Explain and evaluate de Beauvoir's critique of patriarchal man-woman Essay

Explain and evaluate de Beauvoir's critique of patriarchal man-woman relations - Essay Example There is a proverb which says that â€Å"Men make houses, women make homes!† (Metin, 2011). This very proverb points out the fact that relationship between men and woman is quite mutual. If the men acquire houses for their family, then women with their love and care make it a home. Yet one has always seen that relationship between men and woman comprising of love as well as conflicts. The paper here seeks to examine the patriarchal man- woman relationship with reference to an evaluation of de Beauvoir’s critique of this concept and her notion of woman as the other. Disparities between men and women: different views Man and women are the creations of God, and each has been endowed with different features. Their existence is mutual in nature because active participation of both is required to build and sustain the next generation. However one often comes across situations where women are considered to be imperfect and weaker compared to their male counterpart. Generally, in a male dominated society it is believed that women are completely unfit to lead an independent life and hence she has to be under the supervision of men. The topic of dissimilarity between men and women was also seen during the time of Plato and Aristotle. Plato believed that the disparity in men and women were quantitative in nature, that is, women were considered to be physically and mentally weaker than men. ... Even the Old Testament believes that man and woman are made of the same flesh and blood but they differ in terms of their views, needs, and other things (Women and her Rights, n.d). The relationship between man and woman has various dimensions. They can be as friends, as spouses or as siblings. According to Marx, the relationship between man and woman is essential. This is so because need is an indication for essence. If we need something then it plays a crucial role in our development and in realizing our essence. It is through need that one can understand that their requirement is related to them: in fact it is a part of their essence. Similarly, man and woman are considered to be an essence for each other. This is so because they need each other to give birth to build up the future generation (Kain, 1993, p.323). Patriarchal man-woman relations The relationship between man and woman had gone through many changes with the passage of time. Even in ancient civilizations one can see v ariations in this relationship. In some cases women were given equal importance and in many cases one would come across a patriarchal society. In case of civilizations which were agricultural in nature, one would find that they had always underestimated the potential of women and their society had been patriarchal in nature. Such type of society is built on the assumption that the reigns of political, economic, and cultural life was in the hands of the man. Here after marriage the woman was expected to act in accordance to her husband’s wishes. As women were considered to lack certain features which were possessed by men so they were subjugated in their relationship. Not all agricultural economy had the same patriarchal conditions. If conditions were stringent in the

