Art history Essay Example | Topics and Well Written Essays - 1500 words - 1

Art history - Essay Example This is an appropriate comparison as both this piece and many pieces which have been found on the walls of pyramids, are symmetrical and surreal with extremely high activity which serves to tell a story. By symmetrical it is meant that the right and left side of the mural is equivalent in color scheme, size of characters as well as their placement. For example, Jesus, while centered in the upper quadrant of the piece, is accompanied on both sides by two angelic creatures. The similarities to Egyptian pyramid murals is also visible in the life-less qualities of the two dimensional people included in the work. An example of this is the depiction of feet. Jesus’ feet in this piece, are eerily small compared to the rest of his body which is a continuity of disproportion. The angels on either side of him, resemble deer with human-like faces with angel wings. On both sides of the lower portion of Jesus’ positioning, there appear to be votives held by ascending chains. It is not clear what they are but what is clear, is that they are in equal proportion on the left and the right sides of Jesus. This could be assimilated to weights and balances which often represent justice and fairness. These could also be the ornate objects used by priests in the catholic church, in many religious ceremonies, as a symbolic act. The middle to lower portion of the piece is marked by 12 or so individuals with glowing halos above their heads. Certainly this may b e and is most likely, the 12 apostles of Christ. They appear to be glorified similarly to Christ but certainly not to the same extent. They appear below Christ and the angels which makes sense within the natural order of Christian belief and Biblical ideology. In this same portion of the mural, below the throne of Christ, there are what appear to be two windows or doors, which are each guarded or inclusive

Impact of Leadership Styles on Job Satisfaction of Nurses

Impact of Leadership Styles on Job Satisfaction of Nurses Every day nurses have the responsibility for the health as well as the well being of their patients and therefore to ensure a continuity of the patient care each every nurses on a unit work tougher to ensure that they achieve the shared goals. The cohesive team thus work diligently to promote then patent health, safety and recovery and to achieve such unity nursing manager coordinates and supervises all the interactions that go on between all the team members he is in charge of (Longerich, et al 2003).Nurse leaders may be nurses mangers who are responsible for one nursing unite or a nurse executive held responsible for all the in-patient nursing units. Nurse steam leaders achieve their roles by applying the various nursing leadership style which include: transformational, transactional as well as dynamic leadership. A combination of more than one leadership style is often considered more effective but a single type also serves the intended purpose depending on the situation that the leader is in (Mahoney, 2001). Background The nursing professionals faces one of the greatest challenges of developing future leaders as powerful leadership skills are required all nurses i.e. those responsible for providing direct acre to those in the top management position for example anyone looked upon as an authority ranging from a nurses taking care of a patient to those responsible for giving assistance to others. All of them are considered s leaders. Another difficult that faces leadership for health care professionals is that most of the leadership theories were not developed based on the healthcare context but rather with in the business context then applied to healthcare. A clinical nursing leader is involved in direct patient care as well as offers a continuous improvement of the care by influencing others. Leaders have skills, task which they utilize to as an attitude that inform behavior leading to consistent superior performance with long-term benefits to all those involved. Leader s not alloy control other but are more of visionaries who serve to helping employees to lead, plan, organize and control their activities (Jooste, 2004). In the past decade shelf life of leaders in the health service has halved and instead of working in environments that encourage creative thinking especially about the future of health care there is one that consists of vast paper trails that are characterized by motions masquerading as activity. Thus the luxuries of personal lives for the senior staff are tumbled upon especially in some of the healthcare organizations where 60- hours working in a week has become quite normal. This situation has made some health care staff to no longer work for patients but rather to be motivated by pronouncements from government representatives , media expose an even on the latest scandal regarding misuse of public money (Woolnough, 2002). Health care system has witnessed different parts of the health organization focus on different things which is often marred with poor coordination across the various departments with objectives being sandwiched between keeping costs down with efforts to increasing patient services. Such in-coordination as been felt by the hospital administrators especially at times when demands for administrative services increases and thus administrative jobs are cut. Making choices require certain amounts of freedom, thought, actions, time for weighing options, as well as time for reviews of such decision, unfortunately in health cares leaders lack such luxuries as the reliable, easily accessible and relevant information they require to make decision is often not unavailable. Further more resources and time that is essential for such responsibilities is missing and this affects much of the health care leaders who are driven by gut feeling which is linked to strong sense of personal values regarding what is right, just and reasonable(Outhwaite, 2003). Irrespective of the countries which