I Love Summer

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Winter, spring, summer, fall, the four seasons of the year. Each with its own qualities that might grab one person but not another. The season that really turns me on is summer. Not that I dont like the others its just that during spring it rains alot and its kinda saying just a couple months and summers here. So I think spring along with winter and fall tease me that summers just around the corner or a year away they almost make me cry. Summer is the season that I wait for and when it comes I take full advantage of it but once its gone I have to start the long count down till next year. In the spring time stuff is growing coming to life, in the fall and winter stuff is dieing or already dead, but in the summer everything is alive and its when I come alive too.

During the summer I can do almost anything immaginable or at least try. School is out so there is only one thing stopping me from have the best time I can my parents. But most of the time they let me do whatever I want thank god. In the summer I can wake up to birds singing, a view of the lake, and the sun gleaming in through my windows. I love waking up to all of this but wish I could put it on hold for a couple hours because waking up at 6 a.m. is not my idea of a good mourning. So after a week or two the blankets go up and my room is transformed into the liar of dracula. I crawl out of my room at about 11 every day and retreat back to it at about 1 a.m. then I have to drown out the noise of crickets and frogs to go to sleep. One of the main reasons I love summer is because my parents are gone all day not that Id do anything bad like throw a party, Im a good kid. I turn my house and yard into a playground, riding dirt bikes around the house, moving every matrise in the house down to the basement and playing football, or jumping from the roof onto the trampoline, and most importantly covering up every trace of the stuff I had do to the house. Soccer is my sport and I play it religously all year. But its the best in the summer, Im on so many teams that its nice to just ride my bike to the fields and practise by myself. Living on a lake is nice but summer glorafies it and makes me apreciate it so much more than any other time of the year. When most people are stuck inside peeling themselves off of the coffee table to fix the fan, Im living it up in the water. Doing what ever I want to racing my boat, skiing, tubing, para-sailing, or my favorite playing pirates. I get my canoe and go sink who ever I run into. When I have nothing to do Ill go eat at the famous Essex House of Pizza, which is redicuasly over priced same with the Junction but when they are the closest thing to food Ill caugh up the dough. To me summer is like a journal you can write what ever you want in it an nobody has to know, which is just like my summers I can basically do whatever I want but sometimes you could say people look in the journal and I do get in trouble, but its summer where being grounded dosent last long because before long mom kicks you out of the hosue.

Summer is my favorite season and where I live its set up for summer. So even though its only a couple months of the year they are the best, They are the months when animals come back and the our part of the planet comes to life. Between spring, summer, fall, and winter, summer is the only one that represents life so in the famous words of Sid the Sloth from the movie Ice Age I choose life.

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Ford vs. Firestone

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The two companies I chose for this assignment were Ford Motor Company and Bridgestone/Firestone Americas Holding, Inc. Despite the fact that the two companies operate in different industries, they complement each other very well. The reason why I chose Ford Motor Company was because they are thought of as leaders in their industry for total quality management. The minute I decided to use Ford Motor Company as one of my companies, the Firestone tire recall of August 000 was the first thing that popped into my head. Because the recall made such a huge impact on Ford Motor Company and individual consumers, I felt that it would be a perfect company to use to demonstrate the aspects of poor total quality management versus superb total quality management and how that affects not only individual consumers but also business consumers.

Ford Motor Company began a manufacturing revolution with its mass production assembly lines in the early 100s. Now the company is firmly entrenched in the status quo as the worlds largest pickup truck maker and the # producer of cars and trucks, behind General Motors. It makes vehicles with such brands as Aston Martin, Ford, Jaguar, Lincoln, Mercury, and Volvo. Among its biggest successes are the Ford Taurus and F-Series pickup. Ford owns a controlling % stake in Mazda and has purchased BMWs Land Rover SUV operations. The finance subsidiary, Ford Motor Credit, is the U.S.s #1 auto finance company. It also owns Hertz, the worlds #1 car-rental firm.

Bridgestone/Firestone Americas Holding, Inc., the North American subsidiary of Bridgestone Corporation, makes Bridgestone, Firestone, Dayton, and private-brand tires for cars, trucks, motorcycles, tractors, and earthmoving machinery. They also make air springs, roofing materials, synthetic rubber, and industrial fibers and textiles. The company is trying to regain traction after recalling 6.5 million of Firestone ATX, ATX II, and ATX Wilderness tires, primarily the ones on Ford Motor Company's Ford Explorer, due to the allegations that the tires fell apart at highway speeds. This recall ended Bridgestone/Firestone Americas Holding, Inc.'s 5-year relationship with Ford Motor Company.

