Thursday, November 21, 2019

How Effective is the Lighting in the Opening Scene of 'The Others'

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In the film 'The Others' lighting is used effectively to convey feelings to the audience that the director wants them to feel for example fear, tension and suspense. Lighting effects are widely used but are especially well used in the opening scene of the film.


The first image we see at the beginning of the film is of an illustrated sunset as if from a children's book. The picture is shown by a dim flickering light that suggests it is illuminated by candles. The director chooses this lighting as the suggestion of candles immediately creates a response from the audience that this film is set slightly in the past. Candle light also causes the audience to straight away have expectations that most of the film will be dimly lit which increases the feeling of fear and suspense as dimly lit areas can hide secrets and other objects and people.


As the opening images progress the light is shown only illuminating certain areas of the pictures at a time as a candle would normally do. This deliberate action of preventing the audience from seeing the entire picture at once again creates the effect of fear in the audience as they do not know what lies in the rest of the picture, reinforcing the feeling of secrets and mysterious happenings.


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All together, in the first, not particularly lengthy scene, the audiences expectations of the film are already set. They expect further secrets, fear, tension and mystery as I felt after watching the opening scene and I believe that the lighting used in this film is particularly effective in creating these expectations.


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Wednesday, November 20, 2019

Human Resource Management

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Introduction


The direction of the economy is truly challenging ahead. As we evolve gracefully from new economy to k-economy, business leaders have recognised the dependence on how fast an organisation, can align itself to the general and task influence PEST-I (ie. Politics, Economy, Social, Technology and Internationalisation) environment in determining corporate survival. Either evolve with the economic perspective or be extinct. And Given the continual changes in the environment, businesses must be built around these turbulent conditions. Thus, a pivotal success factor for companies adapting to these changes begins within, the need for a strategic Human Resource (HR) department.


Feedbacks from CEOs of US based companies interviewed by HR Magazine (Leonard 18) have reinforced the importance and the strategic role of HR Management (HRM). HRM has evolved in becoming a very important component of their company's strategic planning processes. However, recent research has shown that most companies fail to execute Strategic HRM (SHRM) in unison with their organisation's strategy successfully (Lee 00). Behind this abysmal track record lies an undeniable fact that many companies continue to use traditional Personnel Management (PM) processes that are designed to run yesterday's organisations. Hence, it is easy to understand why SHRM is failing, and today's line managers are becoming more frustrated with their HR departments.


Having now recognised the general and the task changing business environment, HRM must produce environmental fitting plans relating to a company's objectives. It can no longer confine itself within the ambit of the company. Hence, the changing role of HRM does not only contribute to achieving competitive advantage, but a critical success competitive advantage factor itself in maximising shareholder's return.


The Paradigm Shift of HRM


From a critical analysis of HRM, Guest (187) suggests three ways in which HRM distinguishes itself from the traditional PM retitling PM to capture the new fashion; to re-conceptualise and re-organise personnel roles, and the work of personnel departments; and to be as distinctively different in offering a new approach for management.


Vis-à-vis PM, HRM is concerned with a long-term rather than a short-term perspective; the psychological contract based on commitment rather than compliance; a unitarian rather than a pluralist perspective; an organic rather than a bureaucratic structure; integration with line management rather than specialist or professional roles (Mullins 16, p. 67).


Guest (187) commented that the main dimensions of SHRM involves the goal of integration [i.e. if HR can be integrated into strategic plans, if HR policies cohere, if line managers have internalised the importance of HR and this is reflected in their behaviour and if employees identify with the company, then the company's strategic plans are likely to be more successfully implemented].


Legge (001) detected three general differences between PM models and HRM models. Firstly, PM is often seen as a management activity aimed at non-managers. HRM not only emphasises the importance of employee development but also focuses particularly on development of the 'management team'. Secondly, in PM, the role of line management is an expression of 'all managers manage people' with most specialist personnel work still implemented within line management's departments. HRM is vested in line managers as business partners responsible for the direction of all resources with personnel policies as an integral part of the pursuit of business strategy. Lastly, reiterating Guest (187), PM was not fully integrated with the organisation development models and they were generally separated in the formal organisational sense. It is through an integrated and internally consistent set of SHRM policies, that the organisation's core values can be achieved thus contributing to sustaining a leverage competitive advantage.


Herring (The Market-Valued Model A New Paradigm for HR) postulated that the survival of HR hinges on the ability to shift to a new and different model of HR value. Besides the need to strategically partner themselves with operations, where knowing the business is a precursor, HR must refocus their attention on business problems rather than HR activities. HR must assess its impact on the business in terms of measurable results rather than in activity efficiencies and costs.


As HRM becomes more business oriented and strategically focused, four key roles for HR managers can now be identified (Stone 00, p. 10). Firstly, according to Ulrich (17), HRM becomes more business oriented and strategy focussed when HR managers play the strategic partner [i.e. SHRM] role; and has the ability to translate business strategy into action that can contribute to business decisions and goals.


Secondly, to become administrative experts [i.e. Management of Firm Infrastructure] HR professionals must be able to re-engineer HR activities and redesign work processes for the continuous improvement of organisational systems.


Thirdly, being employee champions [i.e. Management of Employee Contribution]. HRM must be able to relate to and meet the needs of the employees. This can be achieved, says Ulrich, by being the employees' voice in management discussions, by being fair and principled, by assuring employees that their concerns are looked into.


Lastly, the HR manager needs to act as a change agent [ie. Management of Transformation and Change], serving as a catalyst for change within the organisation. Managing change would then be an added portfolio.


Criticism of HRM


In a European survey catered towards the perception of HRM's future (HR must change its role 18); results showed a big split between HR professionals and line managers. There was a huge disconnect between how HR professionals saw themselves and how line managers perceive their work.


As there is a need for realignment of the HRM mindset within an organisation, changes must begin internally. However, it is disappointing to note that HR themselves have not taken the liberty to re-engineer themselves in accordance to the HR evolution. Majority of HR departments continue to spend up to 80% of its time on routine administrative activities. It is not surprising that many top managers still mistakenly regard HR as an administration function rather than a strategic partner (Lee 00).


Ulrich (18) says, success will be derived from the organisation's ability to create and leverage organisation capabilities such as responsiveness to opportunity and market demand, agility to redesign and activate business process, developing learning capacities and optimising employee competence. Innovative human capital strategies and their successful implementation with measurable results are the new mandate for HRM functions in organisations. HRM can no longer be dependant on historical protocols.


It must also be made clear that the HRM function is a shared responsibility among top management, line managers and HR managers. HRM is not a dictating and enforcing role (Bacal 000). The harder HR tries to dictate, the more resistance it receives. Bacal concludes that HR should look to providing frameworks, rather than details and seek continuous feedback.


