Catalog of DIESEL String Functions :: essays research papers

Catalog of DIESEL String Functions Status retrieval, computation, and display are performed by DIESEL functions. The available functions are described in the table. Note: All functions have a limit of 10 parameters, including the function name itself. If this limit is exceeded, you get a DIESEL error message. + (addition) Returns the sum of the numbers val1, val2, ..., val9. $(+, val1 [, val2, ..., val9] ) If the current thickness is set to 5, the following DIESEL string returns 15. $(+, $(getvar,thickness),10) - (subtraction) Returns the result of subtracting the numbers val2 through val9 from val1. $(-, val1 [, val2 , ..., val9] ) *(multiplication) Returns the result of multiplying the numbers val1, val2, ..., val9. $(*, val1 [, val2, ..., val9] ) / (division) Returns the result of dividing the number val1 by val2, ..., val9. $(/, val1 [, val2, ..., val9] ) = (equal to) If the numbers val1 and val2 are equal, the string returns 1; otherwise, it returns 0. $(=, val1, val2) < (less than) If the number val1 is less than val2, the string returns 1; otherwise, it returns 0. $(< , val1, val2) The following expression gets the current value of the HPANG system variable; if the value is less than the value stored in the USERR1 system variable, it returns 1. If the value 10.0 is stored in USERR1 and the current setting of HPANG is 15.5, the following string returns 0. $( (greater than) If the number val1 is greater than val2, the string returns 1; otherwise, it returns 0. $(>, val1, val2) != (not equal to) If the numbers val1 and val2 are not equal, the string returns 1; otherwise, it returns 0. $(!=, val1, val2) =, val1, val2) and Returns the bitwise logical AND of the integers val1 through val9. $(and, val1 [, val2,..., val9] ) angtos Returns the angular value in the format and precision specified. $(angtos, value [, mode, precision] ) Edits the given value as an angle in the format specified by the mode and precision. (For mode values, see Example: Angular Units Values.) If mode and precision are omitted, it uses the current values chosen by UNITS. edtime Returns a formatted date and time based on a given picture. $(edtime, time, picture) Edits the AutoCAD LT Julian date given by time (obtained, for example, from $(getvar,date) according to the given picture).

Philosophy of Space and Time Essay

At the end of the nineteenth century, physicists were looking back at an era of progress unrivaled in known history. Classical, or Newtonian, physics explained the motion of objects in space and on earth, Kepler’s laws accurately predicted planetary motion, and Maxwell’s electromagnetic unified electricity and magnetism theory and predicted, correctly, that electromagnetic waves behaved exactly like light; paving the way for the recognition that light itself was an electromagnetic wave. It appeared that the world was explained. It was not to be. Two revolutionary theories were introduced that changed forever the way in which scientists and lay people alike view the universe. These were the Theory of Relativity and Quantum Physics (Giancoli 730) . Physicists at the turn of the century assumed that any wave must travel through some medium. This assumption required there to be some transparent substance in space that would allow light to propagate through it, much like a ripple on the water. They knew that this could not be air, since light traveled from stars to the earth through the emptiness of space. Another medium had to be responsible. This medium was named the Ether and it was thought to exist in all space. They understood that the ether had a zero density, since it was very difficult to detect (Giancoli 731). Two physicists in the 1880’s, Michelson and Morley, designed a clever experiment that they thought would determine the speed of the Earth in orbit around the sun. They anticipated being able to measure the speed of light in different orientations. They anticipated that the speed would vary with the orientation of the light wave to the ether. What they discovered was that the speed was constant. They believed there experiment was a failure. What their experiment showed, although they did not accept it, was that the ether did not exist. In 1905 Albert Einstein proposed a theory that reconciled this and other issues. This theory would change how scientists and lay people viewed space, time, mass, and energy (Giancoli 730). Einstein’s equation relating mass and energy, E = MC2, is easily recognizable. It brings together matter and energy as different forms of the same substance. This would imply that mass could be converted directly to energy, and vice versa. This radical departure from classical physics had several implications, both for scientists and for our culture. For scientists, the theory of relativity established the ultimate speed limit. The speed of light in a vacuum, c, is as fast as anything can go (Giancoli 748). Culturally, the discovery of relativity and quantum physics made possible such things as nuclear power, nuclear weapons, and medical imagery such as MRI Scans, CAT Scans, and PET scans. The advent of nuclear weapons changed our society. Nuclear attacks were a common theme in Hollywood films. Citizens built there own bomb shelters, argued the pros and cons of the nuclear power industry, and have enjoyed the advances in medicine. Indeed, our society now takes for granted these advances, and assumes that there will be a continued rapid advance as our knowledge base improves. Cosmology, or the study of the universe, has benefited from the theory of relativity. Many phenomenons, such as black holes, are only describable in terms of relativity and quantum physics. The advent of space telescopes, radio telescopes, and optical telescopes that detect emissions outside of the visible spectrum have shown the world the images of a universe unlike the one that was believed to exist just a hundred years ago (Giancoli 914-942). The search for extra-terrestrial life was instigated with the federal governments backing. The private citizens embraced this search, of 3 so much so that when the government quit funding SETI, individual citizens continued to support it. The discovery of relativity, quantum physics, and the new nature of cosmology has changed not only the scientific community but society as a whole. SETI, CAT scans, an Einstein’s name are household terms. The changes in perception of the world around us really cannot be overstated.