There are several differences between the manufacturing processes, corporate culture, and the performance results of Ford Motor Company and Bridgestone/Firestone Americas Holding, Inc. that distinguishes one as a quality company and the other as one of the opposite. Ford concentrates more on the elimination of waste, prevention, and continuous improvement versus Bridgestone/Firestone's attitude of tolerance of waste, inspection, and fire fighting. Ford's rebuilding strategy has an explicit focus on improving quality and building on work in progress to improve quality in their design, sourcing, and production processes. They are using 6-Sigma processes to identify and resolve quality issues in their manufacturing and business processes. This is an extensive quality improvement initiative designed to reduce variability and improve efficiency. One way of enhancing their current manufacturing processes and reducing variability in their systems is through the new Ford "Quality is Job1" 00 standard. Since its inception, Ford Q1 certification recognizes supplier facilities and organizations whose quality systems meet stringent prerequisites. It builds on existing requirements and stresses continual improvement, consistent metrics, manufacturing discipline, variability reduction and customer satisfaction. These Joint supplier/Ford 6-Sigma projects are producing improvements in both customer satisfaction and waste elimination.

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Bridgestone/Firestone Americas Holding, Inc., however, is doing the complete opposite of Ford. Instead of using its efforts to eliminate waste and strive for continuous improvement, Bridgestone/Firestone is tolerating waste and confronting problems only as they occur. According to USA TODAY, there is evidence that the tire company did, in fact, recognize a problem well before the recall. The Bridgestone/Firestone documents showed that it tracked ATX tread-peeling problems since 14. The ATX tires accounted for 4% of property-damage and personal-injury claims among light-truck tires in 14, up from just 1% in 1 (Healey, 000). Eventually, the ATX tires accounted for more than half of the companys light-truck-tire claims. In spite of all that, the company decided to increase the production of the ATX tires so that its prominence in the claims didnt raise a flag. Even though the executives and managers across the company knew about the consumer claims for reimbursement for damage caused by peeling treads, it didnt trigger alarm bells because the industry uses warranty claims to measure tire performance. On top of that, eight former employees of Bridgestone/Firestone confessed that they used out-of-date rubber stock for their tires; that radial coils were exposed to high humidity from a lack of air conditioning, making it more likely that corrosion would occur on the brass-coated steel in the steel-belted radial tires; and that final inspections were done too quickly. According to the Washington Post, some Decatur employees would engage in practices, such as puncturing bubbles on tires, to cover up flaws on products that should have been scrapped (Grimaldi, 000). As a result, Bridgestone/Firestone didn't confront the tire problems until it was too late. It wasn't until people's lives were lost did they recall 6.5 million tires.

In addition to the manufacturing process differences, there is also a difference in corporate culture between the two companies. Ford Motor Company presents itself as an extremely customer-driven company whereas Bridgestone/Firestone is more company-driven. Ford focuses on measuring customer satisfaction in many ways, including surveying customers about the appeal of their products, their satisfaction with the sales and service experience and the quality of the product throughout the customer's ownership. Studies are done as early as 0 days and as long as four to five years after purchase. These studies enable Ford to build future vehicles to the customers' specifications. Ford also tracks the percentage of first-time and repeat customers each year. Ford Brand sales and service satisfaction continues to improve every month and, so far, both measures are indicating an all-time high.

Bridgestone/Firestone, on the other hand, focuses more on productivity and financial results rather than the customers. The Firestone plant in Decatur, Illinois that manufactured many of the 6.5 million tires recalled was rife with quality control problems, with workers using questionable tactics to speed production and managers giving short shrift to inspections. In order to meet stringent quotas, inspections of finished tires were for 0-0 seconds or often virtually nonexistent. A retired Bridgestone/Firestone employee, Joe Roundtree, stated, "If you got behind on the lines, some of the tires would pass without being inspected" (Grimaldi, 000). Employees also had powerful financial incentives to release botched tires to the motoring public. Quality was definitely being sacrificed for quantity.

