Weaknesses of modern democracy Essay Example for Free

Weaknesses of modern democracy Essay â€Å"Democracy is the worst form of government, except for all those others that have been tried from time to time.† These are the words used by Sir Winston Churchill while he was expressing his resolve with democracy. Democracy is the dominant form of government in the world with the exception of a few countries. In Sir Winston’s statement, the phrase, â€Å"except all those others that have been tried from time to time† however, shows that despite being a weak form of government, it’s relatively the best form of governance in history1. Weaknesses of modern democracy span from the fundamental to contemporary ones as this paper illustrates. The biggest problem with modern democratically elected governments is the sluggish manner in which they conduct their business2. This is detrimental to any government’s role in deliberating on key policies. Any policy making exercise by any government should be marked by strong decisiveness. Modern democratic governments have adopted compromise in the place of decisiveness2. In circumstances where long term solutions are needed, short term solutions are made leaving problems unsolved and very sensitive to future discussions. On part of the governed, unfulfilled promises lead to disillusionment eventually resulting to numerous and sporadic government changes thus overhauls and patching of critical government programs and key policies1. A good example of sluggishness in government policing is the destitute nature of the United States economy2. Slowness in dealing with the huge public debt and recession, have drastically reduced the strength of the economy. With the congress locked in ideological partisan politics, important decisions on the economy have been unforthcoming. On the other hand, China (without democracy and very decisive) has a strong economy growing with an above average growth rate2. The original definition of democracy is; a government whereby people determine on the way they are governed mostly through elected representatives1. Democracy is guided by the core principle of majority rule2. However, today the minority as well might have their way provided there is enough money to bribe the electorate. Such governments end up spending extravagantly so as to achieve all campaign promises1. Excessive spending leads to accumulation of huge public debts, as seen in the European Union and in the USA. To settle these debts, governments end up borrowing more money and imposing huge taxes. These end up reducing an economy’s competitiveness and reducing critical investment within a country2. Another weakness in democracy is the accession of incompetent leaders to office. Most citizens in countries with modern democracy belong to a gullible bourgeois class1. An intelligent charismatic leader with self interests can easily deceive such masses to get into office. Once in office such leaders end up forgetting their promises in pursuit of personal gains2. In modern democracy, most voters do not vote due to an obligatory purpose as required in democracy but due to persuasion by candidates1. Due to the equality principle applied in democracy, this phenomenon is dangerous since not all people are intelligent enough to understand all proposed promises by candidates2. Another demerit of modern democracy is the huge cost incurred. A lot of resources and time are used and foregone in electing governments and formulating laws democratically1. Elections waste a lot of money that could instead be used for economic constructive purposes. Elected politicians also waste a lot of public money in seminars and unnecessary retreats2. It is important to note that, despite democracy having a lot of demerits; it has a lot of benefits compared to all other forms of governance ever tried so far. Only in democracy can citizens be assured of essential human rights and freedoms. It is also the only form of government that citizens can determine how and by how much to be ruled. Bibliography 1. Gupta, Tusha. â€Å"What are the advantages and disadvantages of democracy?† Preserve articles, May 16, 2012, http://www.preservearticles.com/2012051632245/what-are-the-advantages-and-disadvantages-of-democracy.html. 2. Hearnes, James. â€Å"The weaknesses of Democracy† WordPress, July 18, 2012, http://jameshearne.wordpress.com/2012/07/18/the-weaknesses-of-democracy/ View as multi-pages

Effectiveness of Performance Related Pay: NHS Case Study