healthcare leaders operate they are always expected to fulfill the following roles: being a diplomat, a visionary, politician, conflict resolver, coach, figure head as well as a human being failure to which no leader can claim to the title. as a matter of fact most leaders face the pressures of sharing a little pieces of themselves with anyone that ask for it, in addition to that healthcare leaders face real dilemmas regarding several issues like ways of radically changing their organizations without any guarantees of success despite the well planned changes and being able to accept the consequences of their actions, working with political agendas or legislations which they disagree with and also accept the consequences, apportioning of resources of the available as fairly as possible while also accepting the consequences, saying no when they want to say yes and also accept the consequences ,trying to act ethically yet sometimes leading to failures and knowing that despite their selfless effort someone some how cries foul. In addition to that healthcare leaders are faced with challenges of making decision like making choices regarding decisions on acting on absolute principle or creative several flexible responses, to keep particular services or to discard them, having a open organization and developing closer ties with the service users yet at same time having little or no control over the eventual outcomes, to continue to lead or not (Outhwaite, 2003). Failure to act in decisive manner by healthcare leaders may lead to general delay action for instance lack of medical and nursing action in the review of requested treatment in admission leads to inaction on the part of delivering the treatment. The pivotal role of the leader may be overshadowed by fear of unjust critism which result to delayed decision which its ultimate consequence of having to deal with sense of failure and guilt. Leadership Leadership can be defined as the process of influencing others, meeting goals by obtaining the co-operation from those around them and acquiring the resources to achieve their goal. To be a leader you must make a decision to act; doing so requires skill, knowledge, energy, vision and self-confidence (Tappen, 2001). On the other hand, leadership may not be obvious or visible process of influencing others, but the very leadership features within the individual may trigger other people to act according the leading person. Carney (1999) defines leadership as persuading others to pursue a common goal by setting aside individual concerns, while Marquis Huston (2000) states that leadership is made up of authority and accountability. They define authority as the power one has to direct the work of others and accountability as well as the moral responsibility that comes with the position of leadership. Majority of existent theories pays attention to leadership as a personal feature which is more or less helpful when achieving goals within the organization and not for individual goals. However, this paper work would focus on both parts as leadership in nursing field requires the same amount of attention to the work of organization and the individual as well. In other words, if adding all definitions together, we get the idea that leadership involve influence on others, authority, achievement of goals through command work and the leaders moral responsibility. The basic question is how the leader arranges his / her priorities, the job of staff, atmosphere, etc. Leadership theories Trait theory Much has been written about the differing leadership styles and theories over the last seventy years. Many leadership theories have evolved over the last century starting with Trait theory. It is based on the assumption that some people possess personality traits which single them out as natural leaders and those who possess such traits should be nurtured into leadership positions (Marquis Huston, 2000). However, this theory was abandoned by the 1940s as no set of consistent traits could be identified and thus research focused on the behavior and attitudes of managers based on the assumption that leadership styles are based on specific behavior. (Sellgren et al, 2006) Nowadays, many ideas of trait theory are rejected as psychology studies provided evidence that leadership though appears as every individuals feature is not that helpful when trying to nurture it so this theory now has only historical rather than practical importance. Behavioral theory Research on leadership has shifted focus from leadership traits to leadership behavior (Bass, 1981 cited in McNeese-Smith, 1996). Behavioral theories particularly focus on what a leader does (Whitehead et al, 2007). This approach was adopted from the 1950s onwards following two major studies by American universities. It looked at what a leader does and what he / she should do, what is leaders role when facing certain problems, the behavior exhibited by leaders and the influence of leadership style on a groups performance. Research into behavioral theory was based on the premise that each leader has a style based on their personality, they experience and education (Ekvall, 1992 cited in Sellgren et al, 2006). Also, the theory was interested on leaders interaction in group work, and how members of the group react to each other and especially, the leading figure. For further analysis, the leaders behavior can be separated into three main leadership styles Authoritarian, democratic and Laissez-faire (Tappen, 2001). Leadership style is related to the amount of control or freedom which the leader affords to the group (McCarthy, 1998). Authoritarian Authoritarian leaders keep most of the authority and make most of the decisions without much consultation with the group. Autocratic leadership style does not allow group participation and does not nurture creativity. This may have the effect of de-motivating the team members in the long term (Whitehead et al, 2007). In some cases it can even be said that autocratic leader does not even need a group work; all