On top of that, there is also a distinct difference in the value placed on employees between the two companies. Ford, who operates in a leadership style, realized that in order to be successful in any business, their core assets, their employees, must be taken care of and valued as an important part of the company. So to show part of their appreciation to their employees, Ford has established some programs and strategies that help better the lives of their employees. They have created a program that enhances worklife integration through the Family Service and Learning Centers. More than 00,000 active employees, retirees and their families will benefit from childcare, before- and after-school programs, teen programs and adult and family education classes. A volunteer support network also will allow families to contribute to their communities. With regards to stress, Ford formed a program that made significant efforts to address job-related stress and workload issues. Ford remained committed to the process of feedback, action planning, communication, and management initiatives to reduce levels of stress throughout the year. In addition to employee stress reduction, Ford has also established accountability for health and safety performance. They measure health and safety performance according to several standard indicators including lost time injuries and severity rates. They use indicators of their capacity to manage health and safety effectively to prevent accidents and improve continuously. Through the Ford Production System, they conduct periodic safety and health audits of the management systems and procedures globally.

Besides taking care of the employees, Ford has also empowered its employees by letting them be a part of the company through communication and decision-making. They communicate with their employees through email, intranet and television broadcasts. The managers use a cascading process to share and discuss key decisions and initiatives with all of their employees. They work closely with union leaders to identify and address issues of concern to their hourly workers. They also recognize the need to go beyond communication to true engagement by providing means and opportunities for employees to contribute their views before important choices are made. A process of this type already is in place in Europe where Ford has well-established arrangements for consulting with employee representatives on a wide variety of matters including restructuring.

Bridgestone/Firestone, however, doesn't seem to place significant value on their employees. They operate in a more management style in which they treat their employees as mere workers and not valuable assets. The workers at a Bridgestone/Firestone plant in Decatur, Illinois were on strike during the time many of the 6.5 million tires recalled were made. Labor discord flared at Decatur after Bridgestone/Firestone demanded concessions from the union in 14, including a move from 8-hour work shifts to rotating, 1-hour, day-and-night shifts. When the union struck, the company hired lower-wage replacement workers. The union eventually capitulated in 15, and union members began returning at reduced pay to work 1-hour shifts alongside replacement workers. Besides the long work shifts and low pay, Bridgestone/Firestone employees also worked in poor working conditions where there were high humidity and no air conditioning. Employee empowerment was also unheard of at Bridgestone/Firestone. Employees felt intimidated by management. The intimidation was so overwhelming that the employees felt that they had to do whatever to meet production quotas, even if it meant producing poor quality tires. Rather than encouraging input from their employees, Bridgestone/Firestone management told the employees what to do and how to do it. There is evidence that suggests that the 10's labor dispute and poor working conditions at the Decatur, IL plant contributed to the production of the many defective tires

As a result, because of Ford's superb total quality management, the ,500 6-Sigma projects that they undertook in 001 resulted in customer satisfaction improvements in many vehicle lines and $5 million in cost savings. A recent study done by the National Highway Traffic and Safety Administration showed that not only did Ford have fewer safety recalls than its major competitors, but significantly fewer vehicles were affected. In addition, employee satisfaction is slowly improving. Compared to global blue-chip companies that employ at least 10,000 employees, Ford's favorable ratings continue to exceed similar manufacturing companies, including many of their competitors, by an average of nearly seven percentage points.

Bridgestone/Firestone, on the other hand, suffered tremendously from their poor total quality management. Because of the poor quality of the tires, 148 lives were lost and 55 people have been injured. In addition, they had to spend $750 million in direct costs for the recall and on legal settlements. They also ended up sabotaging a 5-year supplier relationship with Ford, one of their biggest consumers, and they lost confidence from their individual consumers as well. Things had gotten so bad that the company's own public relations agency, Fleishman-Hillard, had to dropped them. A recent CNN.com poll asked, "Would you ever buy a Firestone product again?" More than 6% answered "No" (CNNMONEY, 000). According to Rod Lache, automobile industry analyst at Deutsche Banc Alex, the Firestone brand is damaged beyond repair.

In conclusion, it is obvious here on how important it is to have total quality management in every aspect of your business. Even though implementing a total quality management system is expensive and seeing results is a slow process, in the long run, it is extremely profitable. Ford is an example of how patience is rewarded in the long run with quality products and high customer satisfaction. It was too bad, however, that Bridgestone/Firestone had to learn this the hard way. They had to learn that in order to satisfy external customers, they had to satisfy their internal customers, their employees, and their internal processes. However, by the time they found this out, it was too late. Because of their neglect and out-dated management style, the Firestone brand is forever damaged in they eyes of their consumers.