It might be correct to say that HR at departmental level is the responsibility of the line manager with the HRM as adviser, Although the line managers need to involve in HR administrative matters like recruitment and appraisal etc, they are not in the appropriate position in managing SHRM and HR Planning at corporate level. They could involve in HR strategy implementation but not at the corporate-level HR strategy as they may lack of HR expertise skills and knowledge. Line managers at the operational makes HR decisions and plans according to short-term strategies. SHRM operates at the top level and makes longer term HRP and strategies with the senior management.


At organisation level, HR managers are the main executor of HR policies but acting in consultation with line managers (Mullins 16, p. 6). The failure here lies with HRM where there is an incommunicado with the line managers. HRM have failed to recognise this important relationship. The incommunicado can be clearly justified, as HR's inability to communicate and present its intentions has disgruntled the line management. Hence, HR's inability to get their plans and programmes the right exposure is still seen as their biggest failure.


The role of employee champion to change…….probably has the least priority out of the 4 HR roles discussed. The The HR professionals play an integral role in organisational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which employees will choose to be motivated, contributing and happy. Problems arise lies when companies are lack of proper channels for employees to provide input for management decisions that affects them. Being an employee champion, it requires an element of fairness in dealing and representing management to employees and vice versa. It is about being the medium for communication.


HRM itself must be governed with an open policy, accepting criticism for their SHRM policies by providing and developing channels for employee feedback. Such feedback must be analysed by the HR professionals and be acted upon. This will in turn ensure transparency of all employment practises (Lee 00). HRM have yet achieved the maturity where transparency is regarded as a progression tool.


The failure of SHRM strategies like many companies, was not a result of the quality of the strategy, but impaired by the execution of the strategy implementation. A study of 75 portfolio manager reported the ability to execute strategy was more important than the quality of the strategy itself (Measures That Matter 18). HR departments have failed in delivering successfully to various sectors within the organization, resulting in the lack of understanding of HRM's commitment to the company.


Recommendation


A realignment of the SHRM mindset must take place with employees at all levels in the organisation before SHRM progress can be made. HRM in organisations today have to be reviewed critically as it lacks the resources and competencies to effectively execute any form of SHRM (Satkunasingham 00).


HR professionals must take the initiative to spearhead changes required internally. The internal change will only be successful if they recognise the importance of its transformation from a traditional to a strategic component of any organisation. The need to re-engineer, to review the HR resource, and to identify the appropriate components required, to be integrated in congruent to the corporate objectives.


In these cases of the HR realignment, directive must come from the CEO and top HR executive in the company to redefine their roles. Ulrich (18) says, this responsibility belongs to the CEO and to every line manager who works with the HR staff. Thus, converting the HRM function into a strategic partner has become a crucial management initiative for most companies (Badenhorst 00).


The service delivery to line management has been extremely poor and fragmented, as contributed by HR's administrative and clerical focus. Hence, to be seen as administrative experts is to realign their core competencies. The direction concerned must enable HRM to be significantly enhanced, a multiple service provider to line management and individual employees alike.


To achieve such objective, the element of HR Planning (HRP) is essential, as planning and allocation of resources is required to maximise returns of the department. HRP is pivotal, as HRM would need to identify investments required, and how it would utilise the minimal investments to gauge competitive advantage. An example would be the introduction of technological enablement [i.e. web based systems] of HR administration processes. With the implementation, HR will then portray a strategic management role for all third-party HR solution providers (Badenhorst 00).


To further strengthen its position, HR professionals must take an initiative to gain a helicopter perspective of the businesses [i.e. in finance, marketing, production and R&D]. This is advisable as policies formulated by SHRM complements the company's organisation strategies and goals.


The HR Business Process Outsourcing (HRBPO) approach to re-invent the HRM function is unique as it views HR as a complete business process, consisting of people processes, technology and third-party providers. Ownership of the total HR administrative function should then be transferred to the HRBPO service provider (Badenhorst 00). Bank of America, BP Amoco and many others have already taken up this challenge and implemented HRBPO strategies successfully.


With the administrative duties outsourced, HR professionals will have time to focus on SHRM and HRP in collaboration with senior management. This will provide a room needed to act as change agents. However, HR professionals must possess the competencies to be the catalyst of change. HRM will then be able to communicate, promote and market SHRM to the entire organisation.


An out of the box idea is for HRM to establish a market price for each of their employees using estimates of the compensation range that each of its employee could expect out in the real world. Davies (000) postulates that a company should securitize its best and brightest workers and let them float on the market themselves. This will enable HR to prove itself as a powerful, wealth-creating driver that focuses on human capital. HR could then transform itself into a broker on the trading floor of the Human Capital Exchange.


It is important to monitor and measure the success of HRM. The industry itself has failed to recognise the need for evaluation. This is a significant failure. Several companies have begun to recognise this need to benchmark their positions. The Balanced Scorecard Mobil, CIGNA and AT&T was adopted as a performance measurement tool by these companies to help reveal a consistent pattern of achieving strategic focus and re-alignment.


The Balanced Scorecard makes a unique contribution by describing strategy in a consistent and insightful way. Before the development of strategy scorecards, HR managers had not an acceptable framework for describing SHRM. The simple act of describing SHRM via strategy maps and scorecards is an enormous breakthrough to aid SHRM implementation (Kaplan & Norton 001).


Conclusion


It is important to note that Companies that have implemented SHRM [Pepsi, Aetna, and IBM] have shown an improvement in business results due to efficiency and effectiveness of productivity, performance and employee morale. Unfortunately, transforming HR from an administrative role to a more strategic one is a slow process. Many management teams still have trouble figuring out what it will actually take to transform HR into a strategic function (Connolly, Mardis & Down).


Hitherto, HRM centers have failed to deliver the 'knowledge transfer' successfully to various sectors within an organization, resulting in the lack of understanding of HRM's commitment to the company. As such, to be regarded as a 'competitive advantage', proper groundwork must be established, concreting the foundation for commuting the 'knowledge transfer'.


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Monday, November 18, 2019

Stengths & Weaknesses of Realist Criminologies

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The key theorists of realist criminologies provide what, in their view, are pragmatic assessments of those crimes at the centre of public concern, that is, street crime, violence and burglary. They appear to be less concerned with theorising about defining crime or the power of criminalisation and more interested in actual crime control and containment.


Realist criminologies emerged in the 170s and 180s at a time when public concern about crime was a key electoral issue on both sides of the Atlantic. Where previously liberal and reformist arguments and theories had been advanced about, for instance, crime being a social construct, a result of poverty and unemployment or a problem of moral panics, realist theories were firmly planted in the reality of crime, and the human suffering and personal disaster caused by crime.


This essay will explore realist criminologies, outlining the various theories of left and right realism. It will describe the causes of crime, and how best to contain or control it, from each viewpoint, ending with a critique of both.


For right realists, the problem of crime is focused on offenders, and begins with the underclass, or lower classes, "those people occupied" as Wilson points out, "with the daily struggle for survival" (Wilson, Theory Guide, p 48), whose behaviour and decision to commit crime is down to choice, influenced solely by the perceived rewards of criminal or non-criminal behaviour, and who are insufficiently deterred from their criminal actions by an ineffective criminal justice system.


