The 19th Ammendment essays

The 19th Ammendment essays Suffrage Wins in Senate; Constitutional Amendment is Passed, fifty-six to twenty-five. Women May Vote in nineteen-twenty- The New York Times June fifth, nineteen-nineteen. Spanning from eighteen-forty to nineteen-nineteen, the fight for the voice of women everywhere to be heard took determination, courage, and endurance to be noticed in what was then considered a mans world. The nineteenth amendment states the right of the citizens of the United States to vote shall not be denied or abridged by the United States or by any State on account of sex in section one. Congress shall have power to enforce this article by appropriate legislation in section two. (Jefferson.) With this, women now were victorious in their efforts to be involved Back in the late eighteen hundreds and early nineteen hundreds, the line from the Declaration of Independence, all men are created equal had little to no value in society. Men were taught on higher educational levels and trained to be equipped for the work force and business success. Women, on the other hand, were taught not about advanced math or science, but how to run a household and other womanly things. However, during a world-wide antislavery convention in London in the eighteen-forties, a flame for womens rights was ignited. Elizabeth Cady Stanton of Johnstown, New York was of a religious family background and social status. Her husband, Henry Stanton, was an abolitionist organizer and active in the campaign for antislavery. She grew up one of seven children to Daniel and Margaret Cady and overcame several gender obstacles such as attending Johnstown Academy where she was at the top of her all male classes. While attending the convention in London, she met Lucretia Mott, a well known womens rights reformist, who was chosen as the American delegate to the convention. It ...

Fewer numbers without language - Emphasis

Fewer numbers without language Fewer numbers without language Those who see themselves more as number people than word people might be surprised to learn that their understanding of numbers is actually dependent on language. New research has found that, without language, it is impossible to properly comprehend larger quantities. The findings come from a study, published in the Proceedings of the National Academy of Sciences, of a deaf community in Nicaragua. With no knowledge of Spanish or formal sign language, these people have created their own signing system; but it doesnt include vocabulary for numbers. This is despite the fact that they live and work in a numerate society. During the experiments, members of the group often lost track of specific numbers above three. In one test, participants were asked to respond to taps on the hand by tapping the same amount back, but they tended to be out by one or two. Theyre not wildly off, says Elizabet Spaepen, the lead researcher. They can approximate quantities, but they dont have a way of getting to the exact number. Although humans have been shown to have an innate numerical understanding, we are only naturally adept at understanding small numbers and estimating large ones. We need words in order to bridge that gap. What language does is give you a means of linking up our small, exact number abilities with our large approximate number abilities, says Daniel Casasanto, a researcher at the Max Planck Institute for Psycholinguistics in the Netherlands. And we wouldnt be where we are today without this vital link. It has been the tool that gave rise to the society we live in, Casasanto says. The skyscrapers we work in and the computers that were talking on right now all of these things are possible because of exact large number and humans ability to manipulate them. Something to consider next time youre managing your portfolio, balancing your chequebook, or sharing out MMs in the office.

Fewer numbers without language - Emphasis

Fewer numbers without language Fewer numbers without language Those who see themselves more as number people than word people might be surprised to learn that their understanding of numbers is actually dependent on language. New research has found that, without language, it is impossible to properly comprehend larger quantities. The findings come from a study, published in the Proceedings of the National Academy of Sciences, of a deaf community in Nicaragua. With no knowledge of Spanish or formal sign language, these people have created their own signing system; but it doesnt include vocabulary for numbers. This is despite the fact that they live and work in a numerate society. During the experiments, members of the group often lost track of specific numbers above three. In one test, participants were asked to respond to taps on the hand by tapping the same amount back, but they tended to be out by one or two. Theyre not wildly off, says Elizabet Spaepen, the lead researcher. They can approximate quantities, but they dont have a way of getting to the exact number. Although humans have been shown to have an innate numerical understanding, we are only naturally adept at understanding small numbers and estimating large ones. We need words in order to bridge that gap. What language does is give you a means of linking up our small, exact number abilities with our large approximate number abilities, says Daniel Casasanto, a researcher at the Max Planck Institute for Psycholinguistics in the Netherlands. And we wouldnt be where we are today without this vital link. It has been the tool that gave rise to the society we live in, Casasanto says. The skyscrapers we work in and the computers that were talking on right now all of these things are possible because of exact large number and humans ability to manipulate them. Something to consider next time youre managing your portfolio, balancing your chequebook, or sharing out MMs in the office.

