MHR2006 MENTAL HEALTH Essay Example | Topics and Well Written Essays - 2250 words

MHR2006 MENTAL HEALTH - Essay Example 1049). It is estimated that this adolescents have a greater risk of developing drug and substance abuse as compared to adults. About 7.6 percent of adolescents, aged 12-17 meet the criteria of dependence on abuse of illegal drugs or alcohol (Burn, et al., 2004, p. 964). In terms of mental health problems, it is usually caused by abuse of drugs such as marijuana, and alcohol and it is the case in most situations that the mental problem tends to increase abuse of these substances. The above facts relate to johns situation in which case he started abuse of drugs such as marijuana at the age of ten. It is most likely that his drug abuse habits have been the root cause for his mental health problems. A comprehensive assessment of John’s situation will require the use of the basic screening and assessment approach of persons with co-occurring disorders given by the Substance Abuse and Mental Health Services Administration (Substance Abuse and Mental Health Services Administration, 2010). This will require a systematic assessment process that will be able to lead to an appropriate treatment plan for John. The first step towards assessing John’s co-occurring disorder is to engage with him and let him open up to share freely by creating a good rapport and comfortable environment. With this achieved john is able to share his situation and share important information that is required for the assessment process and diagnosis. Fortunately, the practice nurse attending to John has been able to achieve this state by making John feel free to share his story and problems. The second step involves identifying John’s family or any other collaterals who may be familiar wit h his history. This is because his condition may inhibit him from reporting accurate instances of his past or present. It is also important considering John’s

The contributions of perfomance management systems

The contributions of perfomance management systems The need for effective performance management has grown in organizations for various reasons. Such reasons include providing appropriate employee rewards, managing employee competencies, indicating the degree, nature, acceptability or unacceptability of work and measuring extent and process of goal attainment (Shields 2007). To ensure an effective and efficient performance management, performance management systems (PMS) have been developed and implemented in many organizations today. Linge and Schiemann (1996), de Waal and Coevert (2007) and Lawson et al. (2003) cited in de Waal and Counet (2008) agrees that PMS is a critical contributor to top class performance and quality output of organizations. Consequently, when critically assessing the main contributions of PMS to organizational and individual performance, the impact of such contributions on the organization and individuals will be considered as the measuring unit. 2.0 Contributions of Performance Management Systems The nine main contributions of PMS to organizations and individuals includes: consolidating operational information to reflect a single meaningful picture of the organization, developing realistic performance and business goals, developing well-structured business plans with proper risk management measures, developing processes that change with the business environment, providing ease of information analysis, providing opportunities for performance improvement, enhancing trustworthy reporting, increasing confidence in business execution and improving the performance culture of the organization (Dresner 2008). Each of these contributions will be considered in details. An effective PMS pulls data from different organizational systems and presents the information in a timely, accurate, relevant, consistent and controlled manner. When relevant and critical information is stored away in individual departments, it becomes difficult for management at any level to see the performance of the entire organization. This hampers or degrades the quality of decisions made since relevant information is not available or is not available in a timely manner. Moreso, management reports about the different business units will not be accurate and consistent since the information is incorrect. When management is able to see the entire organization, it will be possible to determine the key performance indicators of the organization ascertain real performance drivers and produce consistent and reliable organization reports (Dresner 2008, pp. 141-2). A good PMS helps management develop realistic performance expectations of the business units in the organization. When management lacks a basis for setting performance goals for the organization, the goals becomes unrealistic, irrelevant and meaningless and results in wasted resources, demotivation of employees and unnecessary refinements of business goals. Suitable performance management applications enable managers to develop appropriate business and performance goals on a sound basis (such as the organization corporate strategy), communicate appropriately these goals, take responsibility of these goals, and drive the success of these goals. These ensure managers align all the business units goals to the corporate focus of the organization (Dresner 2008, pp. 143-4; Johnson, Scholes Whittington 2008). A properly structured PMS enables an equally structured business plan. Such plans includes appropriate feedback mechanisms and appropriate performance measurement metrics. When management is knowledgeable of the key performance indicators of the business and the plan is properly structured to ensure negative conflict is reduced between the business units, business results can be reasonably forecasted. Additionally, when business plans are aided with contextual information such as industry benchmarks, customer satisfaction surveys, call center reports, revenues, profit and cash flow reports, management will measure relevant performance activities, demonstrate reasonable achievable results to stakeholders and reduce risks because the basis of the plan informs the relevant risks the organization should be concerned about (Armstrong 2006, pp. 48-52, 90-7; Dresner 2008, pp. 144-5). A desired PMS assist organizations to adjust their strategic, tactical and operational plans when the business environment changes (Armstrong 2006; Wiesner Millet 2001, p. 117). Such robust plans