Human Behavior Is Unpredictable Management Essay

Human Behavior Is Unpredictable Management Essay This research sought to find out the gaps that exist in the Karatina University Colleges performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. The objective of the study was to determine how the institution conducts performance appraisal, the main challenges faced in the appraisal process, and the best practices that it can adopt for the process. Literature review was conducted on the subject touching on the various aspect of performance management. The study was conducted using a survey research design. Primary data was collected using self-administered questionnaires with supplements of secondary data used to add efficacy to the results. The questionnaires were administered on randomly chosen members of faculty in the common School of Business Staff room. Descriptive statistics were used including percentages and frequencies. The results were presented in tables in the an alysis for each objective. Human behavior is unpredictable and differs among individuals or even on the same individual at different points in time (Hunt, 2007). Human beings also differ in their abilities, background, training and experience. At the same time, Dr. Nigel Hunt notes that many problems facing most organizations today are social rather than technical or economic. It therefore goes that human resource at work is the most important component of the undertaking. It is therefore very important for organizations to measure performance of this critical resource as doing so ensures organisational success. 10 Performance Management (PM) has recently dominated the Human Resource Management (HR) as a profession owing to the realization that HR is the one of the most potent source of competitiveness in todays operating environment. Insights into performance management by leading thinkers in the recent past (Armstrong, 2009) point to the emergence of Performance Management as the most viable solution to address the productivity lag in most industries. Performance Management is a branch of human resource management whose objective is to support employees in their struggle to attain their goals as well as those of the organisation (Bhattacharyya, 2006). Bhattacharyya explains that PM gained prominence in the 1960s when competition in the operating environment led firms to reexamine their internal operating efficiencies to survive. A difficult operating environment coupled with a desire for productivity led firms to emphasize on productivity of not only their machines but also their human resource. Armstrong (2009) explains that Performance management as a term emerged in the 1970s and was later gained prominence in the 1980s as a distinct discipline within human resource management. Presently, most organizations have embraced performance management as a pillar of productivity in the organisation. As Abbey (2007) describes, performance management has taken prominence in organizations as a vehicle to deliver on organisational and indi vidual performance objectives. Abbey emphasizes that the incorporation of individual objectives into the performance management paradigm made performance management distinct from mere performance appraisal. Performance appraisal emphasized the degree of accomplishment of a given individual by supervisors without seeking the active involvement of the employee in the process (Management Study Guide, 2012). Measuring employee performance therefore goes beyond staff appraisal to include other aspects of performance such as learning and development, talent management and culture change as key contributors to organisational productivity (Armstrong, 2009). Performance management provides the only tool with which the management can evaluate departmental/sectional contributions to the overall organizational performance as well as determine the best options for intervention. For effective achievement of organizational objectives, employees must know what needs to be done and the overall objectives of the organisation (Dransfield, 2000). Besides the knowledge of the overall organizational objectives, individual employees must have knowledge of their particular role within the broader organisational setting. This way, and as Dransfield (2000) notes, all the players in the organizational production chain share a common objective and pull towards the same direction. This is particularly important in that it harnesses organisational synergies in pursuit of a common goal and aligns daily activities within an organization to the overall strategic objectives. Performance management is done to compare relative variations in performance over time for organizations. Output from performance management process is also used for comparison with similar industries or benchmarks and establishing basis for corrective action (Management Study Guide, 2012). The nature of organizational power structure means that senior management cannot keep a direct watch over the performance of the subordinates and therefore a self-corrective process has to be initiates to assess their performance against objectives of the organizations. Performance management also inculcates the culture of sticking to organisational objectives and ignoring the activities that do not add value to the organisational value chain (Management Study Guide, 2012). Though it is impossible to forestall all management challenges, performance management helps the management take steps in advance to improve organizational capacity to deal with unexpected situations The Management Study Guide website details the evolution of performance management as a discipline within the wider human resource management in four phases. The first phase involved filling of annual confidential reports to control employee behavior. Career development was pegged on positive evaluation in the annual confidential report. The second phase entailed communication of the contents of annual report to the employees to correct the identified failings. The last phase involved replacement of the annual confidential reports by performance appraisal process where employees could rate their accomplishment annually. Today, performance appraisals have given way to performance management. The process entails performing continuous reviews based on mutually agreed objectives. The focus of performance appraisal is quantifiable objectives behaviors and values as opposed to employee traits (Management Study Guide, 2012). Appraisal processes are more of directive than participative thus stifling team effort (Leung and White, 2004). The output from performance appraisal is not directly linked to pay as was for the performance appraisals process. Guest, D E et al, (1996) aptly described performance management process as concerned with assumptions, expectations, mutual obligations and promises of employees and the organization. With the continuous change in operating environment, businesses have leveraged on human resource as their basis of obtaining and maintaining competitive advantage (Bhattacharyya, 2006). However, appraisal processes misses the crucial aspects that sustain a firms competitiveness as earlier describes including the wider strategic framework within which the organization operates. A system that emphasizes on employee mentorship and development as opposed to remuneration and disciplinary action enhances organizational output (Tripathi Reddy, 2008). Performance Management requires continuous output by in time for action to be taken. Panagar (2009) explains that employees are disappointed when annual appraisals bring negative feedback and do not point to the areas of improvements that an employee needs to focus on. He offers that participative evaluation in performance management contextualize the management to the working environment and challenges them to facilitate positive change for achievement of objectives. Continuous and balanced feedback enhances coordination and cooperation in organizations (Heskett, 2006). Besides, Heskett cites that employees achievements should be emphasized as opposed to dwelling on areas of improvement to encourage them to do more. Human behavior is unpredictable and differs among individuals or even on the same individual at different points in time (Hunt, 2007). Human beings also differ in their abilities, background, training and experience. At the same time, Dr. Nigel Hunt notes that many problems facing most organizations today are social rather than technical or economic. It therefore goes that human resource at work is the most important component of the undertaking. It is therefore very important for organizations to measure performance of this critical resource as doing so ensures organisational success. 1.2 Statement of the Problem Upon appraising employees and provision of feedback, most organizations wait until the next planned appraisal exercise (Hunt, 2007). Hunt offers that performance management in most organisation stops at the employee evaluation process and mostly after there is sufficient evidence pointing to non-performance. However, this defeats the main objective of the performance management process as an undertaking in aligning employees goals to goals to those of the organisation. This keeps the whole organization focus on its strategic objectives by harnessing collective efforts of its workers. Hunt states four issues that need to be taken into consideration in the performance management process namely following up to ensure achievement of targets, evaluating the entire process to ensure that it is appropriate and fair and do not foster conflict in the organisation. Observance of these four standpoints guarantees employee job satisfaction and continuous improvement in the organization. In most organizations, employees harbor qualms on the appraisal process (Shaddock, 2010). Shaddock attributes the negative perception to the use of appraisal results as evidence of poor performance instead of discussing performance with the employees to find common ground. The infrequent manner in which appraisal process is conducted adds to the subjectivity of the results as managers are more prone to conduct the exercise when performance is deteriorating (Tripathi Reddy, 2008). Tripathi and Reddy explain that the effect of these appraisal processes leave employees disillusioned and afraid to take risks leave alone accepting the fact that continuous improvement can enhance their success and by extension that of the organizational. As a result, employees lose their sense of control over the situation and resign to the directives of the management without their own insights. This contrasts with the new human resource management paradigm that emphasizes on mentorship, coaching and emp owerment (Dacri, 2006). 1.3 Purpose of the Study This research sought to find out the gaps that exist in the KUCs performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. 1.4 Research Questions 1.4.1 How does KUC conduct performance appraisal? 1.4.2 What are the main challenges faced in the appraisal process? 1.4.3 What are the best practices that KUC can adopt for performance appraisals? 1.5 Significance of the Study 1.5.1 Human Resource Managers and Practitioners The head of human resource at the institution as well as others will get insights into the performance of their organizations and the best practices they can employ to achieve the best output from the human resource. The research will reveal insights on the frequency of performance appraisal and how best to achieve the desired results. Besides, the research will reveal the benefits of communication between the managers and employees. It will lead to clear understanding of job descriptions by the employees and better performance measurement. This will go a long way in boosting efficiency and effectiveness at the workplace. 1.5.2 Organizations The research will emphasize the role of performance management process in the achievement of strategic objectives of the organization. It will also enlighten the employees on their role in the organisation as well as the opportunities they have to advance boost their performance and by extension their careers. The research will particularly emphasize on the role of the performance management process on continuous improvements within the organization. This will position organization on a path to responsive change needed for survival in todays operating environment (Management Study Guide, 2012). 1.5.2 Employees The research will provide employees with an opportunity to evaluate their performance appraisal system and to suggest adjustments to align it with the organisational objectives. The employees will have an opportunity to express their desired outcomes of the performance management process that best serves the interests of both them and the organizations. Besides, the research will expose new areas that employees need training. Lastly, the employees will feel that the organisation is concerned about their welfare just as much as it is concerned about the performance of the organisation. 1.6 Scope of the Study The study was performed on a group of workers at Karatina University College. Data was collected on the month of February and March to reflect the current operational context of the organization. a review of literature was performed as well as secondary data on performance management concepts, the challenges faced and benefits that can accrues in evaluating an organizations performance. 1.7 Definition of Terms 1.7.1 Performance Appraisal Performance Management is an ongoing communication process, undertaken in partnership, between an employee and his or her immediate supervisor that involves establishing clear expectations and understanding of the functions expected of the employee and their contribution towards the achievement of the organizational goals (Robert Basal, 1999). 