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Sports Blaze

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...Sports Balance and Stability Billy Moore Physics In sports balance and stability are used to increase performance of the athlete or the athletes equipment. In Racecar driving, balance is used to stabalize the racecar. The wheels are wide and extrude from the base of the car. This gives the car a wider support bSports Management Someone once said, "There are those who make things happen, those who watch things happen, and those who wonder what happened." I consider myself one of those rare people who really knows how to "make things happen." I have gone from being a follower to being a leader, from being someone who was shy and uncertain to a...

...have made, because I would never be the person I am today or have met all of the key people along the way. Throughout my college career, I have attempted to learn as much as possible about the field of sports management through various work experiences with many different types of sports organizations. Through my experiences with people in...

...have had the opportunity to develop and hone my communication and public relation skills in several different areas. These experiences have helped me gain a better understanding of my career goals in the sports industry. In addition to the time spent out in the field, my education at University of Charleston has further developed my skills... ... ase which... ... Sports in Society Laura Ann Giraldi Sports in Society Sports Psychology Self -- Confidence in Sport Activity November 1, 16 (1) Sports Psychology is one of the most up and coming sciences of the present time. This practice focuses on training athletes to use their mental capacities along with their physical talent to reach what is...

...most up and coming sciences of the present time. This practice focuses on training athletes to use their mental capacities along with their physical talent to reach what is known as peak performance. Sports Psychologists analyze the performance of athletes and use motivational, cognitive, and behavioral principles to teach them peak performance...

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...performance. Sports Psychologists analyze the performance of athletes and use motivational, cognitive, and behavioral principles to teach them peak performance levels. Sixty to ninety percent of success in sports is due to mental factors and psychological mastery. Sensing the importance of mental training in recent years, scientists have developed... ...Sports in Today`s Society Sports are an involved part in today`s society. The ways that the athletes act are an important part in the playing of sports . Sportsmanship is found in every single sport there is. Whether it is professional football or the local little league, players on each team should have a certain respect for the...

...there is. Whether it is professional football or the local little league, players on each team should have a certain respect for the other team. Yet, many people still question the ethics of professional sports . Do these men and women who get paid for their talent still have respect for themselves, the fans, and the opposing team? Sports ...

...than they thought. Many times you can hear or read such events in the paper or on television. Dennis Rodman is an excellent example of bad sportsmanship. People like him can leave an influence on young sports athletes. People should learn about good sportsmanship, not the bad which the media find important to us. As people learn about... ...

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Theories of management

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Theories of management.

Back in the early part of the 0th century, organisations had very little structure, and the workers simply did tasks the easiest way, and not the most efficient way. Decisions that needed to be made were simply made on guesses or hunches, with no real thought of what would benefit the company and production efficiency.

Now days due to 4 management theories that have evolved over time, organisations usually have a very defined structure, with managers to make all the important decisions. Before these decisions are made, much consideration and thought goes into the matter, and a final decision will be made, and this decision will more than likely be of benefit to the organisation. There are four main principles that have been created, all of which define processes and ways in which decisions can be made. These four principles are Scientific Management, General Administrative, The Quantitative Approach and Organisational behaviour.In 111, Frederick Winslow Taylor published 'Principles of Scientific Management'. These principles, which formed the basis for Scientific Management, uses scientific method to define the best and most efficient way for a job to be done. Taylor was a mechanical engineer, and he was appalled at how slow the workers were. He thought that if the job was done a more efficient way, rather than the easy way it was currently being done, production could quite possibly be increased. This resulted in him publishing the guidelines, in the hope that efficiency of the workers would increase. One flaw with scientific management is that it treats people as machines.

General Administrative management formed from two main peoples ideas. Henri Fayol and Max Weber. Fayol described management as a set of functions, planning, organising. commanding, coordinating, and controlling. Fayol's 14 principles formed the basis for General Administrative. Weber's ideal organisation was one of bureaucracy, where there was a division of labour, a clearly defined hierarchy, detailed rules & regulations and impersonal relationships. Weber regarded rationality, predictability and authoritarianism very highly. These idea's created the basis for many of today's organisations, as most organisations have a clear hierarchy, and some rules. The General Administrative approach however, does inhibit creativity and new ideas.

