Witchcraft Ideas And Their Parallels Across The World :: essays research papers fc

Witchcraft is said to be the most widespread cultural phenomenon in existence today and throughout history. Even those who shun the ideas of witchcraft cannot discount the similarities in stories from all corners of the globe. Witchcraft and its ideas have spread across racial, religious, and language barriers from Asia to Africa to America. Primitive people from different areas in the world have shockingly similar accounts of witchcraft occurrences. In most cases the strange parallels cannot be explained and one is only left to assume that the tales hold some truth. Anthropologists say that many common elements about witchcraft are shared by different cultures in the world. Among these common elements are the physical characteristics and the activities of supposed witches. I will go on to highlight some of the witch characteristic parallels found in printed accounts from different parts of the world and their comparisons to some famous fairytales. First of all, throughout many cultures, physical characteristics associated with witches ring strangely the same. Anthropologist Philip Mayer says that witches typically bear a physical stigma, like a red eye for example (Mayer 56). In the Brother's Grimm fairytale "Hansel and Gretel," the witch shares this same beastly characteristic. Also, people usually cast off as witches are typically always old women. In Slovakia, Milan Mramuch accused his elderly neighbor of witchcraft and allegedly beat the old woman to death (Whitmore). In "Hansel and Gretel" the witch who lives in the tempting, candy house is an old crippled woman and in the Brother's Grimm fairytale "Snow White," the witch who was an elegant queen, performs her craft disguised as an old peasant woman. A second characteristic of witches - and what witches are most commonly known for - is that they cause horrible misfortune to their neighbors and others close to them. Death, sickness, and weather disasters are examples of natural occurrences that witches cause are often blamed for, especially when the occurrences seem strange or out of the ordinary. They can cause this harm simply by willing it to happen. "The witch only has to wish you harm, and the harm is as good as done" (Mayer 56). In Slovakia, Mramuch, who killed his neighbor Anna Tomkova, did so because he suspected the woman of casting a spell on his granddaughter. It was the only answer Mramuch had to counter his granddaughter's sudden suffering of epileptic seizures (Whitmore). In South Africa, Mmatiou Thantsa was accused of witchcraft and summoning lightning (Keller).

Tim Leary Essay -- essays research papers

Timothy Leary, also known as ‘Uncle Tim’, ‘The messiah of LSD’, and ‘The most dangerous man in America’, was born on October 22, 1920, in Springfield, Massachusetts. He went to a public high school where he discovered girls and the ability to attract attention from those in authority. After high school he attended Jesuit College Holy Cross, but Tim wasn’t satisfied with Holy Cross, so he took a test to get into West Point. He got very high marks and was accepted. Timothy was very enthused and proud to be at West Point. However, his enthusiasm faded when he realized that he was being trained not to think, but to follow. One day, on a return trip from a football game, Timothy was invited to drink with a few of the upper classmen who brought some bottles of whiskey. The illicit event was unfortunately discovered the next day, and the Cadet Honor Committee punished Tim by inflicting a kind of solitary confinement: everyone was forbidden to sp eak a word to him. A date was set for a court-martial. Timothy was aquitted in less than two minutes, which caused the disgruntled and unsatisfied Committee to maintain the silence punishment. Leary had to endure nine months of being ignored. When he became a sophomore, some of the cadet officers whom where not on the Honor Committee approached Tim to talk about the situation. They informed him that the whole business was causing morale problems. They wanted to make a deal for Tim's departure. He said that he would leave Westpoint if the honor committee would read a statement in the mess hall proclaiming his innocence. They returned two days later with an approval. Tim went back home and applied to more colleges. He was accepted to the University of Alabama where he became a psychology major. Shortly after, Tim was expelled for sleeping over at the girls’ dormitory. He was an A student. When he was kicked out of college he was sent to basic training in artillery at Fort Eusti s Virginia. The army needed psychologists, and since Tim had already started the major they let him finish his degree in the service. He was going to be stationed on an infantry boat in the south pacific. Luckily, his old friend from the University of Alabama was now the chief psychologist at the army hospital in Pennsylvania. He managed to get Tim a transfer to his hospital. 	In 1944, while training as a clinical psychologist in Pennsylvania, ... ...dia extravaganzas with live video and music. His books became graphic novels that were the products of desktop publishing and most profoundly his interests became focused towards the rise of the World Wide Web. Tim realized that this was what he was waiting for, a place where you can create and interact with your own worlds. Soon, Tim devoted his entire efforts to making his web site, http://leary.com, his home for his archives, ideas and his fans. After he learned he had inoperable prostate cancer in January of 1995, he embraced the dying experience as one of the greatest journeys of all time. He refused to become morbid and depressed over his situation. He was often entertaining guests and could often be seen at a number of events in the city in his formula one wheel chair. A home in cyberspace that can live on forever was one of Tim's last wishes. Timothy Leary was many things to many people, and he resisted most attempts to categorize himself. He often said at these times, "you get the Timothy Leary that you deserve." Overall it is accurate to call him a philosopher and a scientist, whose underlying motivations were human communication and understanding the mind.