Journal Essay Example | Topics and Well Written Essays - 500 words - 21

Journal - Essay Example Kennedy has several points he wants to drive home in his inaugural speech. First, he seeks to pass a message of accomplishment to his fans and a new era to Americans and beyond. His speech starts with diction to show his presidential accomplishment and to pass a message to Americans that he believes in the freedom gained through his election. Secondly, his speech seeks to get support from Americans to back his presidency. He achieves this through awakening Americans pre-existing sense of pride by reminding them of their heroic independent day. Kennedy seems to have a deeper understanding of his audience most of which happened to be Americans. He knows that independent day means so much to Americans and so his reference to it and to forbearers creates some support for Kennedy through association. His reference to history also helps him achieve the aspect of credibility needed by his audience. In addition, Kennedy portrays an understanding of the audience by constructing a message desi gned for the media. His message is rhetoric and full of imagery, which makes it appealing to the public in America and beyond and memorable. Kennedy is a man of good character. After being sworn in and acknowledging the purpose of the celebrations, Kennedy goes ahead to declare the solemnity of this act. Kennedy states, â€Å"For I have sworn before you and Almighty God the same solemn oath our forbears prescribed nearly a century and three-quarters ago† (Kennedy web). Kennedy acknowledges the supreme power above him, which is God. In addition, he does not take the entire glory of the success but recognises that his forebears had prescribed it. In addition, Kennedy uses a polite tone it trying to get support for his presidency. For instance, Kennedy says, â€Å"Let both sides seek to invoke the wonders of science instead of its terrors. Together let us explore the stars, conquer the deserts,

Inter-Recial Prejudice Essay Example | Topics and Well Written Essays - 1500 words

Inter-Recial Prejudice - Essay Example Important aspects of this definition are the words ‘damage/ injury’, ‘judgment/ action’ and ‘disregard’. Both damage and disregard may be considered as a result of the judgment passed by the person practicing prejudice upon the person who is at the receiving end. Research in prejudice (Baron and Bryne, 208-209) shows that such judgments are passed on the basis of stereotypes held and on the basis of the discrimination resulting from the stereotypes. Stereotypes are cognitive shortcuts that people use in order to categorize individuals on the basis of a few characteristics; without paying attention to any other characteristics that may distinguish the particular individual from the group. The stereotypes in themselves are not negative; but may be associated with other negative thoughts about the categories, which are then applied to the particular individual without even ascertaining if the individual deserves to be categorized in this manner. Mo ghaddam (in Schneider, Gruman and Coutts, 345) defines prejudice as ‘an attitude based solely on group membership’. This definition underlines the fact that an individual’s membership to a particular group is an important aspect of the way people view them; and could bias the attitudes of others if they hold stereotypes about the said group. Most types of group memberships are invisible to the outsider – for example, training, education, occupation, and religion. Unless the individual divulges these facts, others are unable to classify him / her on the basis of these affiliations that the individual has. But membership to groups like gender and race are not invisible; and come across as part of the individual’s physical characteristics. Thus, it becomes easy for others to classify an individual on the basis of these factors. When people from different racial background interact, often the first information they share with each other before they even initiate contact is the information supplied by their physical appearance. If an individual holds a negative stereotype against a particular race; he / she is likely to feel prejudiced against individuals from that racial background. This prejudice would be experienced even before there is any communication; and it is likely that due to the pre-existing prejudice, this individual short-changes the other simply due to their racial background (Sears, Peplau, Freedman and Taylor, 417). Baron and Bryne (207) describe another important aspect of why people experience prejudice – social categorization. They describe how people tend to categorize others on the basis of the extent to which they feel similar to those individuals. Persons who are perceived as similar become part of the ‘in-group’, and those who seem different become part of the out group. People also typically feel more favorable towards members of an in-group then towards members of an out-group. This is because people like to feel good about themselves and their group memberships; and thus tend to highlight not just the positive aspects of their individual selves, but those of others they feel similar to. For the same reason, they play down the negative aspects of their own and similar others’ behaviors. On the other hand, people tend to exaggerate the weaknesses of dissimilar others, and play down the positive aspects of their behavior. This leads to the Fundamental attribution error – a fallacy where people attribute positive causes to personal behavior (and as a consequence the behavior of similar others) and negative causes to behaviors of dissimilar others. Although the reason why humans prefer to categorize people into in-groups and out-groups is not properly understood; it is a tendency that is found in all people