do not necessarily sacrifice core business priorities or primal intra-dependencies in the organization rather it is incremental depending on emerging opportunities or changes in business environment (Grant 2005). When managers at all levels develop plans with changing business conditions in mind, the need for a dynamic planning process begins to emerge. Such realization enables an organization to develop the culture of continuously matching corporate plans with current realities, refines previous forecasts based on current knowledge and aligns individual business unit activities to current happenings. As a result management is constantly abreast with the present, improves critical planning competencies and modifies communication across the organization. This competence leads to better perfo rmance and an organization that approaches the future with confidence (Dresner 2008, pp. 145-7). A robust PMS presents information in a way that enables easy retrieval, comparison and evaluation of data. A PMS contributes more to an organization when it does not only pull information to a single point but compiles, compares, contrasts, evaluates and presents meaningful results from such data. Moreso, when actions are critical for the business, built-in prompts in the PMS alert for such critical actions to be carried out. Such automatic features increases the visibility of the organizations performance, ensures managers act efficiently and effectively and ensures the business remains competitive (Dresner 2008, pp. 147-8). Interestingly, a good PMS provides individuals and business units across the organization with an opportunity to improve performance. This performance improvement begins with the performance accountability culture that results when a PMS is used daily in controlling and managing the organization. Hence, accountability enables employees and managers to be responsible for their performance and when mistakes are made, consequences observed, corrections made and positive results emerge from the corrections made, this improves learning and performance (Dresner 2008, pp. 148-9). A functional PMS assures and ensures that organizations publications are trustworthy. When a PMS collates, analyses and consolidates information in a timely manner from all the business units into a single platform, managers at all levels can access, integrate and certify published reports since there is sound basis for its composition. The organization will be able to confidently report key performance drivers to the organization and stakeholders. When the PMS is built with suitable capabilities organizations can publish consistent, relevant and accurate reports in less time and with less effort (Dresner 2008, pp. 149-50). An enterprise wide PMS ensures proper guide is provided for smooth execution of business plans across the organization. When a PMS has all the planning information, integrates all the changes and relevant refinements of business decisions and goals across the organization, incorporates all the resources required to achieve the set out objective of the business units, management will be able to provide clear direction on the execution strategy of the task. Managers at all levels will be able to carry out the business executions confidently, communicated appropriately and effectively the progress and status of the executions. When a PMS can provide an end-to-end operational support structure, managers can confidently decide, monitor and report real time impacts on business decisions which enhance top quartile performance (Dresner 2008, pp. 150-1). A comprehensive PMS builds a generally performance-driven and accountable business organization. When a business operates a PMS that is used to control and manage the organization daily, enormous data of information gained from various business aspects would provide enormous insight into key performance criteria of the organization. An organization emerges that focuses and gains experience in performance-related information gathering, performance-related activity alignment, performance-driven business planning, performance-related analysis, performance-related monitoring, forecast and reporting and a general performance driven culture. These make an organization and employees of the organization more competent and perform better and manage the organization better (Dresner 2008, pp. 151-2). The impact of the main contributions of PMS begins with the nature of PMS implementation in the organization. 3.0 Lessons learned from Performance Management Implementation The article Lessons learned from performance management systems implementations reveals problems that are encountered during the implementation and use of PMSs. Serious problems with PMS implementations could mitigate the contributions expected to be derived from the use of PMS. The article records that fifty six percent of PMS implementations fail before organizations can realise any meaningful benefit from the system (de Waal Counet 2008). In other words, PMS only contributes to organizational and individual performance forty four times for every hundred attempts at its use. 3.1 Causal factors The consideration of the causal factors resulting in PMSs failing at the implementation stage or if implemented not effectively used in organizations is therefore significant. Identified problem areas contributing to this failure includes senior and middle level management paying less importance to the PMS implementation, prolonged, extended and unanticipated resource requirements during implementations, complete lack of resources for the PMS implementation, unfavourable environmental pressures during implementations, perceived lack of focus of the PMS implementation by employees, lack of or not long enough enthusiasm by senior and middle level management on the PMS implementation, mounting resistance or low commitment by employees to the implementation and use of the new PMS, lack of adequate information and computer technology (ICT) infrastructure to support the implementation and use of the PMS, poor use of the PMS by management (such as using it as a punitive tool for employees), incompatibility of PMS with the organizations main objectives, constricted use of PMS (such as only a reporting tool), poor definition and/or poor linkage of the relevant measurable key performance indicators (KPIs) to different individuals and departments of the organizations, lack of competence in the use of PMS, too many