How Does Caffeine Affect the Heart Rate of the Daphnia

My results and the graph indicate that as you add the caffeine to the daphnia, the eart rate of the daphnia increases for example the daphnia's heartbeat is 120 without caffeine, however when caffeine is added it is increased to 168. My graph shows a positive correlation and the error bars are also very small which shows that the results have a small range which suggests that my results are accurate and reliable. I think that the experiment was conducted well however there may be some ethical issues surrounding the fact that daphnias are also living species.Therefore, by using daphnias in these experiments may cause a risk for them as there would be little quantities of the species left. This would also affect other living organisms that feed on daphnias for their dietary needs therefore in the experiment we diluted the caffeine solution with distilled water to prevent the daphnia from dying and afterwards, we could put them back in their natural habitats. On the other hand, by doing this experiments it could potentially help us in the future.Also, another problem is that I may have miscounted the daphnias heartbeat due to human errors. However, as I repeated the experiment 3 times, it ensures me that the data is quite accurate. However, if I was to do the experiment again I would do more repeats to make sure the results are reliable and there would be less chance of human error. Also, I would use different concentrations of caffeine to get more accurate comparisons and to see how different concentrations may affect the daphnias heartbeat also. Overall, I think that my results are precise and distinct.

Analyses the leadership of Carlos Ghosn, CEO of Nissan Motor Corporation Essay

Introduction This paper analyses the leadership of Carlos Ghosn, CEO of Nissan Motor Corporation. Carlos has been recognised as a successful leader whose leadership managed to rescue Nissan from its financial crisis in the late 90s. His contribution to the company, industry and society is significant. I will start by giving an idea about the history of Nissan followed by introducing Carlos Ghosn as an individual and analysing his leadership style using various leadership theories and models. We will also assess the effectiveness and efficiency as well as the business value added to Nissan through his leadership. The Company Nissan company was established in Yokohama in the year 1933 to take over the manufacturing of Datsun Ltd. It was renamed as â€Å"Nissan† the following year. In 1935, the company started to produce sub-compact cars, named Datsun and started exporting to Australia. In the year 1936, Nissan bought a new production line which was intended for small passenger cars but because of  the war, the company had to shift to military vehicles and ships (The Short History of Nissan Motor Company, 2013). The war had a huge impact on the company as half of the plant was taken by the occupation forces for a decade which delayed the company’s growth and by the time war ended; many customer had already switched to Toyota. To recover from that, Nissan collaborated with Austin Motors and launched a new car in the year 1958 which lead them to win The Deming prize in 1960. Nissan launched two manufacturing operations in the United States and in the United Kingdom in the years 1980, 1984 res pectively. It also established new headquarters in North America and Europe with a vision to make the decisions of design, production and marketing locally. The company which had been under debts for the previous seven years signed an agreement with Renault in the year 1999 and both companies formed an alliance for mutual benefit and growth for both. Nissan Revival Plan (NRP) for restructuring which was announced in 1999 aimed to reaching sustainable and continuous global growth. The objectives of this plan were met by the end of 2001. The company currently manufactures cars in twenty locations globally. Worldwide number of sold units in 2011 exceeded 4.800 million. In addition to cars, Nissan develops and produces marine equipment as well (The Short History of Nissan Motor Company, 2013). Carlos as a person Carlos Ghosn was born in Brazil in 1954 to Lebanese-Brazilian parents. The family moved to Lebanon in 1960. He completed his secondary school in Lebanon before travelling to France for university study. He got his engineering degrees from the École Polytechnique in the year 1978. After graduation, Carlos worked for Michelin & Cie. for eighteen years. At the age of thirty, he became the Chief Operating Officer of Michelin’s South America’s operations which operated at a budget of $300 Million. He succeeded in turning over the South American operation from losses to profits. After that he became the Chief Executive Officer of Michelin in North America. Carlos joined Renault in 1996 as an Executive Vice President for advanced research. Renault purchased 36.3 of Nissan’s shares in 1999 and Carlos MOVED TO Japan and joined Nissan as a