Effectiveness of Performance Related Pay: NHS Case Study Executive Summary The following report evaluates how the aims of Performance Related Pay (PRP) schemes are underpinned by theory, focuses on how PRP theory relates to the aims and objectives of the NHS and considers how effective the current PRP policy is within the NHS with specific focus on whether the current scheme meets the needs of the current NHS organisation. The NHS has seen relative success where PRP schemes have been applied, with 51% of NHS managers recently commenting that PRP schemes in their trust had resulted in employees working harder. Although 61% of the staff involved with NHS trusts operating these schemes suggested the idea of rewarding performance was divisive and undermined the overall co-operation of its staff . The overall benefits of PRP include facilitating and implementing change in a structured manner, aligning the employees objectives with the wider goals of the organisation and introducing structured rewards in a fair fashion. Although the aims of the PRP scheme may be aligned to the business strategy, they will only succeed if the end goal is enough to motivate the individual. Within the NHS one would suggest there have to be additional concepts for performance management to focus on, such as content, departmental resource and career development for PRP schemes to be a success. When the introduction of PRP to any organisation is applied, it is supposed to encourage fairness and equality with rewards. However criticism of PRP within the NHS organisation suggests that it does not provide fairness and equality. Research has shown that the perception is that PRP benefits those in more fiscal or senior orientated roles than it does for those lower down the organisation. PRP schemes will be hard to introduce to NHS trusts where they do not already exist due to the nature of the structured role orientated pay scale and the inflexible nature of the NHS. This would be further compounded by the unionised nature of the NHS, with the unions likely to resist any move from collectivism to individualism in discussions about pay and contract conditions. Recommendations at the end of the report include consideration to the design of the scheme and how crucial this can be to the schemes future success: the need to manage PRP openly to prevent breakdown of relationships and thus prevent negative impacts on performance overall and the importance of clear management of objectives by individuals best placed to manage their teams. Evaluate how the aims of the Performance Related Payment scheme are underpinned by theory The initial concept of performance related pay (PRP) schemes were introduced as a way to reward employees for completing a specific goal. The sense of reward was expected to act as a motivator therefore the scheme was embraced with high expectations (Daniels, Macdonald, 2005:183). Assessment of organisational reward applications shows that performance is not the only way employees relate to being congratulated on doing a job well. However, it is suggested the benefit of using performance based reward systems has been in the applying of the statistical elements of the method, allowing for a clear and relatively objective means of performance measurement. (Shields, 2007:410/11). This suggests that organisations favour a method which provides a supportive conclusion with quantative evidence to back up decisions made that may favour one individual over another. Secondly the use of PRP schemes have been linked to wider business strategic plans which have sought to align the employees objectives with the wider goals of the organisation (Holbeche, 2009:219). However, performance based reward schemes have been criticised in recent years, despite becoming seen as the norm within organisational structures (Holbeche, 2009:219). Alternative applications can be rewarded through behavioural analysis in line with a set of parameters and goals. However, this method of reward has been argued as being subjective and open to abuse and interpretation (Shields, 2007:410/11). As such the use of performance management against tangible goals as a measure provides something concrete for the employee to be measured against which cannot be refuted (Shields, 2007:411). PRP schemes can however be heavily criticised when there is a belief the targets are not truly achievable (Lai, Tsui, 2009:116). Moreover there is a concern that where targets are consistently not achieved and are deemed inaccurate, the effects can be rapid demotivation with the workforce (Lai, Tsui, 2009:116). An additional aim of PRP can be the encouragement of equality and fairness, this is not that everyone should be paid the same but those that add value are rewarded appropriately in comparison to others that may not contribute to the same level. How does this theory fit into the organisations aims and objectives? The aims and objectives of the NHS centre on measureable statistics such as level of patient care, treatment times, waiting list turnover, number of patients seen and treated, level of discharged patients and sound fiscal management. These are rolled down from central government and managed by the individual NHS Trusts across the country. It is suggested that providing a tangible measure against which to be managed is a key element in the use of PRP within the NHS. The use of tangible goals means the objectives are clear and concise (Shields, 2007:410/11). Furthermore the NHS argues that the use of performance measures means there is an ownership placed onto the employee to perform to their expected level and for their manager to ensure they are learning and developing (Shields, 2007:410/11). The NHS has seen relative success where PRP schemes have been applied (Shields, 2007:411). Under these schemes the employees use individual goal setting applications, which instead of creating conflict; achieved motivation although in-depth assessment of the research found that the goal setting aspect of the measure was the most favoured element (it enabled a clear guide for the reward) the behavioural assessments were deemed subjective (Shields, 2007:411). However one might argue that whilst this may work within a public service sector environment there are contrasts within private industry. The directed use of strategic alignment can pitch departments against each other creating internalised conflict (Schienmann, 2009:142). Furthermore people can be encouraged to apply their focus in a directed way which means they stop looking at the wider picture. In doing this there is the potential to create a funnel and individuals end up working at cross purposes instead of working together (Schienmann, 2009:142). Furthermore contrasting these statistics is the idea that public sector employees see financial reward as a secondary motivator to work harder (OECD, 2005:74). This is supported by research into all public sector environments, which suggests that job content and career development are primary motivators to increase performance (OECD, 2005:74). This is supported with recent research into the NHS management structure. During questioning into applied PRP, 61% of the staff involved with NHS trusts operating these schemes suggested the idea of rewarding performance was divisive and undermined the overall co-operation of its staff (OECD, 2005:73). This was implied to be because there was a lack of team discipline and people worked as individuals. This behaviour was cited as unacceptable within an environment that made life and death choices based on teamwork (OECD, 2005:73). On the other hand the same research contradicts this idea; stating that when questioned 51% of NHS managers suggested that PRP schemes in their trust had resulted in employees working harder (OECD, 2005:74). As such one might argue that the use of performance related pay schemes only work when the individual is financially motivated, and this could be applied to all sectors, public and private. Therefore there is an argument to suggest that although the aims of the PRP scheme may be aligned to the business strategy they will only succeed if the end goal is enough to motivate the individual. Within the NHS one would suggest there have to be additional concepts for performance management to focus on such as content, departmental resource and career development. Although the theory of PRP may be applicable, the practice does not necessarily translate into a high performing team. Critically Evaluate the Effectiveness of this Scheme One might debate the effectiveness of the performance related pay schemes within the NHS depending on the expected outcome. It is assumed that the expectation within employee groups from the introduction of PRP is increased morale and improved performance which therefore increases operational output (Lai, Tsui, 2009:116). Yet it should also be considered that the scheme can be used as a method to employ goal setting policy within an establishment where this has not been done before. Research suggests that the introduction of PRP validates the implementation of goal setting within public sector environments regardless of motivational output (OECD, 2005:76).This could be considered a significant benefit of the application of PRP within a wider assessment of the scheme. Furthermore the implementation of PRP provides the opportunity to redefine established organisational performance norms (OECD, 2005:76) and allow the NHS the advantage of being able to implement change in a structured manner. However it can also be argued that change in itself carries the potential for overall internalised threat (Huston, Marquis, 2008:178). Research suggests that when not welcomed, change has the ability to inject conflict into the organisational structure (Huston, Marquis, 2008:178). This means the focus moves away from the primary strategic aim. Moreover, conflict can send negativity around the workplace, ensuring non-compliance, and removing any degree of support for any performance based schemes (Huston, Marquis, 2008:178). Unfortunately it would appear the scale for conflict is high within the NHS when PRP is discussed. If the trust is considered as a business organisation the application of PRP means that pay adjustments can be applied in a measured way which can therefore become a strength (OECD, 2005:76). However, this means the counter argument becomes a weakness from the employees perspective (OECD, 2005:76). As such one would argue that changing to a PRP scheme will reduce the involvement of the trade unions because the focus moves from collectivism to individualism as a discipline (Gall, 2003:13). This could be seen as a weakness because unlike privatised industry the NHS environment is cited as being more static with less flexibility between positions and employee expectations (Gall, 2003:13). It is suggested that the termination of the collectivism power would leave NHS staff negotiating for contracts in the same way private industry do. This leaves the employees open to increased discrimination between financial rewards at the same grade levels. This is seen with the introduction of flexible working hours for employees, which effectively abolishes the overtime model for staff, and the theory implies that staff would no longer be financially compensated