Motivation in Hospitality

E XECUTIVE WHITE PA P E R A new study on employee motivation and performance lays the groundwork for creation of the SITE Foundation Motivation Index . MOTIVATION In The Hospitality Industry Introduction About the Research The CANE Model Implications for Employers About the Researchers Where to Get the Study INTRODUCTION E mployee turnover within the U. S. fast-food and hotel industries costs those industries in the neighborhood of $140 billion annually. In more bite-sized terms, it will cost roughly 100% to 200% of an employee’s base salar y to recruit and train a replacement. Although the turnover rate for these ndustries hovers between 78. 3 percent and 95. 4 percent on a national basis, some fast-food restaurants and hotels experience much lower rates, and have significantly greater success retaining employees. Overall, higher levels of motivation and motivated performance translate into a 53 percent reduction in worker turnover. It is generally understood that employment in these industries is often considered to be temporar y, or stop-gap employment, with workers leaving eventually for what they will consider â€Å"greener pastures. † And certainly, different economics are at work depending on the region, the type of establishment, etc.However, turnover rates also vary within the same economies, the same chains, the same cities, and the same regions. All things being equal, then, what accounts for the differences in turnover rates? And more importantly, what can managers do to reduce turnover at their properties? The Site Foundation is seeking to answer those questions by studying employee motivation and performance in the fast- food and hotel industries. The study – Motivation in the Hospitality Industry – measures key indices of motivated behavior using the widely recognized CANE (Commitment And Necessary Effort) Model of Motivation.The following describes key findings from research to date and offers methods managers can use to reduce turnover in their fast-food or hotel operations. About The Research Hotel and fast-food employees from twenty-two job sites located in the Orlando, Florida area were surveyed in October Published by: T he SITE Foundation Copyright 2004. All Rights Reser ved. This paper is an edited version of a full report by the same name written by Steven J. Condly, Ph. D. , Educational Studies Dept. , College of Education, University of Central Florida, and Robin DiPietro, Ph. D. , Rosen School of Hospitality Management,University of Central Florida. EXECUTIVE WHITE PA P E R Employment in these industries is often considered to be temporary, or stop-gap employment, with workers leaving eventually. 2003. All told, 545 responses were received. Mid-scale hotels contributed 14. 9 percent of the responses; fast-food restaurants contributed 85. 1 percent. A follow-up phase conducted in February 2004 surveyed the same job sites. The survey instrument was modeled after the CANE Model (Richard Clark, 1998). The CANE Model helps us to understand the various aspects of why people are motivated to perform a specific task. The CANE ModelThe following chart illustrates the dynamics at work in the CANE Model. It is followed by an explanation of the ten predictor variables and questions in which the employee might express the effect of the variable on his or her behavior. (Commitment And Necessary Effort) Perceptions of Capability Self-Efficacy Agency Self-Efficacy 2 Effort Affect x Emotion Mood Task Value x Goal Commitment Importance Interest Utility Choice Persistence IMPLICATIONS FOR EMPLOYERS Simply put, the study demonstrates that certain behaviors have various impacts on turnover in various ways, and these differences suggest strategies employers ight use to reduce turnover. These include: T urnover is less when employees have a high level of value for their work. These employees persist more than colleagues who report low levels of value. Employers can help employees valu e their work through consistent praise, recognition, and special incentives. T urnover is less at work sites where employees feel supported by the organization. Organizations can increase the level of support their employees feel by listening more, understanding employee issues, and taking action accordingly. Employees who feel better about their jobs persist more, exert more ffort, and