The, Things Fall Apart By Chinua Achebe - 1244 Words

Imperialistic policy has drastically affected the development of nearly every nation on the planet. Although imperialism greatly benefits European nations, it damages the infrastructure of the nations under it. Entire continents such as Africa were forced into subservience and plundered for their resources. Many tribe’s had their land taken from them, and their culture and customs were altered by Christian missionaries. The atrocities committed against the Igbo are a perfect example of the trials the African people faced. For the Igbo, life before the Europeans was much better. The Igbo ruled themselves and were successful farmers. However, With the arrival of the Europeans came unnecessary bloodshed, and the destruction of the Igbo†¦show more content†¦Without the ability to rule themselves, the white men completely changed the structure of the Igbos government. The Igbos judicial system was thrown out and replaced with one ruled by the white men. In the Igbos old co urt system, when there was a dispute to be settled, you would take it to the egwugwu and it would be discussed publicly. Whereas in the European court system set up in Umuofia, is ruled by one man. The white man’s judicial system is also much less fair. When Okonkwo accidentally killed the young boy, he was only banished by the elders to a sister clan. When Aneto committed a similar crime under the European court system, â€Å"Aneto was taken to Umuru and hanged† (Achebe 177). Aneto may have murdered a man, but under Igbo customs if he flees to another land, then he is to be spared. Even though Aneto did these things the white men did not pay any attention to Igbo customs and took the matter into their own hands. The extent to which the political infrastructure of the Igbo was damaged, was so great that the tribe ended up having to conform to European ways in order to survive. The Igbos economic structure was greatly altered after the Europeans arrived, leading to majo r economic disarray in Umuofia. The first thing the Europeans did to the Igbos economy was direct all trade routes away from Mecca and Medina, and allow only trade with European nations. The diversion of traditional

Reasons For Huckleberry Finn Essay - 2078 Words

The Reasons for Huck The Adventures of Huckleberry Finn is a remarkable original written by the great American author, Mark Twain. Though this book is banned throughout schools in America due to its â€Å"racist† language, it has a lot of meaning about society back then, which can relate to today. This novel navigates through an adventure in which a boy, Huckleberry, runs away from a civilized lifestyle and an abusive father to live free on the Mississippi River. During his escape, he bumps into a runaway slave named Jim. Miss Watson, one of Huck’s guardians, owns Jim. Jim and Huck make their way through the deep south, into the free land. Here, Huck will be able to abide by his own rules, and Jim will be a free man. Throughout their adventure,†¦show more content†¦In addition, while living with Miss Watson, Huck â€Å"stopped cussing, because the widow didn’t like it (Twain 24).† However, since he was living with Pap, he â€Å"took it up again because pap hadnâ€⠄¢t no objections (Twain 24).† Here, Twain demonstrates Huck’s mind shifts as he leaves one place, and is now in the care of a new person. By reforming Huck’s mind, the conflict arises, leaving the audience wondering if Huck will turn back to turn Jim in or continue to escape with him. However, since Huck does not want to be with Pap or Miss Watson, he decides to help Jim. We see his mind maturing as he begins to make decisions for himself. Furthermore, Twain uses Huck to depict the wrongs of slavery at the time, thus showing the similarities of being symbolically enslaved by society and being enslaved. Huck, who is enslaved by society, can be compared to Jim. As stated by the Louisiana Civil Code, a slave is â€Å"...One who is in the power of a master to whom he belongs. The master may sell him, dispose of his person, his industry and his labor. He can do nothing, possess nothing, nor acquire anything but what must belong to his master (shacklesofyesterday.org ). With this definition, Twain exposes Jim and Huck’s similar situations through their amenability to white men, who are always the master of a slave. Jim’sShow MoreRelatedThe North And South Fought The Civil War811 Words   |  4 PagesAmerica, and the instructor hands out the following essay assignment: Compare and contrast the reasons why the North and South fought the Civil War. You turn on the computer and type out the following: The North and South fought the Civil War for many reasons, some of which were the same and some different. This weak thesis restates the question without providing any additional information. You will expand on this new information in the body of the essay, but it is important that the reader know whereRead MoreHuckleberry Finn and the use of Satire Essay1109 Words   |  5 Pages Huck Finn and the use of Satire Mark Twains The Adventures of Huckleberry Finn has been controversial ever since its release in 1884. It has been called everything from the root of modern American literature to a piece of racist trash. Many scholars have argued about Huck Finn being prejudiced. In The Adventures of Huckleberry Finn, Mark Twain uses satire to mock many different aspects of the modern world. Despite the fact that many critics have accused Mark Twain’s novel of promoting racismRead MoreAdventures of Huckleberry Finn is a great novel by Mark Twain. Huckleberry Finn is a thirteen or800 Words   |  4 PagesAdventures of Huckleberry Finn is a great novel by Mark Twain. Huckleberry Finn is a thirteen or fourteen year old, but is often called Huck Finn by his best friends. Throughout we’re told of Huckleberrys adventures after he staged his own death and ran away from his father. The story is narrated by Huckleberry Finn over approximately 3-4 months, although it’s not noted in the story. Huckleberry goes to various towns that lie close by the Mississippi River. Mark Twain stated that the book is supposedRead MoreMark Twain s The Adventures Of Huckleberry Finn2015 Words   |  9 Pagesthe famous author Mark Twain, less commonly known as Samuel Clemens, produced The Adventures of Huckleberry Finn. A few years prior to the publishing of The Adventures of Huckleberry Finn, Mark Twain released possibly his most famous book, The Adventures of Tom Sawyer, which is very much an adventure novel. In the early chapters of Twain’s sequel, it appears that ¬Ã‚ ¬Ã‚ ¬Ã‚ ¬ The Adventures of Huckleberry Finn is another adventure novel, and that it is just following a different character from Twain’s earlierRead MoreMark Twain and The Adventures of Huckleberry Finn1575 Words   |  6 Pages Mark Twain and The Adventures of Huckleberry Finn Controversy Mark Twain, born Samuel Langhorne Clemens, is a highly recognizable figure in American literature. Born in Florida, Missouri Mark Twain and his family moved to Hannibal, Missouri where Twain discovered and fell in love with the mighty Mississippi River. The river and his life in Hannibal became his inspiration and guiding light in most of his writing. Although Twain loved the river and did a great deal of traveling, he eventuallyRead MoreHuck Finn Comparison Essay986 Words   |  4 PagesPeriod Huckleberry Finn Comparison Essay The great American novel â€Å"The Adventures of Huckleberry Finn† by Mark Twain is about a white southern raised child named Huck Finn and a runaway slave, Jim, running away together. This novel is similar in ways to that of the novel â€Å"The Great Gatsby† by F. Scott Fitzgerald, which is about â€Å"the fabulously wealthy Jay Gatsby and his love Daisy Buchanan.†(Book Cover) The character Huckleberry Finn is similar to characters of â€Å"The Great Gatsby.† Huck Finn is similarRead MoreArgumentative Essay Huck Finn958 Words   |  4 Pagesï » ¿ Argumentative Essay: Should The Adventures of Huckleberry Finn be taught in school? Daniel Perez Period 1 10/30/14 The Adventures of Huckleberry Finn is a novel based on the journey Huck, a young boy with an abusive father, and Jim, a runaway slave, have down the Mississippi River to Free states for an end goal of freedom. Freedom means different things to both of them, to Huck freedom means to be able to do what he wants and not be â€Å"sivilized†, while Jim’s definition of freedom isRead MoreThe Adventures Of Huckleberry Finn787 Words   |  4 PagesIn this journal, both Nicole Amare and Alan Manning criticize the novel, The Adventures of Huckleberry Finn through Mormonism. To Amare and Manning, Twain’s fascination of Mormonism and the character’s literary meanings. Furthermore, they claim of Twain’s use of his use of politician names in the stories, which are seen as juxtaposed by Twain in the novel, impact the character Boggs and Governor Liburn Boggs of Independence, Missouri. However, these uses of political names can be portrayed as simplyRead MoreEngl ish, Analytical Essay, Catcher in the Rye and Huckleberry Finn1507 Words   |  7 PagesHuckleberry Finn and The Catcher in the Rye essay The novels ‘The Adventure of Huckleberry Finn’ and ‘The Catcher in the Rye’ are both set in times where the expectations of society differed from the ones of today. Huckleberry Finn is set in the late 1800s, pre USA civil war and in a time where slavery was an accepted occurrence and the escape of a slave was seen as legally and morally wrong. This was also a time in which church attendance and education were seen as tokens of respectability. ARead MoreRacism In Huckleberry Finn Analysis1458 Words   |  6 PagesMark Twain, the author of The Adventures of Huckleberry Finn, grew up in the antebellum south where blacks were often viewed as nothing more than just ignorant, lazy, pieces of property with no feelings. As Mark Twain grew older, the perception of blacks as ignorant property with no feelings remained the same and even intensified to a certain extent. Surprisingly, around the time The Adventures of Huckleberry Finn was written, Mark Twain opposed sla very and presumably cringed at the common notion

