Psychology First Impression Essay Example for Free

Psychology First Impression Essay The aim of the research was to carry out a similar study of Luchins(1957) which found that the first piece of information received about an individual often bears more weight ( stronger ) than information gained later so as to see whether first impression is relevant in the 21st century. The alternative hypothesis is that there will be a significant difference in the number of positive and negative ranting between the positive primacy group and the negative primacy group. Th is study was a field experiment with an independent groups design The independent variable was whether  positive primacy story or negative primacy story given to the participant and the dependant variable was the number of positive or negative rating given to the character (Bob). On 21st June 2008 at about 12:30 pm, we went to the Chester le-street front street, an opportunity sample of 30 participants (15 participants in each groups) 16-59 years old were used. There were two groups of participants reading either positive primacy story or negative primacy story. For positive primacy story, the character (Bob) was described as extrovert first, then introvert and for negative primacy story, Bob was introvert first, then extrovert. Afterwards they were given a questionnaire to rate Bob in terms of certain personality traits. A chi square test was used to analysis the results. The Observed value of Chi squared was T = 20 and the Critical value was 3. 84 . As the observed value is higher than the critical value, the alternative hypothesis can be accepted at p less than or equal to 0. 05. Therefore, it seems from the earlier research that the order in which the information is received has an impact on impression formation. Therefore, the aim of this research is  to see whether the first impression is relevant in the 21st century (the first information received has a greater impact on impression formation than the second information). Introduction How do we form judgements and impressions of people? Within moments of meeting someone, we look at their appearance, clothing style, hair-style, language, accent or ethnicity, this makes us form an impression of a complete stranger within seconds of meeting him or her. These first impressions of others stem from the perceptions and judgements we make based on the first time we meet. Have you even experienced that if the first impression of someone is unfavourable, a subsequent smile may be seen as a sneer or as insincere? One of the first major studies into impression formation was carried out by Asch (1946), he used two lists of six adjectives describing a person ( intelligent, industrious, impulsive, critical, stubborn and envious ) ,one was arranged in the above order, another was the reversal . Participants were asked to rate the person out of 10 (where 10 means a very positive impression of the person). He found that those who read the first group of  adjectives form a more positive impression of the person. His study suggested that a primacy effect occurs because the initial traits in a sequence set the stage for the interpretation for later traits. In effect, the meaning of each new adjective was interpreted in light of the ones already received. Aschs contention was that the total assessment would reflect a dynamic process in which the separate traits would interact to form a unitary impression. In general, his study suggested that earlier traits have a greater influence on impression formation. A study conducted by Luchins in 1957 also throws some light on how we form impressions. He aimed to see if the order of information in which they received affects their opinion. Participants were given a story to read about an imaginary person (Jim) who first appears to a cheerful character and then rather sad and lonely. A second group of participants are given the same information but in the reverse order. Afterwards all participants are asked to rate the person in the story in terms of certain personality traits. He found that the participants who hear the story with the positive  one first will rate the person more positively. Luchins suggested that impressions were strongly influenced by the order in which we receive information about people. The first information we receive is the most important and most likely to be remembered. Asch and Luchins used hypothetical people in their study. However, Jones et al (1968) used an actual person. Participants watched a video of a student solving a set of multiple choice questions with the frequency of correct answers either increasing or decreasing, but actually the student always solved 15 out of the 30 correctly, participants were asked to rate  the student s intelligence, they judged the student as more intelligent when the first 15 were right (primacy effect), also, when asked to recall how many correct those who had seen student perform first 15 correct estimated 20/30 those who had seen the last 15 correct estimated 12/30. These studies provide evidence for primacy effect the greater impact of what we first learn about someone (first impressions) and suggest that once one determines they have an acceptable understanding of the information presented to them, they will pay less attention as more  information is presented and only recall the first impression. In nowadays 21st century, many society factors have been changed, for example, internet is widely used over the world today, as well as many social networking websites e. g. Facebook and MySpace, the effect of first impression might be changed. In order to investigate whether the primacy effect still prevails in todays society. I will be adapting Luchins research and writing my own paragraphs story 1 2(see appendices 1). I will be using 11 categories for participants to choose from in order to force a bias.