for working additional hours over their standard agreed contract rate (OECD, 2005:76). On the other hand the introduction of flexible working is defended as necessary within modern society. As such this implies that the change in financial application by moving to PRP incentives should not be seen as a weakness but a strength or opportunity to open the job market up to new applicants. Moreover research suggests that the use of performance related pay within the NHS environment provides a recruitment incentive and improves staff retention in the long term (OECD, 2005:76). Conclude whether the scheme meets the needs of the organisation One might argue that the introduction of PRP to any organisation is applied to encourage fairness and equality with rewards (Redman, Wilkinson, 2009:160). However criticism of PRP within the NHS organisation suggests that it does not provide fairness and equality with its rewards (Abel, Esmail, 2006). Research suggests that although PRP is adopted, there are inherent weaknesses in the application of the initiative and previous discriminations against gender and ethnicity remain prevalent despite the results of performance based measures (Abel, Esmail, 2006). This is further supported with a government review of the NHS performance review process. This research found a large number of consultants who voiced their concerns over both racial and gender discrimination within the PRP, however they also suggested discrimination based on their medical specialism and the degree to which the individual contributed towards management decisions existed alongside traditional discriminations (Abel, Esmail, 2006). Thus one may suggest that the performance reviews favoured those who worked in more high profile specialisms, which could provide additional funding. On the flip side of this discussion however is the consideration that those lower in the organisational structure would welcome the opportunity for performance based pay rewards in order to grow their roles and develop their careers. However this research implies their performance is isolated in comparison to that which benefits the wider business model needs. In recent research conducted in this area it was concluded that incentive polices such as PRP have provided a positive knock on effect where quality and safety are concerned. This point is interesting as in an environment such as nursing, one would have assumed quality of care and safety are principle fundamentals of patient expectations. However performance is massively improved when the employee is offered additional reward for reaching targets in these fields (Kurtzman et al, 2011). The research however goes on to suggest that the use of incentive schemes place an increased burden and creates a blame culture for nurses without addressing the infra-structure needs that the NHS trusts require to meet the targets set for them, This shows that the adaptation of PRP can be seen as being a double edged sword within the NHS system (Kurtzman et al, 2011). Report Conclusion The research appears to suggest that the performance based incentive schemes meet the base needs of the NHS as they make the basic principles of nursing happen in accordance with expectations. However an incentive scheme such as PRP cannot overcome the lack of adequate environment, staffing levels and low salary level. As such this implies that performance based pay does not work as a motivator for the existing workforce. Neither would one conclude that it works as a recruitment incentive as was previously suggested. Instead the implication is that the use of performance based incentive schemes means that those with power can continue to reward those they single out for success, whilst the remainder of the workplace organisation are left to manage with inadequate environments in which to meet the targets they are given. One might determine an outcome borne from two potential directions. In one case if the NHS is seen as an organisational structure and not as a public service, the use of PRP may be seen as successful. As a scheme this allows management to reward those individuals who are benefiting the NHS. From within this it can be assumed the discrimination that occurs is justified. However on the other side if the NHS is viewed as a public service with its key members being the front line staff, one would have to conclude that PRP does not benefit the needs of the organisation. Nursing graduates are decreasing in numbers; the vocation is increasingly seen as a difficult environment with insufficient financial reward and high expectations (Chitty, 2005:36). Following these arguments one would have to conclude that the use of a PRP scheme would provide the NHS with specific benefits when linked into an open environment which supported fairness and equality. However the current organisational structure of the NHS is not conducive to producing the environment needed to make this ideology successful. Instead work is perhaps needed with the basic infrastructure of the NHS organisation before additional performance plans will be able to achieve the required outcome for the operation. Recommendations for the management of PRP within the NHS There are several recommendations to be made for the management