COO and was named CEO two years later (Millikin, J and Dean, Fu, 2004: 121-125). Carlos and Nissan When Carlos joined Nissan in 1999, the company was suffering from losses and it had large debts which represented high risks for the investors. It was clear that the company could not have sustained in the market for long with this operating rate. Moreover, it appeared that Renault’s future is dependent on Nissan’s recovery from this bad position after the acquisition of a large portion of Nissan. Carlos realised that a radical change had to happen and he proposed a three-year revival plan which was later known as â€Å"Nissan Revival Plan†. â€Å"When the NRP was first announced, Nissan’s executive committee announced three bold commitments; if any of these were not met, the members promised to resign: †¢ A return to net profitability in fiscal year 2000 †¢ A minimum operating income to sales margin of 4.5 per cent by fiscal year 2002 †¢ Consolidated net automotive debt reduced to less than  ¥700 billion by fiscal year 2002† (Nissan Revival Plan, 2013). In his revival plan, Carlos identified the root cause for the poor performance of Nissan in the past years. These were: â€Å"1) Lack of profit orientation 2) Not enough focus on customers 3) Lack of cross-functional, cross-border, intra-hierarchical lines work 4) Lack of a sense of urgency 5) No shared vision or common long-term plan† (Nissan Revival Plan, 2013). Carlos believed that the opportunity to improve did actually exist. He identified some success factors that would allow Nissan to recover from its crisis and occupy a high ranking in the automobile market. Nissan had a global presence. It had markets in different continents with a diverse customer base. The company also excelled in its manufacturing system and the quality of the products was never a subject of a complaint. He believed in people of Nissan as a key asset in addition to other organizational assets such as know-how, policies, procedure, customers and partners. Nissan had a leading edge in some field of the technology and its new alliance with a big and reputable company like Renault represented- according to his vision- a further success factor. All of that made Carlos believe that his  plan would succeed and that he could lead Nissan back to retain its ranking in the industry. The Revival Plan: The revival plan was based on cross-functional groups. These groups were formed by the executive committee and they included two hundred people from Japan, The United States and Europe. The cross functional teams focused on different areas. These areas were: â€Å" Business Development Marketing & Sales Purchasing SG & A Manufacturing Financial Management R & D Product Phasing Out Organization & Decision Making Process â€Å"(Nissan Revival Plan, 2013). The cross-functional teams assessed two thousand ideas and proposed four hundred proposals to the executive committee. The plan aimed at growth with increased profits and reduced debts. Business development portion of the plan aimed at developing new products and models, reducing the lead time which could be achieved by reducing the product development cycle and order delivery periods as well as the time to start selling in new markets. The plan had to target twenty per cent reduction in costs by the end of the third year. The plan suggested to centralize procurement and to shorten the list of suppliers as well as including services as a buying strategy. The plan also suggested increasing the utilization of the manufacturing capacity by shutting down three assembly plants and forcing the rest to work in two shifts. The industrial organisation was also changed into a simpler and more efficient way. Cost reducti on was an important aspect of the plan and for this purpose several action were made such as reducing incentives and emphasising more on the power of the brand name, closing 10% of retail outlets and opening for longer hours, utilizing the alliance with Renault and employing E-commerce. R&D costs were cut down by leveraging with Renault as well. Carlos has changed the model of the company from being  multi-regional to being a global organisation. That required a global head quarter, worldwide strategy, centralized planning and the global control of several function of the Nissan. Carlos realized that this could not have been achieved without the key asset of the company, its people. For that, he empowered the directors for cross-functionality and orientation towards profit. He also introduced compensations for performance which included bonuses and shares options. The opportunity for career promotion existed for those as well (Nissan Revival Plan, 2013). By implementing this plan, Carlos achieved the goals a year earlier than what was initially proposed. He managed to save the company two hundred billion Yen. On the other hand, the plan had an impact on people. Twenty one thousand people lost their jobs as a result of the cost headcount reduction he embraced and t herefore, Carlos was subject