The Quantitative approach uses statistics, optimisation models, information models and computer simulations in order to make statistically the correct decision. While these tools are often very effective in decision making, managers find it difficult to relate to models and computers, in relation to real life situations. Therefore this approach to management is not the most widely used principle.

Organisational Behaviour is concerned with the actions of people at work. It promotes motivation, leadership, teamwork and conflict management. The Hawthorne studies were extremely important to the ideas behind Organisational behaviour. In 14 a study began of the effect of illumination on the efficiency of workers. Despite varying levels of light, over time production continued to increase. It was found that the behaviour of a person was closely related to their sentiments, and that group influences have a significant effect on an individuals behaviour. Not surprisingly after this was found, a new emphasis was placed on human behaviour in the functioning of a company, resulting in the human relations movement, where people believed very strongly in employee satisfaction.

All of these principles of management are used today to at least some extent, and different organisations use different forms of management. For example Macdonald's uses Scientific management mainly, as each task has a specified procedure, with specific times to cook food. This does however limit the amount of creativity that an individual can put into the job. There is one way of doing things, and one way only, leaving no room at all for creativity and new ideas. Whilst Macdonald's uses mostly scientific management, they also use some of the principles of bureaucracy- they have a defined hierarchy, predictability, and a high level of efficiency. As with Macdonald's, most organisations do not solely use one principle of management, but uses portions of many types in order to run their company efficiently.

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

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Modern Theatre: The Rise of the DirectorBertolt Brecht

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Brecht is one of the greatest influential theorists, but also one of the most misunderstood. To think that Brecht's theatre was fun? Well why not? It was imaginative and intelligent, educational, meaningful and different - the word fun doesn't just relate to escapism and naturalism, but to any type of theatre which engages the audience. Bertolt Brecht first set down his ideas on Epic Theatre in the 10's. Current events, his own upbringing and circumstance helped shape Brecht's personal philosophy and his theory for the stage. In the earlier days, his purpose had been primarily political he had intended to "turn a means of enjoyment into a lesson to be taught, and to transform certain situations from places of entertainment into organs of publicity. Epic theatre evolved as a movement against the naturalist ideas of Stanislavski, which were seen by Brecht as very passive and easy to watch, where the real message of the play was usually ignored by the actors and the audience. Brecht's unique theory of the stage rejected previous theatrical traditions. He created his own style of theatre, which called for an alert, questioning and critical audience. So Brecht developed a range of techniques and devices (which became his distinguishing theatrical features) to intellectually stimulate and politically motivate his audience. A common misunderstanding is that Brecht was more concerned with instruction and education than fun. This is not true. He realised early in his career that audiences still sought out the escapist theatre he had opposed of and as a result was forced to make his theatre entertaining to compete with it. He was, fortunately, a man with an innate understanding of how to entertain and this came through in his plays. He, in fact, believed that entertainment was an undeniable function of the theatre and, like emotion, could never be removed. It must, however, be seen as a requirement, rather than the main objective in an instructional theatre. He never extracted his natural showmanship from his work and indeed the balance between instruction and entertainment became more evident in his work as his career went on.

Brecht defined the word 'epic' as "a sequence of events narrated without artificial restrictions as to time, place, or relevance to a formal plot." Essentially, epic theatre appeals less to the feelings than to the spectators reason, "Instead if sharing an experience the spectator must come to grips with things." Brecht was well aware of the problems in his society (political, social, and economical) and motivated by them, Brecht invented his theatrical features to allow audiences to view real life and real issues. His features included the use of a narrator, a detached acting style, symbolic sets with minimal props and costumes, signs and slogans, songs and exposed lighting. His theatre was based on fact not fantasy. A dialectical structure with a narrative punctuated by commentary in which song, dance, and projected films, stills or photos could alternate with speech. Brecht structured his plays around the term epic which he saw as a narrative not to be tied in to time. In epic theatre human thinking is conditioned by their social situation and will change if that changes. The idea was to make the audience aware of this serious issue and persuade them to try and prevent it. During Brecht's experimenting with theatre, two different ideas were explored, "In my view these experiments were pursued along two lines which occasionally intersected but can none the less be followed separately. They are defined by the two functions of entertainment and instruction that is to say that the theatre organised experiments to increase its ability to amuse, and others which were intended to raise its value as education."