Performance Management and Executive Compensation Essay Example for Free

Performance Management and Executive Compensation Essay Introduction In the history of modern economies, from the late 1800s to today businesses have faced ethical challenges regarding compensation for executives and its relation to job performance. In response to major economic crises during the 20th century, the United States enacted broad-based legislation measures as attempts to prevent what were seen as ethical challenges and agency conflicts surrounding both performance management and executive compensation. To understand the current issues facing businesses and regulators, it is important to look at three of most significant legislative acts Congress has passed. The Securities Exchange Acts of 1933 and 1934, as well as the Sarbanes–Oxley Act of 2002 represent legislative interventions regarding corporate financial accounting toward the goal of curtailing the ethical challenges and the conflict of agency problems that can arise from performance management and executive compensation. Yet even after these laws were enacted, ethical conflicts can and still do arise when it comes to the compensation for employers and executives. Securities Act of 1933 The Securities Act of 1933 was born in response to the stock market crash of 1929. Just as it was then, companies who issue securities to raise money for funding new investments or to expand operations have an inherent incentive to present their company and its plans in the rosiest light possible to investors (Sarkar, 2013). The Securities Act of 1933 serves the dual purpose of ensuring that issuers of securities to the public disclose material information to investors as well as ensuring that any securities transactions are not based on fraudulent information or practices (Sarkar, 2013). The Securities Act of 1933 affects public disclosures through a mandatory registration process for sellers and brokers and applies to the sale or trade of any regulated security type (Sarkar, 2013). Securities Act of 1934 (a.k.a. the Exchange Act) The Exchange Act primarily regulates transactions of securities that take place after its initial offering by a company (Sarkar, 2013). These transactions often take place between parties other than the issuer, such as through trades that retail investors execute via brokerage firms (Sarkar, 2013). The biggest effect of The Exchange Act was the creation of the Securities and Exchange Commission (SEC), a federal agency responsible for regulating the securities markets (Sarkar, 2013). Since 1934, the SEC has taken on the role of mitigating fraud, abuse, and other ethical issues in the financial reporting of publicly traded entities. Sarbanes-Oxley Act of 2002 The Sarbanes-Oxley (SOX) Act of 2002 was the most significant legislation passed since the 1930s and came in the aftermath of the corporate scandals at companies such as Enron, WorldCom, and Arthur Andersen (Amadeo, 2013). Sarbanes-Oxley created the Public Company Accounting Oversight Board (PCAOB), a new organization whose purpose is to help oversee the accounting industry (Amadeo, 2013). To prevent the sort of conflicts of interest that had led to the Enron fraud, SOX established new prohibitions for auditors when engaging in consultation work for their auditing clients. It also banned company loans to executives and gave increased job protections to whistleblowers (Amadeo, 2013). Performance Management and Executive Compensation Even after the passing of the Securities and Exchanges Acts of 1933 and 1934 and the Sarbanes-Oxley Act of 2002, there are reasons to be concerned about ethical violations in financial accounting. Two areas where there still exist possibilities for unethical activity which could harm the supply of reliable information to investors are the performance management within a company and the compensation packages of executives. Current Ethical Challenges When evaluating situations to support ethical decision-making, one must first identify the ethical problems as they arise (Eldenburg, 2005). Performance measurements are most often measured in terms of time or financial figures – â€Å"how long† or â€Å"how much.† When selecting a new CEO, the board of directors is required to offer a financial package that is both lucrative enough to attract the most qualified individual and yet also appears fair to other ranking executives of the company. Such financial packages need to be approved by the major shareholders when the salary will impact the company’s financial reports. During an economic recession, firms may significantly downsize their workforce as well as benefits and labor rates employees receive, yet often find themselves contractually obligated to hand-out large bonuses and increasing salaries for their executives. This is potentially a major ethical issue for a company and its executives, with the fibers of the company being reduced while executives are earning more and more – even though the firm is struggling. â€Å"CEOs at the countrys 200 largest companies earned an average of 20 percent more last year than in 2009, according to recent corporate filings. By comparison, average pay for workers in the private sector rose just 2.1 percent last year—nearly the smallest increase in decades† (Harkinson, 2011). It is