College Student free essay sample

Hot RB/Hip-Hop Songs charts, which was his most famous song so far. The reason why I picked KID Cud is because I can relate to most of his music. I Like his smooth and mellow words and rhymes. I prefer his music over the other artists out there because I am not a fan of the upbeat hip-hop. With his type of music I can relax, close my eyes and listen. KID Cuds music Is Influenced by many different genres. For Instance as a kid growing up he listened to Pink Floyd and also some mall alternative hip hop bands such as The Pharmacy and A Tribe called Quest. Im a KID Cud fan because I like his laid back and mellow music. He is known to write psychedelic music and advertise the use of illegal substances through most of his songs. His music is soothing to me and nice to relax to. We will write a custom essay sample on College Student or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Pursuit of happiness music video http://www. Youth. Com/watch? V=7xzU9Qqdqww Sources: http://www. Artifacts. Com/detail. PH? Old=1855 http://en. Walked. Org/will/SLD_Cud

World War I Technological Advancements

Introduction World War I saw the application of several new technologies to the battlefield, the most important being that of the internal combustion engine, which permitted the development of the first successful mechanized armored fighting vehicles1. The war was one of the greatest examples of technological advancements and strategic challenges in history, with the introduction of powerful technological inventions.Advertising We will write a custom proposal sample on World War I Technological Advancements specifically for you for only $16.05 $11/page Learn More It saw the advancement of many technological developments of the battlefield which included the aircraft, machine guns, tanks, and poison guns2. Particularly, the aircraft and the tank greatly transformed the battlefield from slow destruction to a decisive end. This paper looks at technological inventions during World War I and how they were used in the war. The focus is, however, on the tank te chnology, how it was used in the war, and how it developed over the years since the start of World War I. Technologies used in World War I After the battlefield turned to a stalemate on the Western Front in 1915, the French and British armies studied potential technical solutions to overcome German defensive technology. There were three principal threats that had to be addressed and these included barbed wire, trenches, and deadly increase in defensive firepower3. These three adversaries were a synergistic combination that shifted the technological and tactical balance back to the defense and led to the tactical stalemate experienced during World war I. Barbed wires deprived the attacking side of mobility and left the attacking infantry vulnerable to enemy machine guns. Trenches provided the defender with the means to protect against attacking firepower and, the enhanced defensive firepower of 1914-18 made the advancing infantry vulnerable at greater ranges than ever before. As infa ntrymen advanced towards enemy lines, they had to endure artillery fire at longer ranges than previously encountered and then, if they survived that, they had to face the murderous attempts from machine guns and rifle fire. Although early French efforts to develop technical solutions to this tactical dilemma were ingenious, they often focused on one of the threats rather than on all the three threats highlighted. Armored cars had been adopted by the French cavalry before the war, but these were useless in the trench warfare.Advertising Looking for proposal on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More Even though their armor protected crews against machine guns and shell splitters, their narrow wheels created high ground pressure that made them sink into the soft soil leading to slow progression. In general, the primitive automotive suspensions offered no capability to operate in rough terrains. In 1915, the French army endeavor ed to improve the cross country mobility of armored cars by building ten armored tractors on filtz agricultural tractors4. These were intended to crush or cut through barbed wire entanglements but, their combat entrance at Verdun in the autumn of 1915 demonstrated their arthritic movement in rough terrains. A number of similar schemes during the early years of World War I existed including the armored Archer wheeled tractor and the Breton-Pretot wire cutting tractor. Another approach was to use an armored steam roller pioneered by the Rouleau Frot-Laffly design of March 1915. Also present were small remotely controlled tracked vehicles which used electric motors that would send a large explosive charge into the barbed wire entanglements and then blow them up. These, however, never proved reliable or practical enough to be put into production and led to the development of the most elaborate device to deal with both barbed wire and trenches known as the Boirault device. The first vers ion of this 30 ton device consisted of a set of hinged frames powered by a motor suspended within the device. Trials in early 1915 failed to convince the French armies of the practicality of the device, so its inventor Louis Boirault developed a second design. This was a slightly smaller design and had its engine placed within an armored capsule. Trials indicated that this second design was more robust and ingenious. There were, however, concerns about the value of the device due to its size, noise, and vulnerability to German artillery. The aircraft, machine guns, submarines, tanks, flamethrowers, and poison guns were among the technologies used in World War I. This was besides the use of rifles and grenades. Although airplanes had for a long time been reserved for leisure, they later became critical as nations realized that they could strategically be used in the war.Advertising We will write a custom proposal sample on World War I Technological Advancements specifically for you for only $16.05 $11/page Learn More Another important development of World War I was the use of submarines which were mainly used to counter any ship and other submarine attacks from opponents. Poison gas on the hand was used to subject the enemy to a slow and painful destruction process. The tanks were invented by the British as a replacement of the trench warfare technology that had been used for quite some time. It was, however, mechanically unstable and did not deliver results as was expected. The Germans invented the use of flamethrowers which as the name suggests, were used to destabilize the enemy by throwing flames at them. Rifles were generally preferred as infantry weapons. Although machine guns came in quite handy and played a very important role during the initial days of the World War I, they could easily be affected by mechanical problems that greatly interfered with their effectiveness. Trench motors, built to support the trench warfare, w ere also used during World War I. Tank Technology in World War I The tank technology is considered to be a very significant development of the World War I. Despite being such a great invention on the battlefield, the original tank was imperfect and had a number of shortcomings that had to be dealt with in order to enhance its performance. Later designs of the tank came with many improvements that ensured a higher level of efficiency. However, despite the fact that the technology was quite primitive, the original tank provided a very strong foundation for advancing the tank technology into the future. Consequently, the tanks used in World War II turned out to be of much superior quality and proved to be quite useful to the military forces during the war. Even though it was a British invention, the French and German soldiers also had similar vehicles that were used during the World War I. The force behind the tank invention was the desire to replace the trench warfare that was in use at the time. Both the British and German soldiers were dissatisfied by the trench warfare technology and had to seek a better alternative. Apparently, the tank technology presented the much sought after substitute at the time. With the tank technology, the British army successfully managed to swiftly deal with attacks coming from the German fighters. On their first use, they seemed efficient and proved to be a serious threat to the German army. Shortly later, it turned out that there were more challenges than opportunities that accompanied the use of the tank.Advertising Looking for proposal on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to Lieber, the impact of tanks on the offense-defense balance is best discussed in a chronological manner. The initial period saw them being used in World War I and the interwar period. Later, they were used in World War II from 1939 through to 1941 and finally, in World War II from the winter of 1942-43 through 19445. In World War I and the interwar period, the tanks were found to have no discernible effect on the offense-defense balance. In World War II, the most relevant evidence also indicated that tanks did not ultimately shift the balance toward offense. As a result, there were concerns regarding the impact of the tank technology and what needed to be done to them if greater gains were to be realized. During the World War I, Allies strongly believed that the integration of new military technology such as tanks and airplanes into offensive plans would make operations more efficient and productive6. This led the British to develop the first tank in the year 1916, altho ugh its first battlefield appearance during the 1916 Somme offensive was quite unimpressive. Poorly chosen ground, the use of inexperienced crew, and numerous mechanical breakdowns doomed the experimental use of the initial forty nine vehicles to failure. In November 1917, however, at the battle of Cambrai, the British demonstrated that if used on firm terrain, in sufficient numbers with a properly trained crew, placing tanks at the head of an infantry advance to crush barbed wire and aim machine gun fire at German defenders, a major breakthrough could result. The success of the tank in penetrating five miles into German lines demonstrated its potential to support an infantry advance. These experiences provided valuable lessons for the Allies in 1918, when tanks would make more regular and effective appearances in battle. This was one technological advantage that the Allies worked hard to retain through out the war. Later, the Germans developed several tank prototypes that were both too large and cumbersome. This prompted them to instead rely on the captured British tanks to create their own tanks. There were concerns, however, that the use of tanks in World War I provided very little guidance regarding their eventual impact on warfare or their effect on the offensive-defensive balance. All of the major European armies had experimented with armored fighting vehicles by 1914, but only the British and the French sought to produce large numbers of tanks by 1916. Originally, the tanks were used in the battle of Somme September 1916, achieved their greatest success at the battle of Cambrai in November 1917, and played a major role in the Amiens offensive in August 1918. In spite of the successes that were realized with the help of the original tanks, the technology did not meet the expectations of many as had been anticipated. This being the case, fighters resolved to use new infantry tactics, shunning the use of tanks in some instances7. Clearly, the tank technolo gy did not have a decisive impact on the military operations in World War I. Conclusion From the discussion presented in this paper, it has emerged that a number of technologies were used during World War I. The desire to be victorious in the war led to great inventions that later transformed the battlefield, speeding up the war. From the use of one technology to another, fighters realized that they needed to be well prepared and this pushed them to work towards the development of technologies that would grant them an advantage over their enemies. As already pointed out, the earlier technologies had enough shortcomings and had either to be eliminated or improved in order to increase the level of efficiency. The tanks in World War I, for example, were manned by untrained crews, vulnerable to defensive artillery fire, and prone to mechanical breakdown. According to Dowling8 the characteristics of the tanks are what limited their battlefield effectiveness. With heavy tank speeds of 4 t o 5 miles per hour and light tanks capable of only 8 miles per hour, tanks did not add much speed to operations9. Crews suffered severely from confinement in the hot steel tank bodies which offered little protection against enemy fire. Reliability was so poor that more tanks were lost to mechanical breakdowns than enemy fire, many even before a battle started. Despite these problems, tanks were accepted as an integral part of any battlefield by the end of World War I. Experience with the new weapon also led to the development of effective tank tactics. By the end of World War I, tanks were an important component of battlefield operations. Although the techniques were developed at this point, the full potential of these weapons was not demonstrated until two decades later in World War II. Bibliography Dowling, Timothy. World War 1, Volume 1. Santa Barbara, California: ABC-CLIO, 2006. Hamilton, John. Weapons of World War I. Minnesota: ABDO Publishing Company, 2010. Jackson, Robert. 10 1 Great Tanks. New York, NY: The Rosen Publishing Group, 2010. Keene, Jennifer. World War I. Westport, CT: Greenwood Publishing Group, 2006. Lieber, Keir. War and the Engineers: The Primacy of Politics over Technology. New York: Cornell University Press, 2005. Small, Steven, Westwell, Ian Westwood, John. History of World War I, Volume 3. Tarrytown, NY: Marshall Cavendish Corporation, 2002. Tucker, Spencer. World War I: A – D., Volume 1. Santa Barbara, California: ABC-CLIO, 2005. Zaloga, Steven. French Tanks of World War I. Long Island City, NY: Osprey Publishing, 2011. Footnotes 1 Small, Steven, Westwell, Ian Westwood, John. History of World War I, Volume 3. (Tarrytown, NY: Marshall Cavendish Corporation, 2002), 848. 2 Hamilton, John. Weapons of World War I. (Minnesota: ABDO Publishing Company, 2010), 27. 3 Zaloga, Steven. French Tanks of World War I. (Long Island City, NY: Osprey Publishing, 2011), 3. 4 Jackson, Robert. 101 Great Tanks. New York, NY: The Rosen Publishing G roup, 2010. 5 Lieber, Keir. War and the Engineers: The Primacy of Politics over Technology (New York: Cornell University Press, 2005), 101. 6 Keene, Jennifer. World War I. (Westport, CT: Greenwood Publishing Group, 2006), 13. 7 Lieber, Keir. War and the Engineers: The Primacy of Politics over Technology. (New York: Cornell University Press, 2005), 101. 8 Dowling, Timothy. World War 1, Volume 1. (Santa Barbara, California: ABC-CLIO, 2006), 103. 9 Tucker, Spencer. World War I: A – D., Volume 1. (Santa Barbara, California: ABC-CLIO, 2005), 1151. This proposal on World War I Technological Advancements was written and submitted by user Reese Nolan to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The Abolitionists, Who They Were And How They Became Influential