Career Development Plan Part Iv - Compensation Essay Example for Free

Career Development Plan Part Iv Compensation Essay Now that we have structured our new team, identified their roles, identified ways to manage their performance and created an appraisal system we are now proposing a new compensation plan. This part will outline the plan, describe how it will help motivate employee performance, describe our total rewards program and outline how this program will benefit the individual and InterClean. Account Executive Financial Compensation Plan Compensation structures can be broken down into two distinct categories, financial and non-financial (Cascio, 2006). This section overviews the financial compensation plan for account executives, which includes pay and benefits. Account executive pay will be primarily commission based. Each account executive will receive a base salary at minimum wage, with the rest of their salary coming from commission. We feel that a generous commission structure will motivate performance because pay will have a direct correlation with sales volume. We structured our proposed commission plan to reflect InterClean new strategic direction (University of Phoenix, 2007), and how employees are rated in their quarterly appraisal. This means a focus on retention, up-selling and volume. Account executives will receive 8% commission on sales for the first six-months of revenue. 10% commission on sales after six-months of continuous revenue. 13% commission on sales after one-year of continuous revenue. 13% commission on up-sells and account executives that meet their quarterly sales volume will also receive a bonus equaling 3% of total revenue earned. New Business Account Executive, The New Business Account Executive has different goals, and therefore a different pay scale will apply. He or she will receive a base salary of $30,000 per year, plus a 3% quarterly commission on revenues earned from the accounts he or she acquired. We feel that this structure will adequately reflect the difference between new account acquisition and account retention. Cumulatively, the maximum amount of commission paid on revenues to account executives would be 19%. In related to the benefits Account Executives will receive the standard benefits due to all InterClean employees, including; †¢ Health Insurance with employee share of cost †¢ 401k match 14 days paid vacation †¢ 6 days sick time †¢ Health, Financial, Stress and Motivational Counseling through our employee wellness program. Managerial Financial Compensation Plan The managerial financial compensation plan will focus on overall team performance. We feel that creating a plan that rewards managers for team performance helps ensure management’s focus on creating a strong team that meets financial objec tives. Managers will receive a base salary dependent on their pay grade, ranging from $50,000 annual for the solution expert and $65,000 annually for the sales manager. The rest of their salary will be based on team performance as 3% commission on total revenues per quarter of all account executives that have met his or her goal, and 2% on total revenues per quarter if all account executives meet their goals. We feel that paying based on meeting objectives, and sharing in total revenues accomplishes two important things such as rewards managers who ensure account executives meet their goals by providing the tools and support they need. And it encourages over-achieving by not setting a limit on revenue sharing. In terms of the benefits, managerial employees share in the aforementioned benefits, and are given one additional week of paid vacation (five days) per year. As mentioned, compensation does not only include financial compensation; there are certain non-financial rewards that motivate employee performance, increase loyalty and decrease turnover. The following non-financial rewards were chosen based on a survey conducted in the United Kingdom (Employee Benefits, 2006) as additional â€Å"perks† for employees. Sales Employees, All sales employees are eligible the following reward package flexible working arrangements. Employees can work at home when appropriate on dates arranged between them and their manager. Flexible work time is the top-rated non-financial reward in the UK survey (Employee Benefits, 2006) and offering such an arrangement can increase productivity by diminishing stress caused by work-life conflicts. And corporate gym membership also ranked high on the survey, and using our corporate pull to offer a free membership not only encourages wellness, but exercise has countless benefits such as stress relief, increased creativity, and energy. Also, we will include employee discount at restaurants. Using the promise of higher volume by internally promoting local restaurants to our employees, HR has arranged for employee discounts at local restaurants. This benefit decreases the costs of lunch for our employees and gives them another reason to value InterClean. Managerial Rewards, The following rewards are available to managers in addition to the preceding rewards available to all employees such as use of company vehicle: Surprisingly, the UK survey listed â€Å"sports car as company vehicle† as the number one â€Å"benefit they don’t receive but wish they had† (Employee Benefits, 2006, para4. . Company gas card, not only should our sales manager ride in prestige, but we understand that the majority of driving they do benefits our company, so they also have use of our company gas card. The compensation and rewards system outlined in this plan are geared to motivate performance by tying pay directly to the revenue gained for InterClean. Our new strategy of fo cusing on solution-based selling (University of Phoenix, 2007) means we must grow retention, up selling, and total volume. This plan rewards all three by reducing the base pay of account executives, increasing commission and tiering commission based on retention and up selling. We reward achievers and not low-performers. Tying managerial pay directly to the performance of the team rewards good managers (Vigoda-Gadot Angert, 2007. ) Finally, offering a substantial but not overly high base pay takes into account fluctuating economic and environmental constraints. Offering bonuses quarterly rather than annual avoids penalizing employees for one bad quarter, which can happen to even the best sales person. Finally, our reward system is built to make InterClean a great place to work, that values the employees well-being and offers perks as part of the job. Offering this reward system can help InterClean retain the best possible account executives and managers (Cascio, 2006). Because we offer competitive pay and creative rewards that ease the work-life conundrum, and add a certain level of prestige to those who work for InterClean.

The Conflict in The Eumenides of The Oresteia Essay -- Aeschylus Orest

The Conflict in The Eumenides of The Oresteia  Ã‚   In The Eumenides, the third book of The Oresteia, there exists a strong rivalry between the Furies and the god Apollo; from the moment of their first confrontation in Apollo’s temple at Delphi, it is clear that the god and the spirits are opposing forces. Their actions bring them into direct conflict, and both of them are stubbornly set on achieving their respective goals while at the same time interfering with or preventing the actions of the other. There is also considerable personal animosity between Apollo and the Furies, especially from the former toward the latter. Because of the differences between the respective ideals they stand for, their personal conflict is as intense as that brought about by their actions. The nature of the rivalry is ironic because they possess ideals that are very similar in some respects; both seek to establish order and justice in the world (although they have separate and very different conceptions of order and justice), and, therefore, they are striving for the same goals, yet neither realizes this truth.   Ã‚  Ã‚  Ã‚   Apollo and the Furies despise each other because their actions and even their very natures are diametrically opposed. In this play, Aeschylus depicts Apollo as a noble and virtuous figure, based on two traits for which the god is well known: an interest in peace and justice, and a tendency to passionately defend from harm individuals or groups of people who worship him. It is worth noting that The Eumenides is not the only incidence of Apollo protecting someone from the Furies; there exists a remarkably similar Greek legend in which Apollo commands a character named Alcmaeon to kill his mother (Grant 139), who had arranged for her ... ...ries. Each is determined to achieve his/their goal while blocking the actions of the other. Their respective natures, in addition to their actions, also breed a strong mutual contempt between them. The play depicts Apollo as a seeker of peace and justice, and more importantly, as a defender of the weak, while the Furies are seemingly his antithesis--primitive creatures which incite murder and foment chaos within the Atreus family. However, the god and the spirits are also similar in that they wish to establish order in the world by ensuring justice for the mortals they patronize although their conceptions of justice and order are quite different, and this leads to the irony that they work to defeat each other without ever recognizing that there is a common bond between them. Works Cited: Aeschylus. Oresteia. Trans. Peter Meineck. Indianapolis: Hackett, 1998.