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Different theorists have different ideas and perspectives which inform the right realist theory. Some, like Charles Murray, perceive the problem as one of declining moral standards brought about by the permissiveness of the 160s. These are characterised by family breakdowns, illegitimacy, and inadequate child rearing by inadequate single mothers. In "The Underclass" he writes that "the key to the underclass is where a large proportion of an entire community lacks fathers…… more common in poor communities than rich ones". He provides statistics on the correlation between the rise in illegitimate births of 140% in "lower class communities" during the 180s with a 4% increase in crime during much of the same period. He further makes the point that the most frequent offenders are males in the second half of their teens, and that the most dangerous places in England are those types of neighbourhoods where the underclass is taking over (Criminological Perspectives, p. 10 and 1).


Murray believes a lack of proper role models for young men means they are turning to crime.


In Crime and Human Nature, Wilson and Herrnstein contend that "the key factors in criminality are personality traits such as impulsiveness and lack of concern for others …… which are (often) found in discordant families" (Theory Guide, p 48). This ties in with Wilson's earlier work where he states that criminals are "lower class people" who are rationally calculating and without conscience" (Theory Guide, p 48).


In 14, Hernnsteiin and Murray, in The Bell Curve, theorised that blacks and Latinos (who they believe commit most of the violent crime in the US) are disproportionately poor because of low IQ, and that genetics and low intelligence are the explanation for individual deviant behaviour, because of lack of foresight and inability to distinguish between right and wrong (Theory Guide, p 4).


Left realists take the view that crime is due to social causes. Theorists such as Lea and Young see crime as a serious social political problem, and a reflection of the inner city's social reality. They believe it disproportionately affects those on the margins of society, who are both offenders and victims. They point to relative deprivation as the cause of crime "an excess of expectation over opportunities of fulfilling them" (Lea and Young, Criminological Perspectives, p 148). When people are denied access to the means of gaining success, they become marginalised and can turn to deviant criminal behaviour.


In fact, from Currie's point of view, our current market culture promotes standards of economic status and consumption which increasing numbers of people cannot legitimately meet (Currie, Criminological Perspectives, p 74). Since the end of the Second World War, both the US and the UK have seen Keynesian interventions in the economy. The Welfare State, mass media and mass secondary education have encouraged expectations amongst the working class which are often unrealistic, and unemployment and poverty are now perceived by a whole generation as a failure of society instead of just a fact of life. In addition, capitalist ideologies in the media of equal opportunity have led to promotion of a "have-it-all" lifestyle. For instance, a certain car, cigarette, activity any of these can appear to guarantee a fun and successful lifestyle. However, unemployment or survival on social benefits or low wages have meant that this lifestyle is out of reach for many. Education was and is presented as the gateway to career success, and more people have become more educated. However, economic recession and cutbacks in state spending, whether on economic or ideological grounds, have meant that the gap between expectations and opportunities is widening. All of the above has led to discontent, as working class people have begun to feel unjustly dealt with, and become marginalised, both socially and politically. This, in turn, has led to some "taking matters into their own hands", and turning to crime to somehow balance the injustice.


Right realists, such as Wilson and Clarke take the view that causal theories are either impractical or unproven. Reducing the opportunities for crime and swift and appropriate punishment to the offender is the answer. Clarke's theory maintains that since criminals make a rational choice to commit a crime, it is possible to eradicate a multitude of crimes through "situational opportunity preventive measures" such as reducing physical opportunities to commit crime and increasing the risks of being caught (Clarke, Criminological perspectives, p 64).


Wilson believes that seeking social causes for crime such as deprivation, unemployment or poverty is misguided, because improved social conditions in the 150s and 160s did not prevent a corresponding increase in crime. Punishment is therefore a worthy objective of the criminal justice system.


It is important to recognise that the political backdrop to right realism's emergence was that of right wing governments during the 180s who attempted to generate market incentives in the work sphere, and who conducted law and order campaigns on behalf of the silent majority, holding the offenders responsible and punishment the solution. Right realism is often referred to as "New Right" criminology, part of the "law and order" ideology which came to be characterised by such phrases as "back to basics" and "the silent majority". This was a reaction to several unsuccessful attempts to control crime on the part of previous liberal governments, who had looked to social causation for crime, and had instituted several policies in the hope of alleviating these causes.


Left realist criminology was a product of and a reaction to this "law and order climate". Although initially a critique of left wing and liberal commentaries which down-played the problem of crime, suggesting media instigated moral panics and irrational fears of crime, left realists perceived that inequality and injustice were issues that were ignored by the "New Right". They believed that right realist ideas such as situational crime prevention and deterrence were only ever going to be surface "fix-its" and not the ultimate solutions.


Left realist initiatives are driven by the premise of a social cause of crime. Lea and Young maintain that the high rate of burglaries, sexual and racial attacks is part of "real" problems facing working-class neighbourhoods. Fear of crime is valid, because there is real crime happening. It isn't just a moral panic caused by the release of violent crime statistics or overreaction of the mass media. It is increasingly important, therefore, that new theories about the real causes of crime be established, and then intervention at every level of society is necessary in order to build a better one. According to Young, this would involve greater local democracy and control of the police, better community facilities, housing estates that tenants can be proud of, reduction in unfair income inequalities. Crime control would come from education, training and employment. Left realists support concepts like restorative justice, which again would be at a local level, and the impact of crime would be realised for both the offender and the victim. Real social crime prevention requires a new society based on the principles of social solidarity and contributive justice, and this is dependent on society's capacity for social action. (Currie, Social Crime Prevention Strategies in a Market Society, p.80).


Left realism appears to be a middle road between new right and left idealist criminologies. Like the new right, it realistically accepts that crime is widespread, but does not accept that there is no point in looking at social causation; like left idealism, it accepts that crime is symptomatic of relations of class and gender, but refuses to romanticise the offender or view the offender as victim. It is a socially inclusive criminology. In its attempts to provide a theory to control crime, it takes into account societal factors such as victim, offender, police, justice system, communities.


In addition, Young and Lea's relative deprivation theory links strongly to sociological positivism's view of crime as a product of dysfunctions in social, economic and political conditions, (Theory Guide, p 6). The work of Durkheim is apparent, in Young and Currie's arguments for a new and just society, as Durkheim considered the law to be society's conscience "The degree of (crime's) occurrence and acceptance indicates the level of flexibility within that society" (Durkheim, Theory Guide, p 5). There are also elements of Merton's "anomie" theory, which suggests that society encourages individualism and unlimited aspirations, but there is a closed opportunity structure (Theory Guide, p 7).


