Drama: Alive And Well Essay -- essays research papers fc

Drama: Alive and Well There have been many dramatic plays over the centuries. Many of these plays have died in their time, while others have lived on. What makes these plays endure time and continue to be influential over time? Perhaps it is the storyline or the interesting nature of the play is what makes these dramas last. I think that it is the focus on human nature and its essential truths that keep these plays alive. Most of the plays, still enacted in theaters today, deal with social issues that people can learn from and relate to. Social relationships seem to remain constant over time. Technology has changed dramatically, but human interaction is still basically the same. Human relationships have been recorded and interpreted by many authors in different literary genres through time. Drama has produced many lasting works. They have lasted because peoples ability to relate to them in any time frame due to the social theme, specifically, individualism, reality versus fantasy, actions and consequences, social standing, lies and deceptions, and human talents. In ancient Greece, the people believed in many gods. It was thought that going against the will of these gods would result in punishment. The famous Greek writer, Sophocles, made a very good interpretation of this relationship between the people and the gods in the tragedy titled "Antigone." This play focused on the actions of the characters in the play, and the consequences that would result. It made a direct link between the consequences and the power of the gods. Creon, the stubborn king, would not bury Polynices even though it was the will of the gods. The blind prophet Tiresias warns Creon of this. He says â€Å"all men make mistakes, it is only human... a man can turn back on his folly, misfortune too, if he tries to make amends† (Sophocles). Creon would eventually lose his son and his wife in this ordeal. Creon was too stubborn to succumb to the gods, and that was the consequence he faced. We can relate to this scenario today. The gods may not be that are the source of our consequences, but everyone knows that actions always bring about consequences, either by law or just life. This play may urge a reader to consider his actions when thinking of what happened to Creon. ... ...erie" and its theme of escape is recognized by many people and is then kept alive in the literature world. Tennessee Williams’ ability to bring us into the mind of Tom makes the play interesting and gives it a lasting effect. The ability to relate to characters in drama and to the social theme is the key to the lasting effect of these plays. There are many other reasons for the plays' remaining existence, but none compare to the personal relationships that are built in the dramas such as "Doll's House" and "Everyman." People enjoy this relationship, and it is those people who keep the plays in existence by purchasing the paperback or attending the play at a theater. Works Cited Anonymous. Everyman. Discovering Literature: Compact Edition. Ed. Guth and Rico. New Jersey: Prentice Hall, 2000. 1060-1071. Jokinen, Anniina. Everyman: an Introduction. 29 October 1999. http://www.luminarium.org/medlit/intro.htm (2000-MAR-27). Sophocles. Antigone. Discovering Literature: Compact Edition. Ed. Guth and Rico. New Jersey: Prentice Hall, 2000. 738-776.

Leading Teams Essay

The following report presents an analysis of Shell Oil, and the ways in which it incorporates team leadership concepts in balancing stakeholder needs. Stakeholders are defined in The Times 100 case study Balancing Stakeholder Needs as â€Å"anyone who has an interest in what a business does or an influence on the business†. The case study continues on to identify Shell’s stakeholders as shareholders, employees, suppliers, customers, local communities, and interest groups. It is vitally important for large corporations such as Shell to balance the needs of these parties, in order to ensure profitable, safe and continuous operations. In order to do so, Shell must consider what the needs of each of these groups are, and how to use leadership to control the effects of conflicting needs. a) Making reference to appropriate theory what aspects of leadership and team dynamics may Shell have considered when considering their approach to balancing Stakeholder needs? The leadership tactics employed by Shell in balancing stakeholder needs will be varied, but will no doubt include an assessment of its vision and principles, the corporate leadership style, and how to construct its teams to maximise performance. The statement â€Å"Begin with the end in mind† (Covey 2004 cited Benson and Rice 2009a, p.3), gives a fair indication as to the purpose and necessity of a corporate vision. Where is the business going, and how is it going to get there? An essential element to leadership, a vision defines the goal that everyone in the company should be working towards. Kotter (1990, p.105) suggests that a key part of vision is â€Å"how well it serves the interests of important constituencies†. In other words, Shell should display balanced stakeholders needs in the company vision. According to Nanus (1992 cited Southwest Educational Development Laboratory, 1993), a vision should also display the following  characteristics, which Shell would likely have taken into account for each group of stakeholders: * Attracts commitment and energises people * Creates meaning in workers lives * Establishes a standard of excellence * Bridges the present to the future * Transcends the status quo. Shell publishes its vision, along with its core values and other operating principles in the Shell General Business Principles, which is widely communicated, and available for download from the company’s website. Shell has clearly recognised for quite some time the value and necessity for a vision in balancing needs, as the first set of principles was originally published in 1976 (Royal Dutch Shell plc 2005). It is important to separate leadership from management. Kotter (1990, p.104) states that â€Å"Management is about coping with complexity†, and that â€Å"Leadership, by contrast, is about coping with change.