Heart of Darkness Essay

Kurtz is the man who Marlow searches for through the Congo. Marlow’s search develops into an obsession and when the search has ended, he only finds a shadow of a man that was once Kurtz. Kurtz was a man who had achieved great things in his life, inspiring each person he had come across and was expected to accomplish more. He came into the Congo with great plans for civilizing the natives, however he became greedy, which ended up being the subject of his own demise. ‘I had immense plans†¦ I was on the threshold of great things’. Kurtz’s main characteristics were his ability to talk passionately to people and inspire them with his words. He had a charisma that made people feel that he was some kind of a genius. Kurtz was a very talented human being, gifted in many areas. He could not be pinned down to a specific talent. He was seen as a great musician to his cousin that Marlow visits, a brilliant politician and leader of men to the journalist and a genius and humanitarian to his intended. Marlow views him as a universal genius. Kurtz is a round character, who is explored deeply and at times, almost to deep. He is neither the protagonist nor the antagonist, but he is a complex main character within the novel. In places where Kurtz is described, there is imagery of darkness and foreboding evil. Kurtz was an exaggeration of the white people who had come to Africa for money. Kurtz’s greed for ivory became extreme and even made him violent and aggressive. He was the idea of the self-made man that was the American dream. It was thought that any man could travel and be wealthy materially and spiritually. He was living that dream for a while, before it swallowed him whole. His ego inflated and he believed himself to be a superior being such as God. He let himself be worshipped among the natives and encircled himself with darkness and evil. Hence, his ideals had changed from his journey through Africa. And he soon became one of the natives. Releasing himself from civilization and restraint. When Marlow finally reached Kurtz, Kurtz had become hollow. Kurtz had reached insanity. He was no longer the great man he had once been. ‘He was hollow at the core. ‘ Through conversing with the natives and immersing himself with them, Kurtz lost his restraint, which he had learned through civilization. By taking part in native ceremonial gatherings, he had lost his soul and he had succumbed to darkness. ‘How many powers of darkness claimed him for their own. ‘ The reason for his behaviour was his greed for ivory. He gave up his soul only for the sole purpose of money and success. However, his actions are justified as Marlow expresses that leaving a man in a jungle with nothing but himself and the desire to make money, will make him go mad. Without restraint from his own culture, Kurtz’s basic instincts were released. Kurtz’s appearance had dramatically altered as well. He was extremely thin and had a baldhead; he had also lost the ability to walk. From being a God to the natives, he soon comes to despise them. He sees them as rebels, which is why he has stuck heads on sticks outside his hut. ‘Exterminate the brutes’ In the end, Kurtz dies just after he has come to realize that he has become the heart of darkness. He is an embodiment of evil and he highlights this by saying, ‘The horror! The horror! ‘ Kurtz was an imperialist who was a symbol of colonization, and a symbol of the jungle.