what matters is groups ability to follow the orders. Authoritarian style can however, be useful in situations where group participation would be counter-productive or where rapid decisions need to be made. Still, rapid decisions do not guarantee success, so this type of leadership in many cases is rarely acceptable. There are certain researchers nowadays who examine the leadership and leaders behavior of important historical figures. They draw a conclusion that many presidents, politicians and generals of the past were good authoritarian leaders as the very lifestyle back then were based on social status and the power within the society (Whitehead et al, 2007). Education also played an important role and the good leader was the one who could lead the whole nation to success by making decisions on his own. Fortunately or not, nowadays this type of leadership is often treated as unacceptable behavior rather than type of leadership. Democratic This style of leadership takes the opinions of the group into account. The decision making is shared with the group paying attention to every single critique and comment from other members of the group. This style encourages group participation and exercises general, rather than close supervision. (Carney, 1999) In other words, it is all seen in the very word democratic; the leader within the group is seen as more important figure than everyone else, but the leader himself / herself is responsible for creating a feeling of equality; work in such group usually would be followed by friendly and positive atmosphere as every individual in the group would be seen in many cases as more important figure than the very problem they are solving. Possible drawbacks may be that democratic leaders are only strong when every individual feels strong in the group, but some leaders are not capable of withstanding their opinion if it may damage the atmosphere within the group. Despite that, these case s are rarely discussed as after such incidents the authority of the leader may be diminished and the group would be searching for other leading figure. Laissez faire In this style the leader allows the group to determine their own way of working and does not provide much direction, feedback or decision making. This type of leader is passive and non-directive; he / she provide little support for the group and in fact may turn requests for help and support back to the group in general (Tappen, 2001). Some groups require passive leader, who in a way will took all responsibility, but actions and decisions would be made by other people in the group. It does not necessarily suggest that this kind of leadership is provoked by group members; the leader should be conscious about the situation and accept that. Some behavior researchers and psychologists even points out that this type of leadership requires more psychological knowledge and personal strength than others; not many people would allow such freedom for the group without being afraid to accept full responsibility of their actions (Tappen, 2001). In more recent times, research carried out by Kouzes Posner (1988) and Bass (1995) showed interesting results about leadership behaviors. They studied over 1,300 leaders and have identified five different leadership behaviors: Challenging the process: these are leaders who are innovative and experimental; their work should be a challenge. Inspiring a shared vision: Intuitive leaders who picture the future and enlist others to become involved; Enabling others to act: these are empowered and supportive leaders who build trust and team work; Modeling the way: Leaders who act as role models, setting a good example and practicing what they preach; Encouraging the heart: Leaders, who support their followers, recognize and reward their accomplishments, though some researchers nowadays questions methods of leading the group through rewards (especially material). These leadership behaviors are very useful and can be used as independent variables to measure both the managers opinion of their style of leadership and that which is perceived by those they manage. This in turn can be used as an indication of employees satisfaction with their managers style. Situational leadership theory This leadership theory is based on the premise that leadership style should be determined by the situation or the individuals involved (Marquis Huston, 2009). The differing leadership styles of situational leadership proposed by Hersey et al (1997) are based on the maturity or readiness of the follower. They set out four levels of readiness ranging from low (unable or unwilling) to high (able, willing and competent) and depending on the level of the follower the leaders style is directive, coaching, supportive or delegate in approach. There would be helpful to present an example which would illustrate this theory better. For example, the leader who is working with group of people which is known to him / her would follow absolutely different steps or provide different behavior when working with other group of people which he / she has not met before. That is because new people would consciously or not question presented leaders authority, their working methods may contradict the meth ods by which leader chooses to act, etc. In other words, this theory focuses on the new direction which was not discussed before the conflict between group members and leader when facing certain new issues, or anything at all what is innovative and not known how to deal with. Situational leadership stresses out the importance of leaders actions in new situations where group work has to be organized very carefully (Hersey, 1997). Charismatic Theory (Transactional and Transformational leadership styles) New leadership styles have developed in more recent times and that involves the transactional leadership and transformational leadership, both of which are part of Charismatic theory (Rafferty, 1993). In rapidly growing health sector, these kinds of leadership are especially notable up to the present day. Transactional