The Abolitionists, Who They Were And How They Became Influential The term abolitionist generally refers to a dedicated opponent to slavery in the early 19th century America. The abolitionist movement developed slowly in the early 1800s. A movement to abolish slavery gained political acceptance in Britain in the late 1700s. The British abolitionists, led by William Wilberforce in the early 19th century, campaigned against Britains role in the slave trade and sought to outlaw slavery in British colonies. At the same time, Quaker groups in America began working in earnest to abolish slavery in the United States. The first organized group formed to end slavery in America began in Philadelphia in 1775, and the city was a hotbed of abolitionist sentiment in the 1790s, when it was the capital of the United States. Though slavery was successively outlawed in the northern states in the early 1800s, the institution of slavery was firmly entrenched in the South. And agitation against slavery came to be regarded as a major source of discord between regions of the country. In the 1820s anti-slavery factions began spreading from New York and Pennsylvania to Ohio, and the early beginnings of the abolitionist movement began to be felt. At first, the opponents to slavery were considered far outside the mainstream of political thought and abolitionists had little real impact on American life. In the 1830s the movement gathered some momentum. William Lloyd Garrison began publishing The Liberator in Boston, and it became  the most prominent abolitionist newspaper. A pair of wealthy businessmen in New York City, the Tappan brothers, began to finance abolitionist activities. In 1835 the American Anti-Slavery Society began a campaign, funded by the Tappans, to send anti-slavery pamphlets into the South. The pamphlet campaign led to enormous controversy, which included bonfires of seized abolitionist literature being burned in the streets of Charleston, South Carolina. The pamphlet campaign was seen to be impractical. Resistance to the pamphlets galvanized the South against any anti-slavery sentiment, and it made abolitionists in the North realize that it would not be safe to campaign against slavery on southern soil. The northern abolitionists tried other strategies, most prominently the petitioning of Congress. Former president John Quincy Adams, serving in his post-presidency as a Massachusetts congressman, became a prominent anti-slavery voice on Capitol Hill. Under right of petition in the U.S. Constitution, anyone, including slaves, could send petitions to Congress. Adams led a movement to introduce petitions seeking the freedom of slaves, and it so inflamed members of the House of Representatives from the slave states that discussion of slavery was banned in the House chamber. For eight years one of the main battles against slavery took place on Capitol Hill, as Adams battled against what came to be known as the gag rule. In the 1840s a former slave, Frederick Douglass, took to the lecture halls and spoke about his life as a slave. Douglass became a very forceful anti-slavery advocate, and even spent time speaking out against American slavery in Britain and Ireland. By the late 1840s the Whig Party was splitting over the issue of slavery. And disputes which arose when the U.S. acquired enormous territory at the end of the Mexican War brought up the issue of which new states and territories would be slave or free. The Free Soil Party arose to speak out against slavery, and while it didnt became a major political force, it did put the issue of slavery into the mainstream of American politics. Perhaps what brought the abolitionist movement to the forefront more than anything else was a very popular novel, Uncle Toms Cabin. Its author, Harriet Beecher Stowe, a committed abolitionist, was able to craft a tale with sympathetic characters who were either slaves or touched by the evil of slavery. Families would often read the book aloud in their living rooms, and the novel did much to pass abolitionist thought into American homes. Prominent abolitionists included: William Lloyd GarrisonFrederick DouglassAngelina Grimkà © and her sister Sarah Grimkà ©Wendell PhillipsJohn BrownHarriet TubmanHarriet Beecher Stowe The term, of course, comes from the word abolish, and particularly refers to those who wanted to abolish slavery. The Underground Railroad, the loose network of people who assisted escaped slaves to freedom in the northern United States or Canada, could be considered part of the abolitionist movement.

Preparing plagiarism-free essay review

Preparing plagiarism-free essay review Essay review It is very interesting to produce an essay review. Besides, this assignment is not complicate at all. Nevertheless, it is still necessary to follow particular rules to write an exclusive paper and format it properly. Down below, you will find useful tips on preparing great reviews. If you follow them, you will know which approach to use to analyze the issue in detail. Writing a review means describing events that take place in a book or movie. It is understandable that you read different books. Some of them are fascinating, others are so boring. Therefore, when preparing a review, you need to express your feelings about the chosen story. If you want to produce a paper of top quality, you should read the selected literary composition attentively. By the way, you should make some notes in order not miss major details. You may also use a good book review to understand how the analysis should be performed. Pay attention to the following directions to write your paper step by step: General Points Before you begin preparing your work, you should bear in mind that it is very important to format it in the right manner. Therefore, you need to write a clear and informative introductory paragraph. After that, you should provide key details about the discussed book. Remember that your review essay should underline relevant facts about the described events. It does not matter whether you agree with the authors style of presenting information or not. Your task is to provide readers with useful material on the examined story. Making a Summary Note that it is a fundamental section of your movie review essay or another type of paper. It is essential to describe the events happening in a film or book precisely. Writers use different methods for preparing summaries. Thus, you should adopt the one that seems effective to you. When the movie is watched, you need to make its brief summary. It is necessary to admit that it is not difficult. However, you should write it in good language and use expressions and word combinations in their proper meaning. Your task is to make a comprehensive summary, so that readers can understand everything well. Presenting Your Viewpoint It is of great importance to express your opinion about the analyzed matter clearly. If you want to see how to do it in a proper manner, draw your attention to a good review essay example. Note that your thoughts should be expressed logically. You need to explain properly whether a particular book is worth reading or not. As a result, users will decide whether to read a book or not. Below, there are useful tips on how to write a review essay and share your opinion about the analyzed work:Present undeniable facts to prove your opinion Read the book carefully to write a detailed reviewThe clear guidelines given above will help you produce an essay review of superior quality. Before submitting the paper, make sure it is original. Free Essay Review

Reasons for going to the gym Research Paper Example | Topics and Well Written Essays - 1000 words