1.7.2 Performance Management Performance management refers to the proactive system of evaluating and providing feedback on employee output in line with the desired results. It aims at harmonizing employee and organisational objectives to achieve operational excellence (Management Study Guide, 2012). 1.7.3 Benchmarking Benchmarking is adopting best practices in the industry to guide organizational effort. It involves leaning from success of others (Peters, 2006). 1.7.4 Key performance Indicators These are performance measurement for key values necessary to achieve success in an undertaking (Reh, 2010). 1.8 Chapter Summary This chapter puts into perspective the concept of performance management and its application in modern day operating environment. The chapter defines the concept and differentiates it from performance appraisal as more elaborate and supportive of firms strategic objectives. The chapter also detailed the purpose of the study that was to find out the gaps that exist in the KUCs performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. In this pursuit, the three research questions to be answered were identified and the population from which the sample was drawn. Lastly, the research lists the beneficiaries of the research including employees, human resource managers and organizations keen to gain competitiveness from their human resource. CHAPTER TWO 2.0 LITERATURE REVIEW 2.1 Introduction Chapter 2 is a discussion on the various publications on the subject of performance management in line with the objectives of this research. The objectives of this research was to find out how performance appraisal is conducted, establish the main challenges faced in the appraisal process and identification of the best practices that KUC can adopt for performance appraisals. 2.2 The process of Performance Appraisal 2.2.1 Performance Appraisal explained Performance appraisal is a periodic assessment of employee performance and productivity line with the objectives of the organization (Manasa Reddy, 2009). Results of the process are used to gauge employees accomplishments as well as their potential for future improvements. Performance appraisal is done annually with the feedback used to counsel and develop employees, identify their training needs and align the compensation structures within the organisation (Manasa Reddy, 2009). Performance appraisal differs from performance management in that the earlier is carried out on a top-down basis with the supervisor acting as the judge with minimal employee involvement (Management Study Guide, 2012). Grote (2002) rightfully stated that the objective of the performance appraisal was to value each employees contribution against his rewards and take corrective action if the disparity is large. For this reason, performance appraisal was done on an annual or biannual basis depending on the particular entity. On the contrary, performance management focuses on the mutual objectives set by the employees and the management through a dialogue process (Management Study Guide, 2012). It is done continually and focuses on quantifiable objectives, behaviors and values (Management Study Guide, 2012). It thus leaves no room for subjectivity of the supervisor and aims at determining the points of improvements available to both the employer an employee. Performance management dates back to the early 20th century when Fredrick Taylor equated employees compensation to their output at work (Vroom, 1990). In those times, appraisal was less formal than it is today and involved the aspect of units produced per given time (Lyster, Eteoklis Arthur, 2007). ***** offers that performance appraisal is a mere step within the wider performance management paradigm. He notes that performance appraisal is an objective analysis of the facts and not the person. After getting the results of performance appraisal exercise, the wider process of performance management moves a step towards the final goal of aligning organisational and employees goals. According to ***, positive results are celebrated while negative results should prompt development of an improvement plan. Performance appraisal uses a number of methods including graphic rating, ranking, behavioral anchored rating and management by objectives (Cokins, 2009). Cokins explains that the choice of the method used for appraisal depends on the goals of the organizations. Zaffron and Steve (2009) add that regardless of the method used, regular communication and feedback from the managers is essential for success of the appraisal process. That way, work teams in an organization feel that they are working towards a common goal (Grote, 2002). 2.2.2 Purpose of Performance Evaluation. Heskett (2006) attributes the negative perception of performance appraisal among employees to the general lack of understanding about the purpose of appraisal. The Management Study Guide (2012) details out that performance management helps in defining responsibilities of both the individual and the team in the Key Result Areas. That way, coordination and control among the various departments in an organization becomes easy. The Management Study Guide notes that knowledge of responsibilities enables the employees to take initiative and work towards their set targets while improving their areas of weakness. This is as affirmed by Daniels (2006) that an objective and participative performance management process fosters learning and continuous improvement as opposed to breeding animosity. Performance management cultivates a feeling of shared mutual accountabilities within an organization (Shepard, 2005). This way, Sheppard notes that employees are able to overcome resistance to change and are ready to improve on KRAs. Leahy (2003) who offered that effective performance management anchors other operational metrics like the balanced scorecard has supported the views. Effective performance management is crucial in motivating employees (Akrani, 2011). Akrani notes that performance management starts with employees setting goals that they intend to achieve over a given period. The employee assesses what he/she has done against the set targets. Given that the employer and the supervisor mutually set the targets for performance, the employee strives to reach the set targets (Akrani, 2011). Performance below the set standard is taken as an opportunity to improve as it is within the employees capacity to achieve. Beach (2007) explains that the employees give up trying if they feel that the set targets will not be achieved. Since the performance management entails mutual goal setting, such incidences are unlikely to occur. Instead, and as Akrani points out, performance management helps organizations determine the training and capacities for each of their employees. Gamble, Strickland and Thompson (2007) explain that data obtained from performance appraisal is crucial in determining the right people to execute organizational strategy. Employees with the highest performance are easily identified and encouraged to undertake roles that are more challenging. In most cases, results from performance appraisals are used in the determination of employee compensation (Heathfield, n.d) a fact that Kirby (2005) detests. Appraisals are used to determine compensation and promotion levels that assist in linking rewards to performance among the staff (Heathfield, n.d). However, appraisals on their own should not be used as basis for promotions and rewards (Kirby, 2005). Given that the main goal of performance management process is to assist employees in setting goals and aligning them to those of the organization, it is crucial for performance and rewards framework be aligned to this process as opposed to mere performance appraisal (Lyster, Eteoklis Arthur, 2 007). Lastly, performance appraisals play a huge part in shaping behaviors and attitudes of employees (Panager, 2009). Panager notes that employees relate well with the management and are responsive to the changing demands of their workplace. This is consistent with the Conaty and Ram (2011) assertion that human resource is the strongest catalyst or inhibitor of organisational change efforts. Performance management helps an organization to gauge its human resources effectiveness in coping with change (Conaty Ram, 2011). 2.2.3 Common Performance Appraisal Practices. The most common performance appraisal practice involves ranking employees from the best to the worst (Griffin, 2007). The method is mainly subjective with the supervisors judgment being crucial in the ranking of each employee. This subjective approach exposes the process to bias and manipulation by the management. Lunenburg Ornstein (2011) offer that ranking involves the supervisor rating each employee based on employees traits and behaviors in comparison with the rest in the organisation. Despite its subjective nature, ranking gives a clear picture of employee performance relative to the rest of the employees within the organisation and offers them real models that they can follow within the organisation (Coens, Jenkins Block, 2002). However, Griffin (2007) offers that ranking method is prone to bias and can result in poor relationships within work teams. Besides, ranking stifles the opportunity for feedback within an organization and sows a feeling of inferiority among underachie vers (Coens, Jenkins Block, 2002). In the same way, Coens, Jenkins and Block note that persons who are consistently ranked on top of the rest lack an opportunity to improve on their performance as they feel they have done enough. Lastly, Beach (2007) explains that ranking creates an adversarial relationship between work teams that stifles the spirit of cooperation between employees. Paired comparison resembles ranking method only that the performance of each employee is compared to that of every other employee based on a single criterion (Mondy, 2008). If an employee receives the highest number of favorable comparisons, s/he is ranked the highest. The process is more objective compared to the ranking method but poses huge problems for organizations with large numbers of employees (Mondy, 2008). Another performance appraisal system commonly used in organizations is the graphic rating scale. Under the system, evaluators judge performance of employees on a scale of about 5-7 categories (Mondy, 2008). These categories depict the rating of the employees by use of appropriate adjectives such as needs improvement, outstanding, average, meets expectations etc. The method is good in that it can be quantified by assigning numeric values to the descriptors. It is also easy to administer and can be tailored to meet specific needs of a given organization (Mondy, 2008). Under the forced distribution method, the evaluator assigns individuals to a limited number of categories, similar to the normal frequency distribution curve. Few individuals get very high ratings while a few get very low ratings. Most of the employees rate at the center of the curve (Armstroong, 2009). Mathis and Jackson (2011) decry that this system explicitly calls for evaluators to distinguish between winners and losers even if their performance is not rightly so. For this reason, the method is unpopular among managers and employees as it stifles the concept of employee development and assumes that there must always be very good and very poor performers in the same organisation (Mathis Jackson, 2011). It also creates cutthroat competition among employees that disarrays synergy (Beach, 2007). Another employee appraisal technique is called critical incident method. Under the method, the evaluator maintains records of favorable and unfavorable performance during critical incidences (Mondy, 2008). These incident log records are maintained continually and are used as indicators of employee performance. Ostrom and Wilhelmsen (2012) explain that this method lacks intellectual merit as it is dependent on the frequency of occurrence of critical incidences. Behaviorally anchored rating scale (BARS) is an appraisal technique that aspects of critical incident method and the rating scale method (Mondy, 2008). Under the method, the performance level of each employee is described on a scale. The evaluator then compares the different performance of each employee to decide the best performing and those in need of more training. Mondy offers that this system is more objective but is hard to quantify for further analysis. One of the most common performance appraisal methods today is referred to as Management by Objective (MBO). Mathis and Jackson (2011) and Mondy (2008) define the method as a result based system under which the employees and managers set objectives together that form the basis of appraisal in the next appraisal period. The employee actual output is compared to the set performance targets and points of improvements identified (Griffin, 2007). Management by objectives arises allows management to see the wider picture of the organsaitional and the part that each employee plays in it and to remain on curse to achieving the overall strategic objectives of the firm (Drucker, 1954). Employees also conduct a self-audit of their performance potential and chart out the best course for attaining the mutually agreed goals (Pecora, Cherin Bruce, 2009). 