† And what is a vision, if not an anticipated change to the company? The management of change is a key role of leadership. The recent corporate restructuring and appointment of a new CEO in July 2009 (Wighton 2010), shows that Shell’s leaders are required to consistently react to changes such as market conditions, and adjust its focus to ensure al l stakeholder needs are still being met. The study of leadership in general has led to many differing leadership theories, which can essentially be divided into two categories; Behaviour Models, and Situational Leadership. Behaviour Models tend to address the personal traits of the individual leader, and Situational Leadership addresses a customisation of style to each new situation. While it is possible to apply some Behaviour Model theories to an organisation, it is more likely that Shell apply Situational Leadership methods, altering the balance of task vs. relationship dependent on which stakeholder group is being considered. Shell will also have spent considerable time finding the most effective teams for their business profile. Owing to the highly technical nature of Shell’s operations, there is a good possibility that it uses expert teams to ensure that shareholder needs are incorporated at every level of the organisation. For example, and expert in say, oil drilling, may not have the expertise to determine what effects a proposed course of action would have on the local  community. It is worth noting however, that it may be time for Shell to re-evaluate the effectiveness of its teams. Wighton (2010) reports that Shell has been â€Å"plagued by delays and budget overruns on big projects†, indicating that its teams are not performing. To ensure that stakeholder needs are being met, Shell will have incorporated ways in which to monitor and control performance within the organisation. Shell begins by reporting. It reports on several sectors of the business, to include annual financial reports, which are particularly relevant to shareholders, and sustainability reporting, which will be of interest to local communities and interest groups (Shell International B.V. 2010a). It became apparent, through the annual reporting to their shareholders in May 2009 that Shell had misinterpreted its shareholders needs. This resulted in a tense annual meeting where the shareholders voted 60% against the proposed incentive scheme for executives, which would have seen top executives receive large bonuses, even if they failed to meet performance targets (Lindsay and Pagnamenta 2010) b) How may Shell’s approach to balancing Stakeholder need’s impact upon employee motivation? There are two major motivational theories which are widely used in the field of management; Herzberg’s Two Factor Theory (1959 cited Boddy 2008, p. 500-502), and Maslow’s Hierarchy of Needs (1970 cited Boddy 2008, p. 494-497). The Two Factor theory suggests that there are two elements to motivation, Motivating Factors, and Hygiene Factors. Motivating Factors contribute to an employee’s satisfaction, and Hygiene Factors contribute to their dissatisfaction. The theory identifies these factors as: Motivating Factors| Hygiene Factors| Achievement| Company Policies| Recognition| Supervision| The work itself| Relationship with Supervisor and Peers| Responsibility| Work conditions| Advancement| Salary| Growth| Status| | Security| Herzberg went on to conclude that satisfaction and dissatisfaction are not opposites. The opposite of satisfaction is no satisfaction, with the opposite of dissatisfaction being no dissatisfaction. In other words, the absence of Motivating factors does not create dissatisfaction, and the existence of the Hygiene Factors does not create satisfaction. On the other hand, in the Hierarchy of Needs, Maslow speculates that everyone has a prescribed set of needs that must be met in a certain order, as follows: Maslow maintains that employees begin by looking to fill Physiological needs, for example a properly heated/cooled workplace. Only when Physiological needs are met, or mostly met, will an employee seek to fulfil their Security needs, for example a permanent contract. And so on through the other needs. Both of these theories have identified common areas of motivation relating to security (job security, salary), recognition (status, advancement, self-esteem, rewards), and job development (growth, achievement, self actualisation, responsibility). Regardless of which theory, if any, that Shell has chosen to adopt, these are the basic employee needs that they will need to have taken into account. It is a widely held belief that employees are a company’s greatest asset, which means that their role as stakeholders is an important one. If Shell is getting the stakeholder balance right, they will have addressed their employee’s needs, which should result in positive levels of employee motivation. As we saw in Question a) however, it is not always that easy to get the balance right. If Shell has favoured its shareholder needs, this could potentially lead to employee pay cuts and a reduction in safety costs, in order to maximise profits. If interest groups and local communities are favoured, this could potentially lead to the cancellation of new and innovative projects that would have allowed employees to develop new skills and achieve new discoveries. All of these outcomes would have a noticeably negative effect on employee motivation. If we are to believe Shell, it recognises this need for balance, and goes to great efforts to ensure that employee’s needs for recognition and job development are met (Shell International B.V. 2010b). It professes on its website: * â€Å"Joining Shell means getting more out of your working life than you thought possible.