Reasons for going to the gym - Research Paper Example Keeping physically fit has been one of the primary concerns of most people in the wake of increased prevalence of lifestyle-associated illnesses such as heart disease, diabetes and obesity. Among the remedies advocated for in most chronic diseases, physical exercises supplement the basic treatments. Gym facilities are equipped with specialized departments depending on the requirements of an individual. For instance, there exist cardio respiratory fitness departments in some facilities, which deals with clients seeking to exercise but are limited by health conditions. In such departments, equipments are tailored to suit the needs of a patient for his/her recovery. In addition, gym facilities provide centers for ones improvement in terms of boosting self-esteem. A healthy self-esteem is a requisite for inner peace and happiness and can be achieved as one exercise. In today’s society, there has been a standard placed on body weight in terms of body mass index, which plays a cruci al role as a reason to visit gym centers. As one exercises, excess body weight is lost thus placing one in the category of those deemed as physically fit, which is essential in boosting one’s self esteem. ... Body fitness is regarded as one the key reasons as to why people visit the gym. The gym as a fitness centre aims at being a place where one can regenerate and improve bodily functions by performing discrete exercise, which relate to the body (Sassatelli 3). Competitions have been organized in search of the perfection with regard to baselines formulated by groups of gym enthusiastic. The care granted to the body in search of psychophysical wellbeing is regarded as of great importance to persons participating in sports. This gives them an upper hand as well as a fighting chance to success within the competition. Gym activities are thus taken as an investment for the future to those participating in sporting activities as they prepare themselves for competition. This is common for professional body builders who have to keep fit and maintain their physical appeal in order to effectively, participate in competitions. A significant proportion of the population visit gym facilities for ther apeutic purposes. Exercise activities are known for the relaxation effect that follows the exercises. This is due to the release of endorphins, which are regarded as feel-good hormones (Oyedele). With a daily exercise routine, it is possible to experience the full effect of these hormones. This is bound to have a positive effect to individuals who workout, keeping high spirits all day long. The gym provides a wide range of equipments for its clients who may find it expensive to purchase. The equipment is normally of a better quality than the clients can afford. Gym facilities obtain their equipment in bulk and, therefore, at a relatively cheaper price as compared to individual purchases. This way, gym members can effective

Homework26 27 Coursework Example | Topics and Well Written Essays - 250 words

Homework26 27 - Coursework Example urned out to be the most severe problem in the early postwar years; Truman failed to turn his election victory into success for his Fair Deal agenda; His civil rights measures and proposals were rejected by the congress; Truman blamed political opponents for defeating his Fair Deal. The program also suffered from a wave of anti-Communist hysteria that weakened both left and liberal forces; Republicans who had attacked the New Deal as a plot radical now jumped on revelations of Soviet espionage Cold War setbacks to accuse Democrats of fostering internal subversion. Eisenhower pledged to end the Korean War, and he made good of his pledge as he left Korea divided at the thirty-eighth parallel, with the North and south separated by 2.5 mile-wide demilitarized zone; The Truman administration judged the war a success for containment as the United States had supported its promise in aiding the resisting communism countries; The war had an enormous effect on defense policy and spending; the National Security Council Report, NSC 68, warned that the survival of the nation required military buildup, steered a huge increase in defense spending and a tripling of the armed forces; The war also convinced the Truman administration to expand its role in Asia by increasing help to the French (James et al 23). The general dissatisfaction with Truman’s involvement in the war gave Republicans a decided edge in the 1952’s election. Truman decided not to run for reelection. Voters enumerated their confidence in Eisenhower’s ability to end the war and this gave him a 55 percent win of the popular

The Code of Silence Essay Example for Free

The Code of Silence Essay The code of silence within minority communities contributes to more violence and crime.The code of silence runs so deep that many blacks, who snitch, morally struggle with their decisions. No-snitching culture is engrained into our everyday life in these communities through music, television, and personal relationships. Not snitching on criminals and a violent act can lead into injustice for the victims and unsafe environment. The code of silence can and will affect individuals, families, and communities if it doesn’t be broken. Crime and violence will never seem to cease if they won’t break the code of silence because the violators will not be rightfully serve. When we are silent, as opposed to assisting with arresting the criminals, it perpetuates the situation. They are not caught, and feel invincible, which allows them to rein terror in our communities!! The earliest experience with injustice I have had was the murder Of Terrell Banks, a family member of mines. The injustice comes in the fact that his murder has gone unsolved for two years, due to the fact that witnesses have refused to come forward because of the ‘no snitching,’ ‘in the hood. The code of silence enables people to commit crimes with no regard of getting caught. The case is more solid with a witness, therefore the State will ask for more time. There is less of a chance of a plea if caught when the State has a solid witness. In a society with lack of morals as we live, the best deterrent to crime is the removal of freedom. If an offender feels they can get away with minimum time, they are more likely to commit that crime. The code of silence works not out of fear, but because of lack of trust in the police. First, some community members fear that the police cannot protect them from retaliation; second, some believe a blue wall of silence exists in police departments, and that it is hypocritical to ask citizens to snitch on each other when officers will not do the same. there were is routine to relocate witnesses, but is not option because victims or witnesses have extended families they do not wish to leave behind because they become targets of retaliation. If the governing officials straighten out the system and build trust and the code will disappear. Individuals’ personal safety is a stake and when it’s public known that you have snitch, that’s when you are ridicule and have the fear of being hurt. In conclusion, the code of silence within minority communities contributes to more violence and crime. The code of silence can and will affect individuals, families, and  communities if it doesn’t be broken. Crime and violence will never seem to cease if they won’t break the code of silence because the violators will not be rightfully serve.

Advertising Analysis :: Adverts, Advertisements

We see them in the subways, bus stops, magazines, and television, but what do they mean? How do they manage to catch our attention? Advertisements often find ways to sell their products by psychologically manipulating people. The advertising industry makes us envious of others and convinces us to be unhappy with what we have (Valko). Steve Madden ads usually feature women with absurdly large heads and hourglass bodies which try to force the audience to wonder what the ad is about. One of these odd ads appears in the March/April 2001 issue of Twist Magazine. It features a young woman with a big head helplessly running, as an airplane zooms over her at an abandoned airport. There are three characteristics within the ad that contribute the whole idea that Steve Madden shoes, clothes and accessories will improve your self image. The main purpose of Steve Madden ads is to suggest to its viewers that they will feel good about themselves by wearing his products. The model’s big head conveys self-esteem and self-pride and she challenges the consumer to look as good as she does. The young woman wears a face of apprehension and is running away from her old self to start her new confident life with Steve Madden products. The sleek black leather jacket on top of a sexy white shirt, short enough to reveal her stomach and curvaceous hips together with her tight low rider blue jeans, black pointy high boots, and trendy black bag complete her fashionable outfit. The embellished woman’s physique is aimed to appeal to women and girls between the ages of 16 through 25 in search of funky, hip, sexy clothes. Steve Madden likes to think of his clothes of as being distinctive and he illustrates his idea by setting an abandoned airport as the background for the ad. There is not a body in sight as the model runs across the old gum stained pavement. This calls attention to the idea that by wearing Steve Madden buyers isolate themselves from everyone else. She is too proud and conceited and cannot imagine being compared to anyone else. The Steve Madden logo in the ad also contributes to the main idea of the ad. It could have been anywhere on the page, why the sky? . Steve Madden ads always have their logos imprinted on the sky to imply that the â€Å"sky is the limit† with Steve madden products (Liza). Advertising Analysis :: Adverts, Advertisements We see them in the subways, bus stops, magazines, and television, but what do they mean? How do they manage to catch our attention? Advertisements often find ways to sell their products by psychologically manipulating people. The advertising industry makes us envious of others and convinces us to be unhappy with what we have (Valko). Steve Madden ads usually feature women with absurdly large heads and hourglass bodies which try to force the audience to wonder what the ad is about. One of these odd ads appears in the March/April 2001 issue of Twist Magazine. It features a young woman with a big head helplessly running, as an airplane zooms over her at an abandoned airport. There are three characteristics within the ad that contribute the whole idea that Steve Madden shoes, clothes and accessories will improve your self image. The main purpose of Steve Madden ads is to suggest to its viewers that they will feel good about themselves by wearing his products. The model’s big head conveys self-esteem and self-pride and she challenges the consumer to look as good as she does. The young woman wears a face of apprehension and is running away from her old self to start her new confident life with Steve Madden products. The sleek black leather jacket on top of a sexy white shirt, short enough to reveal her stomach and curvaceous hips together with her tight low rider blue jeans, black pointy high boots, and trendy black bag complete her fashionable outfit. The embellished woman’s physique is aimed to appeal to women and girls between the ages of 16 through 25 in search of funky, hip, sexy clothes. Steve Madden likes to think of his clothes of as being distinctive and he illustrates his idea by setting an abandoned airport as the background for the ad. There is not a body in sight as the model runs across the old gum stained pavement. This calls attention to the idea that by wearing Steve Madden buyers isolate themselves from everyone else. She is too proud and conceited and cannot imagine being compared to anyone else. The Steve Madden logo in the ad also contributes to the main idea of the ad. It could have been anywhere on the page, why the sky? . Steve Madden ads always have their logos imprinted on the sky to imply that the â€Å"sky is the limit† with Steve madden products (Liza).