2.3.4 Frequency of Performance Appraisals. In most organizations, employees and their supervisors deliberate on their performance over a given period typically annually, biannually or quarterly (Garber, 2004). Tripathi and Reddy (2008) list two major forms of performance appraisal namely summative and formative. They explain that a summative performance is done occasionally typically in three to six months relative to the organization in question. On the contrary, formative appraisal is done continually typically daily. Formative appraisals are important in that the employees can track their performance over time and determine their weak points for improvement. This is as opposed to summative appraisals under which employees have no trail of their past performance (Management Study Guide, 2012). Many scholars emphasis on the need to perform appraisals based on a schedule (Miller Braswell, 2010; London, 2003; Mathis Jackson, 2011). Routine performance appraisal avoids the temptation of focusing on irrelevant activities (London, 2003). That said, the management is responsible for ensuring continuous performance appraisal taking care not to forget critical incidences (Miller Braswell, 2010). Though appraisal is done continually according to the set schedule, it is important for the managers and subordinates to sustain informal communication throughout the performance period to take advantage of any opportunity to change negative trend (Edwards et.al, 2003). Edwards et al also cites the preemption of negative surprises at the end of an appraisal period as good reasons for maintenance of these informal contacts. Abbey (2007) notes that in most organizations, appraisal forms are used to capture employees accomplishment in the past year as well as some aspects such as their rela tionships with team members, their personality traits and flexibility, etc. 2.3 Challenges are faced in Performance Appraisal process Most organizations experience challenges in their appraisal processes. Deming (2000) once cited that performance appraisal is one of the most powerful inhibitor to quality and productivity. More recently, Lee (2006) offered that performance appraisals inspire hate and distrust among employees. Challenges in performance appraisal occur from the fact that the processes are based on widely held and invalid assumptions that hold back progress (Scholtes, 2008). Lee aptly described the processes as designed to measure and rate performance as opposed to improve it. Past research works (DeNisi Williams, 1988; Longenecker et al., 1987) cite subjectivity among the evaluators as well as different standards used for different employees as major problems in appraisal process. More recently, Lee (2006) cited lack of congruence with organizational objectives as well as lack of use of the results to improve performance. Lee adds that the results of performance appraisal should be used to motivate employees as opposed to instill fear and loathing as to stifle the spirit of teamwork. Hazard, (2004) and Nickols (2010) explain that performance appraisal demotivates the employees, is too subjective and unfair in application, and takes too much time and is seen as a management attempt to coerce employees to submit to management authority. 2.3.1 Employees Motivation Wilheir (2010) explains that motivation is the only effective tool for ensuring effective employee management. According to Wilheir employees, lose motivation when duties become repetitive, too difficult or too easy. The management should ensure that their employees remain motivated and productive throughout their engagement in the organization (Hazelden, 2010). Hazelden (2010) adds that the most common causes of employee demotivation include lack of information, unrealistic expectation by management, feeling of excessive control by authorities and lack of management appreciation of effort. Noone (2008) adds that to keep employees motivated, the management should develop clear goals and keep the roles interesting for the employees. That way, Noore asserts that employees are unlikely to deviate from the organisational mission. . Employee motivation is crucial to achieving the g

Blitzkrieg Essay -- essays research papers

BLITZKRIEG (LIGHTNING WAR) In the first phase of World War II in Europe, Germany sought to avoid a long war. Germany's strategy was to defeat its opponents in a series of short campaigns. Germany quickly overran much of Europe and was victorious for more than two years by relying on a new military tactic called the "Blitzkrieg" (lightning war). Blitzkrieg tactics required the concentration of offensive weapons (such as tanks, planes, and artillery) along a narrow front. These forces would drive a breach in enemy defenses, permitting armored tank divisions to penetrate rapidly and roam freely behind enemy lines, causing shock and disorganization among the enemy defenses. German air power prevented the enemy from adequately resupplying or redeploying forces and thereby from sending reinforcements to seal breaches in the front. German forces could in turn encircle opposing troops and force surrender. Germany successfully used the Blitzkrieg tactic against Poland (attacked in September 1939), Denmar k (April 1940), Norway (April 1940), Belgium (May 1940), the Netherlands (May 1940), Luxembourg (May 1940), France (May 1940), Yugoslavia (April 1941), and Greece (April 1941). Germany did not defeat Great Britain, which was protected from German ground attack by the English Channel and the Royal Navy. Despite the continuing war with Great Britain, German forces invaded the Soviet Union in June 1941. At first, the German Blitzkrieg seemed to succeed. Soviet forces were driven back more than 600 miles to the gates of Moscow, with staggering losses. In December 1941, Hitler unilaterally declared war on the United States, which consequently added its tremendous economic and military power to the coalition arrayed against him. A second German offensive against the Soviet Union in 1942 brought German forces in the east to the shores of the Volga River and the city of Stalingrad. However, the Soviet Union launched a counteroffensive in November 1942, trapping and destroying an entire German army at Stalingrad. Germany proved u... ...Germany). Despite the birth of the United Nations, the world remained politically unstable and only slowly recovered from the incalculable physical and moral devastation wrought by the largest and most costly war in history. Soldiers and civilians both had suffered in bombings that had wiped out entire cities. Modern methods of warfare–together with the attempt of Germany to exterminate entire religious and ethnic groups (particularly the Jews)–famines, and epidemics, had brought death to tens of millions and made as many more homeless. The suffering and degradation of the war's victims were of proportions that passed the understanding of those who had been spared. The conventions of warfare had been violated on a large scale (see war crimes), and warfare itself was revolutionized by the development and use of nuclear weapons. Political consequences included the reduction of Britain and France to powers of lesser rank, the emergence of the Common Market (see European Economic Community; European Union), the independence of many former colonies in Asia and Africa, and, perhaps most important, the beginning of the cold war between the Western powers and the Communist-bloc nations.

Macbeth: Letter From Lady Macbeth To Macbeth :: Macbeth essays

Macbeth: Letter From Lady Macbeth To Macbeth Dearest husband, These last few months have been sorry ones. The actions you and I have undertaken have played on my conscience, and I am finding it hard to cope. I realise that the path we had chosen was the wrong one, and even though I accepted that from the beginning, the consequences of that choice and the mental anguish that I am experiencing now were unimaginable at the time. I was pleased when I received your letter telling me of your promotion to Thane of Cawdor. I am sure it was a step that pleased you too. But I'm afraid that my ambition to act on the witches prophecies was to be our downfall. The prospect of you being king was so great that I lost touch with reason. When the idea of murdering the king was put forth I know you were hesitant on acting, but I just had to have my ambition fulfilled. So I pushed you and now I realise that my persistence was not in our best interests, and I'm sorry for it. Perhaps if I had left the decision to your judgement we would have been better off. What I did I only did for you. For you to be king, how could I for see that we would be worse off. Just the idea that you would be king "would cheer me ever", but I knew I had to push you to fulfill your potential. But doubt crept into my mind on the fateful night of Duncans murder. I would have done it myself if he had not looked like my father. He was resting so peacefully in the innocence of sleep, I just couldn't bring myself to do it. So you had to. Who could have imagined the old man would have had so much blood in him. This blood has stained me forever and I am afraid it has done the same to you. Nothing can remove this blood. Many nights I would wake in cold sweat and my hand would be red from my rubbing. The blood just wont leave me, it haunts me night and day. But the murder of the Macduff family was just too much. Sometimes I can hear the cries of the women and young children as they are being killed, and it is the knowledge that my decisions led to their deaths that I find most distressing. It is ironic that the actions leading to my demise have also led to

The Young Lords of New York :: Puerto Rico Migrants American History Essays

The Young Lords of New York On 7 June 1969, hundreds of Puerto Ricans gathered in Spanish Harlem, New York City to protest the arrest of Juan" Fi" Ortiz for a series of falsified crimes.[2] As a crowd gathered outside the People's Church in El Barrio, Felipe Luciano addressed those assembled asserting that, " We will not allow the brutalization of our community to go on without a response. For every Puerto Rican that is brutalized, there will be retaliation."[3]Luciano's statements were not ignored, and as the crowd filtered into the streets their shouts of Despierta, Boricua. Defiende lo tuyo filled the air. The events of 7 June 1969 were but one of many moments in the history of New York City's Puerto Rican community that gave rise to and lent support for the Young Lords Party.[4] Indeed over the course of the next five years this ethnic group of radical intellectuals would help bring attention to the plight of the Puerto Rican community in New York City. This essay explores the history of the late twentieth century Puerto Rican migrants in New York City through an examination of the Young Lords Party (1969 to 1974). In doing so, it examines several significant topics, including the growth of the Puerto Rican population in New York City; the unique challenges this ethnic group faced, and the origins, growth and decline of the Young Lords Party. Twentieth Century Migration of Puerto Ricans To New York City For us to clearly understand the Young Lords, it must be understood how the Puerto Rican Community came to be in New York City and other American cities such as Newark and Chicago. With the Spanish American War of 1898 came added difficulty for the population of Puerto Rico. Recently acquired by the United States, citizens of Puerto Rico were actually citizens of nowhere until granted statutory citizenship to the United States in 1917. Yet three years earlier, on 12 March 1914 the citizens of Puerto Rico opposing this imposition of American citizenship sent a "Memorandum to the President and Congress of the United States" stating, " We firmly and loyally oppose our being declared, against our express will or without our express content, citizens of any other than our own beloved country which God granted to us as an inalienable gift and incoercible right."[5] Even without support of the Puerto Rican people the Jones Act was passed. The Young Lords of New York :: Puerto Rico Migrants American History Essays The Young Lords of New York On 7 June 1969, hundreds of Puerto Ricans gathered in Spanish Harlem, New York City to protest the arrest of Juan" Fi" Ortiz for a series of falsified crimes.[2] As a crowd gathered outside the People's Church in El Barrio, Felipe Luciano addressed those assembled asserting that, " We will not allow the brutalization of our community to go on without a response. For every Puerto Rican that is brutalized, there will be retaliation."[3]Luciano's statements were not ignored, and as the crowd filtered into the streets their shouts of Despierta, Boricua. Defiende lo tuyo filled the air. The events of 7 June 1969 were but one of many moments in the history of New York City's Puerto Rican community that gave rise to and lent support for the Young Lords Party.[4] Indeed over the course of the next five years this ethnic group of radical intellectuals would help bring attention to the plight of the Puerto Rican community in New York City. This essay explores the history of the late twentieth century Puerto Rican migrants in New York City through an examination of the Young Lords Party (1969 to 1974). In doing so, it examines several significant topics, including the growth of the Puerto Rican population in New York City; the unique challenges this ethnic group faced, and the origins, growth and decline of the Young Lords Party. Twentieth Century Migration of Puerto Ricans To New York City For us to clearly understand the Young Lords, it must be understood how the Puerto Rican Community came to be in New York City and other American cities such as Newark and Chicago. With the Spanish American War of 1898 came added difficulty for the population of Puerto Rico. Recently acquired by the United States, citizens of Puerto Rico were actually citizens of nowhere until granted statutory citizenship to the United States in 1917. Yet three years earlier, on 12 March 1914 the citizens of Puerto Rico opposing this imposition of American citizenship sent a "Memorandum to the President and Congress of the United States" stating, " We firmly and loyally oppose our being declared, against our express will or without our express content, citizens of any other than our own beloved country which God granted to us as an inalienable gift and incoercible right."[5] Even without support of the Puerto Rican people the Jones Act was passed.

