Finding Books (Search Assignment) Essay Example | Topics and Well Written Essays - 500 words

Finding Books (Search Assignment) - Essay Example The capability to manage combat stress is a fundamental feature of excellent mental health in soldiers. Consequently, the difference between performance in training and performance under anxiety is imperative, and each service member ought to be exposed to combat instruction under stress. One of the most ordinary mental disorders is Post traumatic stress disorder (PTSD), and according to this article it is apparent that the disorder was formerly not understood. This article specifies that PTSD might lead to mental breakdown in service members, and as combat progresses, the mental disorder is becoming increasingly predominant. This article also specifies that the causes of Post traumatic stress disorder include physical fatigue, exposure to traumatic images as well as the horror experienced in the battle field. The scope of the disorder is prevalent, and may be treated by administering regimes of relaxation and rest (Peter, 2005). By employing the CRAAP evaluation system, it is apparent that this article is contemporary. This is because it was published in 2005, and the links are efficient, and the old sources are also pertinent. The information is applicable to the topic, because it grants the causes, history of the condition, as well as ways of treating PTSD. This article is also reliable, because it is published in an encyclopedia that involves with the military and the consequences of ill health on the military. The precision and the rationale of the information presented in the article are also verified, since the anticipated audience includes students and the public. In conducting this research, I was able to understand how psychiatric disorders occasionally develop as service men and women get exposed to complicated combat zones. I was also able to comprehend how PTSD affects not only the individual sufferer, but also their families. In conducting this research, I was able to

Three Values to a Better Country Essay Example for Free

Three Values to a Better Country Essay It is so outstanding because it is the only developed country in the Asia. It has many strongpoints which other countries should learn from it. However, just like an old English proverb saying-there is no perfect thing in the world. Even though Japan is a very strong country, it still has many aspects which should be improved. In my opinion, there are three values which would help make Japan a better country. They are open-minded, responsibility and humor. First is open-minded. Although Japan has been influenced a lot by western culture, most people still stick to the conservative concept-female should stay at home, not go outside to work. In 2007, Japans GEM(United Nations Development Programs Gender Empowerment Measure, which gauges equality by tracking womans participation in politics and business) was ranked 54th out of 93 countries. Japanese should be open-minded and encourage female to work. If female work, their talent and education can be best made use of. What is more, since males and females are complementary in many aspects, their cooperations with males can propel economic development more effectively. Second is responsibility. According to a survey conducted by Japanese Youth Institute, about 59. 7% American teenagers and 46. 9% Chinese teenagers can be responsible for themselves, but for Japanese teenagers, only 25. %. Because of the lack of responsibility, they do not care about anything, no matter their families or their country; when they meet problems, what they think is not how to solve them, but how to put off their liabilities. We can imagine what awful situation Japan will be if one day this generation takes over it. How can the people without responsibilities be able to develop a country? Therefore responsibility is a very important value if Japan wants to improve. The third one is humor. As we all know, Japan is a country with the highest suicide rate. There are very severe competitions in Japan and Japanese live in a fast-tempo lifestyle. Theyre under much pressure everyday and these pressure lead to suicide. So how to relieve pressure is very crucial. According to scientific research, humor can help people relax themselves, relieve their life pressures and keep their mental healthy. In short, humor can make people have a positive life attitude. Only when people are happy, can they contribute to countrys development. So humor is another value which would help make Japan a better country. When Japanese are more open-minded, they can improve themselves and develop their country; when more Japanese have responsibilities, their society can be more harmonious; when Japanese have more humor, their lives can be more interesting. All in all, if Japan wants to become a better country, open-minded, responsibility and humor would help make it.