of pay within the NHS. These are as follows; Design of the scheme When PRP schemes are adopted, the design of them is crucial to their success and application (Redman, Wilkinson, 2009:134). Not only is it necessary to consider what will work for the majority of the workforce, but it is also vital to link the work of the individual into the wider team dynamic (OECD, 2005:86). As such when incentive schemes are applied, the link between teamwork and the individual is necessary in order to ensure a performance measure that involves the wider strategic picture of the organisation (OECD, 2005:86). In the case of the NHS this would be rectified through adapting some of the schemes considered elitist and improving some of the base working conditions which affect a wider degree of the working population. One would assume this will improve morale and create a workforce that wants to achieve targets and attain performance rewards. Communication When introducing performance related ideology the implementation has to be anticipated and managed openly (OECD, 2005:86). When relationships break down internally the need for consolidated teamwork becomes harder, this affects all forms of performance (Redman, Wilkinson, 2009:134). Within the NHS business model this argument is applied especially when managing trade union relationships (OECD, 2005:86), especially because this sector is driven by collective bargaining Furthermore this is particularly relevant because the core competencies of the roles have to be the same within the medical profession. The hierarchy has to be clearly defined by actual role competencies which enable staggered payments. Therefore performance based payment becomes harder to manage because each level should work at the same rate. Moreover this suggests the link between performance based pay and goal setting is vital in ensuring that employees are enabled to achieve and maintain their goals within fair and attainable means (OCED, 2005:87). Measurable Objectives Within the NHS organisational model one would assume targets for performance will centre on measureable statistics such as treatment times, waiting list turnover, number of patients seen and treated, level of discharged patients. These provide clear and measureable targets for people to meet and the measure is quantitative therefore enabling a degree of concise clarity to the measure. However research shows that providing clear statistical measures within the NHS model results in internalised pressure which manifests through the lower ranks (Kurtzman et al, 2011). Therefore one would argue this supports the need to correct the basic infrastructure within the organisations, prior to implementing reward schemes for employees. Management of Objectives When applied, the goals provided must be clearly managed by team leaders within the confines of the department or ward. This means the head medical staff responsible for these staff members have to take on a level of responsibility for managing their team as well as coping with their medical expectations. One might argue this is especially difficult within the NHS model and compounds the issue of burden and blame as medical professionals find themselves having to become more like managers (Kurtzman et al, 2011). This is known to be a contentious argument for medical professionals who chose their roles as vocations (Kurtzman et al, 2011). Stimulate Change Research suggests that performance related incentives should be used as a way to stimulate and introduce change into organisational structures (Redman, Wilkinson, 2009:135). This can be achieved through challenging the status quo and looking at new ways to manage (OECD, 2005:89). It could therefore be supported that the introduction of performance related pay into NHS trust models is applicable. As an observer one may assume the NHS organisational model has not particularly been challenged in decades, thus this strategy enables a fresh way of adapting new methods.

AeroFlot Flight 8641 Crash Analysis

AeroFlot Flight 8641 Crash Analysis Most people think of planes as a fast and efficient way to get to a place farther away than what a car can take them. But, what most people dont know is that there are engineering design problems. One of which happened to Aeroflot Flight 8641. In June 28, 1981, AeroFlot Flight 8641 encountered an engineering design problem. Unfortunately, it ended horribly and the crash killed everyone on board which was a total of 132 people. The plane crashed near Mozyr, Belarus. This opened the peoples eyes about the Yak-42s. All Yak-42s were suspended from service until the design defect was solved and tested. Yakovlev is a plane company out of Russia.In 1965, Yakovlev built the Yak-40. Then in the early 1970s the Yak-42 was designed and built. The designers are working on a new plane design called the Yak-44. The Yak-42 is a medium size jet airliner. AeroFlot Flight 8641 was the first crash with this plane because of the design failure. This crash was the first and deadliest crash including the Yak-42. No one knew about the design defect until the investigation on why the plane lost control and crashed.