† (Shell International B.V. 2010b) * â€Å" [We make] every effort to provide the kind of rewards and benefits that will complement your own particular lifestyle and needs† (Shell International B.V. 2010c) Certainly, the testimonials offered by Shell employees, from every facet of the organization, seem to support these statements (Shell International B.V. 2010d). It is worth noting however, that nowhere in the literature published in the Jobs & Career section of the Shell website, does it address the subjects of job stability, employee safety, or personal security. It was reported by Wighton (2010) that within weeks of his taking over at the helm of Shell in July 2009, Peter Voser had cut 5000 jobs. Combine this with the inherent safety risks of the petrochemical industry, and the security risks associated with operations in locations such as Nigeria, and some doubt is cast on Shell’s ability to meet all of their employee’s needs. c) What conflict situations may Shell have needed to consider and manage in order to successfully achieve its balance towards Stakeholder needs? Shell has five main stakeholder groups, shareholders, employees, suppliers, customers, local communities, and interest groups (The Times 100 ca.2009, p. 133-136). The nature and the needs of each one of these groups differs to such a degree that conflict is nearly inevitable. â€Å"Conflict frequently has its roots in difference† (Benson and Rice 2009b, p.2), this statement supports the idea that conflict management can also be regarded as the management of differences. Shell’s balancing of stakeholder needs could essentially be redefined as management of the differences in stakeholder needs; or conflict management. With a multinational company such as Shell, listing potential conflicts could be a daunting task. To begin with, the shareholder’s need to earn the greatest dividends possible is obviously at odds with the em ployee’s desire for greater remuneration and benefits packages. The shareholder’s and employee’s dedication to innovative new technologies and projects may oppose the goals of interest groups who strive  to protect the environment and human rights, and local communities who are stretched to accommodate a new industry. The customer’s desire for a reprieve from the ever increasing cost of fuels is in direct opposition to a supplier’s objective of selling their product at the most profitable price. The list is virtually inexhaustible. Shell has incorporated measures throughout its organization to mitigate potential conflicts, which centre on ensuring balance, communication and involvement. The first and foremost of these measures is Shell’s decision making criteria (The Times 100 ca.2009, p. 136), which is specifically designed to achieve a good balance of stakeholder needs and provide a transparency by assessing: * the economic impact of the activity is likely to yield a good return for shareholders * the social impact will be suitable for employees and communities * the long-term effect of its activity will harm the environment As mentioned in Question a) Shell report openly and honestly on its activities and their effects, through financial and sustainability reporting. According to Shell, they have â€Å"voluntarily reported on our environmental and social performance since 1997 because this performance matters to our stakeholders and to our business success† (Shell International B.V. 2010a). This provides a consistent avenue for communication with stakeholders. The greatest volume of resources dedicated to mitigating conflict can be found in Shell’s social programmes. A brief review of its website reveals that it has no fewer than seven separate social programmes, which focus on a myriad of topics, from sustainable development, to road safety, to HIV/AIDS (Shell International B.V. 2010e). There is an underlying conflict however that is not so easy to identify, and which is not evidently addressed in the mitigation measures. It is the diversity of the stakeholders that presents Shell with perhaps the biggest challenge of all. In order to truly balance stakeholder needs, Shell must consider the cultures in which it operates, and strive to understand â€Å"the richness and strength of the many different facets of diversity, including age, gender, colour, race, ethnicity, religion, differing abilities (physical and cognitive), sexuality, socio-cultural and economic background† (Benson and Rice 2009c, p.2). This will not only affect the way in which it must represent itself in each region, but it will also have a great impact on the internal development of its teams in order to maximize performance.  Again, the management of differences between cultures becomes the management of conflict. d) Conclude by taking the key elements of your observations in steps a-c regarding Shell in order to make a recommendation for other organisations to consider implementing the approach of balancing Stakeholder needs as a means to business success? Shell Oil began as an antiques dealer in London, who diversified into importing shells from the Far East in 1833 (Shell International B.V. 2010f). This is a far cry from the multinational petrochemical company of today that is a recognized symbol around the globe. The business success that has propelled Shell from local antiques store to global giant will not have happened by accident. It will be well calculated and methodically achieved. This outstanding business success will certainly provide many other organizations with insight regarding balancing stakeholder needs which will be beneficial. First and foremost is the need for vision and leadership. Business success on the scale of Shell Oil cannot be achieved without establishing a vision of what that success will look like, and how to get there. A properly composed and communicated vision will essentially be the battle cry that enlists all of your stakeholders