to criticism by media in Japan and worldwide. Nevertheless, Carlos has been recognized as a leader of change whose leadership and management not only turned losses back into profits but also contributed to a structural and cultural change within the company. His method and vision has been adopted by many leadership schools. Therefore, his contribution exceeds Nissan to other businesses and fields worldwide (Nissan Revival Plan, 2013). Carlos the leader Carlos’s personal and career profiles allowed him to be a successful leader. This can be illustrated by analysing different dimensions as suggested by Kotter (1990). Carlos learned from his experience with Renault as a vice president of advanced research to keep looking at the horizon while creating and executing strategies. An example of this visionary leadership is his empathy to the new generation of cars which runs on electric power as he anticipated that this is the future trend of the industry and wanted Nissan to lead it. He managed to have his followers share his vision and opened the door for them to grow and advance in their career. His revival plan relied on having the cross-functional teams brainstorm and share thoughts away from the bureaucracy and structural limitations. The plan also suggested a large number of thoughts to be assessed and presented to the board which reflects his openness and willing to listen to others’ thoughts rather than directing the m to adopt his own (Nissan Revival Plan, 2013). One of the success  factors for Carlos is that he believes in having no perception of the organisation or the culture before he actually gets exposed to it. He wanted to learn by experience: â€Å"†¦I asked people what they thought was going right, what they thought was going wrong, and what they would suggest to make things better. I was trying to arrive at an analysis of the situation that would not be static but would identify what we could do to improve the company’s performance. It was a period of intensive, active listening. I took notes, I accumulated documents that contained very precise assessments of the different situations we had to deal with, and I drew up my own personal summaries of what I learned. In the course of those three months, I must have met more than a thousand people. During that time I constructed, bit by bit, my image of the company based on hundreds of meetings and discussions† (Ghosn C , 2006: 93-94). His leadership created a radical change to the company that lead the company towards restoring its position in the market, a mission that would have seemed to be impossible to many. Carlos also believes in sharing knowledge and experience that may help other firms grow and succeed. This is clearly depicted by the new service introduced by Nissan, the consulting services which allow the transfer of Nissan’s Production Way (NPW) which relies on Kaizen (improvements) to other firms. â€Å"Nissan Production Way is a key ingredient of our success. I hope that you will make it part of yours† (Nissan production way, 2013). Nissan consulting services also represents a radical change from a company that adopts continuous improvement theories to a consulting company that help others adopt them. Theories of leadership vary in their approach toward the analysis of a leader’s style. Some of these theories emphasise on the behaviour of the leader. In other words, they suggest that individuals are considered leaders when they act as such rather that by their personal characteristics. This is a more realistic approach than trait theories which assume that leaders are born not made (University of Leicester, 2011: 247-254). Lewin et al (1939, cited in University of Leicester, 2011:250) identified three styles of leaders, autocratic, democratic, and laissez-faire. We can think of Carlos as a democratic leader who demonstrated a sound level of engagement to the team during critical decision making. The cross-functional teams were asked to  think, discuss and assess ideas and present a reasonable number of thoughts to the management. This level of engagement to the team boosted their spirit and improved the quality of the decisions made. Fleishman’s (1953 cited in University of Leicester, 2011:251) two factor theory of leadership emphasises on two dimensions, consideration and initiating structure. Carlos managed to achieve efficient balance between these two dimensions, allowing employees to communicate their thoughts and ideas and respecting them without losing the lines of responsibilities which are required to manage such a multi-cultural and a multi-national organization. In other words, he stands in the middle between being people-centred and task oriented; this is referred to by Blake and Mouton (1964 cited in University of Leicester, 2011:253), as â€Å"Middle of the road†. Carlos believed that the solution for the company’s problems existed within the cross-functional teams and he shared this with them. On the other hand, he set the process, targets and timelines for his plan