Organisational Change and Transformation

Organisational Change and Transformation INTRODUCTION Organisational change practice and research aims at the improvement and development of organisations for the purpose of enhancing effectiveness and responsiveness to external changes through better people management, competence, communications, systems and structures. It is not a discipline that has more practical relevance in one sector than in another: the methods and approaches of the discipline are being applied in business and government alike. Because of increasingly dynamic environments, organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture. Many factors contribute to the effectiveness with which such organizational changes are implemented. Whether the change processes are essentially unplanned and discontinuous, planned and strategic, or incremental or revolutionary, they have profound implications for people management and development. Change of any sort evokes the need for innovation, creativity, learning and culture change, all of which lie legitimately within the sphere of interest of personnel and development. Professionals working in personnel and development can be central actors in the management of change in such matters as people resourcing, learning and development, reward structures and the development of new sorts of employee relations all in a strategic context. Personnel and development professionals at a senior level need to demonstrate the contribution they can make in helping people in the organisation to: †¢ Recognise and interpret the relationship between organisational vision, capability and the internal and external environments †¢ Mobilise processes that enable change processes at the appropriate level for the requirements of the organisation. There are seven aspects of change readiness according to researches, which include perception toward change efforts, vision for change, mutual trust and respect, change initiatives, management support, acceptance, and how the organization manage the change process. At its core, change readiness involves a transformation of individual cognitions across a set of employees (Amenakis, et al., 1993). It is the people who are the real source of, and the vehicle for, change because they are the ones who will either embrace or resist change (Smith, 2005) Therefore, it is vital to assess individuals readiness perception prior to any change attempt. ORGANISATIONAL BACKGROUND AND PERCIEVED NEED FOR CHANGE: For this Analysis we have learnt and understood a Chemical Company named Omega Chemical Company. Omega Chemical Company Inc. is a Canadian-based company specialized in the manufacturing of chiral compounds such as: Chiral amino alcohols, Protected chiral amino alcohols (BOC and FMOC), Chiral protected amino aldehydes, Beta-amino acids, Amino acids analogues, Building block and more Need for Change: Over the past decade, the chemical industry has been increasingly commoditized. Cost pressures have been abundant and the ability to succeed has become dependent upon highly efficient internal processes and better customer service. To better compete in this environment, one Omega chemical determined they needed to re-engineer their global ordering processes and the systems that support them. Their aim was to create the perfect order process The perfect order process would yield the following benefits: Increase customer loyalty by creating easy, flexible and reliable interactions with the company. Provide the competitive edge of a Six Sigma capable order management process. Eliminate the cost of rework. Maximize employee productivity and satisfaction by providing the right data and the right tools. The technology was available. The perfect order would assure that it is integrated to work more smoothly. This process had many components to it: An integrated desktop that would provide customers with the information they need in the shortest possible time. Technical service representatives armed with knowledge of many topics and access to many types of information everything from product specifications to product data sheets and regulatory information. Easy access to all the information sales representatives need to more quickly address customer goals and needs. A cross-business view of an account, to help them leverage relationships. A portal to the many people who contribute to serving the account, such as marketing, customer service representatives, to allow them to more easily share information. Customer service representatives empowered with all the information they need about a customer or an account from one starting point. Data from SAP, Siebel or other sources would be only a click away. In addition to speeding service to customers, the processes and systems would improve personal productivity of employees as a result of reduced systems look-up, seamless movement across multiple business systems and a consistent interface across multiple communication channels. Integrating customer segmentation and customer service rules facilitates on-the-spot decisions by front-line employees. Training time could also be reduced as a result of an intuitive customer interface and simplified screen navigation. Thus Organisational change was inevitable. Key components for organizational change for Omega Chemicals: Communication channel control intelligently routes and manages inbound/outbound voice, fax and e-mail communications Fast access to enterprise applications such as SAP, Siebel, Rail Fleet Management System Access to Intranet/Internet and other internal databases Customer Account and Contact Profiles in Siebel Activity assignment with sales, technical support and Customer Information Group Customer surveys Reporting DESCRIPTION OF THE PROCESS: Brief Assessment: Establishing a Sense of Urgency Examining market and competitive realities Identifying and discussing crises, potential crises, or major opportunities Forming a Powerful Guiding Coalition Assembling a group with enough power to lead the change effort Encouraging the group to work together as a team Creating a Vision Creating a vision to help direct the change effort Developing strategies for achieving that vision Communicating the Vision Using every vehicle possible to communicate the new vision and strategies Teaching new behaviors by the example of the guiding coalition Empowering Others to Act on the Vision Getting rid of obstacles to change