to joining in and making the increased business success a reality. To accompany this, it is necessary to embrace the ideas of leadership over management, after all, â€Å"No one yet has figured out how to manage people effectively into battle, they must be led† (Kotter 1990, p.104). Once a vision has been communicated, it will quickly lose momentum if the stakeholders are not informed of its progress. Tools to measure and disseminate the organisation’s and individual’s performance to the vision should be developed. No matter how inspiring the vision and enthusiastic the leadership, effective teams who are able to perform will be essential. Dependent on the type of organization, and its particular stakeholders, the team dynamic required to meet expectations will be different. For example, the approach to technical innovation required by Shell will not be needed in a non-profit organization that gives support to individuals through social programming. Research into effective team structures for the desired outcome is highly recommended. While no one group of stakeholders should overshadow the rest, it is perhaps the employees who will have the most complex needs to balance against the other stakeholders. Every organisation should ensure that the balance of stakeholder needs promotes positive employee motivation  in order to achieve its envisioned business success. A study of motivational theories should be undertaken to understand the various factors, before assessing them within the organisation. As concluded in Question b), Shell has heavily promoted its ability to meet the job development and recognition needs of its employees, though it may have fallen down on fulfilling needs such as job and personal security. This will in part be owing to research and feedback directly from their employees. The employees most valuable to Shell and achieving its vision may be those who are eager to participate in the innovative and technical projects that Shell has to offer, and are willing to sacrifice in other areas as a result. Every organisation should work with its employees to determine what their needs are against the desired outcomes of the company, before assessing how these needs will fit into the balance of stakeholders. An organisation who is striving to achieve business success would benefit from approaching the balancing of stakeholder needs as if it were the management of differences in needs, in other words, conflict management. Consistent communication will be required with each stakeholder group in order to identify and discuss potential conflicts. This will allow the introduction of appropriate mitigation measures within the balance. It is acknowledged that not every organisation will be conducting multinational business; however careful research into the diversity of the stakeholders is recommended. This will allow the organisation to harness the differences within its stakeholder groups, with a view to maximising potential for performance. This report has summarised some of the key areas addressed by Shell Oil in its balancing of stakeholder needs, and has made some high level recommendations for other organisations to consider. Any organisation that is keen to achieve business success will no doubt find value in research regarding Shell’s approach. References Benson, A., and Rice, M., 2009a. Developing and Sustaining Effective Teams Guide 2: What are you there for? Setting Objectives. London: Royal College of Nursing. Available from: http://www.rcn.org.uk/__data/assets/pdf_file/0003/78735/003115.pdf [Accessed 02 February 2010]. Benson, A., and Rice, M., 2009b. Developing and Sustaining Effective Teams Guide 6: Some thoughts about conflict. London: Royal College of Nursing. Available from: http://www.rcn.org.uk/__data/assets/pdf_file/0003/78735/003115.pdf [Accessed 02 February 2010]. Benson, A., and Rice, M., 2009c. Developing and Sustaining Effective Teams Guide 4: Is everyone involved? Diversity. London: Royal College of Nursing. Available from: http://www.rcn.org.uk/__data/assets/pdf_file/0003/78735/003115.pdf [Accessed 02 February 2010]. Boddy, D., 2008. Management: An Introduction. 4th ed. Edinburgh: Pearson Edutcation. Kotter, J.P., 1990. What Leaders Really Do. Harvard Business Review, 68 (3), 103-111. Available from: Business Source Premier, EBSCOhost [Accessed 31 March 2010). Lindsay R. and Pagnamenta, R., 2010. Shell tries to appease investors with caps on pay. The Times, 17 February. Available from: http://business.timesonline.co.uk/tol/business/movers_and_shakers/article7029759.ece [Accessed 21 April 2010]. Royal Dutch Shell plc, 2005. Shell General Business Principles. The Hague: Shell International Limited. Availa ble from: http://www.shell.com/home/content/aboutshell/who_we_are/our_values/sgbp/sgbp_30032008.html [Accessed 03 April 2010]. Shell International B.V., 2010a. Our approach to reporting. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/environment_society/approach_to_reporting/our_approach/our_approach_to_reporting_26042007.html [Accessed 03 April 2010]. Shell International B.V., 2010b. Jobs & Careers. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/careers/ [Accessed 03 April 2010]. Shell International B.V., 2010c. Rewards & Benefits. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/careers/professionals/rewards_and_benefits/professionals_rewards_benefits_13092006.html [Accessed 03 April 2010]. Shell International B.V., 2010d. Meet Our Professionals. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/page/careers/our_people/tool/app_xp_meet_ our_people.html [Accessed 03 April 2010]. Shell International B.V., 2010e. Programmes. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/environment_society/society/our_neighbours/social_investment/programmes/ [Accessed 03 April 2010]. Shell International B.V., 2010f. The beginnings. The Hague: Shell International B.V.. Available

Four Types of Informative Speeches Essay