Body Shop Case Analysis

1. For all the line items that are calculated as a percentage of sales, we used an average for the last three years as our base case assumptions. Our observations led us to use this average because the percentages were fairly consistent over the last three years. Since the company was not operating at full production capacity we concluded that the company could continue growing without incurring an increase in fixed costs. The dividends were unchanged over the period of observation.Since taxes are not calculated as a percentage of sales but rather as a percentage of EBIT, taxes payable remained unchanged. 2. According to our calculations The Body Shop will need additional funding of ? 16. 97, ? 20. 55, and ? 24. 60 in 2002, 2003 & 2004 respectively for a total of ? 62. 12. These numbers were derived by developing trial pro-forma balance sheets and finding the difference between our assets and liabilities and equity. This calculation equals the plug, which told us how much additional funding was needed.After forecasting these numbers we were able to conclude that The Body Shop will need the aforementioned funding. 3. Our first important factor that needed to be taking into consideration is that the percentage of sales for 2002 will be an average of the previous three years. The next important factor, we believe, is that for 2003 and 2004 the sales percentages will remain unchanged. Lastly, fixed assets will remain the same. With these assumptions in mind, any change up or down will result in a change in the additional financing needed.The assumptions are key for forecasting future financial data. Without these assumptions we would not be able to accurately predict future values. 4. A general manager like Roddick would value these findings because it allows her to prepare for future additional financing. Having this foresight will allow her to begin to plan for this newly acquired debt. These findings will give Roddick two options, she could either issue more equ ity, or she can take on additional debt. Our analysis concludes that Roddick should take on new debt totaling ? 16. 97 million for the upcoming fiscal year.