or wrong KPIs measured by PMS, lack of an organization change strategy for the use of the new PMS, lack of and/or poor motivation mechanisms for employees in the use of new system, poor performance culture in the organization, no single point responsibility of PMS, lack of or poor general maintenance of the system, difficulties in getting relevant data for performance calculations, no plan to embed its use in the organization beyond management changes and perceived lack of improvement in the organization after using the system for sometime (de Waal Counet 2008). The most important problem areas that had the severest consequences were a lack of top management commitment; not having a performance management (PM) culture; PM getting a low priority or its use being abandoned after a change of management; management putting low priority on the implementation; and people not seeing (enough) benefit from PM (de Waal Counet 2008, p. 367). The enormity of the problems relating to PMS implementation and use reveals the seriousness of removing these impediments if PMS must have a chance to positively contribute to the performance of organizations and individuals. 4.0 Successful Performance Management Implementation The assessment of a properly implemented PMS is important to the performance health of any organization. The American Productivity and Quality Center (2004) reveals the results of successfully implemented PMSs in five companies namely Bank of America, Crown Castle International, JetBlue Airways Corporation, L.L. Bean and Saturn Corporation. It highlights ten success factors that ensured such successful PMS implementation as including the organization measuring its important objectives, incorporating the performance system into its daily operations, reflecting the organizations maturity level in the PMS, making provisions for flexibility in the PMS, simplifying processes in using the PMS, creating successful change plans from the old PMS (if existent) to the new PMS, ensure transparent communication from the PMS to the organization, incorporates the PMS into the organizations culture, structure the PMS with organization structure and ensure a commitment to action based on the results of the PMS. 4.1 Analysis Therefore, the successful implementation of the PMS impacted positively on the organizations. Since the use of PMS represented ninety-four percent of the organizations activities, it can be said that the PMS was applied to the daily operations of the organizations. The result is that business objectives were directly impacted positively. For example, the Bank of America recorded an increase in customers checking account and increase in earning per share. Crown Castle was able to improve their cash flow positively and in some cases beat market expectations for the company. Similar successes were recorded by the other organizations studied. Additionally, organizations were able to demonstrate these positive impacts easily since the use of the system makes all the organizations efforts visible and transparent. For example, Bank of America incorporated a customer performance analysis that enabled the bank demonstrate how and where it had to improve in relation to their customers. Similar ly, L.L. Bean was able to demonstrate analysis of its normal activities in comparison to its seasonal engagements. Other organizations shared the same positive outlook. Subsequently, PMS contributed to the continuous improvement efforts in the organizations. The organizations were able to manage their corporate balance scorecard, manage improvements to the company process and develop future plans based on such improvements. For example, Saturn was able to improve their customer relationship by adapting its PMS to focus on six core values of customer enthusiasm, retail partnership, passion to excellence, teamwork, trust and respect for the individual which resulted in their retailers sharing the same system, consistency in reporting and measurement of criteria. The use of PMS ensured that all the levels of the organization were able to predict future impacts on the business which means that future strategic, tactical and operational plans will be easily broken down and aligned with t he organizations departments. For example, L.L. Bean linked the lower level plans to individuals and the various expected individuals activities calculated to determine the corporate performance indicator. Another area of positive impact was the ease or review and reporting with the use of PMS. Unlike traditional staff performance appraisal that occurs at the end of the year, functional PMSs made it easy to observe, assess and report daily, weekly, monthly, quarterly or when required. If the PMS is not delivering on the intended objectives, amendments can be made with little disruption and impact to the business. For example, business performance in Bank of America and Saturn are inputted and analyzed daily to determine gaps, causes, corrective measures or changes in business approach (American Productivity and Quality Center 2004). 4.2 Lessons learned from successful Performance Management System Implementation Hence, the key lessons from these successful implementations highlights the criticality of organizations leaders and employees maintaining commitment to the PMS, populating it, using it daily, embedding it into the organizations culture and training staff. Interestingly, this finding agrees with de Waal and Counet (2008) in the article Lessons learned from Performance Management Implementations in which lack of management commitment was among the severest detriment to successful PMS implementations. Moreso, the implementation revealed that when the organization is assisted by the PMS to be proactive and the organization feels that it is achieving its strategic plans, the PMS continues to remain relevant and effective to the organization. When the PMS is perceived as uncomplicated, provides information to the different departments when needed and enables rewards of hard working employees, the PMS will be easily maintained to provide the critical performance measurements needed by the organization (American Productivity and Quality Center 2004). 