The last part of chapter 14 is a bit confusing as it attempts to categorize the different approaches to Informative Speaking. For our purposes, we will assign Informative Speeches to the following four (4) types, and this is to REPLACE pages 337-344. Use these, and NOT the ones in the text, to guide you in the development of the Informative Speech. 4 Types of Informative Speeches 1) Descriptive – in the most general sense, you are trying to get the audience to experience something through you. There are 2 approaches to do this: a) the â€Å"real† speech- this is the description of a real, tangible, and physical that is so vivid and precise that the audience can picture it in their mind. The subject could be a place, an object, a person, etc and is described so clearly that the audience can accurately visualize it. b) The â€Å"mood† speech- this is where you attempt to convey just how a particular emotion or feeling feels; and the successful mood speech has the audience actually experiencing that emotional state. For instance, when answering the question â€Å"How does it feel when you are depressed?† the speaker does not simply list other synonymous labels for depression such as ‘down’, ‘bummed’, ‘low’, but focuses instead upon the physiological ( weak, listless), mental (slower thinking, confusion), psychological( joyless, hating self), social( rejected, friendless) aspects. A good contemporary example is the TV ad about ADHD that likens this condition to trying to watch TV with the channels changing every second while showing a rapidly changing TV in the background. Mood speeches are difficult to maintain and develop as the entire speech, and are used many times as a segment of a â€Å"report† speech on that topic. 2) Report – the Report speech is a vastly different speech from the mood speech in that it deals with hard facts and precise data in a very analytical way. It also can be used in a myriad of ways: the life cycle of a flea, a biography of a person, a report giving information about a culture, country, religion, event, medical condition, etc. Even topics of some controversy can be informative in this category: compare/contrast prescription & generic drugs, the legal history of Roe v. Wade, pros/cons of legalizing prostitution/pot/gambling; school uniforms. The over-riding goal here is to remain fair and objective, the audience should not be able to tell what the speaker’s personal position on the topic happens to be. It is unethical to hide a persuasive agenda under the auspices of an Informative speech, so avoid â€Å"I want to inform you why prostitution should be legal† and/or â€Å"†¦so you can see that since the ‘pros’ greatly outweigh the ‘cons’ we should do this†¦Ã¢â‚¬  or to limit the discussion to only the ‘pros’ (or ‘cons’) without fairly and honestly including the ‘cons’ (or ‘pros’). 3) Explanation- the speech of Explanation defines a process. This is NOT a â€Å"how to† speech; it explains how and/or why some process occurs. This is very much like a tour guide at the mint telling their group how coins are made. This is a more intellectual approach to a process- how diamonds are formed, how the AIDS virus invades T-helper cells, how wood becomes petrified, the water cycle, photosynthesis, how microwaves cook food, any surgical procedure, how the brain stores memories, how viruses infect computers, what makes a curveball curve- the list is endless. Think of all the processes you understand, any of them have the potential to be a good explanation speech. 4) Instruction – this IS the traditional â€Å"How to† speech, and this is where the process is actually performed, or we are taught how to do it. This has a ‘hands-on’ feel to it: how to write a good resume, how to save money/gas/time, how to pack for a vacation, how to debug your computer, how to throw a curveball. Sometimes the process can easily be demonstrated within the time limits of a speech; other processes my take longer than the allotted time. If that is the case, then have the successive steps/stages pre-done so you can move easily form one to the next. The audience really doesn’t need to watch you slice six carrots for a salad instead have all of them pre-sliced and just demonstrate a few cuts and then move on, nor do we need to wait until the paint dries. Take a hint from the professionals that do the hobby/craft/cooking shows on TV, a bit of careful planning beforehand can result in a polished presentation of even a very complex process. These are the categories of Informative Speaking. You do not have to stay within just one type, they can be combined as you see fit. For example, in speech that is primarily Explanation, there may be a section where you need to Describe what something looks like and there may be some elements of Report if you discuss the history of it. There is an easy way to consolidate the points of the text with these 4 types of informative speeches. Think of the categories listed in the text as general topic areas from which an Informative Speech topic could be found. Once a topic has been selected, then its development can be guided and focused by the 4 types of informative speeches. For example, one might choose to do a speech about a person (Salvador Dali); it could be Descriptive (describing his physical attributes) or a Report (a biographical speech about his life) or an Explanation (how he created his works) or even some combination of these. The topic is, in all of these cases, ‘a person’ but it has the potential for different types of development; all leading to very different types of speeches. INFORMATIVE SPEAKING TOPICTYPES of AREASSPEECHES PeopleDescriptive Objects real Places mood EventsReport ProcessesExplanation ConceptsInstruction Conditions Issues

Understanding Ancient Maya Storage Systems