Organizational Change: the Effect on Employee Morale and Motivation

Abstract News of job losses (whether we label them as downsizing, layoffs, or restructuring) reaches us daily. And sometimes the reality hits close to home – loss of a job of a family member, a close friend, a valued coworker or someone you supervise. According to McKinley, Sanchez and Schick (1995), â€Å"This process of deliberate personnel reduction has been justified as a cost-cutting measure and as an incentive to increase productivity. However, evidence has shown that downsizing negatively affects employee morale and productivity. While people who lose their jobs can be strongly impacted by loss of financial security, fear for the future, and even decreased self-esteem, it’s important to recognize that people who survive job cuts face their own set of negative consequences. This group of â€Å"survivors† may experience stress as well as feelings of anxiety or depression. This paper examines these issues by reviewing the numerous organizational and leadersh ip changes that have taken place at WellPoint, Inc. within the last two years.In addition, a small sample of WellPoint associates was surveyed to assess the effects that the organizational restructuring and leadership changes have had on employee morale over the last two years. The results of that survey are presented in this paper. Introduction What single change causes the most consternation in the work place? The announcement of job cutbacks. With all the recent staff reduction announcements, this news is all too familiar. With it comes the immediate negative effect on employee morale, both for the laid-off employees and the remaining staff.Emotional turmoil resulting from an event such as organizational change can leave lasting scars on individuals and organizations. Disruption of normal operation can be short-lived if normal feelings of grief, loss, fear, and even guilt and anger are allowed to be expressed when the organizational change is being announced and/or is occurring. However, if these feelings are not allowed expression, they may be manifested later in more serious and damaging forms such as increased illness; absenteeism and turnover; decreased productivity and morale; and isruption in communication among employees and between employees and managers (Abbasi and Hollman, 1998). This can lead to massive chaos and interruption in the smooth flow of work activities? Abbasi and Hollman. (1998) emphasize the following, â€Å"There has been a clear change in corporate philosophy among American firms in the past two decades. Firms which once perceived employees as long-term assets to be nurtured, developed, engaged, and empowered by management, now see them as commodities. Workers are short-term expendable costs to be jettisoned at a moment’s notice when downsizing.The steady drumbeat of layoffs in recent years has made many workers feel that the days of career security are gone for good, no matter how dedicated they may be. † K. Mishra, Spreitzer and A. MIshra (1998) support this idea with the following, â€Å"Downsizing has become almost a way of life for U. S. companies. In fact, a first round of downsizing is generally followed by a second round a short time later. Sixty-seven percent of firms that cut jobs in a given year do so again the following year. †The outcome of these changes and the resulting impact on employees’ morale is discussed. This paper reviews literature that addresses corporate downsizing, what it is and why it is important. The literature review includes books and various articles. To assess the effect that these changes have had on employee morale, a 15-question survey was given to a small sample of WellPoint associates to measure their current feelings that impact their self-confidence. The results of the survey are offered, along with an analysis of the data, including conclusions. Literature ReviewCurrent business literature supports the idea that although managers implement downsizing to enhance profitability and productivity, research reveals that downsizing does not always result in higher earnings, improved productivity and better customer service and that workforce reductions often adversely affect employee attitude and morale. Abbasi and Hollman (1990) point out that throughout the early 1990s, the newspapers and airwaves were filled with stories of major American companies announcing layoffs of several thousand additional employees.Companies large and small were cutting jobs at a rate never seen before in American economic history. The trend toward downsizing is so pervasive, and its impact so profound, that it literally shapes the business strategy of many companies. In a study by Watson Wyatt Worldwide, it was reported that fewer than half of the companies it surveyed after the 1990 recession met profit goals after downsizing. Furthermore, study after study has challenged and often contradicted the long-term benefit of staffing cutbacks as a m eans to return to profitability.However, according to Carol W. Garnant, â€Å"The number one issue that companies immediately face when downsizing is employee morale. † She adds that â€Å"prompt resolution of staffing and organizational issues is essential to the first step in change. The longer the process takes, the more painful it becomes, and the greater the chance of losing key employees in the disruptive environment. † Abbasi and Hollman (1990) contend that today’s organizations no longer provide workers with a secure and stable workplace.It’s an unstable environment where workers work for managers who often find their compassion and concern for workers in sharp conflict with the pressures of relentless competition and investor expectations. Over the years, many employees stayed in their organization because the believed it was a good place to work. They believed in the organization, were loyal to it, and had expectations of periodic pay increases and regular opportunities for advancement. Their interests were aligned with those of management. The old paradigm is now gone.The myth that institutions will take care of their employees has been shattered. Lately, each round of organizational restructuring results in more bodies on the corporate scrap heap. Abbasi and Hollman (1990) agree that one of the biggest problems arising from workforce reduction concerns the devastating impact on employee morale and attitudes. A sense of foreboding usually pervades the workplace where downsizing is being discussed or is in progress. Employees often feel that their long years of work and dedication to the company are not reciprocated.They may perceive themselves as victims of some abstract management exercise which is outside their control and beyond their capacity to comprehend. Cutting staff doesn’t always work; in fact, it frequently has the opposite effect. The American Management Association surveyed 700 companies that had downs ized between 1989 and 1994. Employee morale plummeted in 83% of the companies. Employees who survive the unsettling and disruptive effect of downsizing also tend to experience a disproportionate amount of problems. They feel that management has put them at the very bottom of its priority list.According to Abbasi and Hollman, they feel betrayed, suffer ebbing morale, become dispirited and self-absorbed, submit a larger number of stress disability claims, become obsessed with layoffs and internal politics, and exhibit various behavioral problems. Many workers are forced to struggle with heavier workloads and become overburdened to the point of burnout. Others experience heightened anxiety as they wonder who will be next to go and if they will be able to make it safely to retirement before being forced out in a subsequent downsizing.After all, downsizing seems to beget more downsizing. Three out of four firms that downsize in one year plan to do it again in the next year. With some of the surviving employees having trouble getting to work on time and spending their day just going through the motions, no longer enjoying what they do, companies are finding that these employees are suffering from workplace depression. Corporate psychologists coined this phrase to characterize the feelings of suppressed anger and anxiety that are widespread in today’s workplace.According to Marjorie Whigham-Desair (1993), â€Å"The symptoms run form a general lack of enthusiasm and low productivity to high absenteeism coupled with a low rate of voluntary employee turnover. â€Å" This results in delays in projected deadlines and lackluster employees. Psychologists agree that the recent wave of corporate layoffs has taken its psychological toll on the nation’s workforce. When companies eliminate large numbers of workers, those who remain experience anxiety, says Therman Evans (1993), MD. , president and CEO of Whole Life Associates, a stress-management firm based in El kins Park, PA.This leads to higher workers’ compensation claims and extremely paranoid employees. â€Å"As companies downsize, responsibilities shift to those who remain, this can result in frustration, irritability, fatigue and ultimately burnout, adds Michael D. Cox (1993), Ph. D a psychologist at Baylor College of Medicine in Houston. As authors and human resource consultants Kenneth N. Wexley and Stanley B. Silverman (1993) point out in their book, Working Scared: Achieving Success in Trying Times, organizations that downsize violate two fundamental factors that motivate workers; the need for security and the desire for justice.Not only do surviving employees distrust the company, they also become more cautious. As a result, innovation and creativity are stifled. People worry about the unknown and need time to prepare for it, says Cox. â€Å"They don’t like to be given bad news abruptly; they don’t want to feel out of control. † Those managers who mu st implement layoffs suffer too. Two researchers found that managers often become abrasive, narcissistic, withdrawn, alienated, apathetic or depressed. Mishra et al. 1998) found, â€Å"the irony is that downsizing companies are unwittingly destroying the very qualities they need for competitive advantage, namely their employees’ trust and empowerment. At the same time they are downsizing, many companies are advocating the implementation of high-involvement work systems and total quality management strategies. Yet employee trust and empowerment, often shattered in the process of downsizing, are the engines that make these initiatives work,† resulting in a decrease in employee motivation and increase employee absenteeism. Mishra et al. 1998) call attention to the fact that â€Å"trust between managers and employees is critical for effective work relationships, especially under conditions of high uncertainty and conflict. † Trust is defined as an individual’ s willingness to be vulnerable to another based on the belief that the other party is competent, open, reliable, and concerned about the individual’s own interests. Employee trust and empowerment decline considerably during downsizing. Survivors may no longer trust top management’s openness because communication is not credible or information is withheld.Survivors may not believe that management cares about employees’ needs if they see that their welfare has been sacrificed for top managers’ personal gain. Survivors’ sense of empowerment may suffer and their competency also may be threatened as they take on the jobs of laid-off coworkers, which often require different skills. Their sense of personal control may suffer because of unclear or constantly changing job responsibilities or frequent layoffs that leave them wondering if they are next. Not surprisingly, their willingness to take risks may decline, and they may become more resistant to change (Mishra et al. 1998). Isabella (1989) suggests, â€Å"Companies that downsize may be unprepared for the strong emotions, lengthy adjustment time, diminished morale, and lower productivity experienced by the survivors of massive restructuring. In fact, companies often have surprisingly little information about the adjustments and assessments of those ultimately responsible for revitalizing the company. † Isabella (1989) adds, â€Å"The downsizing also can trigger substantial uncertainty and concern for one’s professional and personal future.Feelings of security can be of significant concern because years spent in an organization can create a level of familiarity that is difficult to rebuild elsewhere. † Therefore, it is not uncommon to employees update their resumes and begin seeking employment elsewhere during these stressful times. This certainly has been the case for employees of WellPoint, Inc. Shortly after the Anthem/WellPoint Health Network merger in 2004 , when the company became known as WellPoint, Inc. , numerous attempts have been made to reengineer the company and minimize duplication wherever possible.Even after several rounds of layoffs, WellPoint, Inc. once again decided to trim more positions as it faces a still-sluggish economy and uncertainty from potential health-care reforms coming out of Washington. â€Å"As the economic environment changes, WellPoint reviews the size and skills of our work force and makes adjustments as necessary,† WellPoint spokeswoman Kristin Binns said in an email. Job reductions by businesses across the country during the downturn have caused shrinking membership in many of WellPoint’s employer-sponsored health plans.The company said it is looking for ways to operate more efficiently in 2010. Early this year, WellPoint trimmed about 1,500 jobs in a move that included about 600 layoffs (Lee, 2009). This leads to those who are left behind feeling very uncertain about their own job secur ity, wondering if they will survive the next phase of layoffs. Gibbons and Brenowitz (2001) acknowledge, â€Å"Only the luckiest businesses in any industry will survive their entire lifecycles without experiencing the wrath of corporate downsizing. In the aftermath of downsizing, fewer people are left to do the same or increased amount of work.The organization, once designed for and built around a greater number of people, is now left in a state of imbalance. While survivors usually move from denial to acceptance, they often struggle to get there. † They further state,† At a time when they’re feeling the lowest, middle management must perform at their best. Although the company appears to be in a state of chaos, managers must seem calm, confident and in control. It’s their job to begin allocating tasks, confirming work objectives, making sure people stay focused on appropriate tasks, and pulling together a new team. What many companies may not realize is t hat the design of an organization cannot withstand such turbulence without some degree of consequence. Senior management cannot assume to rebalance the company’s design by moving around a few boxes on the organizational chart. The fact is that organization design goes beyond the company structure. It addresses issues more systemic than the lines, boxes and arrangement of people and functions. It includes such factors as information and reward systems, management and decision making processes; mission, vision and values; business strategy and people (Gibbons and Brenowitz, 2001).In addition to impacting management, downsizing also has a profound effect on those who survive. Some of the most common challenges survivors of downsizing face include: guilt, some remaining employees may feel guilty that they were â€Å"saved† from the job cuts; stress, not only do employees have to cope with the stress of job insecurity, but they also have even more work to do with fewer reso urces; and anxiety, the anxiety engendered by job cuts doesn’t end with initial layoffs, survivors often live in a state of shock, wondering if the worst is over or still to come (Harris, Rothenberg International, LLC, 2008).In conclusion, as downsizing continues to become an increasingly normal business practice, managers need to find ways to improve their ability to manage the change. This includes motivating traumatized employees and getting operations back on track. It means addressing the drama of the situation, not denying it. Can-do attitudes are badly needed and understandable goals must be spelled out. Yet, nothing promises post-downsizing success like the practice of open, honest communications? Methodology To determine how the organizational changes have affected employee morale, a survey was administered to a small sample of employees.Twenty WellPoint employees were surveyed. About the same number of surveys was given to male and female employees. Eight State Spon sored Business and 12 Shared Services employees participated in the survey for a total sample size of 20. The survey was adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Although the original survey created by Kenexa and those found on the EAP website consisted of a number of additional questions, the questions for this survey has been reduced to 15 questions.Each of the 15 questions was rated according to a five-point Likert scale response, ranging from a numerical score of one, if the respondent strongly disagrees with, to five, if the respondent strongly agrees. A total score of 75 is the maximum possible for the survey. Quantitative results were placed into tables and the mean and standard deviation were calculated for each question. The results were analyzed and interpreted in the Analysis and Conclusion sections of this report. The survey follows. Associate Morale ObservationYou are invit ed to participate in this survey to help Pamela Forrest with a research paper for an MBA class project. Your participation is entirely voluntary and your responses will be kept strictly confidential. If you are willing to participate, please answer all of the questions and return this survey to Pamela by Monday, October 12, 2009. To complete this survey: In the space to the right of each statement below, please place a number from 1 to 5 indicating how true the statement is about your experience working at WellPoint, Inc. using the following scale: =Strongly Disagree 2=Disagree 3=Neither Agree nor Disagree 4=Agree 5=Strongly Agree 1. I feel that I am part of a team. _____ 2. I am involved in decisions that affect my work. _____ 3. My job makes good use of my talents and abilities. _____ 4. I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. _____ 5. WellPoint provides me with the opportunity for learning and development. _____ 6. I have t he training I need to do my job effectively. _____ 7. I receive the coaching and feedback I need to do my job effectively. ____ 8. I feel that I have limited control over the outcome of my job. _____ 9. I am satisfied with my opportunities for career advancement. _____ 10. I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. _____ 11. I regularly receive appropriate recognition for my contributions. _____ 12. I am paid fairly for the work I do. _____ 13. I dread going to work, especially on Sunday night. _____ 14. I receive the information and communication I need to do my job effectively. _____ 15.My immediate manager does a good job communicating the reasons behind important changes that are made. _____ Thank you for your time and support for this class project! Questionnaire adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Results A total of 20 surveys were distributed to WellPoint associates. Twenty surveys were completed and returned, for an overall response rate of 100 percent. The average total score for the survey, calculated from all 20 respondents, is 51. 5 out of a possible maximum of 75. This equates to an average total rating of 68 percent. The mean was calculated for each of the 15 rating-scale questions. The mean for the results ranges from a high of 4. 25 to a low of 2. 85. The standard deviation was calculated for each of the 15 rating-scale questions. The results range from a high of 1. 459 to a low of . 7539. The results for each of the 15 rating-scale questions are given below. Question 1: I feel that I am part of a team. The mean for the total results is 4. 25 and the standard deviation is . 8507.The most frequently occurring response given by all respondents for this question is 5, â€Å"strongly agree. † Question 2: I am involved in decisions that affect my work. The mean fo r the total results is 3. 6 and the standard deviation is . 9947. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 3: My job makes good use of my talents and abilities. The mean for the total results is 3. 45 and the standard deviation is 1. 191. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 4: I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. The mean for the total results is 3. 15 and the standard deviation is 1. 04. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 5: WellPoint provides me with the opportunity for learning and development. The mean for the total results is 3. 