4.3 Assessment of the contributions Therefore, a critical assessment of the impact of PMS on Bank of America, Crown Castle International, JetBlue Airways Corporation, L.L. Bean and Saturn Corporation based on successful implementations of PMS could be stated as ensuring business objectives are positively achieved, visible and transparent demonstration of efforts towards goal attainment, highlight of organization improvement areas and efforts applied, prediction of future impacts on the organization, ease of reporting and review of key performance criteria of the organization. Thus, it can be said that these organizations have been impacted positively through the use of the PMS. Therefore the author in its critical assessment is in favor of the argument that PMS delivers enormous value to both individual and the organization and its use should be sustained when implemented. 5.0 The Scorecard System More specifically, a popular performance management system in use today is the scorecard system. Many companies have deployed the use of the scorecard system in strategic management of their organizations performance (Hatch, Lawson DesRoches 2008, p. 7). The impact of using the scorecard system on Suzano Petroquimica Company is assessed next. 5.1 Application of Scorecard System to Suzano Petroquimica Suzano Petroquimica Company (SPQ) is a Latin American industry leader producing polypropylene resins and a major producer of thermoplastic resins in Brazil. With a production capacity of 685,000 tons/year distributed across Latin America, SPQ continued to expand to consolidate its leadership position in the polypropylene business with the goal of being the second largest producer of thermoplastic in the region. SPQ advanced to becoming joint controlling shareholders in other companies that supplied them the raw materials for their business. In 2005, SPQ earned a gross income of $980 million representing a 126 percent sales increase with its 474 employees (Hatch, Lawson DesRoches 2008). That same year SPQ was inducted into the Balanced Scorecard Hall of Fame due to its massive success in the use and application of the balanced scorecard framework in managing and improving its company performance. To fully understand the impact of the performance management tool (scorecard system) used by SPQ, consideration of the process that resulted in such massive success is explored. To achieve their vision of industry leader in 2003, SPQ followed the process of change management, implementation and observation. During the change management phase, SPQ had to inform the employees clearly of the planned change to the use of the scorecard system, the reason for the change, benefits of employees embracing the change, develop a strategy for measuring, monitoring, assessing and correcting performance at all levels in the organization. During the implementation, SPQ dissected the corporate strategy and assigned actionable parts of the strategy to individuals and departments making the individuals and teams responsible for the outcome of their assignments. To align the entire perspectives of the organization, 650 measures were monitored by the scorecard system. Measures relating to finances were tied to the financial planning system and automated to enable real time cost monitoring. Short term, medium term and long term goals of the organization were also tied to the scorecard system wherein senior management would review the relevant measures to determine the performance and needed performance adjustments required for the different range of goals. Furthermore, to align employee actions to the scorecard system and ensure organization wide use and acceptance, SPQ linked the remuneration system, bonuses, individual objectives and corporate team incentives to the scorecard system. Apart from SPQ achieving industry leader status, it was observed that SPQ noted many benefits from its implementation of the scorecard system. Such benefits included improved and integrated communication between individuals and teams and between teams and management, corporate strategy communicated in a simplified manner, corporate goals performance were linked to remuneration, effect of performance on the measures monitored were visibly related to the corporate strategy, employee actions were aligned to corporate goals and strategy, entire organization worked as shareholders in the company and positive changes of employee behavior since rewards were tied to performance (Hatch, Lawson DesRoches 2008, pp. 131-3). 5.2 Assessment A critical assessment of the contributions of the performance management system scorecard system reveals many positive impacts on SPQ. Implementing the use of PMS in 2003 and within two years achieving the industry leader status as an organization is a massive feat. Additionally, the application of the PMS to individual performance in the organization is significant wherein individuals objectives were not only linked to corporate objectives but hardworking individuals would be rewarded accordingly based on their performance. The author agrees with the evidence that Performance Management Systems contribute positively to organizational performance. However, the author recommends that the linking of individual performance to remuneration and rewards should be categorized (years of experience, degree of training etc.) and with a reasonably fixed remuneration baseline. This is to ensure that new recruits are kept reasonably motivated to continue improving their performance since they w ill not necessarily be able to perform like the more experienced employees. 6.0 Criticism of Performance Management Systems Notwithstanding the benefits of PMS, the current applications of PMS have been criticized on many grounds. Earlier scholars believed that there is too much emphasis on performance rather than individual learning embedded in the PMS. It is argued that a learning approach should be encouraged more in organizations than a performance-based approach towards employees. For example, Barrie and Pace (1999, p. 295) cited in Swanson and Elwood (2009) argues that it is the performance perspective that denies a persons fundamental and inherent agency and self-determination, not the learning perspective. All of the negative effects of training come from a performance perspective. Moreso, Bierema (1997, p. 23-4) cited in Swanson and Elwood (2009) adds that the machine mentality in the workplace, coupled with obsessive focus on performance, has created a crisis in individual development and that valuing development only if it contributes to productivity is a viewpoint that has perpetuated the mech anistic model of the past three hundred years. Dirkx (1997, p. 43) cited in Swanson and Elwood (2009) decries