There are several challenges to be made to left realist criminology, however, and one of them is its assumption of a consensus about the definition of crime. All of Chapter 1 of "The Problem of Crime" proposes that there are several contested definitions. And although it is supported by the Marxist theory of crime as an expression of social inequality, Angela Davis challenges its acceptance of state-generated legal definitions of crime, especially in relation to race (street crime = black youth)(Theory Guide, p. 5). Left idealism views crime as a concept activated to justify the coercive practices of the state and therefore challenges left realism's proposal that the state can be a willing partner in the improvement of society in order to control crime. Muncie and McLaughlin make the point that left realism appears to steer clear of analysing power, especially as it relates to state or corporate crime, and focuses on working class victimology (The Problem of Crime, p. 57). The concept of a working class is problematic, anyway. Real crime doesn't only happen in poor neighbourhoods, and there aren't only poor people living in poorer neighbourhoods. Who exactly, then, are the working class?


Critical criminologists question whether left realism's notions of a new and just society are in fact realistic at all. In view of the history of the state under capitalism, is it realistic to expect the police to be accountable to a marginal working class. Finally, left realism leaves itself open to criticism about whether it is realistic to expect a capitalist society to change its structure to correct social inequalities. In view of the impact of crimes of the powerful and even transnational crime, and the vested interests of those in charge of the social order, this does not appear to be a realistic objective.


Looking at right realist criminology, there are a number of strengths in evidence firstly, its belief in the freedom of the individual to make personal choices about a course of action; secondly, it acknowledges that crime is widespread; thirdly, some of the proposals for crime control are grounded in a "can-do" belief. Clarke's situational prevention ideas have a common-sense attitude to them, and some of Wilson's ideas about deterrence have and will continue to strike a chord in a population weary of a an ineffective justice system increasingly constrained by professional legal judgements, judicial discretions, and sentencing policies.


There are a number of weaknesses and inconsistencies, however. Firstly, its acceptance of the official definitions and statistics of crime, and the absence of any mention of crimes of the powerful, although it might be expected that a right-leaning ideology would inevitably dismiss any notions that the actions of the powerful could be criminogenic. In addition, right realists appear to have fashioned a kind of contradictory, but multi-faceted theory of crime causation Adding sociological and individual positivism (Murray's theory of poor upbringing and Wilson and Herrnstein's biological theories of IQ and genetics) to classical theory (Wilson and Herrnstein's theory of rational choice), right realism proposes crime as a moral decision of the individual, but one that can be affected by environment, biology, psychology or other factors. As noted above, there are contradictions in a number of the theories proposed, not the least of which is the almost universal rejection of sociological positivism, yet with facets of some of the theories possessing exactly that.


There does not appear to be a clear idea of what right realist theory is, apart from a right wing diatribe about society's ills being caused by the undeserving "lower classes". Many of the theorists, notably Wilson, appear to ignore due process, and are prepared to do away with accepted processes of the courts. Also, there is a lack of any kind of attention to social equality or social justice, and its denial that criminal behaviour has any relationship to society is a serious weakness. "The family is blamed as if autonomous from the economy" (Young, Left Realist Criminology). Single mothers and broken homes are a part of our capitalist market society, not something that happens to us.


Finally, right realism's main weakness is that it appears to disregard the fact that we live in a capitalist society, which tends to promote inequality and class conflict. From a Marxist criminology point of view, crime is not caused by moral or biological defects, but by fundamental defects in the social order (Theory Guide, p ).


Clarke, RVG (180) Situational Crime Prevention, Theory and Practice, (reprinted in Criminological Perspectives, nd edition, 00)


Currie, E (11) International Defleopments in Crime and Social Policy, (reprinted in Criminological Perspectives, nd edition, 00)


Lea, J and Young, J (184) What is to be edone about Law and Order?, (reprinted in Criminological Perspectives, nd edition, 00)


McLaughlin, E and Muncie, J (00), Theory Guide 1, The Causes of Crime, The Open University 00


Murray, C (10) The Emerging Underclass (reprinted in Criminological Perspectives, nd edition, 00)


Wilson, JQ (18) Thinking about Crime, extract reprinted in Theory Guide 1, The Causes of Crime, The Open University, 00


Wilson, JQ and Herrnstein, RJ (186), Crime and Human NatureI, extract reprinted in TheoryGuide, The Open University, 00


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Friday, November 15, 2019

Thematic Glossary

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control of the decision maker and uncertainty concerning which outcome (or external events) will actually happen." Furthermore, quantitative decision skills allow one to understand conclusions of a problem through the use of numbers and other mathematical concepts.


Entrepreneurship


Enterpreneurship can be defined as the creation of a business venture. An entrepreneur is one that owns and manages a business and who also possesses the ability to see what is not there, which is known as "entrepreneurial vision" and one who assumes risk. Having this vision gives a person the ability to see how to alter an environment in order to create opportunities. Entrepreneurs are also characterized as individuals who have enough self-confidence to make their visions real. Vincent Ryan, who is the author of Anatomy of an Entrepreneur, suggests that entrepreneurs are those persons who thrive on building something from scratch, setting it on the right course, handing the reigns over to someone else and then moving on to another project.


Leadership


Ed Rose wrote that there are five characteristics that define a leader and can be remembered by the acronym "ACTOR". Adaptable, Considerate, Trustworthy, Optimistic, and Resourceful. He continued by saying that leaders must be adaptable to change, must be considerate to the effects that their actions may have on others, they must provide a positive vision of the future, and should also provide the required training to ensure that their followers know their responsibilities. Leadership involves members of a group who surround a central person and that all strive towards a certain goal. It is also seen as an idea that one can make a difference in the course of events and lead others to believe in the cause. Leaders can also be characterized as those individuals who face risk and uncertainty and who often shoulder grave responsibility because of their passion and compulsive drive to get things done. ɦ


Teamwork


A team is comprised of a group of people who are committed to working towards a common goal. Commitment, balance, and communication are the keys to teamwork. Teamwork is not only a group process, but is also a personal responsibility and skill. Nowadays, all work is teamwork, and the challenge is to perform well when having to share the responsibility to get something accomplished with people over whom you have no authority. Teamwork requires personal and individual action. The following guidelines demonstrate how organizations can increase teamwork amongst their employees


•Develop consensus around a common vision and goals that focus on organizational outcomes.


•Implement team-based performance measurement, feedback, and reward systems.


•Ensure that top management demonstrates and fosters cooperation in word and deed.


•Promote the use of team building, skill development, and team training as common practices in organizational life.


•Facilitate front-line management team involvement in and ownership of decision processes and outcomes.