Understanding Ancient Maya Storage Systems A chultun (plural chultuns or  chultunes, chultunob in Mayan) is a bottle-shaped cavity, excavated by the ancient Maya into the soft limestone bedrock typical of the Maya area in the Yucatan peninsula. Archaeologists and historians report that chultuns were used for storage purposes, for rainwater or other things, and after abandonment for trash and sometimes even burials. Chultuns were early noted by westerners like Bishop  Diego de Landa, who in his â€Å"Relacion de las Cosas de Yucatan† (On the Things of Yucatan) describes how the Yucatec Maya dug deep wells near their houses and used them to store rainwater. Later explorers  John Lloyd Stephens and Frederick Catherwood  speculated during their trip in Yucatan about the purpose of such cavities and were told by local people that these were used to collect rainwater during the rainy season. The word chultun probably comes from the combination of two Yucatec Mayan words which mean rainwater and stone (chulub and tun). Another possibility, suggested by archaeologist Dennis E. Puleston, is that the term comes from the word for clean (tsul) and stone (tun). In modern Yucatecan Maya language, the term refers to a hole in the ground that is wet or holds water. Bottle-Shaped Chultuns Most of the chultuns in the northern Yucatn peninsula were large and bottle-shaped, a narrow neck and a wider, cylindrical body extending as much as 6 meters (20 feet) into the ground. These chultuns are usually located near residences, and their internal walls often have a thick layer of plaster to make them waterproof. A smaller plastered hole provided access to the interior subterranean chamber. Bottle-shaped chultuns were almost certainly used for water storage: in this part of the Yucatan, natural water sources called cenotes are absent. Ethnographic records (Matheny) illustrate that some modern bottle-shaped chultuns were built for just that purpose. Some ancient chultuns have huge capacities, ranging from 7 to 50 cubic meters (250-1765 cubic feet) of volume, capable of holding between 70,000-500,000 liters (16,000-110,000 gallons) of water. Shoe-Shaped Chultuns Shoe-shaped chultuns are found in the Maya lowlands of southern and eastern Yucatan, most dating to late Preclassic or Classic periods. Shoe-shaped chultuns have a cylindrical main shaft but also with a lateral chamber that extends out like the foot part of a boot. These are smaller than the bottle-shaped ones, only about 2 m (6 ft) deep, and they are typically unlined. They are dug into slightly elevated limestone bedrock and some have low stone walls built around the opening. Some of these have been found with tight-fitting lids. The construction seems to be intended not to keep water in but rather to keep water out; some of the lateral niches are large enough to hold large ceramic vessels. Purpose of the Shoe-Shaped Chultun The function of the shoe-shaped chultuns has been debated among archaeologists for some decades. Puleston suggested they were for food storage. Experiments on this use were carried out in the late 1970s, around the site of Tikal, where many shoe-shaped chultuns had been noted. Archaeologists dug chultuns using Maya technology and then used them to store crops such as maize, beans, and roots. Their experiment showed that although the subterranean chamber offered protection against plant parasites, local humidity levels made the crops such as maize decay very quickly, after only a few weeks. Experiments with seeds from the ramon or breadnut tree had better results: the seeds remained edible for several weeks without much damage. However, recent research has led scholars to believe that the breadnut tree did not play an important role in the Maya diet. It is possible that chultuns were used to store other types of food, ones that have a higher resistance to humidity, or only for a very short period of time. Dahlin and Litzinger proposed that chultuns could have been used for the preparation of fermented drinks such as maize-based chicha beer  since the chultuns internal microclimate seems particularly favorable for this kind of process. The fact that many chultuns have been found in the close proximity of public ceremonial areas in several sites of the Maya lowlands, could be an indication of their importance during communal gatherings when fermented beverages were most often served. The Importance of Chultuns Water was a scarce resource among the Maya in several regions, and chultuns were only part of their sophisticated water control systems. The Maya also built canals and dams, wells, and reservoirs, and terraces and raised fields to control and conserve water. The chultuns were very important resources to the Maya and may well have had a religious significance. Schlegel described the eroded remains of six figures carved into the plaster lining of a bottle-shaped chultun at the Maya site of Xkipeche. The largest one is a 57 cm (22 in) tall monkey; others include toads and frogs and a few have explicitly modeled genitalia. She postulates that the sculptures represent religious beliefs associated with water as a life-giving element. Source:AA.VV. 2011, Los Chultunes, in Arqueologia Maya Chase AF, Lucero LJ, Scarborough VL, Chase DZ, Cobos R, Dunning NP, Fedick SL, Fialko V, Gunn JD, Hegmon M et al. 2014. 2 Tropical Landscapes and the Ancient Maya: Diversity in Time and Space. Archeological Papers of the American Anthropological Association 24(1):11-29. Dahlin BH, and Litzinger WJ. 1986. Old Bottle, New Wine: The Function of Chultuns in the Maya Lowlands. American Antiquity 51(4):721-736. Matheny RT. 1971. Modern Chultun Construction in Western Campeche, Mexico. American Antiquity 36(4):473-475. Puleston DE. 1971. An Experimental Approach to the Function of Classic Maya Chultuns. American Antiquity 36(3):322-335. Schlegel S. 1997. Figuras de estuco en un chultun en Xkipche. Mexicon 19(6):117-119. Weiss-Krejci E, and Sabbas T. 2002. The Potential Role of Small Depressions as Water Storage Features in the Central Maya Lowlands. Latin American Antiquity 13(3):343-357.