leadership is characterized by bargaining, it emphasizes the organizations goals while recognizing the rewards that people value. Once goals have been achieved the leader rewards those who helped to achieve them (Lindholm et al 2000, Carney 1999). It seems as a very fair method to focus on goals rather than rewards; the sequence of actions is very strict, showing that efforts would be rewarded only if they were effective. Transformational leadership has charisma as its focus. The leader provides the vision, instilling a sense of pride in achievements, while gaining trust and respect from the group. Transformational leadership raises both leader and follower to a high level of motivation and morality as both shares a common value according to Burns (1978) who coined the term. In other words, both leader and the follower are on the same level, the main distinction is who leaded who to such level. To shortly sum up, this theory basically was called charismatic as leader must be able to build up the strategy consciously and think ways of how group can effectively be included into achievement of necessary goals. Servant leadership One of the more recent leadership concepts is Servant leadership. This style is very different to traditional views of management where the organizations needs take precedence. Servant leadership is concerned with service to the follower as opposed to engaging followers to support organizational goals (Stone et al, 2004). Servant leaders take into account their followers needs first and this in turn empowers them to achieve organizations goal. This also sometimes brings problem of inequality in light as the leaders needs and the followers would be of very different level. Thus, one side could feel in a way used but in many cases feelings would not be considered that important as many problems are solved in formal style and achievement of goals is the only satisfactory solution. This theory was called servant for various reasons very few literature provides the origin of such concept, as the fact that organizations word is always the last, is quite natural itself (Carney, 1999). To sum up these kinds of leadership theories, the short evolution of leadership studies it is seen that analysis provides numbers of exceptions, and ambiguities. Every theory and every type of leadership can be understood and interpreted differently considering every individual. Leadership is necessary in group work to achieve certain goals, but nothing can guarantee or provide an easy pattern to do so. However, after this discussion we now would be focusing on another part of this paper analysis; in what forms leadership appears in nursing field and how leadership styles can help to achieve personal or institutional goals and bring satisfaction for the job. Leadership styles in Nursing What is clear from the literature is that no one style of management and leadership is consciously used within nursing as a specific method to cope with certain issues that nurses and ward managers are facing. However, what emerges is that predominantly health care has moved away for the traditional autocratic style and towards a combination of transactional and transformational leadership. A study of 71 Irish Health Managers carried out by Armstrong (1999) found that over half used transactional and transformational leadership. The reasons are quite obvious. The period of time shows that the research is quite new and nowadays autocratic leadership is usually interpreted negatively. Transactional and transformational leadership, however are more effective in nursing field as such kind of leadership showed great success in institutional work (Avolio, 1988). Nurses in general, aims to helping people, and these two styles of leadership are emphasize the co-operation with other people; g roup work and care for others is extremely important to get successful results. Nowadays in nursing field other models are rarely seen as effective and though it can be said that democratic leadership is also very common, it usually appears in the group of nurses excluding their direct leader the employer. Democratic leadership often occurs where leader is not the one with higher status, but the one which is chosen by the group as the most reliable or so on (Bass, 1995). In a study carried out by Lindholm et al (2000) he found that more than half of managers interviewed exhibited a combination of both transactional and transformational leadership styles and these managers appeared to experience fewer management problems, less resistance to change and greater support from other professional groups within health care. What is not really acceptable is that these studies do not provide enough information about minorities, who are using different leadership styles. Although, it is only natural to state that leaders who uses different methods or have mixed qualities, often are said to be better than those who can be applied only to one pattern. The Hay group, an international management consultancy firm which carried out a study of leadership styles in seven NHS trusts in Brittan sets out six leadership styles which are prevalent in nursing (Kenmore, 2008): Directive: A leader who instructs staff on what to do without consultation, this often seems as autocratic style, though also can be the transactional or transformational leadership style leader; Visionary: The leader who provides long term guidance and vision for the future, the team work is important and especially the trust for a leader; Affiliative: This leader creates harmony within the team as other way the achievement of goals would be not as effective as needed; this style is especially good if the certain group is going to co-operate in the future, they would find ways to achieve goals effectively together as a team; Participative: A leader who generates ideas and develops staff commitment; it is an active leader who also works in a group though he / she clearly states who is the leader; Pace-setting: This leader promotes high standards and task