The Death Of The Plague - 1532 Words

Fourteenth century western Europe— already plagued by overpopulation, economic depression, famine, and malnutrition, plummeted into an unprecedented scope of devastation as the bubonic plague annihilated two-fifths of its population. Coined the Black Death in reference to its symptomatic bodily discoloration, the pandemic’s ability to wipe out such a tremendous population is indicative of susceptibility before tragedy even struck. From 1000 to 1300, Europe’s population problematically doubled- consumers overwhelmed the food shortage, and potential employees drastically outnumbered the scarcity of jobs. Crop failures between 1315 and 1317, additionally, perniciously triggered a famine in densely inhabited cities, although Europe in its†¦show more content†¦Scientifically confirmed in the late 19th century, Yersinina pestis, a bacterium found in rats and their parasitic fleas, traveled from Asian ships along trade routes to Europe. Westward, an outbrea k first appeared in Constantinople in 1346, reached Sicily by 1347, then the Italian ports of Venice Genoa, and Pisa a year later in 1348; it thereafter swept through Spain, southern France, and northern Europe rapidly with death at the doorstep, and sporadically reappeared in the following decades. Originally theorized to only spread as an infected flea bit its victim, such an inefficient technique of transmission contradicted the disease’s sudden spread, eventually propelling an additional, airborne culprit. As the bubonic plague infiltrated a host’s lungs, it induced sneezing and coughing that extensively circulated through an area and increased disease exposure. Infected, yet seemingly healthy citizens also moved to clean towns, the vast majority of the living existed under unsanitary conditions, and misinformed physicians practiced either adiaphorous or detrimental treatments, heightening the magnitude of fatalities. In short, although the bubonic plague hist orically entered through flea-bearing rats that inhabited Asian trading ships on their way to Europe, and aggressively viraled through the air once docked, the naive fourteenth century society reveled in uncovering alternative â€Å"causes† for the plague, and distinctly responded to

Feminist Perspective of John Steinbeck’s The...

A Feminist Perspective of John Steinbeck’s The Chrysanthemums John Steinbeck, in his short story The Chrysanthemums depicts the trials of a woman attempting to gain power in a mans world. Elisa Allen tries to define the boundaries of her role as a woman in such a closed society. While her environment is portrayed as a tool for social repression, it is through nature in her garden where Elisa gains and shows off her power. As the story progresses, Elisa has trouble extending this power outside of the fence that surrounds her garden. In the end, Elisa learns but does not readily accept, that she possesses a feminine power weak for the time, not the masculine one she had tried so hard to achieve through its imitation. The work†¦show more content†¦They look at a tractor and smoke, manly things, as they conclude their mans work. Just as their environment surrounds all persons, fences surround animals and men surround women. As she looks out to these men, we look at Elisa. Although she is doing the feminine work of gardening, she is dressed like a man. She wore a black hat low on her forehead to cover her hair, thick leather gloves covered her hands, and clodhopper shoes covering her small womans feet. A big corduroy apron covered the dress making her figure look blocked and heavy (396). Unconsciously, as she looks through her fence at the men talking business, she is trying to cover up her feminine qualities. She longs to be in their position and possess their characteristics. As she does her gardening, something she enjoys and excels in, Her face was lean and strong†¦ eager and mature and handsome (396). Her use of the scissors is described as over-eager and over-powerful (397). All of these characteristics are usually masculine adjectives. But in this case they describe a woman attempting or at least imagining living as a part of such a mans world. Yet Elisas power is not used for masculine activities; in fact, her power is derived from a feminine source, nature. Mother Nature, a female, controls the environment. This female power is part of matriarchal lineage since Elisaa mother also could stick anything in theShow MoreRelatedA History of Submissive Women in Literature2215 Words   |  9 Pagesbeen one that has been repressed throughout history and forced to acclimate itself to a world dominated by men. Although major improvements have been made in the strife for equality, this continues to be a man’s world. In the short stories â€Å"The Chrysanthemums† and â€Å"A Rose for Emily,† as well as in the drama â€Å"A Doll’s House,† the protagonists are all frustrated women who are unfulfilled with their subservient lives. Partly imposed upon them by their setting’s historical and societal norms, they choose