which represented a high level of task-orientation. Contingency theories suggest that leadership style may vary based on the situation in which the leader works (University of Leicester, 2011:255-262).They also relate to various parameters such as the leader, his/her followers and the nature of the tasks which the leader is trying to complete. It is clear that Carlos possessed many characteristics that allowed him to lead efficiently. He is Lebanese by origin, was brought up in Brazil, got educated in France and has worked in different countries. All of that enhanced his capability to lead in a diverse environment and overcome the challenge of being one of few non-Japanese leading a Japanese company. His work experience gave him exposure to various areas of the business ranging from business development to top level management including research. This allowed him to bring back Nissan to its financially healthy position and- at the same time- make advancements in other business areas. Carlos believed in Nissan as a company, in its people as assets and in Japan’s culture as a platform. For him to succeed, he had to secure the cooperation of those under his leadership. He had to make them see him as an efficient leader. He believed that this cannot be achieved without bridging the cultural gap between his origin, experience and the new environment he had to work within. He started learning about Japan, its culture, language  and even the food. He believed in respecting and understanding the culture of these people while trying to make a contribution. â€Å"I would say even though the term today is not very popular, love the country and love the culture in which you are in. And try to learn about its strengths, don’t focus on the weaknesses, and make sure that all the people you are transferring with you are of the same opinion† (The transcultural leader, 2013). Carlos benefitted from the culture of Japan. In an interview with MTV channel, he s tated that the commitment he and the committee will resign if the revival plan objectives were unmet, had been inspired by the culture of the Samurai who would defend his land and would kill himself in case of failure. He realised that importance of commitment to Japanese (Interview with Carlos Ghosn – MTV Lebanon, 2012). One of the reasons for his effective leadership in Nissan relates to the nature of his mission. It was obvious that the future of the two allied companies depended on his success in leading Nissan out of its crisis. He also tried to use urgency as a motivation factor therefore; he committed dates for his tasks to be accomplished and held himself as well as the team accountable for achieving them. The Path-goal theory of Robert House(1971 cited in University of Leicester, 2011:259) suggests that a leader can motivate his/her subordinates towards reaching the goals by helping them draw a clear path to those objectives and by giving more recognition to members who achieve those goals. When Carlos first formed the cross-functional teams, the team felt lost as of what is required from them and how to achieve it. Carlos realized this and he invited them to a meeting in which he explained the purpose of forming these teams and his expectations from them. He also promised his directors rewards and incentives for achieving the goals of his plan. In fact, before Carlos came up with his revival plan, he spent some time meeting with people at different levels of the organisation in order to understand the culture and the challenges he was going to face. The establishment of the cross-functional teams allowed him to engage large number of the company’s staff in idea generation, ref lecting a participative leadership style. As a Chief Executive Officer of the two companies, Renault and Nissan Carlos  enjoyed a high level of authority on his subordinates which allowed his ideas to be easily adopted. The leadership of Carlos during crisis is seen as a good example of what Bass (1985 cited in University of Leicester, 2011:264) identified as â€Å"Transformational Leader†. He managed to raise the awareness, commitment and enthusiasm among his team. He envisioned a new future of Nissan, broke the frame that existed before him and personally committed towards this new vision. Carlos emphasised on team diversity and gender equality. Under his leadership, Nissan reached twice the rate of competitors in terms of number of female managers within the company. â€Å"On gender equality, the CEO says that when he started at Nissan, only one per cent of the top management at Nissan were women. While that was twice as good as his competitors, he was determined to increase the number of women in management still further. Today the number of women in management is five per cent, and the objective is to raise that figure to ten per cent. Ghosn says that although such targets are good, it’s more important to set a lasting, achievable trend for women that will prove that diversity delivers.