accomplishments as he / she finds the reward as the best way to motivate his group; statistics show that money as motivation is not the most important part for job satisfactory, but still this kind of leaders are quite common; Coaching: A leader who promotes self-development and further education; it is a sort of investment in group for facing future tasks; also very effective if the team would work together for a long period of time. The Hay group found that the most effective ward managers are flexible in their approach and used a variety of these leadership styles in order to get the best performance from their staff (Kenmore, 2008). However there is no comparative study of leadership styles carried out within Irish nursing on this scale which identifies an opportunity for further research in order to gain better understanding in the Irish context. In Ireland the National Clinical Leadership Programme (2008) was set up by the Office of the Nursing Midwifery Services Directory (ONMSD) to assist nurse managers to develop leadership skills which support the new and expanded ways of delivering quality patient care. This programme was adopted from the Royal College of Nursings (RCN) Clinical Leadership Programme framework which aims to develop transformational leadership qualities in participants (Clinical Leadership Pilot Evaluation Report, 2008). The theoretical framework focuses on: Learning to self manage Developing effective relationships Patient focus Networking Political Awareness This leadership programme has since been developed further by the ONMSD to become the National Leadership Development Project. This project has developed competencies which promote clinical leaders. These, the ONMSD believe, are the key to providing better care and developing leadership within nursing. This pilot project commenced in March 2011 with the completion date set for 2012. (NLDP, 2010). So far, this project received positive reviews by many researchers of health care studies and the nurses themselves. Defining Job satisfaction history and current thoughts Job satisfaction is defined by Locke (1969) as: a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. It is described as a positive affective orientation towards employment by Muller McCloskey (1990). Job satisfactory is a crucial factor which influences individuals personal appearance in his / her work sphere which can result in increasing or decreasing effectiveness in job duties. As a formal area of research, job satisfaction did not really exist until the mid 1930s although there was a good deal of qualitative research and theorizing about the concept of job satisfaction. These included Freud (1922) who felt that morale acted to suppress negative tendencies, encouraging personal sacrifice and commitment to group goals. Janet (1907) theorized that repetitive work encouraged one to dwell on negative thoughts and cause obsessive thinking. Historically, researchers were interested in job satisfaction as a means of increasing productivity. Scientific management theory assumed that above all things, workers value economic incentives and would be willing to work harder for economic incentives. Taken these two opinions into account it is seen that the lack of personal or moral satisfaction still was not discussed widely. This led to the Hawthorne studies which were carried out by Professor Elton Mayo from the Harvard Business School between 1927 and 1932. This study began by examining the effect of physical conditions on productivity, however in the course of his investigations he became convinced that factors of a social nature were affecting job satisfaction and productivity. This study revealed that the feelings and attitudes of workers affected production rates and this led to him introducing an interview programme to assess the nature of the relationship between methods of supervision and workers attitudes. As a result of these interviews it became apparent that small changes in work conditions temporarily increase productivity but further investigations reveled that this increase resulted, not from the changes in conditions, but from the knowledge that workers were being observed. In other words when interest was shown in workers their productivity increased but when this interest was withdrawn , the productivity fell. This later became known as the Hawthorne effect. This research provided strong evidence that people work for other purposes than pay as well and sparked a wave in research into other factors which affect job satisfaction. After these studies and thoughts about job satisfactory, numbers of tools for measuring job satisfaction appear. One of the most commonly used is Maslows theory of human needs (1954). Maslow asserted that human needs emerge sequentially according to a hierarchy of five need levels: physiological, safety, affiliation, achievement and esteem and self-actualization. Maslow argued that the satisfied need was not a motivator of behavior and therefore the importance of higher needs increases as lower needs are satisfied. This was followed by Herzberg et al (1959) who went on to develop a theory of job satisfaction based on Maslows hierarchy and concluded that not all factors increase satisfaction. They conclude that there was a relationship between job satisfaction and certain work behaviors as well as between job dissatisfaction and other work behaviors. Hertzberg concluded that satisfaction and dissatisfaction were two totally different phenomena which develop from distinct sources and h ad differing initial and long term effects on behavior. Hertzberg also found that the factors related to good feelings towards ones job were achievement and recognition, the nature of the work itself, responsibility, advancement and salary. The bad feelings towards the job stemmed from company policy and administration, technical supervision, the question of payment, interpersonal relationships with supervisors and working conditions. Hertzbergs basic proposition is that workers are driven by two different