Changing systems or structures that seriously undermine the vision Encouraging risk taking and nontraditional ideas, activities and actions Planning for and Creating Short-Term Wins Planning for visible performance improvements Creating those improvements Recognizing and rewarding employees involved in the improvements Consolidating Improvements and Producing Still More Change Using increased credibility to change systems, structures, and policies that dont fit the vision Hiring, promoting, and development employees who can implement the vision Reinvigorating the process with new projects, themes, and change agents Institutionalizing New Approaches Articulating the connections between the new behaviors and corporate success Developing the means to ensure leadership development and succession Our analysis finds out that there are specifically the seven aspects of an organization readiness for change. Organisation Change Process should analyse all these aspects strategically: 1. PERCEPTION TOWARD CHANGE EFFORTS Employees perception toward change efforts that take place within the company Omega is an important aspect of change readiness. Moreover, employees perceptions of the organizations readiness for change have been identified as one important factor in understanding sources of resistance to large-scale change (Eby, et al., 2000). These perceptions can facilitate or undermine the effectiveness of a change intervention (Armenakis, et al., 1993; Lewin, 1951). Employees as the target of change are central to the success of the change efforts because their attitudes, skills, motivations and basic knowledge form a significant component of the organizational environment in which change is to be attempted (Smith, 2005). Perception influences employees attitudes and behavior intention in facing the impending change. Past experiences, on the other hand, influence perception process in interpreting information that pass through individual cognitive process. Employees perceptions toward the success of previous change efforts also influence change readiness. Information related to change will be associated with the individuals past experiences by giving particular attribute toward the initiated change. Individuals have preconceived notions about the extent to which the organization is ready for change. These perceptions are likely to evolve over time as individuals develop a history within the organization (Eby, et al., 2000). McDonald and Siegal (1993), Iacovini (1993), and McManus, et al. (1995) suggested that employees attitudes toward a pending change can impact morale, productivity and turnover intentions (Eby, et al., 2000). Moreover, employees perception toward companys flexibility in facing change is also crucial. Employees perceptions of the organizations ability to accommodate changing situations by altering policies and procedures was strongly related to perceived readiness for change (Eby, et al., 2000). Employees perceptions of the degree to which their organization has the flexibility to achieve change, and the extent to which they can actively and genuinely participate in the process, are important factors in achieving successful change (Smith, 2005). Thus first step that Omega Chemicals need to take is to analyse and let their employees know the need for the organizational change to the company and their betterment by the organizational change strategies. Management need to let them know that overall benefit of this change management or organizational change will lead to organizational betterment and in turn their growth and betterment. Here Omega Chemicals needs to be very careful as it has been observed in past that employees believe that if there are organizational changes these would not benefit them, else these would be designed to get more work from them or to reduce their numbers in terms of employees size and strength. Thus Management need to draft these strategy very tactically that they can influence the employees and there betterment with these changes. 2. VISION FOR CHANGE A vision states and clarifies the direction in which an organization needs to move. Without a sensible vision, a transformation effort can easily dissolve into a list of confusion and incompatible project and can take the organization in the wrong direction or nowhere at all (Kotter, 1995). Therefore, employees understanding and comprehension toward companys vision and changes vision is very vital. Kotter (1995) also suggested the importance of creating a vision of what the change is about, tell people why the change is needed and how it will be achieved (Smith, 2005). Martin (1993) as well as Terry (2001) pointed out that a vision is an important part of a change process but leaders of organizations need to be aware that a vision should only give a direction to employees (Stadtlander, 2006). People within an organization have to have the same aspiration toward the imminent change. Strebel (1996) noticed that many change efforts fail because executives and employees see change differently. For example, for many leaders, change means opportunity both for the business and for themselves. But for many employees, change is seen as disruptive and intrusive (Stadtlander, 2006). Through active, ongoing and meaningful involvement in the change process people can be helped to see the connections between their personal work and attitudes and overall organizational performance and employees can be encouraged to embrace personal responsibility for achieving change (Smith, 2005). Personal valence, which clarifies the intrinsic and extrinsic benefits of the changes, can help develop momentum for change. Specifically, when employees see how the change will benefit them, they will begin to seek out ways to improve the transition (Bernerth, 2004). However Management Team must have answers for the query or questions raised by the employees. Therefore they should analyse under mentioned points with respect to Omega Chemicals: Operational indicators Practitioners must be able to: 1 Identify the influence of the political, social and economic environment on the organisation and change as a reactive or proactive response. 2 Undertake diagnosis of the influence of such events and processes as mergers, acquisitions, strategic alliances, downsizing, delayering. Knowledge indicators Practitioners must be able to understand, explain and critically evaluate: 1 The implications of globalisation, mergers, take-overs, acquisitions and strategic alliances in the development of organisations as dynamics in the change and transformation processes. Indicative content 1 The emergence of the virtual and network organisation. 