TIMEs Person of the Year Winners (1927-2017)

TIME's Person of the Year Winners (1927-2017) Since 1927, TIME Magazine has chosen a man, woman, or idea that for better or worse, has most influenced events in the preceding year. Although TIMEs list is not an academic or objective study of the past, the list gives a contemporary viewpoint of what was important during each year. In 2018, TIME issued four separate covers, memorializing journalists who lost their lives in 2018. They are Jamal Khashoggi, Washington Post columnist;  staff members of the Capital Gazette newspaper; Reuters journalists Wa Lone and Kyaw Soe Oo; and Maria Ressa, journalist and founder of Rappler. TIMEs Person of the Year Winners 1927 Charles Augustus Lindbergh 1928 Walter P. Chrysler 1929 Owen D. Young 1930 Mohandas Karamchand Gandhi 1931 Pierre Laval 1932 Franklin Delano Roosevelt 1933 Hugh Samuel Johnson 1934 Franklin Delano Roosevelt 1935 Haile Selassie 1936 Mrs. Wallis Warfield Simpson 1937 Generalissimo Mme Chiang Kai-Shek 1938 Adolf Hitler 1939 Joseph Stalin 1940 Winston Leonard Spencer Churchill 1941 Franklin Delano Roosevelt 1942 Joseph Stalin 1943 George Catlett Marshall 1944 Dwight David Eisenhower 1945 Harry Truman 1946 James F. Byrnes 1947 George Catlett Marshall 1948 Harry Truman 1949 Winston Leonard Spencer Churchill 1950 American Fighting-Man 1951 Mohammed Mossadegh 1952 Elizabeth II 1953 Konrad Adenauer 1954 John Foster Dulles 1955 Harlow Herbert Curtice 1956 Hungarian Freedom Fighter 1957 Nikita Krushchev 1958 Charles De Gaulle 1959 Dwight David Eisenhower 1960 U.S. Scientists 1961 John Fitzgerald Kennedy 1962 Pope John XXIII 1963 Martin Luther King Jr. 1964 Lyndon B. Johnson 1965 General William Childs Westmoreland 1966 Twenty-Five and Under 1967 Lyndon B. Johnson 1968 Astronauts Anders, Borman and Lovell 1969 The Middle Americans 1970 Willy Brandt 1971 Richard Milhous Nixon 1972 Nixon and Kissinger 1973 John J. Sirica 1974 King Faisal 1975 American Women 1976 Jimmy Carter 1977 Anwar Sadat 1978 Teng Hsiao-Ping 1979 Ayatullah Khomeini 1980 Ronald Reagan 1981 Lech Walesa 1982 The Computer 1983 Ronald Reagan Yuri Andropov 1984 Peter Ueberroth 1985 Deng Xiaoping 1986 Corazon Aquino 1987 Mikhail Sergeyevich Gorbachev 1988 Endangered Earth 1989 Mikhail Sergeyevich Gorbachev 1990 The Two George Bushes 1991 Ted Turner 1992 Bill Clinton 1993 The Peacemakers 1994 Pope John Paul II 1995 Newt Gingrich 1996 Dr. David Ho 1997 Andy Grove 1998 Bill Clinton and Kenneth Starr 1999 Jeff Bezos 2000 George W. Bush 2001 Rudolph Giuliani 2002 The Whistleblowers 2003 The American Soldier 2004 George W. Bush 2005 Bill Gates, Melinda Gates, Bono 2006 You 2007 Vladimir Putin 2008 Barack Obama 2009 Ben Bernanke 2010 Mark Zuckerberg 2011 The Protester 2012 Barack Obama 2013 Pope Francis 2014 Ebola Fighters 2015 Angela Merkel 2016 Donald Trump 2017 The Silence Breakers 2018 The Guardians and the War on Truth Person of the Year Fast Facts Charles Lindbergh  (1927) was the first and youngest person to receive the distinction at 25 years old.Mrs. Wallis Warfield Simpson, the woman whom English  King Edward VIII abdicated  in order to marry, was the first woman to receive the honor (1936).Although a number of people have received the honor twice,  U.S. President Franklin Delano Roosevelt  is the only person to have been named three times: 1932, 1934, and 1941.Adolf Hitler, the murderous leader of Nazi Germany, received the honor in 1938- before he started   World War II. Hitlers  TIME  cover, however, shows him with dead bodies hanging above him.Soviet leader Joseph Stalin, who was a U.S. ally during World War II, but who was ultimately responsible for the deaths of approximately 20 to 60 million of his own people, was awarded the honor twice.A whole generation was named in 1966: Twenty-five and Under.In 1982, the computer became the first object ever to receive the distinction.There are several years whe re large groups of people were nominated: the American Fighting-Man (1950), the Hungarian Freedom Fighter (1956), U.S. Scientists (1960), Twenty-Five and Under (1966), the Middle Americans (1968), and American Women (1975). The winner in 2006 was even more unusual. The winner was you. This choice was meant to draw attention to the impact of the world wide web, which had made each of our contributions both relevant and important.