Personal Professional Development Management

Question: Describe about the Johari Window? Answer: Introduction According to Barker and Gower (2010) in an organization, communication is one of the essential parts that allow the free flow of information and data within the team members. The Johari Window is a simple tool that is used within the organization for effective as well as efficient communication. This helps the employees in understanding about themselves as well as also helps in understanding about the other team members (Argenti, 2013). This assignment will be dealing with the effectiveness and utility of Johari window within an organization for free flow as well as effective communication. Johari Window Pateman (2014) commented on the fact that the Johari Window is a communication form that helps in improving understanding among the individuals. This is also termed as a disclosure or feedback model that represents the feelings, attitudes, skills, motivations, intentions etc. It is done for building a trust among others by disclosing information among each other. In addition to this, Rice (2012) also had a view that this model will also facilitate the feedback from others that helps to learn about them regarding their personal issues. It is a simple tool that helps in personal development, self awareness, improving communications and also helped in interpersonal relationships. In addition to this, it also helps in team development along with improve the relationship between the group (Wilson, 1992). It is a simple model of communication that can be used in several environments as well as situation. It contains 4 regions or quadrants such as- Open area, blind area, hidden area and unk nown area that helps in clear understanding the communication within the organization (Salisbury, 2014). The Johari Window is shown below- Figure 1: Johari Window (Source: Salisbury, 2014, pp. 85) 1) Open Area The 1st quadrant shows the open area where information regarding the individuals is known to self as well to others in the group. According to Ye and Churchill (2003) out of the four grids, the 1st grid is the open area is a space where the communications and cooperation occur. It is free from any kind of confusion, conflict, mistrust, distractions and misunderstanding in order to make the group more productive and effective. Williams and Wise (2000) commented on the fact that the open area is a free area or public area where the feelings of the employees are easily shared with each other in order to make the work place dynamic and prolific in nature. It is said that the already established area have large areas in compare to new team members. The new team members are less open to the open area and relatively less knowledge is shared among the new employees. For making the new employees as a part of the organization, the old employees need to help the new employees for opening them u p in order to build new relationships among the team members. The other employees also facilitate other team members in expanding their open areas through feedback. In addition to this Reina et al. (2006) had an opinion that the size of the 1st grid or open area can also get increased vertically downwards into the avoided space. This happens when the person discloses the information and feelings about the team members as well as the team. Moreover, the person also expands into the open area by requesting the person about them. According to Harvell (2006) the managers and leaders also play a significant role in getting feedback and directly giving feedback to the individuals in the open area. It is believed that more the information will be flowing in the organization or the group, the more the employees will be closely knotted to each other which will result in higher level of co-operation and productivity (Marquis and Huston, 2006). 2) Blind Area Morrison (2002) commented on the fact that the 2nd grid that consists of the blind area or blind spot is concerned about a person that is known by other employees but is still unknown by him or her. The information regarding an employee or individual is only known to other employees but is totally unknown to the employee himself or herself. It is not a very productive or effective space for the groups or individuals. The mangers as well as the team members take the responsibility in order to reduce the blind area. This is because; according to Lukka and Granlund (2002) decreasing it encourages the team work and also increases the open area that is essential for the better productivity. This also reduces the fear of the new employees which in return promotes more communication between the old employees and new employees within the organization. Bagga and Srivastava (2014) had an opinion that it contains the information, feelings, aptitudes, experiences, abilities of the person that an individual; cannot recognize within themselves but is easily identified by the other employees of the group. When this window is opened by an employee for that employee who is unknown regarding his or her facts, opens a window that helps increase in trust. In addition to this, this unknown facts when comes into limelight, it motivates the employees to work more enthusiastically and effectively for achieving the goals that are set for