are less likely to leave. EXECUTIVE WHITE PA P E R THE CANE MODEL Ten predictor variables identified by the CANE Model guided the investigation of the hospitality industry. These included: self-efficacy, agency, emotion, mood, importance, interest, utility, choice, persistence, and effort. Self-Efficacy The belief that one can organize and execute courses of action to obtain desired goals (Bandura, 1997). Can I Do This? Do I Have What It Takes? Agency The belief that you will be supported in doing a task or allowed to perform the task in accordance with your goals. W ill I Be Permitted To Do This and Be Supported?Can I Do This Under These Circumstances/Conditions? Emotion Negative emotions produce avoidance behaviors (tardiness, inattentiveness, job abandonment); positive emotions energize (choosing a task, staying longer on a task, etc. ) How Do I Feel About This Task Or Job? Mood Moods bias people’s thoughts, not their actions. How Am I Feeling In General? Importance People tend to commit to tasks when they identify with the task. Is This Task â€Å"Me†? Interest People can commit themselves to tasks even when the only thing they get out of it is pleasure from doing the task. Do I Like This? Utility Willingness to perform A to secure B.Task utility is often the most powerful motivator. If the answer to the question at the right is â€Å"nothing,† people are unlikely to commit to the task. What’s In It For Me? Choice Buy-in or the first step. This is that actual goal that people have selected; it differs from intention in that it involves some sort of action or response and not mere thought or words (Kuhl, 1986). Do I Agree With This? Persistence Continued choice in the face of obstacles. When people persist, they generally succeed. Can I Continue To Do This? Effort An energy-based behavior involving actual thinking rather than rote performance.When people exert effort, they increase the likelihood of succeeding in a task. Is It Worth The Effort? Older employees tend to be more motivated, persistent, exert a greater effort, and are less likely to leave in the face of difficulties. Salaried employees are more motivated than hourly employees. Women are more likely to say their work is more interesting, more important, and more useful; however, turnover for women is higher than men. When employees feel they cannot perform certain tasks, managers should reduce the size of complexity of the task into smaller â€Å"chunks. † This helps the employee to build self-efficacy.Employees who perceive their work conditions to be unfa ir and/or unreliable need evidence that the system is there to help them be effective. If negative perceptions are cor rect, management should rectify them. Conclusion: When tasks are being avoided or devalued, a carefully targeted incentive system can solve the problem in both the short- and long-terms. About the Researchers This summary of a SITE study is an edited version of a full report by the same name written by Steven J. Condly, Ph. D. , Educational Studies Dept. , College of Education, University of Central Florida, and Robin DiPietro, Ph. D. Rosen School of Hospitality Management, University of Central Florida. WHERE TO GET THE STUDY For copies, contact The SITE Foundation: Frank J. Katusak, Executive Director 304 Park Avenue South 11th Floor New York, NY 10010 212-590-2518 f. [email  protected] org; www. sitefoundation. org 3 WE’VE COME A LONG WAY SINCE THE CARROT Give Sales Force Motivation the Attention it Deserves Improve sales representa- Improve team field f orce per- tive performance an average of formance by up to 45% with a 22% with a carefully designed, properly structured incentive implemented and monitored program incentive programNinety-two percent of sales Q uota-based incentive pro- representatives surveyed indi- grams are proven to yield the cated they achieved their goals greatest results because of incentive programs Your Program Costs Can Be Based on Results and Payable Upon Success Research Shows Why Certain Incentive Programs Work While Others Don’t Get a free summary of the research, â€Å"Incentives, Motivation and Workplace Performance: Research & Best Practices,† conducted by the International Society of Performance Improvement, 2002. Contact Frank Katusak at 212-590-2518 or f. [email  protected] org. The complete study is available for $50.