[1] During the investigation, it was found that the whole tail of the plane detached due to metal fatigue on the jackscrew. [3]The metal on the jackscrew was melted, which made it deform and cause a weak spot in the tail. The pressure of the air and speed of the plane started cracking and breaking the tail off, which cause the plane to dive down to the ground and crashed killing everyone on board. The designers were a group from the company, Yakovlev. They were blamed for the crash because they didnt take precautions on metal fatigue issue in the prototypes[4]. After the crash, the designers had to fix the problem before sending any more planes up into the air. So, the designers had to find a way to stop metal fatigue. New precautions were put into place on how to keep the jack screw from melting.[6] The designers needed to know parts of structural engineering, mechanical engineering, and material science.[7] They needed to know how to keep the stress below the fatigue level and also, needed to know how to make the plane efficient when one part fails the whole plan does not fail.[8] They also had a part life[9]. This is when a part got used to a certain amount of time it got replaced with a new one. And lastly, the plane was checked for cracks and when a crack gets to a certain length the part is replaced. The jackscrew is made out of cast iron. This cast irons melting point is 2060-2200 degrees fahrenheit or 1127-1204 degrees celsius. The solution of the new design is how to divert the heat from the jackscrew or change the material of the jackscrew or the materials around it to keep the jackscrew cooled of[10]f. The design of the Yakovlev Yak-42 was the cause of the crash. The designers had to make a new design to solve the problem that happened to AeroFlot Flight 8641. There were also new precautions put into place to prevent crashes or issues with the plane. New part lifes were also introduced to keep the planes running for longer and to keep old parts off the plane to cut off the chance of it failing and causing a crash. https://en.wikipedia.org/wiki/Jackscrew https://en.wikipedia.org/wiki/Fatigue_(material) https://www.revolvy.com/main/index.php?s=Aeroflot%20Flight%208641 https://en.wikipedia.org/wiki/Aeroflot_Flight_8641 http://www.theinfolist.com/php/SummaryGet.php?FindGo=Yakovlev%20Yak-42 http://www.airvectors.net/avyak40.html Aeroflot flight 8641 Jackscrew https://en.wikipedia.org/wiki/Jackscrew Metal fatigue https://en.wikipedia.org/wiki/Fatigue_(material) https://www.revolvy.com/main/index.php?s=Aeroflot%20Flight%208641 Jackscrew mechanism in the aircrafts tail The aircraft lost control and dove into the ground https://en.wikipedia.org/wiki/Aeroflot_Flight_8641 Killed all 132 people on board When June 28, 1982 Where Near Mozyr, Belarus How Jackscrew mechanism in the aircrafts tail What happened after All yak-42s were shut down until the problem as fixed Yakovlev Yak-42 The tailplane detached from the plane http://www.theinfolist.com/php/SummaryGet.php?FindGo=Yakovlev%20Yak-42 Rubric rating submitted on: 12/21/2016, 11:56:36 AM by [emailprotected] 10 5 0 Title Page    Your score: 5 x Present not done Table of Contents    Your score: 5 x Present not done Abstract    Your score: 5 Present not done Introduction    Your score: 5 x Background    Your score: 5 Present not done Investigation    Your score: 6 Present not done Findings    Your score: 7 Present not done Impact    Your score: 0 Present not done Conclusion    Your score: 5 x not done References    Your score: 10 References included no references Notes    Your score: 10 Notes recorded no notes 6 Content Pages    Your score: 3 filled 6 pages 3 content pages no contents pages Comments: Rubric rating submitted on: 12/21/2016, 12:14:40 PM by [emailprotected] 10 5 0 Title Page    Your score: 5 x Present not done Table of Contents    Your score: 5 x Present not done Abstract    Your score: 5 Present not done Introduction    Your score: 5 x Background    Your score: 5 Present not done Investigation    Your score: 7 Present not done Findings    Your score: 8 Present not done Impact    Your score: 5 Present not done Conclusion    Your score: 5 x not done References    Your score: 10 References included no references Notes    Your score: 10 Notes recorded no notes 6 Content Pages    Your score: 3 filled 6 pages 3 content pages no contents pages Comments: [1]how long did they make these planes? were there any other problems before this incident? where were they made? Did the company make any other planes? [2]describe HOW the accident was investigated how did they figure that out? [3]What is a jack screw and what does it do? Why does a plane need it? [4]Were there problems during testing, that were ignored? what is metal fatigue? what happens to metal as it is failing? [5]Findings? Who was at fault, what caused the accident, what future precautions were recommended? [6]is melting the same as metal fatigue? [7]why do they need to know these things and what do they need to know about these things? [8]Were they able to do this? is that the way they are design currently that if something fails, like a tail breaking, that they can still fly/land the plane? [9]is this a precaution or a new practice? [10]which one of these did they do? did they try both and decide on one? what are the advantages and disadvantages of one method or the other? [11]missing a section?