him or her. Arguden (2011) commented on the very fact that if the hidden facts regarding the employees are brought forward and are utilized in a positive way, then the employees feel much comfortable and blessed. This can also lead to higher productivity of the organization. Some examples can be cited such as- discussion regarding the bad breath of an employee or salad teeth or an employees more talkativeness in t he conference room etc. 3) Hidden Area According to Mulkeen (2008) the 3rd quadrant also known as Hidden Area defines the information that is known to the employees but is kept hidden from other employees. It contains the information, attitude, beliefs, trust that an employee possess within oneself but is not at all disclosed to others. Means and Adams (2005) commented on the fact that these areas are private areas that maybe the employees dont want to share with other employees. Opening up this area among other employees surely helps in building trust as well as strengthening the relationship between the employees. Once the employees start opening up themselves among others and starts sharing their feelings, beliefs and attitudes, this leads to the employees progressing towards the open area (Prendergast and Stole, 1999). As a result this helps in greater communication and interaction among the employees. This also leads to greater productivity, understanding as well as builds trust among the employees. Harvell (2006) commented on the fact that opening up the private area also helps the employees in building trust on each other and relying on each other. The mote the employees will be unfolding acts about them, the more that employee will be approaching towards the public arena. This will levitate the bonding between the employees where the employees can work together for their self development as well as development of the organization as a sum total. This levitates the motivation of the employees since the more the employees will be communicating with each other, and the more they will come to know about each other. Barker and Gower (2010) had an opinion regarding this is that it will ultimately turn beneficial for the organization as well as within the team members. Some examples can also be cited regarding this quadrant such as- an employees belief while making a new starts of a new job, the religious belief etc. Conclusion Communication is an inseparable portion of the organization that helps in easy flowing of information among the employees. There are certain portions of Johari Windows that shows that there is certain information that are known to the employee himself or herself and also is known to others. In addition to this, there are certain portions named blind spot where the information regarding an employee is unknown to that person but is known to others. Moreover, the hidden area of the Johari Window contains information that is specially known to the specified employees but is totally unknown to other employees. References Argenti, P. (2013). Corporate communication. Boston: McGraw-Hill Irwin. Arguden, R. (2011). Keys to governance. Basingstoke: Palgrave Macmillan. Bagga, T. and Srivastava, S. (2014). SHRM: alignment of HR function with business strategy. Strategic HR Review, 13(4/5). Barker, R. and Gower, K. (2010). Strategic Application of Storytelling in Organizations: Toward Effective Communication in a Diverse World. Journal of Business Communication, 47(3), pp.295-312. Harvell, L. (2006). Effective Communication: A Comparison of Tools for Organizations. Review of Communication, 6(1-2), pp.141-143. Lukka, K. and Granlund, M. (2002). The fragmented communication structure within the accounting academia: the case of activity-based costing research genres. Accounting, Organizations and Society, 27(1-2), pp.165-190. Marquis, B. and Huston, C. (2006). Leadership roles and management functions in nursing. Philadelphia: Lippincott Williams Wilkins. Means, J. and Adams, T. (2005). Facilitating the project lifecycle. San Francisco: Jossey-Bass. Morrison, E. (2002). Information Seeking Within Organizations. Human Communication Research, 28(2), pp.229-242. Mulkeen, D. (2008). How can the HR team improve internal communication?. Strategic HR Review, 7(2). Pateman, J. (2014). Progressive HR drives business change. Strategic HR Review, 13(3). Prendergast, C. and Stole, L. (1999). Restricting the means of exchange within organizations. European Economic Review, 43(4-6), pp.1007-1019. Reina, D., Reina, M. and Reina, D. (2006). Trust betrayal in the workplace. San Francisco: Berrett-Koehler. Rice, G. (2012). Book review-Effective communication for executives, strategists, and healthy organizations. Glob. Bus. Org. Exc., 32(1), pp.85-89. Salisbury, M. (2014). Embedding Learning within the Processes of Organizations. International Journal of Knowledge-Based Organizations, 4(1), pp.80-91. Williams, A. and Wise, A. (2000). Implementing virtual organizations: An approach to balancing the use of information and communication technologies within organizations. Industry and Higher Education, 14(4), pp.265-275. Wilson, D. (1992). Diagonal Communication Links Within Organizations. Journal of Business Communication, 29(2), pp.129-143. Ye, Y. and Churchill, E. (2003). Agent Supported Cooperative Work. Boston, MA: Springer US