2 The influence of concepts such as best value and changing stakeholder requirements. 3 The identification of triggers for change within the organisation. 4 The relationship between change and innovation in organisations. Change Process and Their Implications: Operational indicators Practitioners must be able to: 1 Identify the relevance of the major models of planned change and the different levels of risk they carry, and relate them to different organisational situations. 2 Help to build those processes, routines and systems that ensure transfer of information and understanding from individuals and small groups to the organisation as a whole, to influence strategic decisions and produce the foundations for new capabilities. 3 Judge what will and will not work in the change management context and ensure that the personnel and development role in the change management process is clearly adding value by helping to drive organisational improvements. 4 Make informed choices between large- and small-scale approaches to change management. 5 Assess the level of change required at different epochs in the organisations life cycle; issues of style and speed of change. 6 Analyse the elements for successful change at each stage of the process. Knowledge indicators Practitioners must be able to understand, explain and critically evaluate: 1 Different levels and types of the strategic change process: †¢ from ‘light touch to radical, transactional to transformational, continuous to discontinuous †¢ and the ways each level and type of change is likely to have different effects on people and organisational performance. 2 The ways organisation members understand, identify and use different triggers of change and transformation, both internal and external. 3 Processes for the evaluation of success, failure and risk in the change process, recognising the implications of success or failure for future change processes in the organisation. 4 Strategies and techniques for the successful implementation of the change management effort project management, participation and process management. Indicative content 1 The dynamics of change and: †¢ the strengths and limitations of Lewins fundamental change model †¢ the assumptions that underlie different approaches to change. 2 The strengths and weaknesses of the planned change approach. 3 The distinctions between emergent, planned and discontinuous approaches to change. 4 The role of the senior management group and the chief executive officer in the change process. 5 The scope of managerial decision-making in relation to change, transition and transformation. 6 Issues of ‘top down and ‘bottom-up change and reconciling them both. 7 Risk assessment/management in change and transformation situations. 8 Processes that mature, successful organisations can use most effectively in the change processes. 9 The critical significance of diagnosis to identify the need for, and the processes of, change, transition and transformation. 3. MUTUAL TRUST AND RESPECT Individual and organizational readiness and capacity for change needs to be based on a sound foundation of mutual trust and respect. It is important that a sufficient amount of trust is established to allow staff members to openly express dissenting views and compromise democratically. According to Cummings and Huse (1989), for change efforts to be successful, employees must trust not only the management, but also their co-workers (Eby, et al., 2000). Mutual respect and trust are the important foundations for an effective work team. Sundstrom, et al. (1990) revealed that organizations are increasingly implementing work teams for many different reasons; to better meet customer needs, to increase innovation, and to improve organizational productivity (Eby, et Al., 2000). He, and also Goodman, et al. (1988) found evidence that work teams can enhance a variety of important organizational outcomes under appropriate conditions. While Goodman, etal. (1988), as well as Cohen and Bailey (1997) found outcomes associated with the use of work teams include more favorable employee attitudes and other quality of work life indicators, as well as enhanced productivity and overall organizational effectiveness (Eby, et al., 2000). 4. CHANGE INITIATIVE Organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture (Armenakis, et al., 1993). This is because the world has grown increasingly complex, resulting from the greater interdependence among world economies. At the same time, the world has become increasingly dynamic, resulting from the information explosion and worldwide communications (Zeffane, 1996). Without undertaking change, organization will lose its ability to compete. Without introducing adequate change in a timely and ethical manner, organizations will face difficult times and significantly reduce their chances of long-term survival (Christian and Stadtlander, 2006). Most successful change effort begin when some individuals or some groups start to look at the companys competitive situation, market position, technological trends, and financial performance. They then try to communicate their findings, especially those that are related to crisis, potential crisis, or great opportunity that may arise This first step is essential because just getting a transformational started requires the cooperation of many individuals (Kotter, 1995). All members of the organization should have the privilege to propose or initiate necessary change. But at the end it is the organizations leader who has to decide or initiate the necessary changes. Organization leaders become leaders because of their planning skills and their abilities to envisage and communicate a better future (Zeffane, 1996). However, people in the organization must be given the opportunity to be involved in all aspects of the change project and they must be given the opportunity to provide feedback (Waddel and Sohal, 1998). It is people who make up organizations and it is they who are the real source of, and vehicle for, change. They are the ones who will either embrace or resist change. Actually, people do not resist change per se, rather they resist the uncertainties and the potential outcomes that change can cause (Waddel and Sohal, 1998). If Organizational change is to take hold and succeed then organizations and the people who work in them must be readied for such transformation (Smith, 2005). 