† (The transcultural leader, 2013). Transactional leadership is based on transactions and exchange. It usually occurs in stable and predictable situations (Bass 1985, cited in University of Leicester, 2011:263-265). Carlos’s style is more transformational than transactional due to the dynamic and unpredictable nature of the industry as well as his personal characteristics. We can think of few people who are willing to relocate to a new country whose language and culture were totally new to him and lead a crisis recovery. The notion of a transformational leader has been criticised by Khurana (2002) who believed that transformational leaders can become over convinced of their charisma and may drive the company towards instability in order to allow a room for radical changes. However, these concerns seem to be invalid in the case of Carlos Ghosn whose interviews and public speeches show a greater emphasis on skills and techniques rather than personal charisma. Although he believes in changes and he directs his team to keep an eye on the horizon, he makes decisions based on rationality. Summary In this paper we have analysed the leadership of Carlos Ghosn, the CEO of Renault and Nissan companies. Having joined Nissan in the year 1999, when the company was suffering from a severe financial crisis, Carlos managed to rescue the company and turn it back into a profit generating firm. Carlos presented a successful leadership based on vision, participation, and passion about his employees as well as contribution to the culture of Nissan. We have used different theories and models for this analysis including behavioural theories, contingency theories as well as transformations theory of Bass. In my opinion, these theories and models are complementary rather than exclusive. They can all be used to analyse the leadership model and obtain a better understanding as of what made Carlos a successful leader of a change. Carlos’s leadership has been the subject of many researches in management and his method has been adopted by many schools. Cross-cultural dimensions have a high im portance in leadership. Carlos succeeded in leading people in different countries and organizations that varied in power distance, uncertainty avoidance and differed from his own culture, overcoming what was identified by Hofstede (1992, cited in Linstead et.al, 2009: 254) as challenges. Carlos managed to cut the costs by shutting down plants which made many people redundant. Some analysts argue that he could have achieved his goals by a different strategy. The fact that Carlos enjoyed high power being the CEO of both companies raises a question as to whether he would have succeeded had he been the CEO of Nissan only. Wouldn’t he have faced additional challenges from the main shareholder of Nissan, Renaut. References Bass, B. (1985), Leadership and Performance Beyond Expectations, New York: Free Press Burns, J.M. (1978), Leadership, New  ­York: Harper & Row 278 Organisational Behaviour Fielder F.E. (1967), A Theory of Leadership Effectiveness, New York: McGraw-Hill Fleishman, E.A. (1953), The Description of Supervisory Behaviour, Personnel Psychology, 37, 1–6 Ghosn, C. 2006, Shift Inside Nissan’s Historic Revival. Crown Business. Hofstede, G. (1980/1992) ‘Motivation, leadership and organization; Do American theories apply abroad’, in Lane, H.W. and Stefano, J.J. (eds) International Management Behavior, Boston: PWS/Kent. House R.J. (1971), A Path Goal Theory of Leadership, Administrative Science Quarterly, 16 (2), 321–338 Interview with Carlos Ghosn – MTV Lebanon, 2012. Available at: http://www.youtube.com/watch?feature=player_detailpage&v=_1Dc7VDQ3yw; accessed 29 April 2013. Kotter, J.P. (1990), What Leaders Really Do?, Harvard Business Review, May–June Lewin, K., Liippit, R. and White, R.K. (1939), Patterns of Aggressive Behavior in Experimentally Created Social Climates, Journal of Social Psychology, 10,271–301 Linstead, S et.al.(2004), Management and Organization: A Critical Text ,Palgrave Macmillan Limited Millikin, J., Dean, Fu. 2004 The global leadership of Carlos Ghosn at Nissan, Thunderbird International Business Review, 47(1):121–137 Nissan production way, 2013.Nissan production way. Available at: http://bcove.me/pm3yqd9c; accessed 29 April 2013. Nissan Revival Plan, 2013. Nissan Revival Plan. Available at: http://www.nissan-global.com/EN/DOCUMENT/PDF/FINANCIAL/REVIVAL/DETAIL/1999/fs_re_detail1999h.pdf; accessed 29 April 2013 School of management (2011), Organizational Behaviour, University of Leicester, 1:241-279. Stephen Linstead, Liz Fulop and Simon Lilley, 2009. Management and Organisation: A Critical Text, Second Edition. Palgrave Macmillan. The Short History of Nissan Motor Company. Available at: http://www.nissan-global.com/GCC/Japan/History/history/index-e.html; accessed 29 April 2013. The Transcultural Leader: Carlos Ghosn, CEO of Renault, Nissan Available at: http://knowledge.insead.edu/leadership-management/operations-management/the-transcultural-leader-carlos-ghosn-ceo-of-renault-nissan-1904; accessed 29 April 2013.