Brecht called his theatre presentational theatre because it aims to present ideas. The interruption of action is one of the principal concerns in epic theatre. "Let us treat the theatre as a place of entertainment, as trues aesthetics should, and let us find out what sort of entertainment appeals to us."

Epic theatre relies on the audience constantly being aware that they are watching a performance. To achieve this, Brecht used one of his most distinguishing theatrical features, alienation. He used the Verfremdungseffect, a term used to describe the theatrical effect by which the familiar is made to appear strange. The aim is that instead of responding emotionally to a performance, the audience members will engage their minds with the subject being presented, "I'm forced here simply to state our belief that we can encourage artistic understanding on the basis of alienation."

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The message was the most important element of the play and Brecht wanted his audience to walk away after the performance having learnt something about the world, and really thing about and analyse the performance they have just seen. Brecht intended to his show his audience the faults within society, and then persuade them to go out and change it, "Nothing is irrelevant to society and it's affairs." The audience was to be like a group of observers watching the events of the performance in a completely detached and logical way. His plays moved in a series of detached scenes, sometimes skipping years and time moving from place to place. This technique, along with Brecht's acting style, disengaged the audience from the performance, thus preventing the audience to feel empathy for the characters. The dialectical sense runs through Brecht's theatre the actor who impersonates the character, yet remains them self; the stage which represents reality, yet remains a stage; the characters who are themselves, yet can be something else.

In Brechtian theatre the actors were not to become involved with their characters. The are simply there to demonstrate the words and actions of his/her character. Brecht described this feature using a car accident, "Even the experience of the driver and the victim is only partially communicated by him (the actor), and by no means tries to turn it into an enjoyable experience for the spectator, however life like he may make his demonstration." Brecht described the actor's role as being like an 'eyewitness' at an accident. At no time should the actor, or his audiences, identify with the character. Emotionally everything must be externalised. Brecht would terminate a scene before it's climax; at appropriate intervals slides could be projected bearing a message, which served to underline the point of the scene.

One of the most important features was Brecht's use of a narrator. He used the narrator to comment on the action, emphasise the main ideas of a scene so that spectators cannot fail to miss them, and to reveal the plot so an audience could spend it's time concentrating on meaning rather than what was to happen next. The epic-device of a narrator who is involved in the action, but who stands apart from the rest by addressing the audience directly, destroys the cosy illusion of naturalistic realism. Brecht also achieved this through historification. He set the current subject matter in the past, removing an illusion from the stage. Film and slides were used in conjunction with or without the narrator to again re-emphasise ideas or plots.

Brecht incorporated other important features to blend in with the disjointed acting style and presentation. One of these features was the use of song, which enabled actors to remind the audience that they are demonstrating not acting. Brecht removed all curiosity by using titles to inform the spectator of the events to come. Brecht decided to make an episode dramatically complete in itself. So the suspense of 'what's going to happen next?' is gone, "In the Threepenny Opera the educative elements were so to speak built in they were not an organic consequence of the whole, but stood in contradiction to it; they broke up the flow of the play and it's incidents, they prevented empathy, they acted as a cold douche for those whose sympathies were becoming involved. I hope that the moralising parts of The Threepenny Opera and the educative songs are reasonably entertaining, but it is certain that the entertainment in question is different from what one gets from the more orthodox scenes. The play has a double nature. Instruction and entertainment conflict openly." The use of titles allows the details and implications of the scene to be seen hand to be more carefully perceived. The simplistic, stylised sets were also used to alienate the audience. Scenery is changed in full view of the audience, reminding the public that it is being staged. Brecht wanted the audience to be constantly aware that they were sitting in a theatre, so he used exposed lighting. The use of harsh white light made the actors on stage look unreal and unnatural. Brecht wanted his spectators to realise that they were in a theatre and at times it was an uncomfortable place to be. The audience could not relate to this, thus creating another form of alienation.