4 and the standard deviation is . 9403. The most frequently occurring response given by all respondents for this question is 4, â€Å"agre e. † Question 6: I have the training I need to do my job effectively.The mean for the total results is 3. 6 and the standard deviation is . 7539. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 7: I receive the coaching and feedback I need to do my job effectively. The mean for the total results is 3. 45 and the standard deviation is . 9445. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 8: I feel that I have limited control over the outcome of my job. The mean for the total results is 3. 35 and the standard deviation is 1. 1367.The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 9: I am satisfied with my opportunities for career advancement. The mean for the total results is 2. 95 and the standard deviation is 1. 099. The most frequently occurring r esponse given by all respondents for this question was tied between 3, â€Å"neither agree nor disagree† and 4, â€Å"agree. † Question 10: I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. The mean for the total results is 3. 4 and the standard deviation is 1. 39. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 11: I regularly receive appropriate recognition for my contributions. The mean for the total results is 3. 4 and the standard deviation is 1. 0463. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 12: I am paid fairly for the work I do. The mean for the total results is 3. 45 and the standard deviation is 1. 1459. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 13: I dread going to work, es pecially on Sunday night. The mean for the total results is 2. 85 and the standard deviation is 1. 4244. The most frequently occurring response given by all respondents for this question was tied between 1, â€Å"strongly disagree† and 3, â€Å"neither agree nor disagree. † Question 14: I receive information and communication I need to do my job effectively. The mean for the total results is 3. 15 and the standard deviation is . 9333. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. †Question 15: My immediate manager does a good job communicating the reasons behind important changes that are made. The mean for the total results is 3. 8 and the standard deviation is . 7678. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Analysis The overall survey score of 51. 25 percent indicates that the employee morale for WellPoint associates is average. While th ese scores could be a little higher, they still are quite positive in light of the major organizational changes that recently have taken place across the company.In fact, WellPoint is doing better than one would expect considering all of the organizational changes it has experienced within the last couple of years. The survey question with the highest mean score overall (4. 25 mean) was number one, â€Å"I feel that I am part of a team. † This is largely due to the fact that the majority of associates who took part in this survey, work for a highly creative department whose direct management has fostered monthly team-building activities and encouraged collaboration when completing everyday tasks.The question with the lowest mean score overall (2. 85 mean) was number 13, â€Å"I dread going to work, especially on Sunday night. † Because this question had a negative spin on it, the fact that it received a low mean score actually is a positive indicator. Based on their re sponses, the majority of associates surveyed enjoy coming to work, even when the week is just getting underway. Consequently, the next lowest mean score overall (2. 95 mean), which actually indicates a considerable amount of discontent is number 9; â€Å"I am satisfied with my opportunities for career advancement. This has been a trouble area for quite some time, due, in large part to the fact that a majority of the associates within our department have realized little or no career advancement within the last few years. To further assess this study’s survey results, questions were evaluated based on the percentages of answers for each question, adding together the percentages for response #4, â€Å"agree† and response #5, â€Å"strongly agree. † These figures were compared to the sum of the remaining three percentages for response #1, â€Å"strongly disagree,† response #2, â€Å"agree† and response #3, â€Å"neither agree nor disagree. The fact t hat some of the questions had a negative spin, resulted in reversing the percentages for a more accurate representation. For question 1, â€Å"I feel that I am part of a team,† a total of 85% either agreed or strongly agreed as compared to 15% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that the team-building efforts initiated by management have had a positive affect on associates. For question 2, â€Å"I am involved in decisions that affect my work,† a total of 55% either agreed or strongly agreed as compared to 45% who either strongly disagreed, disagreed or neither agreed nor disagreed.This shows that associates feel that they have a say in their daily decision-making tasks. For question 3, â€Å"My job makes good use of my talents and abilities,† 60% either agreed or strongly agreed as compared to 40% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that associates feel that they ar e utilizing their skills in their daily work routine. For question 4, â€Å"I feel overwhelmed trying to keep up with my responsibilities,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed.This shows that associates feel that their workload is balanced and they are able to accomplish their daily tasks with a limited amount of stress. Question 5, â€Å"WellPoint provides me with the opportunity for learning and development,† primarily was split almost down the middle with 55% either agreeing or strongly agreeing and 45% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing. This reveals the possibility that opportunities for learning and development may not be offered equally to all associates; some associates may be favored to take educational courses over other associates.For question 6, â€Å"I have the training to do my job effectively,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most associates feel well-equipped to adequately handle their job duties. However question 7, â€Å"I receive coaching and feedback to do my job effectively,† predominantly was split down the middle with 45% either agreeing or strongly agreeing and 55% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing.This shows that management may not be communicating effectively nor providing adequate coaching and feedback on a regular basis. And question 8, â€Å"I feel that I have limited control over the outcome of my job,† was split down the middle, 50/50, which shows that associates feel that external factors may have more direct impact on their job than the direct contributions they make on a daily basis. For question 9, â€Å"I am satisfied with my opportunities for career advancement,† 60% either strongly disagreed, di sagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed.This demonstrates the belief shared by a majority of WellPoint associates, that there is little opportunity for upward mobility with the organization. For question 10, â€Å"I am able to maintain a healthy work-life balance,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are maintaining an adequate balance between their work responsibilities and their leisure time.And question 11, â€Å"I regularly receive appropriate recognition for my contributions,† was split down the middle, 50/50, which shows that appropriate recognition may not always be given equally to all associates; some associates may be favored over others. For question 12, â€Å"I am paid fairly for the work I do,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are satisfied with their rate of pay for the work that they do.For question 13, â€Å"I dread going to work, especially on Sunday night,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed. This shows that associates feel content with their jobs and look forward to coming to work. For question 14, â€Å"I receive the information and communication I need to do my job effectively,† 60% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed. This reveals that WellPoint needs to improve their channels of communication.And finally, for question 15, â€Å"My immediate manager does a good job communicating the reasons behind changes,† 70% either agreed or strongly agreed as compared to 30% who eit her strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel satisfied with the way their immediate manager is communicating with them. Conclusion Depending on the scope and size of the organizational change and the number of staff affected, consequences can be disruptive. Employees may find even the act of reporting for work very stressful.They may have difficulty sleeping or eating. People respond differently and recover at different rates. For most people, the effects of the event will subside within a few weeks as people adjust to the changes. For others, the symptoms may become worse. However, surprisingly, the results of this study refute most of the literature on this subject. While downsizing is a workplace trend that is here to stay and that undeniably creates anger, stress, fear and even trauma for surviving employees, according to the findings in this survey, this has not proven to be the case for WellPoint associates.This study’s survey results indicate that WellPoint has been reasonably successful to this point. Employee morale and attitudes are at or slightly above national norms, which is rather commendable considering the recurring layoffs that have taken place over the course of the past two years. While the industry trend indicates otherwise, WellPoint associates who have weathered the storm by remaining gainfully employed with the company, increase their engagement while striving to achieve superior performance in their daily work activities.Evidence can be seen in the high survey rankings reported in this paper on questions such as â€Å"I have the training to do my job effectively† and â€Å"I am able to maintain a healthy work-life balance. † Even under the most extreme circumstances of additional impending layoffs, the morale of the surviving associates at WellPoint is surprisingly high. I am inspired by the fact that WellPoint associates have managed to hold onto emp loyee morale in spite of some tough economic conditions.Some of the survey results that support this include the high survey rankings reported in this paper on questions such as â€Å"Associates feel that they are part of a team† and â€Å"My job makes good use of my talents and abilities. † However, the common rationale that downsizing is necessary to financial health and that greater efficiency always follows job cuts is questionable. Therefore, WellPoint also must give attention to alternatives that may cause less turmoil and still achieve the desired economic results.There are numerous alternatives to downsizing that are far less demoralizing to employees. Some of these alternatives include gearing down to a four-day work week or using job-sharing techniques, where employees lose pay but keep their job. Other alternatives include pay reductions, taking vacations without pay, having fewer paid holidays, retraining or redeploying workers, or providing early retiremen t buyouts for workers past a certain age. Finally, some other ideas include imposing wage and hiring freezes, restricting the amount of overtime available to employees or cutting back on executive perks.The negative effects of downsizing can be eased by acknowledging the situation, asking questions and communicating honestly, listening to others and exploring new ideas and ways of doing things. Taking an active, positive role in reducing the trauma of downsizing can enhance WellPoint’s chances of being part of a creative, profitable company and enhance its professional growth and opportunity for the future. In addition, if there don’t seem to be any alternatives to layoffs, WellPoint can make the layoffs seem less arbitrary and cruel by keeping the lines of communication open and explaining with dignity the strategy behind them.In the opinion of this author, WellPoint needs to turn its attention to cultivating the staff that is ultimately responsible for revitalizing t he company by providing more opportunity for learning and development and career advancement as well as expanding the lines of communication. Questions in the survey show that WellPoint is weak in these two key areas. Evidence can be seen in the low survey rankings reported in this paper on questions such as â€Å"I am satisfied with my opportunities for career advancement,† and â€Å"I receive the information and communication I need to do my job effectively. Therefore, providing more opportunities for associates and improving the flow of communication, not only would be a worthwhile investment for the company, but also a vehicle for providing a worthwhile work environment for the associates. This in turn would result in a direct benefit to the organization by increasing associate engagement and providing the necessary tools for associates to do their job more effectively. This, in turn, would make the most of the human capital available in the 41,000 WellPoint associates.A ppendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |SSB Survey Results | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Associate Morale Monitor | | | | | | | | | | | | | | | | | | | | | | | | | |Results for WellPoint, Inc. Associates 10. 9. 09 | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Avg. |SD |Mode | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 |0. 85 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 |0. 97 |4 | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 |1. 19 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 |1. 04 |3 | |5. WellPoint provides opportunity for develo p. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 |0. 94 |4 | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 |0. 75 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 |0. 94 |3 | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 |1. 14 |4 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 |1. 1 |3 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. 4 |1. 1 |4 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 |1. 05 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 |1. 15 |4 | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 |1. 42 |3 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 |0. 93 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. |0. 77 |4 | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 | |3.Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 | 4 |3 |5 |3 | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 | |6. Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 | |8.Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 | |13.Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 | |Sum | | | |46 |42 |50 |49 |41 |45 |58 |53 |55 |56 |51 |39 |53 |61 |63 |49 |56 |50 |52 |56 | |Score (%) | | | |61% |56% |67% |65% |55% |60% |77% |71% |73% |75% |68% |52% |71% |81% |84% |65% |75% |67% |69% |75% | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Mean | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 | | | |3. Job makes good use of talent s & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. | | | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. | | | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |St. Dev. | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |0. 507 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |0. 9947 | | | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |1. 191 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |1. 04 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |0. 9403 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |0. 7539 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |0. 9445 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |1. 1367 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |1. 099 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |1. 3139 | | | |11.Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |1. 0463 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |1. 1459 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |1. 4244 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |0. 9333 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |0. 7678 | | | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results – Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Percentage for Each Response | | | | | | |% Ans. 1 |% Ans. 2 |% Ans. 3 |% Ans. 4 |% Ans. 5 |Total | | | | | | | | | | | | |1. I feel that I am part of a team. | | | | | | | |0 |5 |10 |40 |45 |100 | | | | | | | | | | | | |2. I am involved in decisions that affect my work. | | | | | |0 |15 |30 |35 |20 |100 | | | | | | | | | | | | |3. My job makes good use of my talents and abilities. | | | | | | |10 |10 |20 |45 |15 |100 | | | | | | | | | | | | |4. I feel overwhelmed trying to keep up with my responsibilities. | | | | |5 |20 |40 |25 |10 |100 | | | | | | | | | | | | |5. WellPoint provides me with the opportunity for learning and development. | | |5 |10 |30 |50 |5 |100 | | | | | | | | | | | | |6. I have the training to do my job effectively. | | | | | | | |0 |10 |25 |60 |5 |100 | | | | | | | | | | | | |7. I receive coaching and feedback to do my job effectively. | | | | |0 |15 |40 |30 |15 |100 | | | | | | | | | | | | |8. I feel that I have limited control over the outcome of my job. | | | | |5 |20 |25 |35 |15 |100 | | | | | | | | | | | | |9. I am satisfied with my opportunities for career advancement. | | | | |10 |25 |30 |30 |5 |100 | | | | | | | | | | | | |10. I am able to maintain a healthy work-life balance. | | | | | | |15 |10 |10 |50 |15 |100 | | | | | | | | | | | | |11. I regularly receive appropriate recognition for my contributions. | | | | |0 |25 |25 |35 |15 |100 | | | | | | | | | | | | |12.I am paid fairly for the work I do. | | | | | | | |10 |10 |15 |55 |10 |100 | | | | | | | | | | | | |13. I dread going to work, especially on Sunday night. | | | | | | |25 |15 |25 |20 |15 |100 | | | | | | | | | | | | |14. I receive the information and communication I need to do my job effectively. | | |0 |30 |30 |35 |5 |100 | | | | | | | | | | | | |15. My immediate manager does a good job communicating reasons behind changes. | |0 |5 |25 |55 |15 |100 | | | | | | | | | | | | | Appendix B Charts of Results for Each Survey Question Sources Consulted Abbasi, Sami M. Hollman, Kenneth W. (1998). The myth and realities of downsizing. Records Manag ement Quarterly, 32. n2, 31(6). (Document ID: A20776055). Business Editors. (2000). Workforce Growth Averages 5. 9%, Annual AMA Survey Finds. Business Wire. Retrieved from http://findarticles. com/p/articles/mi_m0EiN/is_2000_Oct_25/ai_6632 Canada and the World Backgrounder. (1996). Downsizing or dumbsizing? Canada and the World Backgrounder, 62. n2, 12(1). (Document ID: A18927954). Cummings, Thomas G. & Worley, Christopher G. (2005). Organization Development & Change. Ohio. Thomson South-Western. See pages 287-297. ) Garnant, Carol W. (2001). Who re-moved my cheese? Responding to staff reductions. Tax Executive, 53. 4, 283. (Document ID: A79052297). Gibbons, Tracy & Brenowitz, Randi S. (2001). The Impact of Downsizing on Corporate Culture. Data Center Management. Harris, Rothenberg International, LLC. (2008). Helping Employees with Organizational Change: A Guide for Managers. Retrieved from www. wellpoint. com. Harris, Rothenberg International, LLC. (2008). Managing in Uncertain Tim es. Retrieved from www. wellpoint. com. Harvey, Don & Brown, Donald R. 1996). An Experiential Approach to Organizational Development. New Jersey: Prentice-Hall, Inc. Isabella, Lynn A. (1989). Downsizing: survivors’ assessments. Business Horizons, 32. n3, 35(6). (Document ID: A7739163). Lee, Daniel. (2009). WellPoint Says Economy Could Prompt It to Cut More Jobs. The Indianapolis Star. Retrieved from http://www. istockanalyst. com/article/viewiStockNews/articleid/3499717. McKinley, William, Sanchez, Carol M. & Schick, Allen G. (1995). Organizational downsizing: constraining, cloning, learning. The Academy of Management Executive, 9. 3, 32(13). (Document ID: A17452339). Mishra, Karen E. , Spreitzer, Gretchen M. & Mishra Aneil K. (1998). Preserving employee morale during downsizing. Sloan Management Review, 39. n2, 83(13). Retrieved from http://find. galegroup. com/ips/start. do? prodID=IPS. Noer, David M. Healing The Wounds: Overcoming the Trauma of Layoffs and Revitalizing Dow nsized Organizations. New York. Jossey-Bass Inc. , 1993. (See pages 3, 4, 10-12. ) Whigham-Desir, Marjorie. (1993). Strategies for coping with workplace depression. Black Enterprise, 24. n2, 77(4). (Document ID: A13287127).