5. MANAGEMENT SUPPORT Management support for change efforts is an essential factor in creating change readiness. Armenakis, et al. (1993) revealed that the degree to which organizational policies and practices are supportive of change may also be important in understanding how an employee perceives the organizations readiness for change (Eby, et al., 2000). This, according to Beckhardt and Harris (1987), and also Schneider, et al. (1992), in Eby et al. (2000), may include flexible policies and procedures, and logistics and systems support (for example, quality equipment, monetary resources). In addition, Armenakis, et al. (1993), as well as McManus, et al. (1995) also found that the level of trust in management may foster perceptions that the organization can withstand rapid organizational change (Eby et al., 2000). Supports for change should be reflected in an effective change leadership. An effective leadership involves monitoring change, making the necessary mid-course corrections, and knowing when to initiate a new vision. Leading and managing strategic change requires that leaders have the capacity to learn from and adapt to change. In that process, organization learning is fostered in an environment of openness and mutual trust that allows people to embrace change and experiment without feeling threatened (Zeffane, 1996). One form of management support toward organizations change effort can be reflected by forming a special team. The team is responsible to conduct analysis toward influencing internal and external conditions, plan change process in more detail, identify possible risks and anticipated actions, and to control implementation including progress evaluation and conduct adjustment toward real situation. Management support can also be reflected from how change is accommodated by management through realignment of performance evaluation and employee compensation with change initiative program. Change demands sacrifice from employee. During change process, employee will feel uncomfortable with the new surrounding. Thus, sacrifice, participation and commitment from members of organizations have to be rewarded through performance evaluation and compensation. Management action toward any obstacle in dealing with change process reflects the extent of management support. Confidence that management has taken optimal steps to face any obstacle reflects the change readiness level. 6. ACCEPTANCE Change should be able to improve the organizations overall performance. However, for many employees, change can create feelings of uneasiness and tension, and as the change begins to take shape, organizational members may feel a sense of uncertainty and confusion (Bernerth, 2004). Because organizational change typically impacts how work is accomplished, an employees reaction to the specific type of pending change may also be important (Eby, et al., 2000). Employees are willing to accept change if they are convinced that the change is beneficial for them. However, many employees do not realize the benefit and advantage of change. They are only concern about the immediate result. On the other hand, the benefit of most change can be enjoyed over a period of time. Developing understanding of the nature of and reasons for change in the early stages can provide a sound base for subsequent changes and a greater willingness to take risks and extend beyond current boundaries (Smith, 2005). A well planned change would not be accomplished without the support of capable and committed change agent. Beckard and Harris (1987) argued that reshaping capabilities involves the knowledge, skills, and abilities of the organization as a whole to carry out the necessary requirements for successful change implementation (Jones, et al., 2005). Turner and Crawford (1998) discussed organizational capabilities needed for change. They proposed a taxonomy consisting of engagement, development, and performance management capabilities. Engagement is based on informing and involving organizational members in an attempt to encourage a sense of motivation and commitment to the goals and objectives of the organization. Development involves developing all resources and systems needed to achieve the organizations future directions. Proactively managing the factors that drive the organizations performance to ensure it consistently and effectively achieves the intended change is the capability Turne r and Crawford label performance management (Jones, et al., 2005). Changes always involve risks. Change involves moving from a known state to an unknown one, of ending the way things are done and doing things in new ways, of letting go. Thus, to reduce this risk, change readiness is mandatory. A failure to assess organizational and individual change readiness may result in managers spending significant time and energy dealing with resistance to change. An investment in developing change readiness can achieve a double benefit. Positive energy goes into creating preparedness for the changes and, in turn, there can be a significant reduction in the need for management of resistance once organizational revival is underway (Smith, 2005). 7. MANAGING CHANGE TRANSFORMATION PROCESS Following are the few vital steps which Omega Chemicals need to take for Organisational Change: Step 1 Getting organised Have a strong policy Make senior-level managers accountable Have a clear change-management procedure Communicate and include everyone Review and challenge The organisation should have a clear policy for management of organisational change. This should set out principles, commitments and accountabilities in relation to impact on health, safety and the environment. Ideally the policy should commit to proportionate consideration of all organizational changes, large and small; as even those not at first connected to safety need to be given consideration to confirm whether or not they may have indirect impacts on safety. Commitment and resources Although the motivation for the change may be commercial, and not obviously connected with safety, major accident prevention must be regarded as core business, not a side issue. Senior management need to demonstrate a clear commitment to safety by their actions, from the outset. There should be a distinct safety