factors; hygiene and motivation factors. Hygiene needs related to the physical and psychological environment in which the work is done while motivational factors relate to the nature and the challenge of the work itself. However, there has been severe criticism of Hertzbergs theory due to its lack of empirical support as well as the very idea of job satisfactory did not provide examples of fairly different job spheres. The job satisfaction of nurses There is a wealth of literature relating to job satisfaction in general management literature and to a lesser extent, in nursing literature. From the moment when job satisfaction became a field of psychological interest, numbers of considerable researches has been done on various aspects of job satisfaction. One of the most notable studies was carried out by the Hay group and it would be mentioned further. Job satisfaction is not easily defined mostly because it means different things to different people. Job satisfaction is multifaceted and can be affected by both internal and external factors. Atchison (2003) lists pay as the most important external factor but states that internal factors such as a good boss, professional development and a nurturing work environment are even more important. This is borne out by the extensive study carried out by the Hay group (1999) of over 500,000 employees in 300 locations where they found that employees rated pay and benefits in only 10th position in the reasons for employee satisfaction. According to Atchison (2003), pay checks are entitlements and not motivators. The only time a pay check is motivating is when there is a threat of loss of the pay check. Atchison (2003) states, that job satisfaction to nurses is unique as what motivates nurses is not so much pay and conditions but rather the well-being of the patient and a sense of a job well don e. What is more, not payment, but the patient is one of the most important figures in nurses job. Even when the patient outcome is not positive a nurse may feel a sense of satisfaction having met the patients needs spiritually, physically and psychologically. This is defined by the Hay group (1999) as Meaningful work, making a difference and is cited as the 3rd most common reason given by employees for wanting to stay with a company. Pay ranked at only 10th place as a reason for staying, though this may vary in other countries depending on nursing conditions, economy, etc. This research lists ten reasons overall (Hay group, 1999): Career growth, learning and development Exciting work, challenging Meaningful work, making a difference Great people Being part of a team Good boss Recognition for job well done Autonomy, sense of control over ones work Flexible work hours and dress code Fair pay and benefits This is re-iterated by Lebbin (2007) who says that many people who work in health care are motivated by improving the health and well-being of their patients. He goes on to state that staff dissatisfaction cannot be fixed by increasing pay and benefits but by the organization addressing its primary goal which is caring. Blegin (1993) found that factors affecting employee satisfaction were: employer commitment, communication with supervisors, autonomy, recognition, and peer communication. This study also found that stress and routinization negatively affected employees satisfaction. Basically, if an employee meets constant stress in work place or the job becomes as a routine, the changes are necessary, and the payment is rarely a sol

Drama Coursework: Absurdism Freeze Frames We used freeze frames in drama :: Drama

Drama Coursework: Absurdism Freeze Frames We used freeze frames in drama to create many absurd scenarios Drama Coursework: Absurdism =========================== Freeze Frames ------------- We used freeze frames in drama to create many absurd scenarios. We co-ordinated our bodies with other people to create a scene and we held our positions for about 10 seconds. We usually did this whilst we were warming up our bodies; it also helped to see if as a group we could listen to other people and develop their ideas. We had to use our facial expressions to create an atmosphere and sometimes tension. We have used the technique of freezing at a specific point many times in drama this year. In groups, we have often created sketches and frozen our positions. We had to pretend that we were on a train and we had stopped at a platform. Sheldon walked on the train and was bringing his pet elephant on a trip. Sheldon held a leash and was patting the pet on the back. I played one of four passengers; I cringed when they got on the train; as if the elephant smelt. The others did mostly the same but were moving out of the way for the elephant whilst holding their noses. My group for this sketch was: Stephen, Sheldon, Helen and myself. It was a very strange image to comprehend, but that is what abusrdism is all about. The use of freeze frames in general helps me to appreciate that every scene counts. Every aspect of the play is important, not just the important ones. It helps me to just have a little pause in time and think about what we are doing. Sometimes with freeze frames you can use thought tracking. This is a pause in time and helps the audience keep track of what goes on inside the actor’s/actresses head. When it is used in absurdism, it helps me to stop and look around me. I’m thinking, â€Å"This is very weird† and â€Å"what’s happening here†. Freeze frames help to create an atmosphere. It creates tension and other emotions. Mime: There are two types of mime:  · Acting without dialogue or sound. But relying on action, facial expressions and body expressions.  · Acting with sound and dialogue but without the use of props. We used mime with no sound to a rhythm. We did every day chores, like putting your books in your bag or looking for your house key to four different actions or positions. Just like this:  · Picture 1: I bent down and with both hands push the draw closed. I showed that the draw was stiff by clenching my teeth as I pushed.