Egoism and Altruism

1. Metaethics The term â€Å"meta† means after or beyond, and, consequently, the notion of metaethics involves a removed, or bird’s eye view of the entire project of ethics. We may define metaethics as the study of the origin and meaning of ethical concepts. When compared to normative ethics and applied ethics, the field of metaethics is the least precisely defined area of moral philosophy. It covers issues from moral semantics to moral epistemology[->0].Two issues, though, are prominent: (1) metaphysical issues concerning whether morality exists independently of humans, and (2) psychological issues concerning the underlying mental basis of our moral judgments and conduct. a. Metaphysical Issues: Objectivism and Relativism Metaphysics is the study of the kinds of things that exist in the universe. Some things in the universe are made of physical stuff, such as rocks; and perhaps other things are nonphysical in nature, such as thoughts, spirits, and gods.The metaphysical component of metaethics involves discovering specifically whether moral values are eternal truths that exist in a spirit-like realm, or simply human conventions. There are two general directions that discussions of this topic take, one other-worldly and one this-worldly. Proponents of the other-worldly view typically hold that moral values are objective[->1] in the sense that they exist in a spirit-like realm beyond subjective human conventions.They also hold that they are absolute, or eternal, in that they never change, and also that they are universal insofar as they apply to all rational creatures around the world and throughout time[->2]. The most dramatic example of this view is Plato[->3], who was inspired by the field of mathematics. When we look at numbers and mathematical relations, such as 1+1=2, they seem to be timeless concepts that never change, and apply everywhere in the universe. Humans do not invent numbers, and humans cannot alter them.Plato explained the eternal character of mathematics by stating that they are abstract entities that exist in a spirit-like realm. He noted that moral values also are absolute truths and thus are also abstract, spirit-like entities. In this sense, for Plato, moral values are spiritual objects. Medieval philosophers commonly grouped all moral principles together under the heading of â€Å"eternal law† which were also frequently seen as spirit-like objects. 17th century British philosopher Samuel Clarke described them as spirit-like relationships rather than spirit-like objects.In either case, though, they exist in a sprit-like realm. A different other-worldly approach to the metaphysical status of morality is divine commands issuing from God’s will. Sometimes called voluntarism (or divine command theory[->4]), this view was inspired by the notion of an all-powerful God[->5] who is in control of everything. God simply wills things, and they become reality. He wills the physical world into existence , he wills human life into existence and, similarly, he wills all moral values into existence.Proponents of this view, such as medieval philosopher William of Ockham[->6], believe that God wills moral principles, such as â€Å"murder is wrong,† and these exist in God’s mind as commands. God informs humans of these commands by implanting us with moral intuitions or revealing these commands in scripture. The second and more this-worldly approach to the metaphysical status of morality follows in the skeptical philosophical tradition, such as that articulated by Greek philosopher Sextus Empiricus, and denies the objective status of moral values.Technically, skeptics did not reject moral values themselves, but only denied that values exist as spirit-like objects, or as divine commands in the mind of God. Moral values, they argued, are strictly human inventions, a position that has since been called moral relativism[->7]. There are two distinct forms of moral relativism. The first is individual relativism, which holds that individual people create their own moral standards. Friedrich Nietzsche, for example, argued that the superhuman creates his or her morality distinct from and in reaction to the slave-like value system of the masses.The second is cultural relativism which maintains that morality is grounded in the approval of one’s society – and not simply in the preferences of individual people. This view was advocated by Sextus, and in more recent centuries by Michel Montaigne and William Graham Sumner. In addition to espousing skepticism and relativism, this-worldly approaches to the metaphysical status of morality deny the absolute and universal nature of morality and hold instead that moral values in fact change from society to society throughout time and throughout the world.They frequently attempt to defend their position by citing examples of values that differ dramatically from one culture to another, such as attitudes about po lygamy, homosexuality and human sacrifice. b. Psychological Issues in Metaethics A second area of metaethics involves the psychological basis of our moral judgments and conduct, particularly understanding what motivates us to be moral. We might explore this subject by asking the simple question, â€Å"Why be moral? † Even if I am aware of basic moral standards, such as don’t kill and don’t steal, this does not necessarily mean that I will be psychologically compelled to act on them.Some answers to the question â€Å"Why be moral? † are to avoid punishment, to gain praise[->8], to attain happiness, to be dignified, or to fit in with society. i. Egoism and Altruism One important area of moral psychology concerns the inherent selfishness of humans. 17th century British philosopher Thomas Hobbes[->9] held that many, if not all, of our actions are prompted by selfish desires. Even if an action seems selfless, such as donating to charity, there are still selfis h causes for this, such as experiencing power over other people.This view is called psychological egoism[->10] and maintains that self-oriented interests ultimately motivate all human actions. Closely related to psychological egoism is a view called psychological hedonism which is the view that pleasure is the specific driving force behind all of our actions. 18th century British philosopher Joseph Butler[->11] agreed that instinctive selfishness and pleasure prompt much of our conduct. However, Butler argued that we also have an inherent psychological capacity to show benevolence to others.This view is called psychological altruism and maintains that at least some of our actions are motivated by instinctive benevolence. ii. Emotion and Reason A second area of moral psychology involves a dispute concerning the role of reason in motivating moral actions. If, for example, I make the statement â€Å"abortion is morally wrong,† am I making a rational assessment or only expressing my feelings? On the one side of the dispute, 18th century British philosopher David Hume[->12] argued that moral assessments involve our emotions, and not our reason.We can amass all the reasons we want, but that alone will not constitute a moral assessment. We need a distinctly emotional reaction in order to make a moral pronouncement. Reason might be of service in giving us the relevant data, but, in Hume’s words, â€Å"reason is, and ought to be, the slave of the passions. † Inspired by Hume’s anti-rationalist views, some 20th century philosophers, most notably A. J. Ayer, similarly denied that moral assessments are factual descriptions. For example, although the statement â€Å"it is good to donate to charity† may on the surface look as though it is a factual description about charity, it is not.Instead, a moral utterance like this involves two things. First, I (the speaker) I am expressing my personal feelings of approval about charitable donations and I am in essence saying â€Å"Hooray for charity! † This is called the emotive element insofar as I am expressing my emotions about some specific behavior. Second, I (the speaker) am trying to get you to donate to charity and am essentially giving the command, â€Å"Donate to charity! † This is called the prescriptive element in the sense that I am prescribing some specific behavior.From Hume’s day forward, more rationally-minded philosophers have opposed these emotive theories of ethics (see non-cognitivism in ethics[->13]) and instead argued that moral assessments are indeed acts of reason. 18th century German philosopher Immanuel Kant[->14] is a case in point. Although emotional factors often do influence our conduct, he argued, we should nevertheless resist that kind of sway. Instead, true moral action is motivated only by reason when it is free from emotions and desires.A recent rationalist approach, offered by Kurt Baier (1958), was proposed in direct o pposition to the emotivist and prescriptivist theories of Ayer and others. Baier focuses more broadly on the reasoning and argumentation process that takes place when making moral choices. All of our moral choices are, or at least can be, backed by some reason or justification. If I claim that it is wrong to steal someone’s car, then I should be able to justify my claim with some kind of argument. For example, I could argue that stealing Smith’s car is wrong since this would upset her, violate her ownership rights, or put the thief at risk of getting caught.According to Baier, then, proper moral decision making involves giving the best reasons in support of one course of action versus another. iii. Male and Female Morality A third area of moral psychology focuses on whether there is a distinctly female approach to ethics that is grounded in the psychological differences between men and women. Discussions of this issue focus on two claims: (1) traditional morality is ma le-centered, and (2) there is a unique female perspective of the world which can be shaped into a value theory.According to many feminist philosophers, traditional morality is male-centered since it is modeled after practices that have been traditionally male-dominated, such as acquiring property, engaging in business contracts, and governing societies. The rigid systems of rules required for trade and government were then taken as models for the creation of equally rigid systems of moral rules, such as lists of rights and duties. Women, by contrast, have traditionally had a nurturing role by raising children and overseeing domestic life. These tasks require less rule following, and more spontaneous and creative action.Using the woman’s experience as a model for moral theory, then, the basis of morality would be spontaneously caring for others as would be appropriate in each unique circumstance. On this model, the agent becomes part of the situation and acts caringly within t hat context. This stands in contrast with male-modeled morality where the agent is a mechanical actor who performs his required duty, but can remain distanced from and unaffected by the situation. A care-based approach to morality, as it is sometimes called, is offered by feminist ethicists as either a replacement for or a supplement to traditional male-modeled moral systems. . Normative Ethics Normative ethics involves arriving at moral standards that regulate right and wrong conduct. In a sense, it is a search for an ideal litmus test of proper behavior. The Golden Rule is a classic example of a normative principle: We should do to others what we would want others to do to us. Since I do not want my neighbor to steal my car, then it is wrong for me to steal her car. Since I would want people to feed me if I was starving, then I should help feed starving people. Using this same reasoning, I can theoretically determine whether any possible action is right or wrong.So, based on the G olden Rule, it would also be wrong for me to lie to, harass, victimize, assault, or kill others. The Golden Rule is an example of a normative theory