focus within overall change processes, with positive objectives. Make a senior, highly influential manager the sponsor or champion for this. They should ensure the safety aspects of the change receive an appropriate level of resource and attention. The effort and resource put in must be proportionate to: the complexity of the change; the scale of the hazards concerned; and the degree to which the change may impact on the management of major hazards. This can be by categorising of changes, with greater importance and a higher level of management approval for more safety-significant categories. Clear systems Organisational change should be planned in a thorough, systematic, and realistic way. You should follow a documented and structured procedure for each element of organisational change management. This is similar to the processes for managing plant change. The following should be clear: _ Identify the processes or activities that are to be carried out (to ensure that risks arising from the change are identified, assessed and reduced to as low as is reasonably practicable). _ Set out the protocols to be followed. _ Who is accountable and who is responsible for these activities? Getting organised checklist Dont make too many simultaneous changes, resulting in inadequate attention to some or all. Dont delay or defer safety issues c

Cultural Environment :: Televisions Technology Culture Essays

Cultural Environment The invention of the television and its advancement through technology in our world has affected the cultural environment significantly. It has affected the way we act, perceive things, and even changed our lives as a whole. The cultural environment in today’s society is totally different from the time period before the invention of the television. First, the television has affected the pre-existing cultural institutions. Before the television was invented most of the children all over the world would play outside with their friends after school. Children would be playing ball in the streets, buying candy at the convenience store, and so on. Ever since the television was invented, more and more children are watching television rather than playing outside after school. In today’s society, it’s even worse since children are usually glued to the television all day. This eliminates their chance for some exercise and to meet new people. The invention of the television also has changed the meaning of family night. Back before the television, families used to come together one night a week to play board games and to socialize. Ever since the television was invented, less and less families come together to play games. If they do come together, it is usually in front of the television. This changes th e meaning of family night because now families don’t socialize as much because they watch television. This technology has also affected the way people see themselves and their place in the universe. Television has become such an integral part of society that people are confusing fantasy with reality. Violence seems to be in almost every television show in today’s society. This excessive violence makes society accustom to it and therefore people don’t believe violence is as bad as it is when it happens. â€Å"Although few anti-television activists would agree that excessive television viewing can exculpate a murderer, a huge body of evidence -- including 3,000 studies before 1971 alone -- suggests a strong connection between television watching and aggression† (Stossel 3). This is concrete proof that the television has changed people’s attitudes and the way they see themselves in society.

The Teachings of Christ For Christian Education

In my opinion I feel that the biblical basis of educational ministries are four basic ideas that teaching should be seen as a light of the world, it should bring out old as well as new feelings in people, be an example to all mankind, and be followed always. There are many more biblical basis for Christian education, but in my eyes I find these the most important. In Proverbs 6:23 the Lord states, â€Å"For these commands are a lamp, this teaching is a light.† Teaching should not feel like a burden of the church, or of the parents. Look at teaching the word of Christ as a gift and teach this gift wholeheartedly. As a Christian one of our duties of the Lord is to pass down His teachings as well as His faith. God has given you a wonderful gift and it would be no less then sinful to hoard it all for yourself. (Note: This was described perfectly by Lou Foltz today in chapel.) A teacher has the hard task of not only teaching the gospel but also bringing out each of the students individual strengths, so that they may use them to serve Christ. Matthew 13:52 says † Therefore every teacher of the laws who has been instructed about my kingdom of heaven is like the owner of a home who brings out his storeroom new treasures as well as old.† This is where imaginative, dynamic, analytical, and common sense learners come into play. You must cater to every type of learner so everyone has a chance to shine and become all God wants them to become. When the students have finally learned the Christian walk of life they must submit their lives to Jesus Christ. They cannot only talk the talk; they must also walk the walk. Deuteronomy 5:1 gives us an example when Moses summoned all Israel and said: â€Å"Hear, O Israel, the decrees and laws I declare in your hearing today. Learn them and be sure to follow them.† This shows that it is not good enough to just learn the word; we must follow the word as well. Otherwise, we are no better off then where we started. The final basis I have is that you must spread the word of Christ. What good does it do when twenty people know about Christ and do not share this with others? Nothing. Christianity would cease to exist without teachers training new Disciples of Christ. John 13:14-15 states † Now that I, your God and Teacher have washed your feet. I have set you an example that you should do as I have done for you.† Jesus taught twelve disciples the word of Christ and it is now our job as potential teachers to keep this cycle going. All of these principles I have talked about all together create my biblical basis for Christian education. These ideas show basic rules to live by as Christian educators. If I ever do teach Christian education I will do my best to live by these rules for teaching as well as life itself.