Pay to Play The Perils and Perks of Fee-Based Submissions

Pay to Play The Perils and Perks of Fee-Based Submissions I’ve been freelancing full-time since 2009. In that time I’ve entered (and won) many writing competitions. Some have been free to enter, but I’ve also pursued opportunities that include the dreaded phrase â€Å"fee-based submission.† Some writers balk at the idea of reading fees: to them, forking over a check is like throwing money away. In the other camp are writers who actively seek out publications and competitions that charge fees, seeing those markets as both competitive and prestigious. The Drawbacks of Fees Beyond the obvious cost of writing a check, there are other deterrents to consider when applying to a pay-to-play market. The most troublesome, though relatively rare these days, are the so-called â€Å"scam† markets: unscrupulous contest runners who take your money and run, never declaring a winner (or in other cases, canceling the contest and refusing to refund your fee). Always research the market on Duotrope’s Digest or Poets Writers if you’re not certain about the legitimacy of a publication or contest. Another concern is arguably more philosophical than monetary. Many freelancers today refuse to take jobs that pay little or no money as a matter of principle, believing that doing so perpetuates more markets that underpay and devalue writers. For them, paying to have their work read might just leave them in the red. But on the Other Hand Despite some initial wariness, many pay-to-play markets are absolutely worth considering. Often, literary magazines charge a submission fee, which also includes the cost of a subscription to the magazine. This will provide you with insights about what stories the editors prefer, giving you an edge when you send them your next submission. Other times, particularly with competitions, your fee ensures that the judges will give you specific, detailed feedback about your work, which is quite a valuable perk to writers of any experience level. Moreover, if you make a living solely from writing, you may be able to deduct submission fees on your taxes, as they are part of your work-related communications costs (just like manila envelopes or postage). Speaking of literary professionals, your reading fee is just that: a fee that pays for the time it takes an editor to review your work. That fee could be what keeps your favorite magazine (or non-profit) afloat†¦try thinking of your submission fee as a charitable donation. Finally, there’s the strategic advantage of entering a market with a fee hurdle. Because some writers will inevitably turn up their nose at fee-based markets, the field of competitors may be smaller than for a free-to-enter contest. With so many writers eliminating themselves, you’ve got a better chance at taking top honors. Now What? So, when is it acceptable to gamble with your hard-earned money and time to pay someone to consider your work? Ultimately, it comes down to personal preference. Over the years I’ve spent writing, I’ve come to understand that my time is valuable. In essence, all submissions cost you something (time is money, after all.) And even when I’ve entered fee-based competitions and lost, I’ve still been able to find homes for those stories a few months down the line, thanks to feedback I received. Consider this: if you are paying to have your work read