Managing Earth's Natural Resources Essay Example | Topics and Well Written Essays - 750 words

Managing Earth's Natural Resources - Essay Example Being a farmer, and hardworking one at that, I strongly oppose any arrangements that would subject Callicoon to hydraulic fracturing. Jack, I know that leasing land over to extraction companies seems logical. The money is satisfactory, and one gets to retain ownership of the land. Lots of promises got made by these companies concerning how they intend to harness this resource that is the natural gas. However, the very process of fracking in itself is harmful to the natural ecosystem regardless of whatever means gets used in harvesting (Zelman 2012). Hydraulic fracturing refers to a process that creates fractures in the rocks due to the action of pressurized fluid. The process of fracking gets done after a well gets drilled and fitted with steel pipes targeting the areas that hold gas or oil. When the fracturing fluid gets injected in the well, it flows along the perforations into the target zones. The pressure created through injection of the liquid fractures the formation. Upon frac turing, fluid injection stops and the fracturing fluid flow back to the surface. Materials like ceramic beads and sand which got injected together with the fracture fluid mixture remains in the fracture space to keep the fracture open (Zelman 2012). Hydraulic fracturing uses enormous volumes of water. ... The harvesting of large volumes of water for hydraulic fracturing has negative ecological impacts in the water ecosystem. Fracking in Marcellus Shale used up 650 million gallons each year. Apart from drying up of water aquifers, water harvesting affects aquatic flora and fauna and leads to loss of biodiversity. The transportation of this water gets done by trucks that cause localized air quality and destroys the roads (Zelman 2012). A wide array of chemicals gets used together with water in hydraulic fracturing. The amount of chemicals used when millions of gallons of water gets used is enormous. In other words, the amount of chemicals per hydraulic fracturing is substantial. For instance, fracking that uses up four million gallons requires up to 330 tons of chemicals. The department of Environmental Conservation put up a list of additives and chemicals used for fracturing in Marcellus Shale. These chemicals are toxic to both wildlife and people, some of which cause cancer. These sub stances include petroleum distillates such as toluene, naphthalene and ethylbenzene, polycyclic aromatic hydrocarbons, ethylene glycol, sodium hydroxide, formaldehyde, glycol ether and hydrochloric acid. The Environmental Working Group has stated that petroleum distillates like kerosene contain benzene, a well known carcinogen which gets toxic in water in quantities that exceed five parts per billion. Volatile organic compounds such as 1, 2- Dichloroethane that are found in fracturing fluid flow back exceed drinking water standards. Flow back samples obtained from Pennsylvania had 10 times the maximum amount of 1, 2- Dichloroethane that should be in drinking water (Zelman 2012). Jack, leasing land to these exploration companies will lead to the reduction of water and air quality.

Exploring the interest Essay Example | Topics and Well Written Essays - 750 words - 1

Exploring the interest - Essay Example Both Baca and Lu assert that language skills can be used for a variety of purposes and to advance causes which cannot be advanced otherwise. Reading books can play a phenomenal role in a person’s life and the power of writing is such that it can cleanse the wounds and quench the maddening thirst. Baca’s description of what he experienced while writing and how writing relates to thinking suggests that the power of words cannot be denied as it helps transform all the hidden thoughts in black and white. Lu also suggests the same idea but in a different context. She claims that there is a conflict between the world of home and the world of schools. Things we learn at home can potentially conflict with the literacy taught in schools (xxx 372). Baca (cited in xxx 390) expresses in his autobiography how his interest in writing eventually helped him immensely in developing language skills which are important to come out to strangers. Good language skills and writing talent play an immense role in ensuring safety and happiness. While imprisoned, words of the poets like Neruda, Paz, and Hemingway brought life to Baca who thrived for such things as they made him feel liberated and rescued from the unfortunate circumstances which targeted him. Power of the words was such that it transformed Baca into another person whenever he listened to the poetry of great poets from other prisoners. Baca expresses how their poetic language used to enthrall him and carry him to places far away from the gloomy prison cells where he was captivated. That power rescued him from the highly unfortunate inability to defend himself by way of words. Nothing is as humiliating as not being able to express himself (Baca, cited in xxx 387). Lu, in similar context as Baca, express how words helped her to fill up the silence which always haunted her throughout her childhood due to not being able to speak up to her mother how overtly