed babies are degraded and treated as sub humans, denoted by the terms â€Å"Unwomen† and â€Å"Unbabies. † Black and Jewish people are defined by biblical terms â€Å"Children of Ham† and â€Å"Sons of Jacob†; this purposely sets them apart from the rest of society, making the ‘Christian’ white American easily view them as different and abnormal; linking with the theme of Biblical manipulation. The authorial intent of using neologisms from Atwood would perhaps correlate with modern governmental neologisms: most likely American. For example, President Reagan had penned the term ‘Evil Empire’[8] whilst talking about the Soviets during the Cold war in order enforce propaganda by emphasising his distrust towards them. This term would have also most likely been used within American media and amongst members of the public in order to create further hostility and to view the Soviets as the enemy. This links with the power of authority because both the Gildeaden and American government had the ability to determine the public’s depiction of aspects of society they deem wrong or that go against their principals/ viewpoints. Likewise to ‘The Chimney Sweep’, ‘Holy Thursday’ from Songs of Innocence presents a naive tone. This is shown through the song-like structure which includes rhyming couplets of ABAB; however the underlining message is dark and ironic to the tone, with themes of vulnerable orphans and controlling guardians. The poem can be viewed as a criticism on behalf of Blake towards the corruption in Christian charity schools, which are often viewed as a positive aspect from the general public in the 18th century and today. Sarah Trimmer, a writer, critic and educational reformer had stated ‘Children of the poor should not be educated in such manner as to set them above the occupations of humble life, or so as to make them uncomfortable among their equals’. This point of view can be perceived as the general thought process of a lot of those in authority, who generally believed that each class should remain to their ‘God-given’ position on earth and orphaned children were no exception. The boys and girls are described as â€Å"companies† which presents a sense of unification within the children; however it also suggests that they are under corporate supervision and they are being restricted by the constant authority figures described as â€Å"grey headed beadles†. This is parallel to the restriction the narrator experiences in ‘The School Boy’, who dreams of being free within nature and free of the prisons of school, where there is mass control. The juxtaposition of colours between the children, who are described wearing â€Å"red blue green†, manifests the imagery of grey, dull supervisors alongside the colourful children dressed in prominent primary colours. To conclude, both texts express sympathy to the vulnerable in society and serve as an overall message to the readers. Whilst Atwood’s novel can be perceived as a ‘warning’ to women to remember the roots of feminism as Offred had only just realised the importance of Women’s righrs and a criticism of traditional old-fashioned patriarchy, Blake’s poetry creatively highlights the corruption of child labour, expresses the importance of nature and the unity of the human race. Both Atwood and Blake present the young as more vulnerable; The Handmaids are young in order to reproduce and the children are controlled in Blake’s poem in a new age of industry and labour. This suggests that the authorial intent may have been to present the youth as being naive and easily manipulated by the older generation (shown by the Chimney sweep and Offred’s indoctrination) but can also be the root of change and evolution (presented by the thought process of the school boy and Moira’s character). References http://articles.latimes.com/1990-03-04/entertainment/ca-2834_1_atwood-tale-handmaid https://www.facinghistory.org/weimar-republic-fragility-democracy/primary-sources/weimar-culture bl.uk/learning/histcitizen/21cc/utopia/methods1/bourgeoisie1/bourgeoisie.html http://crossref-it.info/articles/24/Garden-of-Eden,-Adam-and-Eve,-Second-Adam brainyquote.com/quotes/quotes/j/joycemeyer565203.html wellerschimneysweeps.com/?page_id=384 Reagan, Evil Empire, Speech Text