Acid and Base Report Qualitative Data

Acids and Bases Labs Report Aim: To study the characteristics of acids and bases. Experiment 1 Magnesium Ribbon with Sulphuric Acid Observations | |Material/substance |Rate of reaction |Bubbles |Initial colour |Final colour |Other Observations | |H2SO4 |N/A |N/A |Colourless |N/A |Acid | |Mg |N/A |N/A |Silver Metallic |N/A |Metal | |Mg SO4 |High rate |Yes- High rate |Colourless |Colourless |Heat is produced. | | | | | | | | | | | | | |Acidic smell | |Hydrogen gas was produced. | | |Test: Burning Splint | |Result: Popping sound | |Overall Chemical Reaction | |Word Equation: Magnesium + Sulphuric Acid ( Magnesium Sulphate + Hydrogen | |Chemical Equation: Mg + H2SO4 ( Mg SO4 + H2 | 2. Calcium Carbonate with Hydrochloric Acid Observations | |Material/substance |Rate of reaction |Bubbles |Initial colour |Final colour |Other Observations | |HCL |N/A |N/A |Clear |N/A |Acid | |Lime Water |N/A |N/A |Clear |N/A |N/A | |Ca CO3 |N/A |N/A |White |N/A |Salt | |Ca CO3 + HCL |High rate/ Fast | Y es.High rate/ |Milky, Cloudy |White, Cloudy, |Heat is produced. | | | |Fast | |precipitate formed | | |Observation of Final solution: Final solution was cloudy with precipitation. | |Overall Chemical Equations | |Word: Calcium Carbonate + Hydrochloric Acid ( Calcium Chloride + Carbon Dioxide + Water | |Chemical Equation: Ca2CO3 + 2HCL ( 2CaCl + CO2 + H2O | 3. Almost equal amounts of sodium hydroxide and nitric acid (same concentration) Observations | |Material/substance |Rate of reaction |Bubbles |Initial colour |Final colour |Other Observations | |HNO3 |N/A |N/A | |N/A |N/A | |NaOH |N/A |N/A | |N/A |N/A | |HNO3 + Indicator |N/A |N/A |Strong Pink/ |rose pink/ clear |Test with PH paper; | | | | | |PH 1, maroon | |NaOH + Indicator |N/A |N/A | | |Test with PH paper; | | | | | | |PH 14, Dark purple | |HNO3 + NaOH |High rate/ Fast | N/A | | |Heat is produced. | |Observation of Final solution: Final solution was cloudy with precipitation. | |Overall Chemical Equations | |Word: Calcium Carbonate + Hydrochloric Acid ( Calcium Chloride + Carbon Dioxide + Water | |Chemical Equation: Ca2CO3 + 2HCL ( 2CaCl + CO2 + H2O | 4. Copper (II) Oxide with hydrochloric acid Observations | |Material/substance |Rate of reaction |Bubbles |Initial colour |Final colour |Other Observations | |CuO |N/A |N/A |Black |N/A |Black powder | |HCL |N/A |N/A |colourless |N/A |Acid | |CuO + HCL |Fast |N/A |Black cloud, opaque|Turns aqua green, |Heat is produced. | | | | |clear, translucent | | | | | | | | | | | | | |Black CuO settles at| | | | | | |the bottom of | | | | | | |apparatus. | | |Overall Chemical Reaction | |Word Equation: Copper (II) Oxide + Hydrochloric Acid | |Chemical Equation: CuO + 2HCL ( CuCl2 + H2O | 5. Ammonium chloride solution with sodium hydroxide Observations | |Material/substance |Rate of reaction |Bubbles |Initial colour |Final colour |Other Observations | |NH4Cl |N/A |N/A |Colourless |N/A |Powder | |NaOH |N/A |N/A |Silver Metallic |N/A |Metal | |NH4Cl + NaOH | | | | |Test with PH paper, | | | | | | |purple ( greater than| | | | | | |7, alkaline | | | | | | |(basic) | | | | | | | | | | | | | |Acidic smell, pungent| |Overall Chemical Reaction | |Word Equation: Ammonium Chloride ( Ammonium Hydroxide + Sodium Chloride | |Chemical Equation: NH4Cl + NaOH ( NH4OH + NaCL |