Brecht's main concerns were classism and power, injustice and inequality. Classism and power is used to show the different groups of people within a society, which cause a minority higher group who control and effect the lives of the majority lower group. He based his theatrical productions by his personal feelings. Brecht's productions satirised, questioned and criticised the prejudiced political/social structure of the day and the decay of human and social values. Brecht intensely felt the inequalities of society where those of a higher class were able to use their power to pursue injustice of the lower class. "Enjoyment of learning depends of the class situation. Artistic appreciation depends on ones political attitude, which can accordingly be stimulated and adopted. But even if we restrict ourselves to the section of the audience which agreed politically we see the sharpening of the conflict between ability to entertain and educative value. The more we induced the audience to identify its own experience and feelings with the production, the less it learned; and the more there was to learn, the less the artistic enjoyment." Brecht wanted to bring about social change through the medium of theatre, to challenge people's thinking; arouse their anger so they might improve their world. Each character in The Caucasian Chalk Circle only had one costume, but her the emphasis is always from the minimalistic and is even over the top for the rich/wealthy characters in the play. Thus Brecht has created his own distinguishing theatrical features to emphasise his points. As Brecht once said, "You feel great, but how's the world?"

Brecht Ronald Gray

The Threepenny Opera, with it's mixture of wit, facetious clowning, brash popular numbers, occasional sharp prickings of the audience's conscience, and ultimate vagueness and irresponsibility, to this downright propagation of an ideal. Pg 11

Brecht's view of the function of theatre had changed. It was no longer to be directly political, but rather, as he wrote in the Little Organon of 148, a place which the worker might "enjoy his terrible and never-ending labours as entertainment together with the terrors of his ceaseless transformation." Pg 15

The difficulties have arisen, as will be seen, from the contradictory theories expressed by Brecht at different periods of his life like his plays, his theory changed considerably in exile.

In the earlier days, his purpose had been primarily political he had intended to "turn a means of enjoyment into a lesson to be taught, and to transform certain situations from places of entertainment into organs of publicity. Pg 70

The theatre was to be neither moralising or didactic; it was merely to detach itself from the classical models that had suited former ages, and produce entertainment adapted to our own age. In other words, it was to be a theatre scientific in mood. At this point, Brecht ran into a certain amount of self contradiction. Pg 71

Picasso has explained his own policy in art in terms closely similar to Brecht's. "My Landscapes," he writes, "are exactly like my nudes and my still lifes; but with faces people see the nose is crooked, whereas nothing shocks them about a bridge. But I drew this 'crooked nose' on purpose. I did what was necessary to force people to see a nose. Later on they saw - or they will see - that the nose isn't crooked at all. What I had to do was to stop them from going on seeing only 'beautiful harmonies' or 'exquisite colour'.

To Brecht and Beyond

By the end of the 10's, Brecht had in his lyrics and dramas, as well as in his theoretical writing, recognised that his own work was also pleasurable - if pleasure were no longer opposed to learning.

The time has come to give art, by a pitiless method, the precision of the natural sciences. But the principal difficulty for me is still the style, the indefinable Beauty resulting from the conception itself.

(Flaubert, Correspondence) pg 11

Brecht called the greatest art - the art of living.

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Bias In The News

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There is quite a lot of bias in news articles and it is very effective in stimulating our response to an issue. In the article Rich, famous unite in grief ( West Australian 5 September, 18) bias is included to symathise our response to the victim or victims and to be angry at the people responsible. Reporters can use headlines, Figure of Authority language and the six questions to create a effective slant on an article. All these factors play a huge role in the impact of the bias.

The headline is the first place in an article where the bias first starts. The size of the headline varies on the importance of the article and various poetic tools in a headline give the article a impact and a extremely strong determining point for the bias.The headline Rich, famous unite in grief uses strong words and alliteration and is typed in big, bold, black letters. This and the journalists impacting words make us feel angry at the people responsible for the Swissa disaster.

The way a headline is written and displayed aids in impacting the readers reactions to the article.

A Figure of Authority is used quite often in a article to help convey the bias. All direct quotes from these people are added in with the article to give the reader some proof. As an audience or readers we tend to believe and agree with what these people are saying because they are important and we as readers trust them. In the article Rich, famous unite in grief there is a direct quote from Mr La Motta I had four daughters but only two sons, and I lost them both in just seven months It shows how much pain and loss has happened to one man but then there are many others like him who have lost just as much. This quote makes us feel very sorry for the victims parents and love ones and extremly angry at the people responsible. The quotes in articles influence us to believe things about the people in the article.