A successful team also encourages constructive criticism so that it allows for open communication among the team members. Every member of the team must feel important and feel as if they have contributed to the end result. Another benefit of a team is when one person is unable to be there, the other team members can pick up the slack. Teamwork is also characterized when team members participate and support each other. Teams are comprised of all sizes and can accomplish many goals together as long as they have a common purpose and mission. ɦ



Ethics



Ethics is possessing honesty, morals, and integrity no matter what the situation may be. It is what an individual, group, or company believes in and holds to be true. It is doing the right thing and standing up for what you believe in even when others may not agree. Many companies instill a "Code of Ethics", which are the laws and rules that govern the company itself. It is the code of practices that are to be understood and followed by all employees and also establishes trust within the company. In the article "Can You Really Mandate Corporate Ethics", Alexander T. wood and Carol Anderson Wood state that "ethics create and build a safe environment based on care, responsibility, and other core values unique to the corporation, while functionally ineffective ethics create an environment of chaos and fear, or malaise and distrust." They continue by saying that in order to effectively mandate ethics in the workplace, the following must be achieved "awareness of core values, establishing ownership of the core values, democratic implementation of core values and processes, clear lines of moral authority, enhancement of moral intelligent, commitment to morals, and constant reminders of values." ᠀


Global Perspectives


Global perspective allows information to be shared in multiple countries through the use of the Internet. It has been described as "the new frontier for relationship marketing." With the innovation of the Internet, customers' worldwide can practically obtain anything they want with just a few clicks, while bringing companies into territories they never dreamed of venturing into. Since many businesses are now operating through the Internet, managers in the global market now have to learn and utilize many different skills due to the "hypercompetitiveness of the marketplace" today. Although global marketing has many advantages, it has also placed strategic constraints on many organizations. For example, different strategies must be formulated in order to stay competitive in the marketplace since competitive advantages do not last very long due to constant changes. The Internet has made life easier on many, while also changing the way businesses function. ᠁


Communications


Communication involves a sender and a listener. The ultimate goal is for the sender to utilize words, pictures, symbols, or gestures to get a point across, while the listener in turn tries to interpret the message and offer feedback. Feedback demonstrates how well the message was understood and received. Communication is an important aspect of everyday life. It is a sense of personal power, which comes from a belief that an individual can attain their goals in their own way. Communication can instill a sense of power by formulating authority, accessibility, assertiveness, a positive image, and solid communication skills. Body language is also an important element of communication. One's tone of voice, gestures, and posture can determine if the message will be communicated clearly or sent the wrong way. A person's tone of voice is vital in how the listener will interpret the message. Many people may make assumptions about one's personality based on their voice. Gestures are another element that may cause the listener to misinterpret one's message. For example, if a person crosses their arms while speaking, one might assume that they are bored, annoyed, or elated. Another important aspect is posture. Posture provides insight to an individual's personality. Good posture demonstrates confidence and competence. Next, personal space plays a role in communication since it can affect certain genders, cultures, and generations. ᠂


Strategic and Critical Thinking


Critical thinking is the ability to look at a problem, question or situation; integrate all the information, arrive at a solution, and justify one's position. Critical thinking is not always an easy task, but it is necessary for growth and change. Strategy emerges from the decision process and answers questions such as where a company may want to go and how they should get there. It combines the questions of "where" and "how" to create competitive advantages. This strategy is known as "competing on the edge" by many companies. Strategic and critical thinking skills are essential in order for companies to stay ahead of the game. The most effective strategic decision-makers make choices that are fast, high quality, and wildly supported. They create strategy by doing the following


•Building collective intuition that enhances the ability of a top-management team to see threats and opportunities sooner and more accurately.


•Stimulating quick conflict to improve the quality of strategic thinking without sacrificing significant time.


•Maintaining a disciplined pace that drives the decision process to a timely conclusion.


•Defusing political behavior that creates unproductive conflict and wastes time. ᠃


Bibliography


Avery, Christopher M. "Individual-based Teamwork. Teamwork isn't Just a Group Process. This Time it's


Personal". Training and Development. January 00. Keyword Teamwork


Blank, Dennis. "A Matter of Ethics". EBSCO Publishing 00. Keyword Ethics


Birkinshaw, Julian; Toulan, Omar; and David, Arnold. Global Account Management in Multi-National


Corporations Theory and Evidence". Journal of International Business. 001, Volume , no.,


p. 1-48. Keyword Global Perspectives


Booher, Dianna. "Communicate". Women in Business. July/August 1, Volume 51, no. 4, p.6-.


Booher, Dianna. "Communicate". Women in Business. November/December 1, Volume 51, no. 6, p.6-.


Byrd, Jack and Smith, Julie M. "Innovation Revolution Getting Better Ideas." Training and Development Journal.


Jan 1, Volume 4, n 1, p68 (6). Keyword Innovation


Carter, Launor F. The Study of Leadership. The Interstate Printers and Publishers, Inc. Danville, Illinois 158


Eisenhardt, Kathleen M. "Strategy As Strategic Decision Making". Sloan Management Review. March 1, p.11


Ensley, Michael D., Carland, James W., and Carland, JoAnn C. "Investigating the Existence of the Lead


Entrepreneur." Journal of Small Business Management October 000, Volume 8, no.4, p5-77. Keyword Entrepreneurship


Gallardo, Leilani M. "Pre-need Companies Adopt Code of Ethics". Asia Africa Intelligence Wire. February 00,


Article 7. Keyword Ethics


Haddock, Patricia. "Communicating Personal Power". Supervision. January 00, Volume 6, no.1, p.1.


Hamann, Hardy. "Working in Harmony". Industrial Distribution. February 001.


Longnecker, Clinton O. "Barriers and Gateways to Management and Teamwork". Business Horizons. September


000.Keyword Teamwork


Markides, Constantinos. "Strategic Innovation in Established Companies". Sloan Management Review. Spring


18.


O'Reilly, Bill. "The Secrets of America's Most Admired Corporations New Ideas and New Products." Fortune.


March 17, Volume 14, n 4, p60-65 Keyword Innovation


Petress, Ken. "An Alternative for Decision Making". Journal of Instructional Psychology. September 00.


"Quantitative Decision Making" 0 Feb. 0. http//www-mmd.eng.cam.ac.uk


Rose, Ed. "Your Best Leader-An Actor". Workplace Management".


Ryan, Vincent. "Anatomy of an Entrepreneur." Telephony. April 000, Volume 8, no. 15, p6-44.


Keyword Entrepreneur.


Solomon, Robert C. Ethics, the Heart of Leadership. Praeger Westport, CT 18. Keyword Leadership


Southon, Mike; West, Chris; and Cree, Richard. "When Teams Work". Director. June 00, Volume 55, Issue 11,


p. Keyword Teamwork


Walker, Lewis J. "Ethics in a Brave New World".


"What makes Teams Work". HR Focus. April 00, Volume 7, Issue 4, p1-5.


Wolfe, Christopher R. Quantitative Reasoning Across a College. Heldref Publications. 1.


Wood, Alexander T. and Wood, Carol Anderson. "Can You Really Mandate Corporate Ethics".


Zaleznik, Abraham. Human Dilemmas of Leadership. Harper and Row New York 166.