Middleman vs Ghost

The Middleman VS The Ghost In the novel No Country for Old Men, the author, Cormac McCarthy, utilizes a unique style in his writing. From the dialogue to the plot, this novel is very different from McCarthy’s previous novels. Whereas the classic Western usual has a single protagonist, for example McCarthy’s very own Blood Meridian, which mainly centers around one main character, The Kid, No Country for Old Men is focused on three central individuals: Sheriff Ed Tom Bell, Llewellyn Moss, and Anton Chigurh. This notable technique allows reader to visualize the story from three points of views. Due to the post-war setting, specifically after the Vietnam War, the United States is in a state of turmoil led by violence and drugs. Due to the many scenes involving gun shoot-outs and characters on the run, No Country for Old Men can be interpreted as a genre of crime action and horror. When readers read or watch crime action, they expect it to start off with a criminal committing a crime and it ending with a hero solving the crime and capturing the bad guy. Some of the popular works of crime action are Sir Arthur Conan Doyle’s Sherlock Holmes series and CBS’s CSI: Crime Scene Investigation show. Like all genres, crime action has some loose guidelines: crime, investigation, and solution. The plot usually centers between the protagonist and antagonist. However, McCarthy adds a twist to the genre by adding a middleman. Readers can easily depict Chigurh as the antagonist since he commits multiple homicides, but who is the protagonist and middleman? At first, Moss appears to be the protagonist, but due to Moss’s death at the end, Bell ends up being the protagonist; thus making Moss the middleman. At first, readers assume Moss to be the protagonist since Chigurh is chasing after him. In addition, Moss gives off the impression that he is able to protect himself with his extensive knowledge on guns and ability to run away. Yet, this notion is proven wrong when Chigurh successfully kills Moss. In the end, Moss is considered to be an arrogant, selfish middleman, because he ignored the help of Sheriff Bell thinking that he can escape the grasp of Chigurh and put his wife and himself in danger for the sake of money. There are numerous times when Chigurh is committing a crime so quickly and andomly that Bell refers to him as a â€Å"ghost† (McCarthy, 149) and Wells calls him a â€Å"psychopathic killer† (McCarthy, 80). Yet, probably the biggest scene is when Chigurh attempts to kill Moss at Eagle Pass, but gets in a shoot-out with a group of Mexican drug dealers. Moss was able to escape from Chigurh, but suffered a fatal wound; the Mexicans were not so lucky as they were all killed. Though Chigurh was able to survive the shoot-out, he still ended up gettin g injured. This scene gives reader a sense of action due to Chigurh’s cunningness and skillfulness at executing crimes. Despite the multiple crimes, what makes No Country for Old Men a crime action is the cat-and-mouse chase. Throughout the novel, Moss is constantly running for his life, Chigurh’s persistent pursuit after Moss, and Bell’s attempt to save Moss by going after Chigurh. In Lydia Cooper’s article â€Å"’He’s a Psychopathic Killer but So What? ’: Folklore and Morality in Cormac McCarthy’s No Country for Old Men†, Cooper points out how McCarthy uses a â€Å"narrative structure [that] follows a ruling action of tri-episodic-action-repetition. In the novel, there is an emphasis on events occurring three times (Cooper, 10). Moss and Chigurh encounters each other three times, but Moss ends up dead on the third time (McCarthy, 99-239); Chigurh almost gets killed three times (McCarthy, 6-261); Chigurh and Bell almost face each other three times, but Chigurh always manage to avoid contact (McCarthy, 93-245). This method used by McCarthy gives the reader a sense of hit or miss in this crime action genre. Due to Anton Chigurh’s psychotic killings, nobody is safe in the novel. Therefore, the trope â€Å"Anyone Can Die† is well suited for the crime action in No Country for Old Men. Anton follows Moss’s every moves and kills everybody that Moss comes in contact with. Anton mercilessly kills innocent people just for driving Moss or working in the hotel he is staying at. McCarthy successfully portrays Chigurh as a ruthless, cold-hearted killer who has his own set of rules and morals. After the reader finds out how terrifying Chigurh is, McCarthy offers a false sense of hope by introducing Carson Wells. The trope â€Å"Contract on the Hit Man† goes with the novel by adding another hit man to kill the antagonist. Hired by the same company Chigurh was, Wells’ objectives were to retrieve the drug money and kill Chigurh. Readers feel relieved to know that somebody in the same field as Chigurh will be able to bring him down. However, hope is quickly crushed when Chigurh puts a hole in Wells’ face (McCarthy, 103) and kills his contractor (McCarthy, 117). These actions intensify Chigurh as a powerful and cunning psychopath who can’t be stopped. One significant characteristic of No Country for Old Men is that readers get to see the antagonist’s point of view. Through the eyes of Chigurh, readers get an understanding as to why he decides to kill innocent civilians. Through his own set of morals, Chigurh kills anybody that he thinks might pose a threat to him. When Chigurh talked to the proprietor of a gas station, Chigurh, out of the