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Every journalist chooses his/her different style of language to influence the reader in many various ways. Persuasive, descriptive, factual, emotive and poetic are the different language styles used by journalists. Each of theses styles has a different impact on the readers thoughts and responses to an article. In Rich, famous unite in grief an example of this is As grief counsellors helped the families of those killed. This is showing us that the families are helpless and shaterd at the loss of their loved ones. The uses of these writing techniques the journalist is able to create an impacting bias.

As the six questions are mostly factual but they however do contain some bias. They are normally in the introductory paragraph and are very simple the answers to the questions who?, What?, When?, Where?,Why? and How?. In the Rich, famous unite in grief the answers are in the first whew paragraphs which say that no survivors survived the Swissair disaster and that the families are under great grief. This however doesnt have a great impact on the bias but is factual in the article.

Therefore the bias in articles has a great influence on the readers response to the issues in articles. Headline and font, figure of authority and finally the six questions make up the bias in newspaper articles. As each factor plays a different role in impacting the bias.There is definitely a lot of bias in news articles and news just wouldnt be good if it didnt make you feel something for the story.

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Frost's "Mending Wall" vs. Floyd's "The Wall"

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Frosts Mending Wall vs. Floyds The Wall

Essay written by Luke Bialek

From Robert Frosts Mending Wall to Pink Floyds Another Brick in the Wall, humankind erects and maintains real and symbolic barriers to protect and defend opposing stances, beliefs and territories. Although each wall is different they serve the same purpose and both Frost and Floyd oppose them. Robert Frosts Mending Wall is a very popular poem. This poem consists of two characters the narrator and his neighbor. In this poem the two neighbors are mending a stone wall that separates their property. The wall mending has been a pastime of the neighbors for many years and occurs every spring. Over the winter the wall has fallen victim to both hunters and the frozen ground and, therefore, contains gaps that must be filled.

In the poem the narrator questions the sense of even mending the wall . He concludes that neither of the farms contain animals, only trees, which would be enough of a boundary. There is no physical need for the wall, so why go through the trouble of fixing it every year for no apparent reason. Although the narrator is right the ignorant neighbor insists that they mend the wall by saying Good fences make good neighbors.(Frost) The neighbor repeats this saying although he doesnt know why the wall is necessary nor does he know why it will make them better neighbors . Frost is criticizing the ignorance of the neighbor here. Mending Wall, although it doesnt appear it on the surface, almost parallels to a popular Pink Floyd song, Another Brick in the Wall. The speakers of the song are students and the poem is directed towards teachers. In this song, as in Mending Wall, a barrier is discussed, but this time it is a phsycological barrier instead of a physical one. This barrier has been put up by society and is being built up by the teachers. The students are calling out against this building up of the wall.

As it is stated in the song

All in all youre(teachers) just another brick in the wall.(Floyd) This barrier being put up is restraining the students freedom of thought, a process that has gone on and become reinforced over a long period of time. Floyd has realized this barrier and is calling out against it as he says

We dont need no thought control.(Floyd)

The barrier put up by education is just as unnecessary to Floyd as the stone wall is to Frost. The teachers in the song are doing the same thing that the neighbors father did in the poem, reinforced and insured a lack of communication and ,therefore, ignorance in the next generation. The neighbor is a perfect example of the product of these barriers, he doesnt know truly know why the wall must be there but he never questions his fathers words and understands that the wall is really keeping him and his neighbor from having a better friendship. Frost describes the neighbor like an old-stone savage armed. He moves in darkness as it seems to me.(Frost) This darkness is the ignorance that he displays as he mends the fence. Floyd relates to this dark ignorance with the No dark sarcasm in the classroom!(Floyd) The neighbors father and they teachers parallel and the neighbor is their product.

In these two works both speakers are attempting to halt the reinforcement of ignorance and the limiting of thought. These speakers each represent the view and message of their writers. Both Frost and Floyd want to break down the barriers set up by humankind. These barriers are what keep people from questioning or even contemplating things that happen in every day life. These barriers are often subconsciously put up and strengthened by society and may control ones thought. These techniques may be used by governments and other institutions to insure that someone doesnt know too much or uncover certain conspiracies. Frost and Floyd have provided us with two very different situations in which this technique may be used as a warning to help us to prevent the further control of our thought and to help us eventually attain freedom of thought.

Although they are two diferent forms of literature both Frosts Mending Wall and Floyds Another Brick in the Wall send the same message. That message is to think.

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

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