that even the so-called learning that seems to be projected in PMS are defined according to the perceived needs of the sponsoring organization and the work individuals are required to perform regardless of its contribution to the ultimate societys economic competitiveness and therefore the learning is simply a market-driven education. Additionally, Smither and London (2009) criticises four aspect of PMSs namely performance appraisal, accountability, excessive goals and contesting priorities. The philosophy of the performance appraisal aspect of PMS have been criticised as often being poorly developed in organizations and which is usually ill-executed. Also, when there are external and overarching factors such as effects of organizational structure, technology enablers or supply chain resources shortfalls, even a high performer may fail to reach set goals of which these causes may not be discounted in the PMS. Moreover, the idea of performance appraisal usually disruptive conflicts that negatively affect teamwork and damage relationships. It also confuses workers who wonder if there should always strive for the highest rating or identify areas of personal development and risk low performance rating. Therefore employees are usually placed in a position to do what is expected to be done and not necessarily what is kn own to be right because of the fear of being called the low performer. In this context also, performance appraisal can lower self-esteem which can affect workers motivation (Davidson et al. 2009). Accountability is an important part of the PMS. The competence of managers to truly analyse an individual enough to carry a complex psychological process of setting appropriate goals for many individuals, mentoring and coaching them is questioned. Moreover, the ability of managers in the performance management process to balance the roles of telling an employee that the employee is a low performer while at the same time he is expected to be the coach and mentor is questioned in the process. Goal setting is critical to PMS. Locke and Lotham (1990) cited in Smither and London (2009) emphasizes that if there are many goals and enough time it can be accomplished but when there are many goals to be executed at the same time performance can be mitigated. Practitioners suggests seven goals (Smither London 2009) but many organizations have much more goals and sub-goals designated to individuals and teams which is argued will be counter-productive explaining the reason PMSs are not effective. Contesting priorities is a fact of business that draws on the competence of managers and employees. Managers have realised that in the normal course of business huge tradeoffs usually occur beyond the ability of the manager to control in order to achieve the most pressing goal. The application of the balanced scorecard (BSC) proposed by Kaplan and Norton (1996) focussing on assessing performance on four broad areas of the business has been criticised as unrealistic in measuring individual performance since due to tradeoffs, should not be expected to meet all the goals, hence PMS explained as ineffective (Smither London 2009). 7.0 Conclusion and Recommendations Conclusively, a critical assessment of the contributions of PMS to organizational and individual performance reveals that PMS delivers many benefits to the organization when properly implemented. However, organizations confirm that individual performance is improved when Performance Management Systems were deployed. While the debate continues as to the overall benefit of the PMS from an individuals viewpoint, the author believes that Performance Management Systems should be implemented in a manner that satisfies the needs of the individual while satisfying the organizations objectives. While the balance of objectives between individual and organization will not be easy, organizations that make the effort will continue to benefit by retaining the best of workers in the industry.

They Just Dont Understand Essay -- Personal Narrative Family Culture

They Just Don't Understand As the weekend drew in I knew that it’s going to be another battle between my mom and me. About whether or not it is acceptable for me to stay out till the club closes, or if I should just stay home and live like a hermit and study. I respect my mom very much, and in no way do I want to give her a hard time, but come on If your 18,19 years old don’t you feel that you deserve at least a little bit of freedom. People always tell me that â€Å"she is worried about you because you are her only son† and things like that, which I already understand. I know that every ones parents feel like that about them. I think that what adds to the fire is the fact that she was raised totally different than me, in a totally different country with totally different customs. This I feel has a great effect on the way she treats me here in America people go out to clubs, people party and have fun on the weekends, where my mom grew up it was totally different. My mom was raised on a small farm in Rorzniaty Poland; it is a really tiny town, not even two miles in total going north, south, east, and west. Her parents were pretty religious folks and she was a total study addict. All she would do is help out in the field come back home bathe, eat and study. There were really no clubs or anything she can go to, and only from time to time did the school have a dance. Basically her child hood consisted of studying. After high school she went on to the University of Krakow where she studied education. Only then did she start to live a li... ...e that we are not in Poland any more and that most of my years were spent here so I adapted to the way things are. She should really try to adopt to the way things are here, and I do talk to her and it is getting better but still there are those times where it all just goes back to square one and it seems like all the talks were just a waste of time. Many different cultures and many different generations will be put through the same cycle, some will adapt and others will not, some will try others will not, but either way we all should just try to bare with them because the chances are that the ones who will be against you doing what you do will be your parents, and whether it is going to be because of there age difference or there cultural difference, is up to them, but I guess in a way it is up to us to understand them if its so hard for them to understand us.