Byrd, Jack and Smith, Julie M. "Innovation Revolution Getting Better Ideas." Training and Development Journal. Jan 1, Volume 4, n 1, p68 (6). Keyword Innovation


O'Reilly, Bill. "The Secrets of America's Most Admired Corporations New Ideas and New Products." Fortune. March 17, Volume 14, n 4, p60-65 Keyword Innovation


Markides, Constantinos. "Strategic Innovation in Established Companies". Sloan Management Review. Spring


18.


"Quantitative Decision Making" 0 Feb. 0. http//www-mmd.eng.cam.ac.uk


Wolfe, Christopher R. Quantitative Reasoning Across a College. Heldref Publications. 1.


Ensley, Michael D., Carland, James W., and Carland, JoAnn C. "Investigating the Existence of the Lead Entrepreneur." Journal of Small Business Management October 000, Volume 8, no.4, p5-77. Keyword Entrepreneurship


Ryan, Vincent. "Anatomy of an Entrepreneur." Telephony. April 000, Volume 8, no. 15, p6-44.


Keyword Entrepreneur.


ɦ Rose, Ed. "Your Best Leader-An Actor". Workplace Management".


Carter, Launor F. The Study of Leadership. The Interstate Printers and Publishers, Inc. Danville, Illinois 158


Zaleznik, Abraham. Human Dilemmas of Leadership. Harper and Row New York 166.


Solomon, Robert C. Ethics, the Heart of Leadership. Praeger Westport, CT 18.


ɦ Avery, Christopher M. "Individual-based Teamwork. Teamwork isn't Just a Group Process. This Time it's Personal". Training and Development. January 00.


Longnecker, Clinton O. "Barriers and Gateways to Management and Teamwork". Business Horizons. September 000.


Southon, Mike; West, Chris; and Cree, Richard. "When Teams Work". Director. June 00, Volume 55, Issue 11, p.


"What makes Teams Work". HR Focus. April 00, Volume 7, Issue 4, p1-5.


᠀ Blank, Dennis. "A Matter of Ethics". EBSCO Publishing 00.


Gallardo, Leilani M. "Pre-need Companies Adopt Code of Ethics". Asia Africa Intelligence Wire. February 00, Article 7.


Wood, Alexander T. and Wood, Carol Anderson. "Can You Really Mandate Corporate Ethics".


Walker, Lewis J. "Ethics in a Brave New World".


᠁ Birkinshaw, Julian; Toulan, Omar; and David, Arnold. Global Account Management in Multi-National Corporations Theory and Evidence". Journal of International Business. 001, Volume , no., p. 1-48. Keyword Global Perspectives


᠂ Booher, Dianna. "Communicate". Women in Business. November/December 1, Volume 51, no. 6, p.6-.


Booher, Dianna. "Communicate". Women in Business. July/August 1, Volume 51, no. 4, p.6-.


Haddock, Patricia. "Communicating Personal Power". Supervision. January 00, Volume 6, no.1, p.1.


᠃ Petress, Ken. "An Alternative for Decision Making". Journal of Instructional Psychology. September 00.


Eisenhardt, Kathleen M. "Strategy As Strategic Decision Making". Sloan Management Review. March 1, p.11


Please note that this sample paper on Thematic Glossary is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Thematic Glossary, we are here to assist you. Your cheap custom research papers on Thematic Glossary will be written from scratch, so you do not have to worry about its originality.


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Wednesday, November 13, 2019

Why we need a global university?

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Today, so many Persistent social problems -- unemployment, discrimination and all the like for instance have been harassing our world for years. Thusly, Claim for developing such a global university dedicated to solving these problems sounds theoretically rational and constructive and beneficial to our society. However, despite of its sacred aim, a closer examination reveals that the issue of such a global university will pose some certain risks on these nations who participate in this program and might ultimately undermine the initial good-willings.


First of all as a global university it should comprise of faculty and students who bring diverse culture and educational perspectives, young intellectuals where keen minds from different races, cultures and varied ethnic and financial backgrounds come together to express their viewpoints and ideas. When such a diversified community comes closer then communication impedance might occur between students and faculty. So many factors and agents underlying the global cap will conflict and even antagonize each other, which though they might get conciliation to some extent will considerably offset the positive a lot.


Another amazing problem is the fact that there exist so many persistent social problems ,most of which are closely related to economics, race, religion, moral systems and may intertwined with each other. Unemployment for example, poses a giant blockade for both the developing and developed nations. Society requires only limited consumption and thus enterprises can provide only limited employment. Status of unemployment relies highly on the total level of economics and it is impossible to find an easy remedy without the realistic development of the whole society. Similarly, elimination of discrimination, another social tumor persistent for thousands of years, requires the mutual recongnization and respect of different races, requires the belief that each human being, whatever the race, color or religion, has the warranted right to be equal in dignity ever since his birth. Despite the giant amelioration for the past centuries, it is still a dream as Martin Luther has claimed.


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Please note that this sample paper on Why we need a global university? is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Why we need a global university?, we are here to assist you. Your cheap custom research papers on Why we need a global university? will be written from scratch, so you do not have to worry about its originality.


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Tuesday, November 12, 2019

Kids kill parent

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The title of the article being summarized is called is AWitness says police suffocated friend,@ by Jim Mckinnon. The article is based on a man who said he witnessed his friend being suffocated by police. His friend died two days later.


The article further explains that the witness, Errol Manghom accompanied the victim, Charles Dixon, to the Dec. party held at the volunteer Fire Department banquet hall, in Mount Oliver. Dixon who defied the officers= orders to surrender, was attacked and knocked to the floor by the officers.


Mangham further explained that Dixon was held in a choke while another officer placed his hands over Dixon=s nose and mouth. Dixon died two days later. The author went on to state that a photographer, who was contracted to the party, testified that he saw an officer squirt a steady stream of pepper spray into Dixon=s face, while Dixon was subdued.


Next, the article states that the cause of death is still unknown, while the question of whether or not the officers had training in positional asphyxia is being asked. The officers however testified that they do know that a facedown suspect could suffocate if enough weight were to be placed on him for a long time. Dr. Ed Krenzlok, of the Pittsburgh Poison Center, explained that pepper spray could contribute to his suffocation, but that the substance in and of itself is not lethal.


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Also a representative of the Pittsburgh chapter of the NAACP and a retired police officer, stated that the killing could have been avoided and that it is the norm for black people to die while under police custody.


In my speculations, I believe the victim=s friend was a hapless bystander/witness. Just putting myself in the place of the two black men in the midst of a crowd of white officers, there is really little that could have been done. If an attempt to help had been made by Mr. Mangham, he could have been beaten to death the same way his friend was basically strangled to death. Then there would be no witness, as Adead men tell no tales.


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Thursday, November 7, 2019

The Virgin Suicides Essay, Analysis, Whatever

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The Virgin Suicides by Jeffrey Eugenides is a coming of age story which demonstrates the memories that some adolescents remember at a later point in their lives, and the effect


that these memories have on them. In this case, some boys come in contact with the Lisbon


sisters, as adolescents. These girls intrigue the boys, and their story is tragic, which makes it all the more memorable for the boys as well as the reader. Another theme in the novel is the fact that sometimes, the more some people see of life, the less they would rather be living.