Breath Right Essay

â€Å"When we first began marketing this product, what was so gratifying, particularly as a physician were the literally thousands of letters and phone calls we would receive talking about how much better people slept at night. Almost all the letters began with â€Å"thank you, thank you, thank you!† Just three thank you’s. It was, I haven’t gotten a good night’s sleep like this in 10 years.† What is Dr. Dan Cohen, CEO of CNS, Inc., talking about? Its Breathe Right ® nasal strips, the innovative adhesive pad with a small spring inside that, when attached to the nose, pulls the nasal passages open and makes it easier to breathe. Since its introduction in the United States, Breathe Right strips have been coveted by athletes hoping to improve their performance through increased oxygen flow, snorers (and more often, snorers’ spouses) hoping for a sound night’s sleep, and allergy and cold sufferers looking for relief for their stuffed noses. The Breathe Right ® strip was invented by Bruce Johnson, who suffered from chronic nasal congestion. At times he would put straws or paper clips up his nose at night to keep his nasal passages open. After tinkering in his workshop for years, he came up with a prototype design for the Breath Right ® strip. He brought the prototype to CNS, which was in the sleep disorders diagnostic equipment business at the time. Dr. Cohen knew instantly the market for the strips would be huge. After the products received Food and Drug Administration (FDA) approval and became successful in the market CNS divested its other interests and went to work marketing the strips full time. Being a small company, CNS did not have the budget to launch a large-scale marketing campaign. But it got the break it needed when Jerry Rice, the wide receiver for the San Francisco 49ers won the 1995 Superbowl. The entire nation became aware of the product overnight, and demand for the strips increased dramatically. An indication of this national awareness was discussion on TV talk shows and even appearances of the strip in cartoons. The problems that the Breath Right ® strip solves – snoring, congestion – are not unique to the US population. Also, with the media being so global today, people around the world were seeing US athletes wearing the strip and wondering how they could get their noses on some. CNS decided to take Breath Right ® international. But because it was still a relatively small company and had no experience in the global market place, it opted to take on a distribution partner that had extensive global outlets already in place as well as the ability to market the product abroad. 3M, makers of such products as Post-It notes and the leader in stick-to-skin products around the world became the international distributor for Breath Right ® strips. David Reynolds-Gooch, International Business Manager at 3M, explains that the strips fit in well with 3M’s existing adhesive line of first-aid products and are sold in channels with which 3M has extensive leverage: pharmacies, hypermarkets and food markets. 3M agreed to take control of all the marketing and communication responsibilities in addition to the distribution in return for a percentage of the sales revenue of the strips. The strips are â€Å"co-branded† in the international markets. The packages say both Breath Right ® and 3M. 3M introduced the Breath Right ® strip in Japan, and then it was rolled out in Europe, and now can be found in more than 40 countries from Australia to South America. 3M used a similar approach to that used by CNS in the US. Create awareness during the introduction phase through public relations – sports related and otherwise. â€Å"The first year we had incredible PR success† remembers Reynolds-Gooch. â€Å"We believe we got about $14 million worth of free TV, radio, and print time around the world.† This was done through such tactics as having the South African rugby team wear the strips while it won the World Cup of rugby and having pulmonologists and breathing experts describe the benefits of the product on talk shows in Japan, Australia, Europe and Latin America. CNS quickly discovered some major differences in marketing the product here and abroad. For instance, as Gary Tschautscher, Vice President of International Marketing at CNS explains. â€Å"In the US, we positioned and distributed the strips as part of the cough/cold category of products. As we rolled it out internationally, suddenly we realized in some countries that section in the store doesn’t even exist. So where do you position your product?† Additionally, says Reynolds-Gooch. â€Å"There really aren’t many large drug chains or pharmacy chains. The stores are independent in most countries by law. So what that means is you have to go through multiple layers of distribution and ultimately we were able to influence the pharmacist because of the other products 3M distributes in the stores. Finally, there is no couponing in most countries in the world. That vehicle for inducing trial of a new product is not available, and hence a lot more in-store sampling is nee ded. Both CNS and 3M face some issues for the future as Breathe Right strips gain in popularity around the globe. While the athletic segment of the market gets most of the publicity, the snorers are the bulk of the market for the strips internationally. Reynolds-Gooch has identified creating heavy users – those who use the strip every night – as the most important marketing point for the future, ahead of people with seasonal colds or allergies. Also, many of the markets that have been identified as â€Å"hot† new markets throughout the business community may not be appropriate of the Breath Right ® strip. For example, Latin America and Asia (especially China) are emerging markets with steadily increasing income levels and large populations, but the average age in these countries is under 30, and people under 30 typically do not have snoring problems with the frequency that older people do.