Two Poems of Emily Dickinson and Mary Oliver

Comparison and Contrast Essay between two Poems of Emily Dickinson and Mary Oliver Emily Elizabeth Dickinson, or called Emily Dickinson for short (1830 – 1886) and Mary Oliver (1935), are the two poets who contributed great works of art to American society during the late nineteenth and early twentieth century. In spite of several characteristics that can be found in both Emily Dickinson and Mary Oliver poems, there are undeniably things that distinguish them from one another, although outside both are very famous poets of the poems that they wrote at that time, but actually inside, every poem that they bring the reader has a different meaning and quite deep in reader hearts. For example, as we read the poem â€Å"Alligator Poem† by Mary Oliver poem and the poem â€Å"A Bird Came down the Walk† by Emily Dickinson, we can clearly see that both poets have borrowed the images of the bird to express the deeply of each verse, and to add lively for their poem. This method is called personification, is one of the main methods by which the poet used to write a poem vividly. Although both poets use personification methods in both poems, such as borrowing the images of the bird to write a poem as an example, but actually the use of such methods have different deeply meaning in the two poems. And that is the topic I write this essay, what are the similarities and differences between how they use images of birds to express their verses? How they have been very successful in using the personification methods to write a poem completely and deeply. First of all, about two poets, they are very famous poet and professional in the field of modern poems in the late nineteenth and early twentieth century, both began writing poetry when they were very young. (Write something about Emily Dickinson Early Life and Career). Mary Oliver, since she started writing about modern poetry, she had a lot of work that very successful and famous all over the world such as House of Light, Winter Hours: Prose, Prose Poems, and Poems, Why I Wake Early,†¦ and and many other works. One of the most famous works is New and Selected Poems – Volumne One, this work brought to her a great success on the modern way of writing poems, it was also the cause of the birth New and Selected Poems – Volume Two. (Write something about Famous Works of Emily Dickinson). In the poem â€Å"Aligator Poem† in â€Å"New and Selected Poems – Volumne One† of Mary Oliver, personification method is a main method that she used the most to write this poem. As you read the whole poem, you can clearly see the bird that she wants to talk about is tanding in the tops of the trees, whistling any warning, crashing toward to her, its tail failing, slashing the grass, its cradle – shaped mouth gaping, then rimming with teeth,†¦ these actions are not the actions of a bird, these are human actions, she used personification to pretend the bird is a person, or a friend, she pretended that she was walking on the street and saw the bird, but she thought that bird is not a normal bird because she could see its eye was trying to tell her something. And of course she couldn't understand bird language, or the bird couldn't tell her what is going on with her in human language. So the only way that the bird could do is action, I do agree that human cannot understand the birds language, but I do surely agree that human can understand the bird action. Then finally she did understand what the bird was trying to tell her, she understood that something is really bad will happen to her in the future. And yes, she fell, but thanks to the bird's warning, she leaped aside and fell, that is why she did not die. Then in the end, she said that this is not a poem about foolishness, but about how she rose from the ground and saw the world as if for the second time which means she is not a person accepts to failure, she will face it and will continue to stand up every time she falls. In other words, all those things above, including her imagination of a bird is a human, are a method to help she continue to stand up each failure, and see the world again. On the other hand, in the poem â€Å"A Bird Came down the Walk† of Emily Dickinson, personification method is also one of the methods that Emily Dickinson used the most to write this poem like I said above in the instruction and in the poem â€Å"Aligator Poem†, this is also the similarity of the two poems, borrowing the images of bird to express their poems. She describes the simple experience of watching a bird came down the walk, but particularly is the bird didn't aware that it was being watched by the poet. The poet depicts the bird and its actions throughout the whole poem such as hopped sidewise to the wall to let a beetle pass, glanced with rapid eyes, stirred his velvet head, unrolled his feathers, rowed him softer home,†¦ these actions provides the readers with vivid imagery when they read the poetry because Emily Dickinson was very meticulous to describe the bird's actions as the actions of human. The poem makes the reader feel and experience very slowly the simple aspects of nature but very beautiful. She creates the mood of the poem in the sequence of very simple activities of he bird but bring more excitement to the reader. The first three stanzas describe very reasonable to replace the sequence of operations of a bird that could occur in the order when watching many kinds of bird. The last two stanzas describe a very natural act of a bird when she provided a crumb. The poem is divided into two parts, the first three stanzas are the first part to describe the mood and tone of the poem by listing the activities of the bird and the rest of the poetry is the second part describes the effect of human interaction on the bird. In the final stanza, a method that Emily Dickinson was used to write this poem is metaphor method; this is a difference between the two poems of Emily Dickinson and Mary Oliver, comparing the bird’s smoothness in flight to oars splitting the ocean and butterflies leaping from banks. She used metaphor method to compare the bird’s smoothness in flight to oars splitting the ocean and butterflies leaping from banks. After all, the main goal of this poem is to show the simplistic beauty of nature through words, but this scene will be lost forever if people continue to destroy the nature such as the effect of human interaction on the bird as an example in this poem. To sum of, the big difference between the two poems is the meaning of borrowing the images of birds to tell the unbeaten in the poem â€Å"Poem Aligator† and to describe the beauty of nature in the poem â€Å"A Bird Came down the Walk†. In conclusion, reading the poems of the two great poets Emily Dickinson and Mary Oliver is one of the best ways to learn and study knowledge although both poets have similar ideas and different ways to bring knowledge to the reader through words, as long as a person or a student willing to work hard and improve, he/she will be able to analyze things in life, to know how to overcome their own difficulties.