Charles Darwin And Herbert Spencer :: Natural Selection, Evolution Essays

  Ã‚  Ã‚  Ã‚  Ã‚  Charles Darwin, a British naturalist, revolutionized biology with his theory of evolution through the process of natural selection. Herbert Spencer was the major philosopher of biological and social evolution. Spencer's work significantly influenced 19th century developments in biology, psychology, sociology and anthropology. While Darwin was influential in the fields of natural history and geology, his theory of evolution created great controversy. He changed the way people thought about the role of humans in the natural world. Although these two men made advancement in the theory of evolution they had contrasting views regarding anthropological study.   Ã‚  Ã‚  Ã‚  Ã‚  Charles Darwin was an English naturalist who first solidly established the theory of organic evolution, in his work, The Origin of Species. Darwin was born in Shresbury, Shropshire on February 12, 1809. His grandfather, Erasmus Darwin, was a famous English scientist and poet. In 1825 the young Darwin went to Edinburgh University to become a doctor. The same year, however, he transferred to Christ's College in Cambridge in order to become a clergyman. During this time he befriended a man of science, John Steven Henslow. It was Henslow who recommended him for the unpaid position of naturalist on the H.M.S. Beagle.   Ã‚  Ã‚  Ã‚  Ã‚  Darwin set sail on December 27, 1831 to study the Pacific coast of South America and the Pacific Islands. His other duty was to set up navigation stations in the area. He also studied the geology and biology of these areas. Upon his return in 1839, Darwin married his cousin, Emma Wedgewood, and was admitted to the Royal Society. He moved to Downe, Kent in 1842, and was plagued by ill health until his death. He apparently transmitted Trypanosomiastis from frequent bug bites in the Pacific. Darwin died on April 19, 1882 and was buried in Westminster Abbey.   Ã‚  Ã‚  Ã‚  Ã‚  In The Origin of Species, Darwin presented his idea that species evolve from more primitive species through the process of natural selection, which occurs spontaneously in nature. In his theory of how natural selection occurs, known as Darwinism, he pointed out that not all individuals of a species are exactly the same. But, rather that individuals have variations and that some of these variations make their bearers better adapted to particular ecological conditions. He pointed out that most species have more chances of surviving and producing young than do less adapted, and that over the passage of time, are slowly weeded out. The accumulation of adaptations to a particular ecological system leads into the development of separate species, each adapted to its own ecolgoical area.   Ã‚  Ã‚  Ã‚  Ã‚  In 1837, Darwin began work on the concept that evolution is essentially brought about by three principles. The first being variation which is present

tornadoes :: essays research papers

Tornadoes   Ã‚  Ã‚  Ã‚  Ã‚  One of the most devastating natural disasters is the tornado. A tornado is so damaging due to its wind speeds. Of all the natural disasters, the tornado is the one that still has the most questions left unanswered. What we do know is that a tornado is a â€Å"violently rotating column of air† underneath a cumuliform cloud. This column of air is visible most of the time, but it does not always have to be. No one is exactly sure how tornadoes form, but most occur from supercells (Edwards 1). Supercells are simply violent rotating thunderstorms. It is impossible to predict exactly when and where a tornado will occur, but meteorologists are getting better. The purpose of this paper is not to inform you of the technicalities of a tornado, but rather to tell you about some of the worst tornadoes that have ever occurred.   Ã‚  Ã‚  Ã‚  Ã‚  The â€Å"Tri-State Tornado† is the worst tornado ever recorded. This tornado struck at 1:01 pm on March 18, 1925. For the next three and a half hours more people would be killed, more schools would be destroyed, and more deaths would occur in a single city than from any other tornado in U. S. history. This tornado struck the states of Missouri, Illinois, and Indiana. This tornado first touched down in Missouri, where it killed a farmer. This tornado went on to kill 12 more in Missouri. When it hit Illinois, devastation was at its worst. The town of Murphysboro, with 234 deaths, had the largest death toll ever recorded within a single city. With over 400 lives lost and over $10,000,000 in losses, Illinois suffered the most of the three states. In Indiana, multiple funnels were reportedly seen. The tornado had a base on the ground of over  ¾ of a mile wide. Seventy-one people died in Indiana. When it was all said and done the â€Å"Tri-State Tornado† had killed 695 people and injured over 2,000, which is why it is known as the deadliest tornado ever.   Ã‚  Ã‚  Ã‚  Ã‚  A series of tornadoes struck the central United States and spread damage all the way up to Ontario in 1974.