blue, tells the proprietor to â€Å"call it† after he tosses a quarter (McCarthy, 29). The reason Chigurh did a coin toss was to see whether or not he would let the proprietor live. This event shows the antagonist’s odd mindset, but yet gives the reader and unnerving awareness that he has â€Å"morals†. People who love to read or watch about horror expect to feel fear or panic caused by psychopaths or supernatural creatures. Some memorable works of horror are Stephen King’s novels or FX’s original hit series American Horror Story. What makes horror so frightening yet so fascinating is that it takes the readers out of their comfort zone and distorts their imagination. The creation of horror is usually created through the use of folklore or fantasy. The convention involves a terrifying antagonist going after the protagonist(s) in an eerie setting; it is similar to the theme of a wolf hunting a flock of sheep. If one thinks from a different point of view, No Country for Old Men is a bit similar to the horror movie Psycho when the main character ends up getting killed after stealing some money. At a different perspective, No Country for Old Men has some horror qualities to it. What makes the novel like a horror is Chigurh. McCarthy portrays Chigurh as a seemingly immortal, metaphysical character. His nonstop pursuit after his victims is haunting and the way he kills them after he captures them is distinctive. Like Freddy Krueger with his sharp, metal claws and Jason with his machete, Chigurh has his own special weapon: a stun gun attached to an air-tank. With his signature M. O. , usually a bullet to the head or between the eyes, Chigurh is a notorious psychopathic killer. The trope â€Å"Once is not Enough† depicts the horror genre in No Country for Old Men by showing how foolish Moss was to let Chigurh live. Chigurh and Moss has met three times; the first two times, Moss was able to narrowly escape Chigurh. The second encounter, Moss had the advantage over Chigurh by surprising Chigurh at gunpoint. For some reason, Moss let him live despite knowing the threat Chigurh posed to him. This is where the trope â€Å"Once is not Enough† applies; the victim lets the killer live thinking that running away is the solution. If Moss had taken the chance to kill Chigurh, then he would not have died in the end. Another trope â€Å"Unfinished Business† shows how strong-willed a villain can be. After attending Moss’s funeral, Carla Jean, the wife, returns to her house. When she heads to her room, she discovers Chigurh waiting for her on her bed. She knew why he was there but attempts to dissuade him from killing her by telling him he does not have to kill her. Taking pity on her, Chigurh gives her a second chance by letting the coin decide her fate. Nonetheless, fate was not on her side, and Chigurh killed her. The reason Chigurh killed Carla Jean was to finish the business he had with Moss. Even though Cormac McCarthy follows the conventions of crime action and horror, in some ways he steps out of the boundaries to create a twist to his novel. The norm in crime action genre is that the hero ends up being the victor and the enemy ends up losing. Despite this, McCarthy shocks the reader by abruptly killing Moss, which makes Chigurh the winner. In addition, since Sheriff Bell quits his job, which means that Chigurh is on the loose, the protagonist loses. The convention of a horror genre involves a sinister setting haunted by an ominous individual. Yet, the villain, Chigurh, travels to various places to track Moss. By breaking a few conventions, McCarthy gives the reader a taste of his own crime action and horror in No Country for Old Men. Cormac McCarthy successfully portrays the genres of crime fiction and horror in No Country for Old Men through his characters, plot, setting, and use of language. With the twist of including a middleman, McCarthy changes the convention of crime action; he also goes out of the norm by letting the antagonist be the winner at the end. The author also portrays Chigurh as a paranormal being that cannot be stopped, which gives the novel a sense of horror. This allows readers to enjoy a good crime fiction novel with some horror mixed into it. Works Cited Page Bennett, Steven. Definition of the Crime Fiction Genre. 13 Nov. 2012. http://www. findmeanauthor. com/definition_horror_fiction_genre. htm Cooper, Lydia R. â€Å"‘He's a Psychopathic Killer, but So What? â€Å": Folklore and Morality in Cormac McCarthy's No Country for Old Men. † Papers on Language & Literature, Jan. 2009. Web. 6 Nov. 2012 Lydia R. Cooper, a student from Baylor University with a Ph. D. in English Literature, claims that Cormac McCarthy’s No Country for Old Men falls into the category of folklore and morality. The writer establishes a thesis-driven argument for her essay on Cormac McCarthy. Cooper incorporates the use of many quotes from McCarthy’s novels to demonstrate how the genres are evident in NCFOM. Cooper’s audience can be narrowed down to McCarthy’s fans and enthusiasts of folklore and/or morality. Her main goal is to show a unique perspective of No Country for Old Men. Genre Descriptions (Fiction Only). Agent Query LLC. 13 Nov. 2012. http://www. agentquery. com/genre_descriptions. aspx McCarthy, Cormac. No Country for Old Men. New York: Knopf, 2005. Print. No Country for Old Men. TV Tropes Foundation, LLC, n. d. Web. 13 Nov. 2012. http://tvtropes. org/pmwiki/pmwiki/php/Main/Nocountryforoldmen