Analysis Memorandum

Analysis Notes Summary This is an analysis note that recommends using the Microsoft Access database in the security department infrastructure. Many security administrators rely heavily on using Microsoft Excel spreadsheets to track employees, security breaches, inspection plans, and training. Spreadsheets are an effective means of performing complex calculations, but spreadsheets are also limited to show the quality of the relationship between the security data associated with a particular field and the query. The following documents provide some suggestions for drafting predictive legal analysis. The form of proposal of the Memorandum of Understanding of the Ministry of Justice, the structure of the working draft, the sample memorandum of understanding and the advanced sample memorandum show the facts of the traditional structure emphasizing specific legal problems and their answers followed by merely legal significance I will. The resolution of de facto legal issues depends on - an d the applicable legal rules, the facts applied to the case, and the arguments about the possible refutation of key analysis items. One of the most difficult parts of writing a legal memorandum is to reach a defensive conclusion when the law is uncertain or applicable to your facts. Since the purpose of the memo is to answer the raised legal question, you can not just leave there saying that the law is not clear. You must believe that your research and analysis skills will allow you to provide reasonable answers. The discussion section is in the center of the memo. It interprets and analyzes the law and provides a place to apply it to your facts (the term integration will let you guide you through this section). For each individual legal issue included in the Memorandum, the discussion section should be divided into separate sections; subheadings are useful here. The discussion of each question should include an introduction, an explanation of applicable legal rules, application of rules to legal issues, and conclusions on the problem.

Importance of Effective Communication To Elementary Teaching Essay

Importance of Effective Communication To Elementary Teaching profession - Essay Example If the teacher truly does want to create multivoiced classrooms, she/he needs to provide ways for all of the students to participate. One among is the effective communication of the teacher with the students. Communication apprehension (CA) has been defined as an "individual level of fear or anxiety associated with either real or anticipated communication with another person or persons" (McCroskey, 1977). The school environment can play a vital role in the prevention of CA and make the students feel as part of the team. Fisher (1995) describes a school classroom that encourages a sense of community: "For me, community in the classroom is the amalgamation of rigorous learning and caring about one another. Community is built through routines, procedures, and attitudes that evolve over time as the teacher and children develop trust in one another. The teacher can create community feeling in the students by creating a warm, easygoing climate in the classroom --helping students get to know one another at the beginning of the year --using drama and role-playing situations --having students speak to the class in groups or panels rather than individually --allowing students to work with classmates with whom they feel most comfortable --having students speak from their seats rather than from the front of the room --presenting students with oral activi

Reaction Paper on Geraldine Brookss The Year of Wonders Essay

Reaction Paper on Geraldine Brookss The Year of Wonders - Essay Example This essay discusses that the contaminated articles and clothes of the tailor were not initially destroyed because of lack scientific knowledge. Eleanor and Michael reveal marriage secrets to Anna. Bradford family faces Mo mp hellion's wrath because they ran away, as they had the means to do so like any other noble family. Rector’s secret shadows fall on the nobility of his work. Anna goes through a mental and spiritual unraveling and almost attains a rebirth. All female characters, Lib, Anna, Gowdies, Anna’s stepmother all show the enormous strength of character. Those were the days when antibiotics have not been invented, though science was receiving royal patronage. Methods of disinfection were not well-known even in London and this fear of infection drove Londoners to inhuman methods during the plague. Fear and superstition and survival made them merciless. Other than burning the infected material, there were hardly any alternatives of infection. Written in modern a nd fluid style, not dull or tedious, the book maintains uncanny optimism despite the prevailing grimness, ‘how fear drove ordinary people first into superstition and then into primeval brutality’. It also shows that human nature does not change while knowledge does. The village is in stark contrast with the treatment London gave to its sick, locking them up with the healthy in their houses, sealing the houses without water or food, and according to Samuel Pepys, ‘making us cruel as dogs to one another’. London was gripped by the fear of unknown.