Morse, Imminent Dangers Essay Example | Topics and Well Written Essays - 750 words

Morse, Imminent Dangers - Essay Example s a covert extension of the Catholic faith, and they too must be stopped in their missionary work due to their potential strength in influencing all levels of men in the society (Morse 304, par. 4). Supporting idea: Because Catholics strongly believe in the Pope, they are seen by Morse as blind followers that would endanger the liberties of the country simply by being in the United States (Morse 303, par. 3). Supporting idea: Based on how he describes the Catholics and the religion as a whole by using highly negative adjectives such as â€Å"miserable, intolerant fanatics, and pious bigots† (Morse 303, par. 3), it can be inferred that Morse came from a religion that deeply criticizes Catholicism. Supporting idea: Morse mentioned that the Jesuits are a secret society that has numerous members from all walks of life (Morse 304, par. 4), thus he sees the introduction of more Catholics as something with an ulterior political motive guised under religious intentions. Supporting idea: In order to fully separate religion from the state, Morse believes that followers of the Pope must not be put into power, for they could be easily influenced by the priests and bishops with regards as to how they would govern the people, making the religious entities rule over people covertly through powerful people in the government (Morse 305, par. 9). Supporting idea: Morse believes that what former President Jefferson predicted with regards to the inconveniences that could result from uncontrolled influx of immigrants was already happening in the United States, posing a threat to the peaceful living of the nativists and forcing them to harmonize with the immigrant population (Morse 307, par. 12). Supporting idea: There are other factors as to why immigrants tended to form groups, but instead of finding out why this came to be, he simply passed this as immigrants contradicting their profession of being naturalized American citizens (Morse 307, par. 13). Supporting idea: For Morse,

Wind Shield Survey Community Assessment of a community in Queens , NY Term Paper

Wind Shield Survey Community Assessment of a community in Queens , NY - Term Paper Example The Wind Shield survey is a health client community that conducts surveys on continuing and comprehensive practices that are preventive, curative and rehabilitative. It also assesses the method in which a series of questions are used to collect data for analysis of specific group or area. The philosophy of care is based on the belief that health cares are directed to individual, family and the communities contribute to the health care of a population as a whole . Community parameters and history of community client The involvement of consumers of health care is encouraged in the development of community activities that contribute to the promotion of education and maintenance of good health. In order to achieve these activities, a comprehensive health programs are required that pay a special attention to social and ecological influences and specific population that is at a risk. As a community client, nurses should focus on environmental features such as physical, cultural, psychosoci al and political features that ensure good health of the population. As a matter of fact, Zuckerman (1998) adds that community client is not restricted to provision of health care to a particular age or diagnostic group but the health nurse is practicing their profession to all people without any biases. A healthy community is one that makes wise use of its resources and is prepared to meet the dangers and threats that may arise as a result of factors encountered when dealing with health problems. This has been the mandate and the aim of the community client over a quite a long time to ensure a mutual relationship between the community and the location . Community client and Windshield Survey assessment According to the ideas presented by Joint Commission Resources, Inc. (2008), they put it that in assessing the performance of Wind Shield survey in New York, a close examination of the original survey data on beneficiary is needed. According to our expectations, the general satisfact ion with the WindShield survey intervention should be high. However, the evidence was found that the endeavor of the WindShield survey to redress the balance between the rich and the poor communities was fairly satisfactory . There was a neglect of the isolated communities possibly due to cost reasons and that the accessibility of the WindShield Survey to beneficiary communities is lower in poor communities. As asserted by Shi and Singh, (2010), these factors significantly reduced the client community satisfaction with Windshield survey. The levels of Windshield survey induced community participation in decision making which also varied with some evidence that participation has an effect on community satisfaction Joint Commission Resources, Inc. (2008).Among the dissatisfaction that the members of the Windshield survey were accused of were self-serving, unresponsive and less than good in whatever they were doing. Assessment of Windshield Survey workers was also done. This was obtain ed through evaluation of the physicians and other professionals caring for the client . With the principles of continuity of care in mind, the nurses’ assessment on condition of care and treatment was done. Also all individuals receiving Medicare were also assessed using the OASIS guidelines. OASIS is an assessment tool developed to measure the outcomes of persons receiving the home health care. After this, assessment of the family was carried out as asserted by Shi