BIO Quiz

Three molecules of carbon dioxide. One atom of carbon and three atoms of oxygen. 8 of In water, hydrogen bonding occurs between the hydrogen and an oxygen atom in the same molecule. An oxygen atom in a different molecule. A hydrogen atom in a different molecule. A hydrogen atom in the same molecule. of Covalent bonds form when one atom ivies up; electrons shares; protons gives up; neutrons shares; electrons its with another 10 of 20 Water is an important solvent of life because it forms covalent bonds. It has cohesive properties. It forms hydrogen bonds. It is ionic. 11 of 20 Carbon is such an important molecule for life because it can form chemical bonds with a maximum of four other atoms. Hydrogen bond to so many other molecules. It can it forms ionic bonds. It can form isomers. 12 of pure water has a pH Of O; neither acidic nor basic 1; acidic 7; neither acidic nor basic 14; basic because it is 13 of 20Hydrolysis could be correctly described as heating a compound to drive off exce ss water and concentrate its volume. Breaking of a long-chain compound into its subunits by adding water to the structure between its subunits. Constant removal of hydrogen atoms from a carbohydrate. None of the above. 14 of 20 Carbohydrate monomers are united into a polymer by means of dehydrogenation. Hydrolysis. Reverse osmosis. Dehydration synthesis. 15 of 20 Polysaccharides are made up of Amino acids. Nucleotides. Sugars. Lipids. 16 of 20 Butter is made of milkman and tends to be hard at room temperature.Which f the following could be used to make the butter softer at room temperature? Create more double bonds in the fatty acid chains Make fatty acid chains with fewer kinks Saturate the fatty acid chains Make the fatty acid chains longer 17 of 20 Proteins are made up of 18 of 20 An organic molecule that may contain the -NH group is a triglyceride. An enzyme.

Walden and Transcendentalism

Henry Thoreau’s masterpiece, Walden or a Life in the Woods, shows the impact transcendentalism had on Thoreau’s worldview. Transcendentalism is a philosophy that asserts the primacy of the spiritual over the material. Transcendentalism puts the emphasis on spiritual growth and understanding as opposed to worldly pleasures. Thoreau’s idea of transcendentalism stressed the importance of nature and being close to nature. He believed that nature was a metaphor for spiritual enlightenment. A walk in the woods therefore was a search for spiritual enlightenment.One should look ‘through’ nature, not merely ‘at’ her. In Walden, Thoreau’s idea of transcendentalism is broken into three areas. The first is the importance of the spiritual world as opposed to material wants. He accentuates this idea by explaining how the physical world only exists so that souls can experience life to the fullest. Thoreau speaks a great deal about physical prope rty in the first chapter, entitled â€Å"Economy†. He keeps a detailed record of the economic cost of his venture into the woods and explains to his readers his pity for the people who have numerous material possessions.Thoreau states, â€Å"When I have met an immigrant tottering under a bundle which contained his all†¦I have pitied him, not because that was his all, but because he had all that to carry. †[1] The second transcendentalism theme is the idea of individuality- the idea that an individual is unique and should act according to his personality and ideals. Individuality is a basic idea of the transcendentalists and they firmly believed that one should search for ‘self-discovery’.Thoreau observed, â€Å"Every man is the builder of a temple, called his body, to the god he worships, after a style purely his own, nor can he get off by hammering marble instead. †[2] He emphasized the â€Å"style† as an individual style, one that was distinctive to each person. He even told his readers in Walden that he went into the woods to search for knowledge and truth. Self-discovery and individuality were also attributed to any other characters in Walden that were mentioned. Thoreau takes great pains to describe each character, even down to the farmer’s â€Å"wrinkled, sibyl-like, cone-headed†[3] infant in chapter 10, â€Å"Baker Farm†.He makes sure his readers understand the unique attributes of each individual in his experiences. As Thoreau once said, â€Å"It is what a man thinks of himself that really determines his fate. † The final prominent transcendentalism theme expressed in Walden is the importance of experiences. Transcendentalists believed personal experience is how one learned. Literally, people learned everything the hard way. Thoreau demonstrated this clearly in the experiment of living in the woods for two years. He explains in Walden that he wanted to experience living simply fo r an extended period of time.Notice that Thoreau did not speculate, draw conclusions, or even ask someone who had tried it. The only way, in his mind, that he was going to learn about living simply was to undergo it personally. In speaking about life in the chapter, â€Å"Where I lived and What I Lived For†, Thoreau said,â€Å"†¦if [life] proved to be mean, why then to get the whole and genuine meanness of it, and publish its meanness to the world; or if it were sublime, to know it by experience and be able to give a true account of it in my next excursion. †[4] He emphasized living and feeling everything to be able to understand life and its meaning.Walden is often viewed as simply a proponent of environmental care and nature. However, it persuades the reader to do much more than take care of nature. In fact, nature is not even the most prominent