Superstition: Truth and Fear

What is superstition? According to the dictionary, a superstition is an irrational fear of what is unknown or mysterious, especially in connection with one’s religion. Often, a superstition is nothing but a senseless belief which arise from one’s fear or ignorance. Some superstitions may come off as logical but most of the time, they are ridiculous. However, even though most people know that superstitions are based on pure imagination and are nowhere close to the truth, some people still become controlled by the superstitions they believe in and this is very unhealthy.Superstition has become a worldwide phenomenon which people in every country believed despite its absurdity. Due to the fact that superstitions are often against the known laws of science and reasoning, they tend to be defined as beliefs based on ignorance and fear, and are found in various forms and practices. Superstitions have existed way back since ancient times. Primitive people were ignorant about th e truths of science and were at the mercy of nature.They could not understand why there was such a change taking place around them and there was fear. They were afriad of offending what they had respected and worshiped, and they feared of suffering the wrath of whom they called gods, and whom they called the â€Å"evil spirits†. Of course, they feared of having to pay back for the sins they had once committed. The sense of insecurity and the fear of the unknown forces in the universe are ingrained our natural instincts. Even the educated people are not freed from these.They could not eliminate this fear from their minds. Thus, it was believed that fear was what gave rise to superstition. Due to fear, superstitions could also drive someone to commit horrifying crimes. For example, women who were suspected of practicing witchcraft were tied and burnt alive in the past, while child sacrifices used to be made to please gods. Superstitions gave excuse for people to commit crimes i n the name of warding off the â€Å"evil spirits† or pleasing the gods.However, none of these actions should ever be condone due to the fact that the superstitions are nothing but nonsense without concrete proof to back them up. Ignorance and the fear of the unknown can be said to be what made the fertile ground for superstitions. Therefore, in order for superstitions to be exposed, one should only follow the ones with concrete scientific and logical proof and scientific outlook should be cultivated to expose superstitions.

The Sublime and Architectural Theory

As Michael K. Hayes comments in Architecture Theory since 1968, a typology to emerge in the mid eighteenth century was a return of architecture to its natural origins, an example of the primitive shelter. This return and respect of nature was interestingly enough occurring across art, literature and landscape design simultaneously and internationally. It was as if people were warily eyeing the beginnings of the Industrial Revolution and entered into a love-hate tolerance of the machine age with the concepts of nature playing a reassuring role throughout these social and industrial evolutions.In reference to nature, the sublime countered many perceptions of the tamed environment through poetry, painting, national parks and urban design. The term â€Å"sublime† was first used to describe nature by British writers taking the Grand Tour of the Swiss Alps in the 17th and 18th centuries. The sublime was meant as an aesthetic quality in nature that was both beautiful and terrible, ho rrible and harmonious, appreciating the unexpected and dangerous forms found in nature that had been avoided in literature and art through the concepts of a more tamed and friendly environment.German philosopher Immanuel Kant reflects on the concept of boundaries between beauty and the sublime in his Critique of Judgment written in 1790. Distinguishing between the differences of beauty versus the sublime, beauty is connected with the form of the object, respecting the object's boundaries whereas the sublime is found in a formless object, boundless, unfamiliar and unexpected.The Romantic Period revealed a shift from the picturesque paintings of a controlled and safe landscape to paintings depicting the grotesque and beautiful as found in works such as Frederic Edwin Church's Cotopaxi , oil on canvas 1826, an opposition to the classical ideals of perfection. The concept of sublime evolved through the machine age with a sense of self-forgetfulness, an awe-inspired feeling of well-being and security when faced with an object or place of superiority.It is a realization of unavoidable suffering that is to be accepted and that the difficulties in life will never be completely resolved. The terrible, beautiful and inescapable sublime resonated with the social instability found in the Modernist period. These two movements faced suffering brought about by the consequences of the Industrial Revolution. Inescapably crowded cities meant survival was dependent on the proximity to work. Leisure was a little afforded luxury. As John Mitchell much later on discusses in his ook What Is to be Done about Illness and Health (1984), the attributes of a healthy life is a clean and safe environment, time for rest and recreation, a reasonable living standard, freedom from chronic worries, hope for the future, an adequate level of self-confidence and autonomy, and finally to have a worthwhile and fulfilling job. These well-being concepts were absent for many low and middle class famili es working in factories during the machine age and were threatened by social injustices of modern times.Throughout difficult times experienced in the Romantic period up through present day, the order and at times chaos of nature remained a constant influence in the perceptions of design and life. It would seem our societies distanced themselves from primitive nature through perfect geometry of the Classical movement, imitated nature through the rusticity of the hut and embraced the sublime during the Romantic period.It was as if a return to the most basic and natural state gave a sense of control over the uncontrollable, â€Å"the forest/city was to be tamed, brought into rational order by means of the gardener's art; the ideal city of the late eighteenth century was thereby imaged on the garden† The acknowledgment and connection of the roles of nature throughout our design history offered an outlying and abstract zeitgeist: a continuing spirit of admiration, reverence and fe arful respect of our natural surroundings as they are impacted by our industrial and socially changing cities.