Sediment Grain Size Chart for Rocks

Sediment Grain Size Chart for Rocks The grain sizes of sediments and sedimentary rocks are a matter of great interest to geologists. Different size sediment grains form different types of rocks and can reveal information about the landform and environment of an area from millions of years prior. Types of Sediment Grains Sediments are classified by their method of erosion as either clastic or chemical. Chemical sediment is broken down through chemical weathering  with transportation, a process known as corrosion, or without. That chemical sediment is then suspended in a solution until it precipitates. Think of what happens to a glass of saltwater that has been sitting out in the sun.   Clastic sediments are broken down through mechanical means, like abrasion from wind, water or ice. They are what most people think of when mentioning sediment; things like sand, silt, and clay. Several physical properties are used to describe sediment, like shape (sphericity), roundness and grain size. Of these properties, grain size is arguably the most important. It can help a geologist interpret the geomorphic setting (both present and historical) of a site, as well as whether the sediment was transported there from regional or local settings. Grain size determines just how far a piece of sediment can travel before coming to a halt.   Clastic sediments form a wide range of rocks, from mudstone to conglomerate, and soil depending on their grain size. Within many of these rocks, the sediments are clearly distinguishableespecially with a little help from a magnifier.   Sediment Grain Sizes The Wentworth scale was published in 1922 by Chester K. Wentworth, modifying an earlier scale by Johan A. Udden. Wentworths grades and sizes were later supplemented by William Krumbeins phi or logarithmic scale, which transforms the millimeter number by taking the negative of its logarithm in base 2 to yield simple whole numbers. The following is a simplified version of the much more detailed USGS version.   Millimeters Wentworth Grade Phi (ÃŽ ¦) Scale 256 Boulder –8 64 Cobble –6 4 Pebble –2 2 Granule –1 1 Very coarse sand 0 1/2 Coarse sand 1 1/4 Medium sand 2 1/8 Fine sand 3 1/16 Very fine sand 4 1/32 Coarse silt 5 1/64 Medium silt 6 1/128 Fine silt 7 1/256 Very fine silt 8 1/256 Clay 8 The size fraction larger than sand (granules, pebbles, cobbles. and boulders) is collectively called gravel, and the size fraction smaller than sand (silt and clay) is collectively called mud.   Clastic Sedimentary Rocks Sedimentary rocks form whenever these sediments are deposited and lithified and can be classified based on the size of their grains. Gravel forms coarse rocks with grains over 2 mm in size. If the fragments are rounded, they form conglomerate, and if they are angular, they form breccia.Sand, as you may guess, forms sandstone. Sandstone is medium-grained, meaning its fragments are between 1/16 mm and 2 mm.  Silt forms fine-grained siltstone, with fragments between 1/16 mm and 1/256 mm.  Anything less than 1/256 mm results in either claystone or mudstone. Two types of mudstone are shale and argillite, which is shale that has undergone very low-grade metamorphism.   Geologists determine grain sizes in the field using printed cards called comparators, which usually have a millimeter scale, phi scale, and angularity chart. They are especially useful for larger sediment grains.  In the laboratory, comparators are supplemented by standard sieves.

Learning About Chinese Characters

Learning About Chinese Characters There are more than 80,000 Chinese characters, but most of them are seldom used today. So how many Chinese characters do you need to know? For basic reading and writing of modern Chinese, you only need a few thousand. Here are the coverage rates of the most frequently used Chinese characters: Most frequently used  1,000  characters:  ~90%  coverage rateMost frequently used  2,500  characters:  98.0%  coverage rateMost frequently used  3,500  characters:  99.5%  coverage rate Two or More Chinese Characters per English Word For an English word, the Chinese translation (or the Chinese word) often consists of two or more  Chinese characters. You should use them together and read them from left to right. If you want to arrange them vertically, the one on the leftmost should go to the top. See an example for the word English below: As you can see, there are two Chinese characters for English (the language), which are ying1 yu3 in Pinyin.  Pinyin  is the international standard romanization scheme for Chinese characters, which is useful for learning the phonetics of Mandarin. There are four tones in Pinyin and we use the numbers here, i.e., 1, 2, 3, and 4, to depict the four tones. If you want to learn Mandarin (or Pu3 Tong1 Hua4), you have to master the four tones of the language. However, one pinyin usually represents many Chinese characters. For example, han4 can depict the Chinese characters for sweet, drought, brave, Chinese, etc. Thus you have to learn the Chinese characters to master the language. Chinese  is not alphabetic, so the writing is not related to its phonetics. In Chinese, We dont translate the Western alphabet since the letters have no meaning, though we do use the letters in writings, especially in scientific writings. Styles of Chinese Writing There are many styles of Chinese writing. Some of the styles are more ancient than others. In general, there are large differences among the styles, even though some of the styles are quite close. Different styles of Chinese characters are naturally used according to the purposes of the writing, such as Xiaozhuan mainly used for seal carving now. Besides the different styles, there are also two forms of Chinese characters, the simplified and the traditional. The simplified is the standard writing form employed in the mainland of China and the traditional form is mainly used in Taiwan and Hong Kong. There are total 2,235 simplified characters contained in the Simplified Character Table published in 1964 by the Chinese government, so the majority of the Chinese characters are the same in the two forms, though the count of commonly-used Chinese characters is only about 3,500. All the Chinese characters on our site are Kaiti (the standard style) in the simplified form. Japanese Kanji are originally from China, so most of them are the same as their corresponding Chinese characters, but Japanese kanji only contains a small collection of Chinese characters. There are a lot more Chinese characters not included in Japanese Kanji. Kanji are used less and less now in Japan. You dont see a lot of Kanji in a modern Japanese book anymore.