that establishes a single principle against which we judge all actions. Other normative theories focus on a set of foundational principles, or a set of good character traits. The key assumption in normative ethics is that there is only one ultimate criterion of moral conduct, whether it is a single rule or a set of principles. Three strategies will be noted here: (1) virtue theories, (2) duty theories, and (3) consequentialist theories. . Virtue Theories Many philosophers believe that morality consists of following precisely defined rules of conduct, such as â€Å"don’t kill,† or â€Å"don’t steal. † Presumably, I must learn these rules, and then make sure each of my actions live up to the rules. Virtue ethics[->15], however, places less emphasis on learning rules, and instead stresses the importance of devel oping good habits of character, such as benevolence (see moral character[->16]). Once I’ve acquired benevolence, for example, I will then habitually act in a benevolent manner.Historically, virtue theory is one of the oldest normative traditions in Western philosophy, having its roots in ancient Greek civilization. Plato emphasized four virtues in particular, which were later called cardinal virtues: wisdom, courage, temperance and justice. Other important virtues are fortitude, generosity, self-respect, good temper, and sincerity. In addition to advocating good habits of character, virtue theorists hold that we should avoid acquiring bad character traits, or vices, such as cowardice, insensibility, injustice, and vanity.Virtue theory emphasizes moral education since virtuous character traits are developed in one’s youth. Adults, therefore, are responsible for instilling virtues in the young. Aristotle[->17] argued that virtues are good habits that we acquire, which re gulate our emotions. For example, in response to my natural feelings of fear, I should develop the virtue of courage which allows me to be firm when facing danger. Analyzing 11 specific virtues, Aristotle argued that most virtues fall at a mean between more extreme character traits.With courage, for example, if I do not have enough courage, I develop the disposition of cowardice, which is a vice. If I have too much courage I develop the disposition of rashness which is also a vice. According to Aristotle, it is not an easy task to find the perfect mean between extreme character traits. In fact, we need assistance from our reason to do this. After Aristotle, medieval theologians supplemented Greek lists of virtues with three Christian ones, or theological virtues: faith, hope, and charity.Interest in virtue theory continued through the middle ages and declined in the 19th century with the rise of alternative moral theories below. In the mid 20th century virtue theory received special attention from philosophers who believed that more recent approaches ethical theories were misguided for focusing too heavily on rules and actions, rather than on virtuous character traits. Alasdaire MacIntyre (1984) defended the central role of virtues in moral theory and argued that virtues are grounded in and emerge from within social traditions. . Duty Theories Many of us feel that there are clear obligations we have as human beings, such as to care for our children, and to not commit murder. Duty theories base morality on specific, foundational principles of obligation. These theories are sometimes called deontological, from the Greek word deon, or duty, in view of the foundational nature of our duty or obligation. They are also sometimes called nonconsequentialist since these principles are obligatory, irrespective of the consequences that might follow from our actions.For example, it is wrong to not care for our children even if it results in some great benefit, such as fina ncial savings. There are four central duty theories. The first is that championed by 17th century German philosopher Samuel Pufendorf, who classified dozens of duties under three headings: duties to God, duties to oneself, and duties to others. Concerning our duties towards God, he argued that there are two kinds: a theoretical duty to know the existence and nature of God, and a practical duty to both inwardly and outwardly worship God.Concerning our duties towards oneself, these are also of two sorts: duties of the soul, which involve developing one’s skills and talents, and duties of the body, which involve not harming our bodies, as we might through gluttony or drunkenness, and not killing oneself. Concerning our duties towards others, Pufendorf divides these between absolute duties, which are universally binding on people, and conditional duties, which are the result of contracts between people. Absolute duties are of three sorts: avoid wronging others, treat people as eq uals, and romote the good of others. Conditional duties involve various types of agreements, the principal one of which is the duty is to keep one’s promises. A second duty-based approach to ethics is rights theory. Most generally, a â€Å"right† is a justified claim against another person’s behavior – such as my right to not be harmed by you (see also human rights[->18]). Rights and duties are related in such a way that the rights of one person implies the duties of another person. For example, if I have a right to payment of $10 by Smith, then Smith has a duty to pay me $10.This is called the correlativity of rights and duties. The most influential early account of rights theory is that of 17th century British philosopher John Locke[->19], who argued that the laws of nature mandate that we should not harm anyone’s life, health, liberty or possessions. For Locke, these are our natural rights, given to us by God. Following Locke, the United States Declaration of Independence authored by Thomas Jefferson recognizes three foundational rights: life, liberty, and the pursuit of happiness.Jefferson and others rights theorists maintained that we deduce other more specific rights from these, including the rights of property, movement, speech, and religious expression. There are four features traditionally associated with moral rights. First, rights are natural insofar as they are not invented or created by governments. Second, they are universal insofar as they do not change from country to country. Third, they are equal in the sense that rights are the same for all people, irrespective of gender, race, or handicap.Fourth, they are inalienable which means that I ca not hand over my rights to another person, such as by selling myself into slavery. A third duty-based theory is that by Kant, which emphasizes a single principle of duty. Influenced by Pufendorf, Kant agreed that we have moral duties to oneself and others, such as develop ing one’s talents, and keeping our promises to others. However, Kant argued that there is a more foundational principle of duty that encompasses our particular duties. It is a single, self-evident principle of reason that he calls the â€Å"categorical imperative. A categorical imperative, he argued, is fundamentally different from hypothetical imperatives that hinge on some personal desire that we have, for example, â€Å"If you want to get a good job, then you ought to go to college. † By contrast, a categorical imperative simply mandates an action, irrespective of one’s personal desires, such as â€Å"You ought to do X. † Kant gives at least four versions of the categorical imperative, but one is especially direct: Treat people as an end, and never as a means to an end. That is, we should always treat people with dignity, nd never use them as mere instruments. For Kant, we treat people as an end whenever our actions toward someone reflect the inherent value of that person. Donating to charity, for example, is morally correct since this acknowledges the inherent value of the recipient. By contrast, we treat someone as a means to an end whenever we treat that person as a tool to achieve something else. It is wrong, for example, to steal my neighbor’s car since I would be treating her as a means to my own happiness. The categorical imperative also regulates the morality of actions that affect us individually.Suicide, for example, would be wrong since I would be treating my life as a means to the alleviation of my misery. Kant believes that the morality of all actions can be determined by appealing to this single principle of duty. A fourth and more recent duty-based theory is that by British philosopher W. D. Ross, which emphasizes prima facie duties. Like his 17th and 18th century counterparts, Ross argues that our duties are â€Å"part of the fundamental nature of the universe. † However, Ross’s list of dutie s is much shorter, which he believes reflects our actual moral convictions:  ·Fidelity: the duty to keep promises Reparation: the duty to compensate others when we harm them  ·Gratitude: the duty to thank those who help us  ·Justice: the duty to recognize merit  ·Beneficence: the duty to improve the conditions of others  ·Self-improvement: the duty to improve our virtue and intelligence  ·Nonmaleficence: the duty to not injure others Ross recognizes that situations will arise when we must choose between two conflicting duties. In a classic example, suppose I borrow my neighbor’s gun and promise to return it when he asks for it. One day, in a fit of rage, my neighbor pounds on my door and asks for the gun so that he can take vengeance on someone.On the one hand, the duty of fidelity obligates me to return the gun; on the other hand, the duty of nonmaleficence obligates me to avoid injuring others and thus not return the gun. According to Ross, I will intuitively kn ow which of these duties is my actual duty, and which is my apparent or prima facie duty. In this case, my duty of nonmaleficence emerges as my actual duty and I should not return the gun. c. Consequentialist Theories It is common for us to determine our moral responsibility by weighing the consequences of our actions.According to consequentialism[->20], correct moral conduct is determined solely by a cost-benefit analysis of an action’s consequences: Consequentialism: An action is morally right if the consequences of that action are more favorable than unfavorable. Consequentialist normative principles require that we first tally both the good and bad consequences of an action. Second, we then determine whether the total good consequences outweigh the total bad consequences. If the good consequences are greater, then the action is morally proper. If the bad consequences are greater, then the action is morally improper.Consequentialist theories are sometimes called teleologic al theories, from the Greek word telos, or end, since the end result of the action is the sole determining factor of its morality. Consequentialist theories became popular in the 18th century by philosophers who wanted a quick way to morally assess an action by appealing to experience, rather than by appealing to gut intuitions or long lists of questionable duties. In fact, the most attractive feature of consequentialism is that it appeals to publicly observable consequences of actions.Most versions of consequentialism are more precisely formulated than the general principle above. In particular, competing consequentialist theories specify which consequences for affected groups of people are relevant. Three subdivisions of consequentialism emerge:  ·Ethical Egoism: an action is morally right if the consequences of that action are more favorable than unfavorable only to the agent performing the action.  ·Ethical Altruism: an action is morally right if the consequences of that act ion are more favorable than unfavorable to everyone except the agent. Utilitarianism: an action is morally right if the consequences of that action are more favorable than unfavorable to everyone. All three of these theories focus on the consequences of actions for different groups of people. But, like all normative theories, the above three theories are rivals of each other. They also yield different conclusions. Consider the following example. A woman was traveling through a developing country when she witnessed a car in front of her run off the road and roll over several times.She asked the hired driver to pull over to assist, but, to her surprise, the driver accelerated nervously past the scene. A few miles down the road the driver explained that in his country if someone assists an accident victim, then the police often hold the assisting person responsible for the accident itself. If the victim dies, then the assisting person could be held responsible for the death. The driver continued explaining that road accident victims are therefore usually left unattended and often die from exposure to the country’s harsh desert conditions.On the principle of ethical egoism[->21], the woman in this illustration would only be concerned with the consequences of her attempted assistance as she would be affected. Clearly, the decision to drive on would be the morally proper choice. On the principle of ethical altruism, she would be concerned only with the consequences of her action as others are affected, particularly the accident victim. Tallying only those consequences reveals that assisting the victim would be the morally correct choice, irrespective of the negative consequences that result for her.On the principle of utilitarianism, she must consider the consequences for both herself and the victim. The outcome here is less clear, and the woman would need to precisely calculate the overall benefit versus disbenefit of her action. i. Types of Utilitarianism J eremy Bentham[->22] presented one of the earliest fully developed systems of utilitarianism. Two features of his theory are noteworty. First, Bentham proposed that we tally the consequences of each action we perform and thereby determine on a case by case basis whether an action is morally right or wrong. This aspect of Bentham’s theory is known as act-utilitiarianism.Second, Bentham also proposed that we tally the pleasure and pain which results from our actions. For Bentham, pleasure and pain are the only consequences that matter in determining whether our conduct is moral. This aspect of Bentham’s theory is known as hedonistic utilitarianism. Critics point out limitations in both of these aspects. First, according to act-utilitarianism, it would be morally wrong to waste time on leisure activities such as watching television, since our time could be spent in ways that produced a greater social benefit, such as charity work. But prohibiting leisure activities doesnâ €™t seem reasonable.More significantly, according to act-utilitarianism, specific acts of torture or slavery would be morally permissible if the social benefit of these actions outweighed the disbenefit. A revised version of utilitarianism called rule-utilitarianism addresses these problems. According to rule-utilitarianism, a behavioral code or rule is morally right if the consequences of adopting that rule are more favorable than unfavorable to everyone. Unlike act utilitarianism, which weighs the consequences of each particular action, rule-utilitarianism offers a litmus test only for the morality of moral rules, such as â€Å"stealing is wrong. Adopting a rule against theft clearly has more favorable consequences than unfavorable consequences for everyone. The same is true for moral rules against lying or murdering. Rule-utilitarianism, then, offers a three-tiered method for judging conduct. A particular action, such as stealing my neighbor’s car, is judged wrong sin ce it violates a moral rule against theft. In turn, the rule against theft is morally binding because adopting this rule produces favorable consequences for everyone. John Stuart Mill’s version of utilitarianism is rule-oriented.Second, according to hedonistic utilitarianism, pleasurable consequences are the only factors that matter, morally speaking. This, though, seems too restrictive since it ignores other morally significant consequences that are not necessarily pleasing or painful. For example, acts which foster loyalty and friendship are valued, yet they are not always pleasing. In response to this problem, G. E. Moore [->23]proposed ideal utilitarianism, which involves tallying any consequence that we intuitively recognize as good or bad (and not simply as pleasurable or painful). Also, R. M.Hare proposed preference utilitarianism, which involves tallying any consequence that fulfills our preferences. ii. Ethical Egoism and Social Contract Theory We have seen (in Secti on 1. b. i) that Hobbes was an advocate of the methaethical theory of psychological egoism—the view that all of our actions are selfishly motivated. Upon that foundation, Hobbes developed a normative theory known as social contract theory[->24], which is a type of rule-ethical-egoism. According to Hobbes, for purely selfish reasons, the agent is better off living in a world with moral rules than one without moral rules.For without moral rules, we are subject to the whims of other people’s selfish interests. Our property, our families, and even our lives are at continual risk. Selfishness alone will therefore motivate each agent to adopt a basic set of rules which will allow for a civilized community. Not surprisingly, these rules would include prohibitions against lying, stealing and killing. However, these rules will ensure safety for each agent only if the rules are enforced. As selfish creatures, each of us would plunder our neighbors’ property once their gua rds were down.Each agent would then be at risk from his neighbor. Therefore, for selfish reasons alone, we devise a means of enforcing these rules: we create a policing agency which punishes us if we violate these rules. 3. Applied Ethics Applied ethics is the branch of ethics which consists of the analysis of specific, controversial moral issues such as abortion, animal rights, or euthanasia. In recent years applied ethical issues have been subdivided into convenient groups such as medical ethics, business ethics, environmental ethics[->25], and sexual ethics[->26].Generally speaking, two features are necessary for an issue to be considered an â€Å"applied ethical issue. † First, the issue needs to be controversial in the sense that there are significant groups of people both for and against the issue at hand. The issue of drive-by shooting, for example, is not an applied ethical issue, since everyone agrees that this practice is grossly immoral. By contrast, the issue of g un control would be an applied ethical issue since there are significant groups of people both for and against gun control.The second requirement for an issue to be an applied ethical issue is that it must be a distinctly moral issue. On any given day, the media presents us with an array of sensitive issues such as affirmative action policies, gays in the military, involuntary commitment of the mentally impaired, capitalistic versus socialistic business practices, public versus private health care systems, or energy conservation. Although all of these issues are controversial and have an important impact on society, they are not all moral issues. Some are only issues of social policy.The aim of social policy is to help make a given society run efficiently by devising conventions, such as traffic laws, tax laws, and zoning codes. Moral issues, by contrast, concern more universally obligatory practices, such as our duty to avoid lying, and are not confined to individual societies. Fre quently, issues of social policy and morality overlap, as with murder which is both socially prohibited and immoral. However, the two groups of issues are often distinct. For example, many people would argue that sexual promiscuity is mmoral, but may not feel that there should be social policies regulating sexual conduct, or laws punishing us for promiscuity. Similarly, some social policies forbid residents in certain neighborhoods from having yard sales. But, so long as the neighbors are not offended, there is nothing immoral in itself about a resident having a yard sale in one of these neighborhoods. Thus, to qualify as an applied ethical issue, the issue must be more than one of mere social policy: it must be morally relevant as well. In theory, resolving particular applied ethical issues should be easy.With the issue of abortion, for example, we would simply determine its morality by consulting our normative principle of choice, such as act-utilitarianism. If a given abortion pr oduces greater benefit than disbenefit, then, according to act-utilitarianism, it would be morally acceptable to have the abortion. Unfortunately, there are perhaps hundreds of rival normative principles from which to choose, many of which yield opposite conclusions. Thus, the stalemate in normative ethics between conflicting theories prevents us from using a single decisive procedure for determining the morality of a specific issue.The usual solution today to this stalemate is to consult several representative normative principles on a given issue and see where the weight of the evidence lies. a. Normative Principles in Applied Ethics Arriving at a short list of representative normative principles is itself a challenging task. The principles selected must not be too narrowly focused, such as a version of act-egoism that might focus only on an action’s short-term benefit. The principles must also be seen as having merit by people on both sides of an applied ethical issue.For this reason, principles that appeal to duty to God are not usually cited since this would have no impact on a nonbeliever engaged in the debate. The following principles are the ones most commonly appealed to in applied ethical discussions:  ·Personal benefit: acknowledge the extent to which an action produces beneficial consequences for the individual in question.  ·Social benefit: acknowledge the extent to which an action produces beneficial consequences for society.  ·Principle of benevolence: help those in need. Principle of paternalism: assist others in pursuing their best interests when they cannot do so themselves.  ·Principle of harm: do not harm others.  ·Principle of honesty: do not deceive others.  ·Principle of lawfulness: do not violate the law.  ·Principle of autonomy: acknowledge a person’s freedom over his/her actions or physical body.  ·Principle of justice: acknowledge a person’s right to due process, fair compensation for harm done, a nd fair distribution of benefits.  ·Rights: acknowledge a person’s rights to life, information, privacy, free expression, and safety.The above principles represent a spectrum of traditional normative principles and are derived from both consequentialist and duty-based approaches. The first two principles, personal benefit and social benefit, are consequentialist since they appeal to the consequences of an action as it affects the individual or society. The remaining principles are duty-based. The principles of benevolence, paternalism, harm, honesty, and lawfulness are based on duties we have toward others. The principles of autonomy, justice, and the various rights are based on moral rights.An example will help illustrate the function of these principles in an applied ethical discussion. In 1982, a couple from Bloomington, Indiana gave birth to a baby with severe mental and physical disabilities. Among other complications, the infant, known as Baby Doe, had its stomach dis connected from its throat and was thus unable to receive nourishment. Although this stomach deformity was correctable through surgery, the couple did not want to raise a severely disabled child and therefore chose to deny surgery, food, and water for the infant.Local courts supported the parents’ decision, and six days later Baby Doe died. Should corrective surgery have been performed for Baby Doe? Arguments in favor of corrective surgery derive from the infant’s right to life and the principle of paternalism which stipulates that we should pursue the best interests of others when they are incapable of doing so themselves. Arguments against corrective surgery derive from the personal and social disbenefit which would result from such surgery. If Baby Doe survived, its quality of life would have been poor and in any case it probably would have died at an early age.Also, from the parent’s perspective, Baby Doe’s survival would have been a significant emotio nal and financial burden. When examining both sides of the issue, the parents and the courts concluded that the arguments against surgery were stronger than the arguments for surgery. First, foregoing surgery appeared to be in the best interests of the infant, given the poor quality of life it would endure. Second, the status of Baby Doe’s right to life was not clear given the severity of the infant’s mental impairment. For, to possess moral rights, it takes more than merely having a human body: certain cognitive functions must also be present.The issue here involves what is often referred to as moral personhood, and is central to many applied ethical discussions. b. Issues in Applied Ethics As noted, there are many controversial issues discussed by ethicists today, some of which will be briefly mentioned here. Biomedical ethics focuses on a range of issues which arise in clinical settings. Health care workers are in an unusual position of continually dealing with life and death situations. It is not surprising, then, that medical ethics issues are more extreme and diverse than other areas of applied ethics.Prenatal issues arise about the morality of surrogate mothering, genetic manipulation of fetuses, the status of unused frozen embryos, and abortion. Other issues arise about patient rights and physician’s responsibilities, such as the confidentiality of the patient’s records and the physician’s responsibility to tell the truth to dying patients. The AIDS crisis has raised the specific issues of the mandatory screening of all patients for AIDS, and whether physicians can refuse to treat AIDS patients. Additional issues concern medical experimentation on humans, the morality of involuntary commitment, and the rights of the mentally disabled.Finally, end of life issues arise about the morality of suicide, the justifiability of suicide intervention, physician assisted suicide, and euthanasia. The field of business ethics exami nes moral controversies relating to the social responsibilities of capitalist business practices, the moral status of corporate entities, deceptive advertising, insider trading, basic employee rights, job discrimination, affirmative action, drug testing, and whistle blowing. Issues in environmental ethics often overlaps with business and medical issues.These include the rights of animals, the morality of animal experimentation, preserving endangered species, pollution control, management of environmental resources, whether eco-systems are entitled to direct moral consideration, and our obligation to future generations. Controversial issues of sexual morality include monogamy versus polygamy, sexual relations without love, homosexual relations, and extramarital affairs. Finally, there are issues of social morality which examine capital punishment, nuclear war, gun control, the recreational use of drugs, welfare rights, and racism. 4. References and Further Reading Anscombe,Elizabeth â€Å"Modern Moral Philosophy,† Philosophy, 1958, Vol. 33, reprinted in her Ethics, Religion and Politics (Oxford: Blackwell, 1981).  ·Aristotle, Nichomachean Ethics, in Barnes, Jonathan, ed. , The Complete Works of Aristotle (Princeton, N. J. : Princeton University Press, 1984).  ·Ayer, A. J. , Language, Truth and Logic (New York: Dover Publications, 1946).  ·Baier, Kurt, The Moral Point of View: A Rational Basis of Ethics (Cornell University Press, 1958).  ·Bentham, Jeremy, Introduction to the Principles of Morals and Legislation (1789), in The Works of Jeremy Bentham, edited by John Bowring (London: 1838-1843). Hare, R. M. , Moral Thinking, (Oxford: Clarendon Press, 1981).  ·Hare, R. M. , The Language of Morals (Oxford: Oxford University Press, 1952).  ·Hobbes, Thomas, Leviathan, ed. , E. Curley, (Chicago, IL: Hackett Publishing Company, 1994).  ·Hume, David, A Treatise of Human Nature (1739-1740), eds. David Fate Norton, Mary J. Norton (Oxford; New York: Oxf ord University Press, 2000).  ·Kant, Immanuel, Grounding for the Metaphysics of Morals, tr, James W. Ellington (Indianapolis: Hackett Publishing Company, 1985).  ·Locke, John, Two Treatises, ed. Peter Laslett (Cambridge: Cambridge University Press, 1963).  ·MacIntyre, Alasdair, After Virtue, second edition, (Notre Dame: Notre Dame University Press, 1984).  ·Mackie, John L. , Ethics: Inventing Right and Wrong, (New York: Penguin Books, 1977).  ·Mill, John Stuart, â€Å"Utilitarianism,† in Collected Works of John Stuart Mill, ed. , J. M. Robson (London: Routledge and Toronto, Ont. : University of Toronto Press, 1991).  ·Moore, G. E. , Principia Ethica, (Cambridge: Cambridge University Press, 1903).  ·Noddings, Nel, â€Å"Ethics from the Stand Point Of Women,† in Deborah L.Rhode, ed. , Theoretical Perspectives on Sexual Difference (New Haven, CT: Yale University Press, 1990).  ·Ockham, William of, Fourth Book of the Sentences, tr. Lucan Freppert, The Basis of Morality According to William Ockham (Chicago: Franciscan Herald Press, 1988).  ·Plato, Republic, 6:510-511, in Cooper, John M. , ed. , Plato: Complete Works (Indianapolis: Hackett Publishing Company, 1997).  ·Samuel Pufendorf, De Jure Naturae et Gentium (1762), tr. Of the Law of Nature and Nations  ·Samuel Pufendorf, De officio hominis et civis juxta legem naturalem (1673), tr. The Whole Duty of Man according to the Law of Nature (London, 1691).  ·Sextus Empiricus, Outlines of Pyrrhonism, trs. J. Annas and J. Barnes, Outlines of Scepticism (Cambridge: Cambridge University Press, 1994).  ·Stevenson, Charles L. , The Ethics of Language, (New Haven: Yale University Press, 1944).  ·Sumner, William Graham, Folkways (Boston: Guinn, 1906). Author Information James Fieser Email: [email  protected] edu[->27] University of Tennessee at Martin Last updated: May 10, 2009 | Originally published: June 29, 2003 [->0] – .. /mor-epis [->1] – .. /objectiv [->2] â€⠀œ .. /time [->3] – .. plato [->4] – .. /divine-c [->5] – .. /god-west [->6] – .. /ockham [->7] – .. /relativi [->8] – .. /praise [->9] – .. /hobmoral [->10] – .. /psychego/ [->11] – .. /butler [->12] – .. /humemora [->13] – .. /non-cogn [->14] – .. /kantmeta [->15] – .. /virtue [->16] – .. /moral-ch [->17] – .. /aris-eth [->18] – .. /hum-rts [->19] – .. /locke [->20] – .. /conseque [->21] – .. /egoism [->22] – .. /bentham [->23] – .. /moore [->24] – .. /soc-cont [->25] – .. /envi-eth [->26] – .. /sexualit [->27] – mailto:[email  protected] edu

Effects of Reality Shows on Society

EFFCTS OF REALITY SHOWS ON SOCIETY Dissertation submitted in partial fulfillment of the award of the Degree of Master of Business Administration in M&E (2011 – 2013) By NEENA MALVIYA 112516026 Manipal University Bangalore Campus Bangalore December 2012 EFFCTS OF REALITY SHOWS ON SOCIETY Dissertation submitted in partial fulfillment of the award of the Degree of Master of Business Administration in Media and Entertainment By NEENA MALVIYA Department of Media and Entertainment Manipal University Bangalore Campus Bangalore 19-11-2012 DeclarationI hereby declare that this dissertation titled ‘EFFCTS OF REALITY SHOWS ON SOCIETY’. Submitted in the partial fulfillments of the requirements of the Degree of Master of Business and Administration in Media and Entertainment of Manipal University Bangalore Campus, has been written under the guidance and supervision of Prof. Sachin. s. Tantri. This dissertation or any part thereof is not submitted for any purpose to any other U niversity. Bangalore Abhijeet Gangoli Date: Prof. Shinu Abhi Prof. Sachin.S. Tantri (Head of the Department) CERTIFICATE This is to certify that this dissertation titled‘ EFFCTS OF REALITY SHOWS ON SOCIETY’’. submitted by Neena Malviya the partial fulfillments of the requirements of the Degree of Master of Business and Administration in Media and Entertainment of Manipal University Bangalore Campus, is based on the research work carried under the guidance and supervision. This dissertation or any part thereof is not submitted for any purpose to any other University.Bangalore Date: Prof. Sachin. S. Tantri ACKNOWLEDGEMENT I would like to acknowledge everyone who helped me complete my dissertation. I would like to express my gratitude towards Prof Sachin. S. Tantri for their excellent guidance and timely advice. I would like to thank the respondents who patiently answered questionnaire that formed the crux of my research topic, Industry professionals who gave me w onderful insights during the in-depth interviews and my friends and family for their continued support.I would also like to thank our Head of the Dept. Prof. Shinu Abhi for training us in the concepts of Research Methodology. Table of contents Title page Declaration by the student team Acknowledgement from the student team Table of contents List of tables Executive summary Chapter 1: General Introduction I. Introduction to the study II. Background to the study Chapter 2: Introduction to the problem I. Title of the Study II. Statement of the problem III. Objectives of the study IV. Scope of the study V. Limitations of the study Chapter 3: Industry / Company profileI. Industry Profile. II. Products/services profile. Chapter 4: Review of Literature Introduction I. Literature review II. Theories applicable to the study Chapter 5: Research methodology I. Research design II. Hypothesis if applicable, III. Sampling IV. Tools for data collection V. Field work VI. Methods of data analysis Ch apter 6: Data Analysis I. Data analysis tools. II. Simple tabulation, cross tabulations, descriptive statistics, hypothesis testing and Qualitative Analysis. Chapter 7: Summary of finding, suggestions and recommendations Chapter 8: ConclusionExecutive summary: India is the world’s third largest TV market with almost 138 million is growing optimism in the industry. There will be great demand TV Households (HHs) next to China and USA. The television and broadcasting industry has grown tremendously could be tapped for further growth of the medium over the last two decades, with an average growth rate in double digits. The industry added almost 100 million viewers in 2010 to reach 600 million viewers and crossed the 550 channel mark from 460 in 2009. The report analyses on reality television shows.It identifies that the popularity of these shows among networks and marketers are due to monetary opportunities and brand awareness. These shows have psychological, social, cultural and personal effects on consumer behavior has they learn and relate to the contestants situations and problems. This behavior affects trends and patterns in retail buying power and the right viewers exercise in showing reaction has they are empowered to participate in the shows. It also puts forward the cultural, political and social factors as reality TV concepts are not readily adaptable and require modification.After immense success of these shows, viewer’s arte contended as its entertaining even when it lacks realism. Finally it concludes that these shows are more interested in profit making than entertaining viewers. The report also recommends for media to accept responsible journalism and focus on ethics and moral to target social problems. chapter 1: General Introduction 1. 1 Introduction to the study â€Å"A reality show is the live telecast of the performance or the activity of the person who may be the expert or non expert of the respective field in unpredictable envi ronment &in unscripted manner†.