also not unheard of for CEOs to be forced to step down while still receiving their lucrative compensation packages only to also be given a generous â€Å"golden parachute† as they leave. Excesses like this can have detrimental effects on employee morale as the majority of the company often consists of those earning the least. Boards of directors should take into consideration the financial standing of the firm before they offer an over-the-top compensation package to a CEO. As an illustration of the contrary, Steve Jobs volunteered to work at Apple for a salary of only $1 per year: â€Å"A regulatory filing shows Apple CEO Steve Jobs’ compensation package remained the usual $1 in fiscal 2010†¦ as is customary, Jobs got no bonus or perk† (Steve Jobs, n.d.). In terms of ethical challenges and executive compensation, Jobs proved by his example that it is possible to put the company first – even if that meant earning a salary of $1. CEOs do not often have to settle for such low salaries to show leadership and camaraderie; however, accepting less exorbitant amounts can help avoid accusations of greed and impropriety altogether. Current Agency Issues â€Å"Principals hire agents to make decisions for them and to act in their behalf† (Eldenburg, Wolcott, 2005, pp. 591). Often, agents may go on to hire agents of their own, delegating authority and establishing sub-units known as responsibility centers which can decentralize decision-making and accountability. A particularly special case of the principal-agent relationship involves the executives of companies who are effectively agents of the shareholders selected to run the company. â€Å"Four common types of responsibility centers are cost centers, revenue centers, profit centers, and investment centers.† (Eldenburg Wolcott, 2005, pp. 595) Those agents who possess decision-making authority over a responsibility center use demographic financial data provided by the accountants for budgets and reviews of sales, profits/losses, value appraisals, and costs. Accountant and audit provided information is used to evaluate and measure performance, monitor the effectiveness of managers, reward performance, and influence decisions. (Eldenburg Wolcot, 2005) The audit information accountants prepare and present is vital to the principal/agent relationship and performance measurement, but also has its costs. The primary challenge presented by the principal/agent relationship concerns the high level of pressure to perform that an agent can experience in the form of the agent’s compensation. Money, as well as other forms of compensation such as bonuses and stock options, increased authority, and ownership expectations are direct motivators of challenges to the ethical foundation of agent performance. When principals evaluate the performance of agents, their decisions are likely to be based on the same accounting information their agents also used. This common use provides a potential incentive for an agent to alter, falsify, or otherwise misrepresent certain data that principals receive. As decision-making authority is granted from a principle to an agent, the agent’s performance is evaluated to some degree from each authority level. Evaluating the effectiveness of the decisions made in each agency level or responsibility center is the core of measuring, monitoring, and motivating performance. Poor performance leads to a loss of decision-making authority, responsibilities, compensation, and other benefits within the entire principal-agent structure. Conversely, outstanding performance has the opposite effect and benefits everyone up the principal-agent ladder. Conclusion The Securities Exchange Acts of 1933 and 1934 are essential because of their transparency as spelled out in their objectives, and for providing prospective investors detailed information about investment decisions. Their main purpose was to protect shareholders from misrepresentation and scam in the selling of security. The Acts mandated that securities sold to the public within the United States of America must be listed with the Securities and Exchange Commission. Later, the Sarbanes-Oxley Act of 2002 (SOX) was established to make sure that CFOs and CEOs authenticate and approve the financial reporting of their companies. Despite these monumental pieces of regulation, which resulted in the creation of two separate oversight agencies, there are still situations susceptible to ethical challenges and agency issues; particularly concerning performance management and executive compensation. References Amadeo, K; 2013. Sarbanes-Oxley Act of 2002. Retrieved from http://useconomy.about.com/od/themarkets/p/sarbanes-oxley.htm Eldenburg, L. Wolcott, S. (2005). Cost management: Measuring, monitoring, and motivating performance, (1st ed). Hoboken, NJ: John Wiley Sons. Harkinson, J. (2011). Americas 10 Most Overpaid CEOs. Retrieved from http://www.motherjones.com/politics/2011/04/10-most-ridiculously-overpaid-ceos McConnell, C., Brue, S. (2005). Economics: principles, problems and policies (16th ed.). New York: McGraw-Hill. Sarkar, D; 2013. Securities Act. Retrieved from http://www.law.cornell.edu/wex/securities_act_of_1933 Steve Jobs again earned $1 for work. (n.d.). Retrieved from http://www.timesleader.com/stories/Steve-Jobs-again-earned-1-for-work-at-A,115771