This is true in the case of the girls.


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The point of view is in first person plural ("we"). The story is told when the narrators are grown men, which makes some of their memories faded, and some not in order. These men loved the Lisbon sisters and were deeply affected by their suicides. They, at many times in the novel, attempt to make sense of their deaths.


The Virgin Suicides is written in past tense. It occurs around the 160's or 170's, in a middle-class suburb in Wayne County, on the outskirts of a deteriorating city. The memories that the boys have span over a thirteen month period, from June to the following August.


The novel begins with Mary Lisbon's death. The EMS truck drives up as it usually does, as if it were a common occurrence. The boys across the street observe, and recall the first suicide attempt, by Cecilia, over a year ago. After this attempt, her parents sent her to get


psychiatric help from Dr. Hornicker. He did not understand why she would try to commit suicide, and concluded that she only did it as a "cry for help" (pg 1). He suggested that


Cecilia would benefit from more socializing, and Mr. and Mrs. Lisbon decided to throw the only party of the girls' lives. Cecilia sat in a chair most of the party, until finally asking to be excused. After a few minutes, "We heard the wet sound of her body falling onto the fence that


ran alongside the house." (pg 0) Everyone ran upstairs and saw Mr. Lisbon, carefully trying to lift her off of the fence.


In chapter , The paramedics return to the Lisbon house. They cut the fence stake below Cecilias body, and take her away on a stretcher, with the fence post holding up the blanket. Cecilia's death comes during the sixth week of the cemetery workers strike. After an awkward tour of possible burying grounds, Mr. Lisbon decides on a public nondenominational cemetery, where Cecilia will be given her last rights before being taken to the mortuary freezer


to await burial. Cecilia's sisters file by the body, dazed, and silent. The neighbors later claim that the sisters lack of grief was a sure sign that they were planning to join Cecilia. Her death only makes the boys more curious about the girls. They get her diary from the plumber's


assistant, who found it in the bathroom. The boys become fascinated by the fact that Cecilia describes her sisters and herself as one entity.


In Chapter , the community attempts to reach out to the Lisbon household. Some of the men remove the fence that Cecilia fell on. Afterwards, they help in cleaning up the Lisbon residence. Mr. Lisbon comes out to thank them. Returning inside, as he will tell the boys years later, Mr. Lisbon finds Cecilias window still open, attended by her ghost. Rushing to close the window, he realizes that the ghost is only his daughter, Bonnie, who says, "Don't


worry, they took the fence out."


When school starts, the remaining four Lisbon sisters act as if nothing had happened, and keep to themselves. One day, Trip Fontaine, the school stud, runs into Lux Lisbon. One look, and Trip falls in love. He later went to the Lisbon residence to watch TV, and the whole


family watched his every move during his visit. Afterwards, he sat in his car, somewhat depressed. Suddenly, Lux appeared in her pajamas and started to desperately kiss Trip, and after a few minutes, flees back into her house.


Trip convinces Mrs. Lisbon to allow him to take Lux to Prom. He also finds dates for the other girls. It was allowed; the rules being that they all return home by 11 P.M. and Mr. Lisbon, as chaperone, would ensure that the couples only went to the dance. The girls act perfectly normal during the dance. Mary tells one boy that she is having the best time of her life. That one statement alone foreshadows the fact that they have such short lives.


After the dance, Trip and Lux disappear. Years later, Trip explains that he persuaded Lux to go out onto the football field, where they made love on the goal line. Then Trip abandoned her to walk home. He claimed that at that particular moment he "just got sick of her." At 10 A.M. on that same night, the other boys decided to drive past the Lisbon house. They saw a single light in the bedroom window which suddenly went out. Deep down, they


realize that something went very wrong.


In Chapter 4, Mrs. Lisbon takes the girls out of school and confines them to the house. The boys are shocked by the severity of punishment for Lux breaking curfew. Mrs. Lisbon later explained to the boys that she believed the girls needed time by themselves to recover from Cecilias death. Later, Mrs. Lisbon forces Lux to destroy her rock records.


Soon, the boys began to notice Lux on the roof of the Lisbon house having sex with random men. Somehow she managed to meet men and sneak them on the roof at night


without her parents knowing. Some of them talked to the boys, telling them stories of being led through a dark house full of rotting food and empty cans, which was a clear indication that Mrs. Lisbon had stopped cooking and cleaning entirely. The full deterioration of the


house also hints that the end is near for the girls.


Three weeks later, the ambulance appears at the Lisbon house. Lux claimed to be suffering from a burst appendix, when really she needed a pregnancy test. In the end, Lux is not pregnant, and tells her parents that it was a bad case of indigestion. Dr. Hornicker, the psychiatrist, concludes that Lux is in deep denial of Cecilias death. Dr. Hornicker writes a report on the Lisbon girls, diagnosing the remaining sisters with post-traumatic stress


disorder and warning that suicide can repeat itself in a single family. Because of this report, the community begins to think of suicide as a contagious disease and blames Cecilia for infecting her sisters. No one even bothers asking how Cecilia caught the "suicide virus" in the


first place.


Soon, Mr. Lisbon resigns, and the Lisbon house seems completely empty. No one ever leaves, the lights rarely go on, and the grocer stops delivering groceries. Before dawn, Bonnie appears to recite the rosary. Soon the boys begin to smell disgusting things coming from the


house. The boys try to, but cannot judge how bad the Lisbon girls lives may actually be, which later haunts them in their old age.


One day, Old Mrs. Karafilis, grandmother of neighborhood boy, took interest in the Lisbon girls. She was never surprised by their story, and said, "We Greeks are a moody people. Suicide makes sense to us. Putting up Christmas lights after your own daughter does it - that makes no sense. What I could never understand about America was why everyone pretended to be happy all the time." (pg 175)


The newspapers, later described the girls as "creatures so barely alive that their deaths came as little change." (pg 176) They claimed that Lux had liked an album by the band Cruel Crux, who had a song entitled "Virgin Suicide" - in which sexual conquest is referred to as a virgin suicide. The boys, reading this article, were outraged, and believed that describing


them as doomed from the beginning was unfair.


Soon, various notes are found left from the girls, and the boys feel that the girls want to talk. They decide to phone the girls, they play a song in to the phone, leave their phone number, and hang up. The next day, they get a phone call playing a song. This continually happened. Years later, the boys are not able to remember the exact songs played, only that they played love songs while the girls played folk songs. Finally, in a burst of intimacy, the


girls played David Gates Make It With You, and the line went dead.


On June 14, a note appears in the boys mailbox saying Tomorrow. Midnight. Wait for our signal. On the night of June 15, the boys proceed over to the Lisbon house. They meet Lux in the house. She claims the other girls are not done packing yet, and tells them to wait


in the living room for her sisters while she goes to the car.