How Stevenson Builds Suspense and Tension in Dr. Jekyll and Mr. Hyde Es

How Stevenson Builds Suspense and Tension in Dr. Jekyll and Mr. Hyde After thoroughly examining the question at hand. I have understood that I should comment on at least three episodes of the novel and clearly stress out how the writer built up the suspense and tension of the story. However I am going to look at techniques such as using shot quotations and not being to repetitive. The episodes l am going to be explaining are the incident of the letter, the remarkable incident of Dr Lanyon and the Last Night. In the Incident of the Letter, Stevenson starts of the episode by telling us what Dr Jekyll's house was like through Mr Uttersons eyes. He later starts spicing up his story by describing Dr Jekyll's quarters as the," dingly windowless structure". Stevenson then also goes on to give a mystic filling to the reader by describing the light in Dr Jekyll's theatre as", falling dimly through the fogy copula." Stevenson then went on to put a scary touch to the story by telling us that Dr Jekll was," looking deadly sick", and that he, "held out a cold hand," when he met with Mr Utterson.When asked about Mr Hyde Dr Jekyll starts swearing out of knower and can be quoted saying,"l am done with him in this world". Later on in the episode Dr Jekyll produces the much-awaited letter, which he claims, came from Mr Hyde. Tension can also be seen building up as Dr Jekyll cried out when he spoke to Mr Utterson. Dr Jekll was described as he," seemed seized with a qualm of faintness", because Mr Utterson was talking about Dr Jekyll's will which he linked to Dr Hyde. Later on in the episode a stunning similarity is discovered between DrJekyll's handwriting and Mr Hyde's. The fog around the city is then described as," s... ...that the evening was full of mystery. Stevenson described how the,"scud", in the sky was, "banked over the moon" and also that Stevenson went on to also describing London as, "humming solemnly all around", and that the "stillness", was broken by the "sound moving to and fro the cabinet floor". Before the attack Stevenson put a note of scariness when he described Mr Utterson as "filled with a sudden chill of horror", when he had that Dr Jekyll had been weeping like a lost soul. As MrUtterson and Mr Poole attacked the cabinet door Stevenson used a high degree of tension and scariness to describe the sounds that came out the cabinet which he described as, "dismal screechs", as of mere animal terror". When they finally broke in to the cabinet the body they found there was described as, "sorely contorted and still twitching", and yes it was Mr Hyde's body.

Kafka’s Metamorphosis: Vision of the Body

Through the metamorphosis of Gregor Samsa, Kafka not only traces modern man’s sense of alienation from his body, but also anticipates Postmodernist visions on identity—the way that identity relates to the body, and the social constructs of marginality and normality, that infallibly reminds us the works of Michel Foucault, who examined the disciplining and medicalization of body as a form of social control. Gregor Samsa’s sudden discovery of his transformed body is another form of the horrible confusion that Samuel Beckett later explores in his plays. There are no such pretty, healthy bodies in Beckett.His characters are infirm, decrepit figures that are, as Beckett described them, â€Å"falling to bits†. Some theorists of the Body trace the emphasis on ‘normal’ body to industrial capitalism, which required a standardized body for factory work and labeled the ‘different’ body as ‘abnormal’. This social conditioning can also be associated with the recent dreads like anorexia and bulimia in especially teenage girls, who in the desire to wear ‘size zero’ dress, that is extremely popular in America and to look ‘wonderfully thin’ endanger their lives with starvation.This is an example of how the market forces of capitalistic power play manipulate the concept of identity by constructing a ‘norm’ of the body. In spite of the traces of the modernist horror of fragmented identity, there is also an element of Postmodernist fantastic in Kafka’s tale; where the transformation of the body is more marvelous than terrible. The 2001 film Amelie had a protagonist who literally melts when her love interest leaves the restaurant in which she works without asking her for a date—unmistakably reminding the viewer Kafka’s vision of the Body as marvelous.