Linguistics and Poetry

1 PREFACE TO SIDNEY’S ASTROPHEL AND STELLA Somewhat To Read For Them That List Tempus adest plausus, aurea pompa venit, so ends the scene of idiots, and enter Astrophel in pomp.Gentlemen, that have seen a thousand lines of folly drawn forth ex uno puncto impudentiae, & two famous mountains to go to the conception of one mouse, that have had your ears deafened with the echo of Fame’s brazen towers, when only they have been touched with a leaden pen, that have seen Pan sitting in his bower of delights, & a number of Midases to admire his miserable hornpipes, let not your surfeited sight, new come from such puppet play, think scorn to turn aside into this theatre of pleasure, for here you shall find a paper stage strewed with pearl, an artificial heaven to overshadow the fair frame, & crystal walls to encounter your curious eyes, whiles the tragi-comedy of love is performed by starlight. The chief actor here is Melpomene, whose dusky robes, dipped in the ink of tears, as y et seem to drop when I view them near. The argument, cruel chastity; the prologue, hope; the epilogue, despair; Videte, queso, et linguis animisque fauete.And here, peradventure, my witless youth may be taxed with a margent note of presumption for offering to put up any motion of applause in the behalf of so excellent a poet (the least syllable of whose name, sounded in the ears of judgement, is able to give the meanest line he writes a dowry of immortality), yet those that observe how jewels oftentimes come to their hands that know not their value, & that the coxcombs of our days, like Aesop’s cock, had rather have a barley-kernel wrapped up in a ballad than they will dig for the wealth of wit in any ground that they know not, I hope will also hold me excused, though I open the gate to his glory, & invite idle ears to the admiration of his melancholy. Quid petitur sacris nisi tantum fama poetis?Which although it be oftentimes imprisoned in ladies’ casks & the preceden t books of such as cannot see without another man’s spectacles, yet at length it breaks forth in spite of his keepers, and useth some private pen (instead of a picklock) to procure his violent enlargement. The sun for a time may mask his golden head in a cloud, yet in the end the thick veil doth vanish, and his embellished blandishment appears. Long hath Astrophel (England’s sun) withheld the beams of his spirit from the common view of our dark sense, and night hath hovered over the gardens of the nine sisters, while ignis fatuus and gross fatty flames (such as commonly arise out of dunghills) have took occasion, in the middest eclipse of his shining perfections, to wander abroad with a wisp of paper at their tails like hobgoblins, and lead men up and down in a circle of absurdity a whole week, and never know where they are.But now that cloud of sorrow is dissolved which fiery love exhaled from his dewy hair, and affection hath unburdened the labouring streams of her w omb in the low cistern of his grave; the night hath resigned her jetty throne unto Lucifer, and clear daylight possesseth the sky that was dimmed; wherefore break off your dance, you fairies and elves, and from the fields with the torn carcasses of your timbrels, for your kingdom is expired. Put out your rush candles, you poets and rimers, and bequeath your crazed quartorzains to the chandlers, for lo, here he cometh that hath broken your legs. Apollo hath resigned his ivory harp unto Astrophel, & he, like Mercury, must lull you 2 ________________________________________________________________________ PREFACE TO SIDNEY’S ASTROPHEL AND STELLA asleep with his music. Sleep Argus, sleep ignorance, sleep impudence, for Mercury hath Io, & only Io Paean belongeth to Astrophel.Dear Astrophel, that in the ashes of thy love livest again like the phoenix; O, might thy body (as thy name) live again likewise here amongst us, but the earth, the mother of mortality, hath snatched thee too soon into her chilled cold arms, and will not let thee by any means be drawn from her deadly embrace, and thy divine soul, carried on an angel’s wings to heaven, is installed in Hermes’ place, sole prolocutor to the gods. Therefore mayest though never return from the Elysian fields like Orpheus; therefore must we ever mourn for our Orpheus. Fain would a second spring of passion here spend itself on his sweet remembrance, but religion, that rebuketh profane lamentation, drinks in the rivers of those despairful tears which langorous ruth hath outwelled, & bids me look back to the house of honour where, from one & the selfsame root of renown, I shall find many goodly branches derived, & such as, with the spreading increase of their virtues, may somewhat overshadow the grief of his loss. Amongst the which, fair sister of Phoebus eloquent secretary to the Muses, most rare Countess of Pembroke, thou art not to be omitted, whom arts do adore as a second Minerva, and our poets extol as the patroness of their invention, for in thee the Lesbian Sappho with her lyric harp is disgraced, & the laurel garland which thy brother so bravely advanced on his lance is still kept green in the temple of Pallas. Thou only sacrificest thy soul to contemplation, thou only entertainest empty-handed Homer, & keepest the springs of Castalia from being dried up. Learning, wisdom, beauty, and all other ornaments of nobility whatsoever, seek to approve themselves in thy sight, and get a further seal of felicity from the smiles of thy favour: O Ioue digna viro ni Ioue nata fores.I fear I shall be counted a mercenary flatterer for mixing my thoughts with such figurative admiration, but general report, that surpasseth my praise, condemneth my rhetoric of dullness for so cold a commendation. Indeed, to say the truth, my style is somewhat heavy-gaited, and cannot dance trip and go so lively with Oh, my love, ah, my love, all my love’s gone as other shepherds that have been f ools in the morris time out of mind, nor hath my prose any skill to imitate the Almain leap verse, or sit taboring five years together nothing but to be, to be, on a paper drum. Only I can keep pace with Gravesend barge, and care not if I have water enough to land my ship of fools with the term (the tide, I should say).Now every man is not of that mind, for some, to go the lighter away, will take in their fraught of spangled feathers, golden pebbles, straw, reeds, bulrushes, or anything, and then they bear out their sails as proudly as if they were ballasted with bull-beef. Others are so hardly bested for loading that they are fallen to retail the cinders of Troy and the shivers of broken truncheons to fill up their boat, that else should go empty, and if they have but a pound-weight of good merchandise, it shall be placed at the poop, or plucked in a thousand pieces to credit their carriage. For my part, every man as he likes, Mens cuiusque is est quisque. ‘Tis as good to go in cutfingered pumps as cork-shoes, if one wear Cornish diamonds on his toes.To explain it by a more familiar example, an ass is no great state man in the beasts’ commonwealth, though he wear his ears upsevant muff, after the Muscovy fashion, & hang the lip like a cap-case half open, or look as demurely as a sixpenny brown loaf, for he hath some 3 ________________________________________________________________________ PREFACE TO SIDNEY’S ASTROPHEL AND STELLA imperfections that do keep him from the common council, yet of many he is deemed a very virtuous member, and one of the honestest sort of men that are, so that our opinion (as Sextus Empiricus affirmeth) gives the name of good or ill to everything. Out of whose works (lately translated into English for the benefit of unlearned writers) a man might collect a whole book of this argument, which no doubt would prove a worthy commonwealth matter, and far better than wit’s wax kernel: Much good worship have the a uthor.Such is this golden age wherein we live, and so replenished with golden asses of all sorts that, if learning had lost itself in a grove of genealogies, we need do no more but set an old goose over half a dozen pottle-pots (which are, as it were, the eggs of invention), and we shall have such a breed of books within a little while after as will fill all the world with the wild-fowl of good wits; I can tell you this is a harder thing than making gold of quicksilver, and will trouble you more than the moral of Aesop’s glow-worm hath troubled our English apes, who, striving to warm themselves with the flame of the philosophers’ stone, have spent all their wealth in buying bellows to blow this false fire. Gentlemen, I fear I have too much presumed on your idle leisure, and been too bold, to stand talking all this while in another man’s door, but now I will leave you to survey the pleasures of Paphos, and offer your smiles on the altars of Venus. Yours in all de sire to please, Tho: Nashe.