Soon, the boys begin to wander around. They enter the basement, and come upon Bonnie, hanging dead from a beam. The boys run out of there, completely forgetting that Lux was in the car. After this, they realize that Bonnie died while they waited in the living room, that Therese was dead by sleeping pills before they entered, and that they missed Mary with her head in the oven. Luxs death by carbon monoxide poisoning occurred after they left. The


boys then realized how Lux stalled them, giving herself and her sisters time to die in peace.


In Chapter 5, The paramedics arrive for the fourth time. Lux, Bonnie, and Therese are dead, and only Mary is alive. Dr. Hornicker, realizing that his diagnosis of post-traumatic stress does not explain Cecilias suicide, suggests that the sisters suffered from a chemical


imbalance of serotonin. Many rumours go around the neighbourhood about the deaths, most not true. The boys soon realize that they are alone. Mr. and Mrs. Lisbon move out, and the house gets cleaned out. Any trash thrown onto the street is analyzed by the boys. They keep


some of these artifacts in their tree house.


A chemical spill causes the air to become thick with a rotten stench and because of this, the O'Conner's decide to have an "Asphyxiation" themed party for their daughter. The boys attend the party to try and forget the Lisbon girls. As they return home, they see the


ambulance one final time at the Lisbon house. Mary took sleeping pills and died. Coincidentally, the cemetery workers strike is settled on the day of Marys death. All five sisters can now be buried. Soon, Mr. and Mrs. Lisbon move away. Their house is sold to a couple, who begin to renovate, and remove all evidence of the girls.


The boys grow older, leave, but then come back. They notice that their memories of the Lisbon girls are fading away, much like some of the articles they collected from the Lisbon household have started to rot and decay. Even as grown men, the boys still cannot get the girls out of their heads. They do not understand, and realize that they never did understand the girls.


In the final paragraph of the book, the boys comment on the girls for the final time. "The girls took into their own hands decisions better left to God. They became too powerful to live among us, too self-concerned, visionary, too blind. What lingered after them was not life, which always overcomes natural death, but the most trivial list of mundane facts a clock ticking on a wall, a room dim at noon, and the outrageousness of a human being thinking only of herself. Her brain going dim to all else, but flaming up in precise points of pain, personal injury, lost dreams.... They made us participate in their own madness, because we couldn't help but retrace their steps, rethink their thoughts, and see that none of them led to


us.... It didn't matter in the end how old they had been, or that they were girls, but only that we had loved them, and that they hadn't heard us calling, still do not hear us, up here in the tree house, with our thinning hair and soft bellies, calling them out of those rooms where they


went to be alone for all time, alone in suicide, which is deeper than death, and where we will never find the pieces to put them back together." (pg 48)


The boys are the narrators of the novel. There was no mention of how many there were. During the novel, they are in high school, live across from the Lisbons, and have always


been fascinated by the Lisbon girls. They look back on the suicides as they are older men. At


this point, they still feel haunted by the girls deaths. They constantly attempt to make sense


of the girls actions, motives, and desires over the course of their final year of life.


Mr. Lisbon and Mrs. Lisbon were the girls' parents. Mr. Lisbon was a high school math


teacher described as thin, retiring man with a high, boyish voice. He loved his daughters with


all of his heart, but upon being interviewed by the boys, he confessed that he found them to


be complete strangers. As the novel becomes more tragic, Mr. Lisbon withdraws further into


his private world , and his hold on reality begins to slip. Mrs. Lisbon is incredibly domineering


and is basically the head of the Lisbon household. She was described as plump with brutally


cut steel-wool hair and librarians glasses. She is incredibly Catholic, and many of her rules


for the girls no makeup, no even slightly revealing clothes, and no rock music, reflect her


strictness. She does not trust the outside world, and believes that girls are happiest at home


under her watchful eye. Her weakness lies within the fact that she was unable to attend to


her daughters suffering, taking to her bed for weeks after Cecilias death. Her housekeeping,


which was normal at the beginning of the novel, slowly deteriorates after the first suicide.


Trip Fontaine was the high school stud. He takes good care of his appearance,


strutting down the school hallways and sunning himself daily in his pool, but could care less


about school. He constantly does and deals drugs. When Trip meets Lux, he has no idea how


to go after her, because he was always used to being the wanted one. As a boy, Trip is one of


the most popular boys in school, but as an adult, he is in rehab, recovering from his past


mistakes.


Cecilia is the youngest of the five girls, at age 1. Cecilia is described as very saintly,


pale, sick, precocious, shy, and known even by her older sisters as the weird one of the


family. Cecilia wears a vintage 10's wedding gown. In her first suicide attempt, she slits her


wrists when she is taking a bath, and is the spark of the Lisbon tragedies. Her second suicide


attempt was successful; she jumped out of her window onto a spiked fence.


Lux is the second youngest of the five girls, at age 14. She is described as very


beautiful, slim, mischievous, and eventually promiscuous. She is a secret smoker since the


age of twelve. Luxs adventures have consequences for her sisters lives - it was Luxs failure


to make curfew that same night that resulted in the sisters being taken from school, and


confined to the house, with disastrous consequences. Lux dies on the night of June fifteenth


from carbon monoxide poisoning.


Bonnie is the middle child and is 15 years old. She is described as ascetic, very quiet,


skittish, and having a sallow complexion. She was a foot taller than any of her sisters, with a


sharp nose and long neck. It seemed that each day she would grow thinner. Bonnie hangs


herself and dies on the night of June fifteenth.


Mary Lisbon is the second oldest of the Lisbon girls, at age 16. She is described as


prim, proper, poised, and spending many hours in front of the mirror. Her hair is the darkest


of the sisters, and she has a slight mustache and a widows peak. As the house decays, she


attempts to keep herself looking good, and wears bright sweaters to collect the mail. After her


unsuccessful suicide attempt by sticking her head in the gas oven, on the night of June


fifteenth, Mary spends a month sleeping and obsessively showering. She dies in July by


taking sleeping pills.


Therese Lisbon is the oldest of the Lisbon girls, at age 17. She is described as intellectual, studious, and very much into science. She reads many textbooks, attends


science conventions, grows seahorses, uses a ham radio, and plans to go to an Ivy League


college. Physically, she is not as appealing as her sisters, and is described as having a heavy


face, the eyes of a cow, and two left feet. Therese dies on the night of June fifteenth from a


combination of sleeping pills and gin.


The Virgin Suicides was brilliantly written, and is one that will stay in the readers' memory for years. Throughout the novel, one is able to feel sympathy for the girls and understand that they could not cope in this world. Although it is mentioned at the beginning


that all the girls die, it still seems a surprise, and you still want to continue reading. The boys fascination was understandable. During adolescence, some do have obsessional love, and do ask many questions. In all, this was found to be a beautiful book, cleverly written - with some irony in the title, and incredibly fascinating.


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