How To Write Dates in Spanish

How To Write Dates in Spanish There is  a variety of subtle differences between writing common things in English and in Spanish. Such is the case with writing dates in the two languages: Where in English one might say February 5, 2019, a Spanish writer would express the date as 5 de febrero de 2019. Key Takeaways: Writing Dates in Spanish The most common way of writing dates in Spanish follows the form number de month de year.Names of the months are not capitalized in Spanish.With the exception of primero for first, the ordinal numbers are not used in dates in Spanish. Note that in Spanish the name of the month isnt capitalized. You can also spell out the number - as in cinco de enero de 2012 - but this is less common than using a numeral in the example above. However, in parts of Latin America, especially in areas with U.S. influence, you may also see the form abril 15 de 2018 in occasional use, and rarely you may see a period used in the year such as 2.006. Another important distinction is that in Spanish you should not imitate English by using ordinal forms such as tercero de marzo as a direct translation of third of March. The one exception is that you may say primero for first, so January 1st can be said as primero de enero. In numeral form, thats 1o, or a 1 followed by superscripted o, not a degree sign. Less commonly, the form 1ero is used. As in the examples below, dates are typically preceded by the definite article el in sentences. Sample Sentences Showing Use of Dates in Spanish El 16 de septiembre de 1810 era  el dà ­a de independencia de Mà ©xico. (Sept. 16, 1810, was Mexicos independence day.) La Epifanà ­a se celebras el 6 de enero de cada aà ±o en los paà ­ses hispanohablantes. (Epiphany is celebrated in Jan. 6 of each year in Spanish-speaking countries.) El 1 de enero es el primer dà ­a del aà ±o en el calendario gregoriano. (Jan. 1 is the first month of the year of the Gregorian calendar.) El proceso de recuento parcial comenzà ³ el 3 de mayo y todavà ­a continà ºa. (The partial recount process began on May 3 and still continues.) Desde el aà ±o de 1974, el primero de julio celebramos el Dà ­a del Ingeniero en Mà ©xico. (Since the year 1974, we celebrate the Day of the Engineer on July 1st.) Use of Roman Numerals and Abbreviated Forms In abbreviated form, Spanish typically follows a day-month-year pattern using a capitalized Roman numeral for the month. The units may be separated by spaces, slashes, or hyphens. Thus the abbreviated form of July 4, 1776, can be written in these ways: 4 VII 1776, 4/VII/1776, and 4-VII-1776. Theyre the equivalent of 7/4/1776 in American English or 4/7/1776 in British English. Common forms used for B.C. are aC and a. de C. -   for antes de Cristo  or before Christ - with variations in punctuation and sometimes the use of J.C. (Jesucristo) instead of merely using the letter  C. In scholarly writing, you may use AEC  as the equivalent of the English BCE, which means antes de la Era Comà ºn  or Before the Common Era. The equivalent of A.D. is despuà ©s de Cristo  or after Christ and can be abbreviated d. de C.  or dC  with the same variations as noted above. You also may use EC  (Era Comà ºn) for CE (Common Era). The abbreviations AEC  and EC  are even less commonly used in Spanish than their English equivalents are in English, mainly because they arent universally understood. They normally shouldnt be used unless demanded by the context, such as if writing for publication in an academic journal. Pronouncing the Years The years in Spanish are pronounced the same as other cardinal numbers are. Thus, for example, the year 2040 would be pronounced as dos mil cuarenta. The English custom of pronouncing the centuries separately - in English we typically say twenty-forty instead of two thousand forty - is not followed. Saying veinte cuarenta instead of dos mil cuarenta would strike native Spanish speakers as the mark of an English speaker. Using Prepositions With Dates Spanish does not use a preposition as the equivalent of on when indicating that something happens on a particular date. The date itself functions as an adverbial phrase, as it does in English when on is omitted. Such examples include la masacre ocurrià ³ el 14 de marzo wherein the phrase means The massacre occurred on March 14, with the Spanish word for on (en) not used. Similarly in English, one could correctly say The massacre occurred March 14.   During or throughout, on the other hand, can be added into the phrase by including the Spanish word for this, durante.  Such is the case in the Spanish version of the sentence Space exploration began during the 20th Century, which can be written as Durante el siglo XX dio comenzà ³ la exploracià ³n espacial.