Communication Traits of Happy Couples Essay -- Relationships

There are couples who are happy and there are those who are not. The success rate of marriages in America has fallen; fifty percent of all marriages will not make it to the end. Fifty percent of all marriages today, who enter into a â€Å"lifelong† commitment, will end in divorce. In search of a solution and an explanation researchers have turned to look at couples who are happy and those who are not, through all stages of a relationship. They have found that many of the traits that begin in a dating relationship will carry over into a marriage. Researchers have turned to the ways in which these happy couples communicate and the ways that not so happy couples communicate in order to find a common thread between couples who stay committed to one another while being satisfied in the relationship. There are communicative traits practiced by these couples who are happy. Those traits include but are not limited to successful conflict resolution, communicative responses to situati ons which threaten your relationship, the use of rituals to build relational quality and intimacy, the role of affection in relational satisfaction. There is a correlation between successful conflict resolution and relational satisfaction in a relationship. It is important to note that not only is it important for conflicts to be resolved in a relationship but the way in which those conflicts are handled has a direct effect on the satisfaction and the success of the relationship or the marriage. It often times is not the subject matter of the fight which affects the relationship the most, it is the way in which the conflict is handled, â€Å"How couples argue and disagree about issues appears to be more consequential to the success of a marriage than what they ar... ...d and Dating Relationships,† 256. Kennedy-Lightsey, Booth-Butterfield, â€Å"Responses to Jealousy Situations That Evoke Uncertainty in Married and Dating Relationships,† 256. Kennedy-Lightsey, Booth-Butterfield, â€Å"Responses to Jealousy Situations That Evoke Uncertainty in Married and Dating Relationships,† 256. Kennedy-Lightsey, Booth-Butterfield, â€Å"Responses to Jealousy Situations That Evoke Uncertainty in Married and Dating Relationships,† 258. Angela Hoppe-Nagao, Stella Ting-Toomey, â€Å"Relational Dialectics and Management Strategies in Marital Couples,† Southern Communication Journal 67 (2002): 151. Hoppe-Nagao, Ting-Toomey, â€Å"Relational Dialectics and Management Strategies in Marital Couples,† 151. Kory Floyd, â€Å"Human Affection Exchange: V. Attributes of the Highly Affectionate,† Communication Quarterly 50 (2002): 135.