ideal in Thoreau’s writings. The thesis of Walden is clearly stated in the first few pages of the book. Thoreau writes, â€Å"With respect to luxuries and comforts, the wisest have ever lived a more simple and meager life than the poor†¦None can be an impartial or wise observer of human life but from the vantage ground of what we should call voluntary poverty. [5] The entirety of the â€Å"Economy† chapter is devoted to material possessions and Thoreau’s idea that the physical pleasures exist only to help the soul endure. Very little time is spent on the goodness of nature. When it is mentioned, it is shown, as was stated above, that nature serves as a sort of looking glass to spiritual ideals. Because this book was quoted often by radical groups in 1960-70, Walden became a sign of disobedience and rebellion to the conservative community. However, there are a few ideas of which Christians can approve. The first is non-materialism.Thoreau quotes Matthew 6:19 saying, â€Å"By a seeming fate, commonly called necessity, they are employed, as it says in an old book, laying up treasures which moth and rust will corrupt and thieves break through and steal. It is a fool’s life, as they will find when they get to the end of it, if not before. †[6] He takes great pains throughout the entire book to make sure his readers understand that material possessions should not be the only thing in which people place all of their happiness. The second idea Christians can applaud is the idea of individuality.As was mentioned above, Thoreau kept the Transcendentalist idea of a person’s individual worth in his writings. Because of this belief, he was one of the most outspoken human rights activists in his lifetime. He wrote A Plea for Captain John Brown supporting John Brown’s efforts to end slavery. Thoreau said, â€Å"I do not believe in erecting statues to those who still live in our hearts, whose bones have not yet crumbled in the earth around us, but I would rather see the statue of Captain Brown in the Massachusetts State-House yard, than that of any other man whom I know. I rejoice that I live in this age, that I am his contemporary. [7] His belief in the basic human rights of every man stemmed from his support of individuality and the unique worth of every person on this planet. Even though there are a few ideas that Christians can applaud in Walden, there is one of which they should be wary. This idea is the idea that rebellion and disobedience towards government is acceptable if one believes the government is wrong. Ralph Waldo Emerson, in his eulogy for Thoreau, articulated this idea, saying that Thoreau opposed the government. Thoreau disrespected government officials by refusing to obey tax laws and paid for it by spending a brief time in jail.However, many people, instead of realizing the negative influence Thoreau was creating, idealized him for his ‘patriotic’ stance. Thoreau says in Walden, â€Å"One afternoon, near the end of the first summer†¦I was seized and put into jail, because, a s I have elsewhere related I did not pay a tax to, or recognize the authority of, the state which buys and sells men, women, and children, like cattle at the door of its senate-house. †[8] He did not recognize the authority of the government because of the slavery in the country. Even though slavery is immoral, Romans 13:1 clearly states, â€Å"Let every person be subject to the governing authorities.For there is no authority except from God, and those that exist have been instituted by God. †[9] The Bible articulates that Christians must be subject to those whom God has placed into authority. Thoreau discourages this idea and instead institutes an attitude of rebellion. Christians should be cautious of this attitude and worldview. Very few instances occur in which Christians should rebel against authority. The only instance where they should rebel is under a government which demands that its citizens disobey God’s orders. Walden was written many years ago and ye t, society can still learn from the author’s words.Whether the ideas are detrimental or helpful, everyone can agree that Thoreau was a strong Transcendentalist with a distinct mindset. This mindset affects everyone who reads his works. Emerson once articulated that Thoreau inspired many around him through his idealistic thinking. Thoreau has inspired, and will continue to inspire, numerous people through his book, Walden or a Life in the Woods. ———————– [1] Henry David Thoreau, Walden ; and Civil Disobedience (New York: Barnes and Nobles Classics, 2003), 56. 2] Henry David Thoreau, Walden ; and Civil Disobedience (New York: Barnes and Nobles Classics, 2003), 175. [3] Henry David Thoreau, Walden ; and Civil Disobedience (New York: Barnes and Nobles Classics, 2003), 161 [4] Henry David Thoreau, Walden ; and Civil Disobedience (New York: Barnes and Nobles Classics, 2003), 74 (brackets added) [5] Henry David Thoreau, Walden ; and Civil Disobedience (New York: Barnes and Nobles Classics, 2003), 16 [6] Henry David Thoreau, Walden ; and Civil Disobedience (New York: Barnes and Nobles Classics, 2003), 9 [7] â€Å"Thoreau–On John Brown,† Virginia Commonwealth University, http://www. cu. edu/engweb/transcendentalism/authors/thoreau/johnbrown. html (accessed September 15, 2010). [8] Henry David Thoreau, Walden ; and Civil Disobedience (New York: Barnes and Nobles Classics, 2003), 137 [9] â€Å"Passage: Romans 13:1 (ESV Bible Online),† Good News / Crossway Home – Christian Books, Gospel Tracts, and the English Standard Version (ESV) Bible, http://www. gnpcb. org/esv/search/? q=Romans 13:1 (accessed September 15, 2010).