The Meaning of Social Order in Sociology

The Meaning of Social Order in Sociology Social order is a fundamental concept in sociology that refers to the way in which the various components of society- social structures and institutions, social relations, social interactions and behavior, and cultural features such as norms, beliefs, and values- work together to maintain the status quo. Outside the field of sociology, people often use the term social order to refer to a state of stability and consensus that exists in the absence of chaos and upheaval. Sociologists, however, have a more complex understanding of the term. Within the field, it refers to the organization of many interrelated parts of a society. Social order is present when individuals agree to a shared social contract that states that certain rules and laws must be abided and certain standards, values, and norms maintained. Social order can be observed within national societies, geographical regions, institutions and organizations, communities, formal and informal  groups, and even at the scale of global society. Within all of these, social order is most often hierarchical in nature; some people hold more power than others in order to enforce the laws, rules, and norms necessary for the preservation of social order. Practices, behaviors, values, and beliefs that are counter to those of the social order are typically framed as deviant and/or dangerous  and are curtailed through the enforcement of laws, rules, norms, and taboos. Social Order Follows a Social Contract The question of how social order is achieved and maintained is the question that gave birth to the field of sociology. In his book  Leviathan, English philosopher Thomas Hobbes laid the groundwork for the exploration of this question within the social sciences. Hobbes recognized that without some form of social contract, there could be no society, and chaos and disorder would reign. According to Hobbes, modern states were created in order to provide social order. People agree to empower the state to enforce the rule of law, and in exchange, they give up some individual power. This is the essence of the social contract that lies at the foundation of Hobbess theory of social order. As sociology became an established field of study, early thinkers became keenly interested in the question of social order. Founding figures like Karl Marx and Émile Durkheim focused their attention on the significant transitions that occurred before and during their lifetimes, including industrialization, urbanization, and the waning of religion as a significant force in social life. These two theorists, though, had polar opposite views on how social order is achieved and maintained, and to what ends. Durkheims Cultural Theory of Social Order Through his study of the role of religion in primitive and traditional societies, French sociologist Émile Durkheim came to believe that social order arose out the shared beliefs, values, norms, and practices of a given group of people. His view locates the origins of social order in the practices and interactions of daily life as well as those associated with rituals and important events. In other words, it is a theory of social order that puts culture at the forefront. Durkheim theorized that it was through the culture shared by a group, community, or society that a sense of social connection- what he called solidarity- emerged between and among people and that worked to bind them together into a collective. Durkheim referred to a groups shared collection of beliefs, values, attitudes, and knowledge as the collective conscience. In primitive and traditional societies Durkheim observed that sharing these things was enough to create a mechanical solidarity that bound the group together. In the larger, more diverse, and urbanized societies of modern times, Durkheim observed that it was the recognition of the need to rely on each other to fulfill different roles and functions that bound society together. He called this organic solidarity. Durkheim also observed that social institutions- such as the state, media, education, and law enforcement- play formative roles in fostering a collective conscience in both traditional and modern societies. According to Durkheim, it is through our interactions with these institutions and with the people around us that we participate in the maintenance of rules and norms and behavior that enable the smooth functioning of society. In other words, we work together to maintain social order. Durkheims view became the foundation for the functionalist perspective,  which views society as the sum of interlocking and interdependent parts that evolve together to maintain social order. Marxs Critical Theory of Social Order German philosopher Karl Marx took a different view of social order. Focusing on the transition from pre-capitalist to capitalist economies and their effects on society, he developed a theory of social order centered on the economic structure of society and the social relations involved in the production of goods. Marx believed that these aspects of society were responsible for producing the social order, while others- including social institutions and the state- were responsible for maintaining it. He referred to these two different components of society as the base and the superstructure. In his writings on capitalism, Marx argued that the superstructure grows out of the base and reflects the interests of the ruling class that controls it. The superstructure justifies how the base operates, and in doing so, justifies the power of the ruling class. Together, the base and the superstructure create and maintain social order. From his observations of history and politics, Marx concluded that the shift to a capitalist industrial economy throughout Europe created a class of workers who were exploited by company owners and their financiers. The result was a hierarchical class-based society in which a small minority held power over the majority, whose labor they used for their own financial gain. Marx believed that social institutions did the work of spreading the values and beliefs of the ruling class in order to maintain a social order that would serve their interests and protect their power. Marxs critical view of social order is the basis of the conflict theory perspective in sociology, which views social order as a precarious state shaped by ongoing conflicts between groups that are competing for access to resources and power. Putting Both Theories to Work While some sociologists align themselves with either Durkheims or Marxs view of social order, most recognize that both theories have merit. A nuanced understanding of social order must acknowledge that it is the product of multiple and sometimes contradictory processes. Social order is a necessary feature of any society and it is deeply important for building a sense of belonging and connection with others. At the same time, social order is also responsible for producing and maintaining oppression. A true understanding of how social order is constructed must take all of these contradictory aspects into account.