Allisons Foreign Policy Models

Allisons Foreign Policy Models Graham Allisons Essence of Decision offered alternative conceptual models on foreign policy decision making and a specific discussion on the Cuban missile crisis; and has been one of the influential book in history of foreign policy analysis. It gives a significant contribution to political science study, as it has been heavily cited in most international relations textbook and also discussed by foreign policy analysts. However, despite the models strong influence in foreign policy study, it has been heavily criticised by foreign policy analysts about its utility and value in decision making analysis. Number of criticism has risen regarding Allisons conceptual framework, ranging from its originality until the problem of evidences that have been used by Allison in explaining the Cuban Missile Crises. Cornford and Horelick, for example, argue that Allisons model is not wholly original work, rather than it is developed from previous study. Moreover, another group of criticism have questioned the account of the Cuban Missile Crises that explained by Allison. Despite these two criticisms, there are number of criticism that will be discussed in the following section. By looking at number of criticism about Allisons model, there is a big question about the usefulness of the model in foreign policy decision making process analysis. This essay aims to evaluate the utility of Allisons conceptual policy in foreign policy decision making. This essay will also critically discuss each of the three models by looking from some perspectives. Moreover, taking into account that this essay relies on Allisons Essence of Decision, this essay will also look at the decision making process regarding the Cuban Missile Crisis. Allisons Conceptual Framework Model I: The Rational Actor (RAM) Model I is the basic yet critical conceptual framework that mostly utilized in foreign policy decision making analysis. RAM is the best model in explaining and predicting of an individual behaviour, as well as purpose generalization in states action. The model reduces the organizational and governmental political complications by looking at government as unified actor.  [1]  Thus, a complete-informed government -regarded as black box- will process information to optimize rational action. The internal structure within decision making process will calculate theà £Ã¢â€š ¬Ã¢â€š ¬pros and cons, and afterward, rank all the options by their chance to succeed.  [2]   Its feature of being simple and easy to utilize, RAM could be useful when a state has limited or even no available information about the enemy. Moreover, RAM which stresses on interaction among states, will immediately produce prudent decision after considering the pro and con. Therefore, since it does not require much information to analyse a case, RAM would be very suitable in a crisis situation. Its simplicity in analysing a case makes RAM one of the popular methods in foreign policy decision making process. On the other side, some foreign policy analysts argue that in the real foreign policy formation, number of external and individual interest factor will eventually impact the policy making process. Moreover, RAM tends to ignore a large state with complex bureaucratic nature that has various kinds of departments with their own different political and ideological perspectives.  [3]  Therefore, along with the argument that intra-national factors are very importantà ¢Ã¢â€š ¬Ã‚ ¦yet critical when one is concerned with planning policy, Allison has proposed so-called, Bureaucratic Politics Model.  [4]   Model II: Organizational Process Difficulties will arise when the cases that are going to be examined is not the behaviour of an individual or a state with simple bureaucracy model, but the behaviour of one organization or government with a complex structure inside. Therefore, Allison provides two alternative conceptual frameworks that will open up the black box to evaluate internal structure inside the government, which is later known as Model II and Model III. Model II or Organizational Process Model focuses on the existing organization and their standard operating procedures (SOP) for gaining information, defining possible option and implementing programme.  [5]  Each organization has its own mission and function and series of program are developed to carry out those missions. In defining feasible option, Model II is restricted based on SOP that they believe, will enhance performance and efficiency. Moreover, Model II is not optimizing rational actor, as model I does, but rather, it is satisfying decision making actors. Its account that foreign policy outcomes are derive from bureaucratic programs, routines and SOP, produces some advantages. It emphasizes the importance of domestic political influences in foreign policy decision making process that sometimes missed out in RAM. Therefore, model II reminds the analysts that the policy was formed not only by a high level decision-maker, but sometimes it is formed by organization.  [6]   Nevertheless, a set of criticism has arisen in the utility of model II. Its emphasis on organisational culture may ill-serve higher level officials and finally can lead to impair the analysts understanding of organizations and their behaviour.  [7]  Even though this kind of problem does not occur for most of the time, but we can take it as a consideration of the effectiveness of the model II. Model III: Governmental Politics Governmental politics or government bargaining model focuses on key individual decision makers with their great influence in deciding on organizational action. Moreover, the model assumes that decision makers have different perceptions, priorities, commitments and also organizational positions (where you stand depends on where you sit).  [8]  Therefore, model III assumes that governmental actions are the result of a political bargaining process among key players. Furthermore, bargaining and negotiation processes will result in satisfying rather than optimizing decision making result. It obviously explained because personal ambition of key actor may diverge from public policy position and may lead to personal power considerations when making decision.  [9]   Between Allisons three conceptual frameworks, model III adds important detail about domestic politics that obviously, cannot be found in model I. In addition, model III does not only explain the roles of key individuals, but it also explains why sometimes individuals are working at contrary purposes to the interest of the government as a whole. Lastly, model III gives us explanation why policy sometimes appears to be irrational if we look it from a unitary government perspective. Nevertheless, model III also received many critics, especially on the complexity of the model. It is focus on individual key actor that makes it difficult to study and analyse. Moreover, it requires too many variables, some variable are unknown and it is hard to apply for other countries with unclear bureaucratic politics inside. Criticism toward Allisons conceptual framework Allisons conceptual framework has been attacked by number of criticism, varying from the originality of the model, different interpretation of the Cuban Missile Crisis and the US political system, and also methodological criticism. As Stephen D. Krasner has argued that Allisons model à ¢Ã¢â€š ¬Ã‚ ¦is misleading, dangerous, and compelling.  [10]  Therefore, in this section, number of criticism of Allisons model will be critically discussed and assessed. Some foreign policy analysts, such as, Cornford, Horelick, Ball and Art have claimed that Allison did not present a completely brand new approach to analysing foreign policy process; but rather it just development from previous theories. Cornford has claimed that organisational process mode is previously done by writers such as, Simon, March and Simon, Cyert and March.  [11]  Furthermore, Cornford has claimed that à ¢Ã¢â€š ¬Ã‚ ¦Model IIIà ¢Ã¢â€š ¬Ã‚ ¦is pure Neustadt.  [12]  Horelick et al. supported Cornfords argument by suggesting that the bureaucratic model is closely related to previous work done by Kremlinologists.  [13]  Ball and Art also mentioned names of analyst that originally make the bureaucratic policy model, such as Huntington, Hilsman, Schilling, and Neustadt.  [14]   Nevertheless, Allison has dedicated a section in his book to acknowledge previous scholars that become his foundation in developing his methods. He is fully aware that he utilized and developed earlier scholars work as he mentioned in his book, à ¢Ã¢â€š ¬Ã‚ ¦this encourages much repackaging of existing theoriesà ¢Ã¢â€š ¬Ã‚ ¦Ã‚  [15]  Therefore, he identifies a group of writers such as March and Simon, Barnard, Cyert and Simon and so on for foundation of model II.  [16]  Furthermore, Allison also acknowledged his intellectual debt to previous scholars that related to model III paradigm, à ¢Ã¢â€š ¬Ã‚ ¦model III variety have attracted increasing attention since 1960à ¢Ã¢â€š ¬Ã‚ ¦ the publication of Presidential Power by Richard E. Neustadt.  [17]  Moreover, Bernstein has argued that the model is a helful summary of earlier decision making research to present a practical mode of analysis and guide to understand business and organizational decision.  [18]  Hence, we coul d argue that Allisons originality does not claim the originality of development of the model. The originality does not lie in his model, but rather in his approach to apply his models consistently to one particular case study, the Cuban Missile Crisis.  [19]   Another criticism can be seen from methodological perspective; numbers of similarities between model II and model III have shaped ambiguity between those two models. In many occasions, some foreign analysts will combine model II and model III to analyse a case study, including Allison himself. In his article with Halperin, Allison combines those two models and become one major model the bureaucratic politics paradigm- as an alternative model to RAM.  [20]  As Cornford argues that the three models is not totally incommensurable model to analyse foreign policy making process.  [21]  Therefore, even though Allison distinguishes three kinds of model in foreign policy analysis, those models is not easily separable in their actual application. In bureaucratic politics model, decision is not arise from one unitary actor, but through some bargaining between organisation structures with their own agenda. Model II and model III have identical characteristics that enable them to be grouped as bureaucratic politics model. The two models are similar in a sense that both models focus on departments and organizations inside the decision maker; however, it is slightly different, in a sense that, if model II will reach a decision through Standard Operation Program, model III will make a decision through bargaining between various players within government. Despite the insignificant difference between those models, they are usually combined as the bureaucratic politics model.  [22]   However, Caldwell has raised bureaucratic politics models major problem regarding the use of evidence and data. The model requires detailed data that hardly available in term of quantity and quality. In addition, Caldwell argued that there is huge possibility for analyst to imposing the model on the evidence rather than testing the model against it. Therefore, bureaucratic politics model has significant problem in analysing the data and evidence, since previous empirical problems show that data was made to fit the model.  [23]   Allisons alternative model has also been argued that it eliminated decision-makers responsibility toward the policy. The strong criticism has risen from Steel and Krasner, which argued that no one, even the President, holds responsibility of the policy as the outcome from bargaining process among bureaucratic groups. As Steel argued that, à ¢Ã¢â€š ¬Ã‚ ¦where everyone is responsible for a decision, no one is responsible.  [24]  The same argument also comes from Krusnet who argued that bureaucratic politic eliminates the importance of election: à ¢Ã¢â€š ¬Ã‚ ¦Elections are a farce not because the people suffer from false consciousness, but because public officials are impotent, enmeshed in a bureaucracy so large that the actions of government are not responsive to their will.  [25]  In contrast, Smith argues that criticism regarding the elimination of bureaucrats responsibility à ¢Ã¢â€š ¬Ã‚ ¦is only valid to the extent to which the President is unable to get his wishes carrie d out.  [26]  In some cases, the President still has the power and responsibility in deciding the final decision and for most of the cases, the President will be the one who chose the key group of decision maker. Therefore, even though Allisons model can be an excuse for bureaucrats, we can argue that the criticism from Steel and Kranser is not applicable for all cases and need to be modified. Furthermore, following previous criticism, there is criticism about Allisons model utility to other countries. Even though Allison clearly points out his intention to present two additional frameworks to other countries foreign policy analysis (not only limited to the US and Soviet Unions policy making)  [27]  , a group of writers has argued the inability of the model to analyse foreign policy behaviour in other countries, to be precise, un-industrialized countries. As Hill has noted that there is a growing consensusà ¢Ã¢â€š ¬Ã‚ ¦over the inapplicability of the insights of Allison, et al. to foreign policy-making inside less modernised states.  [28]  Migdal has also argued that the model cannot be applied to the countries that do not have stability of organizational structure, routine, and even bargaining process.  [29]  Moreover, Brenner also argues that Allisons model is not a universal model and à ¢Ã¢â€š ¬Ã‚ ¦more distinctive in the United States than elsewhere.  [ 30]  Despite all criticisms regarding its utility to other countries, Weil has proved, in fact, the model could be utilised in the North Vietnamese foreign policy analysis; as he has noted that examining North Vietnamese foreign policy decision making from a governmental politics perspective complements understanding gained from a rational actor analysis.  [31]   Nevertheless, some analysts have argued that the model is not even applicable to the Soviet Union, although the Soviet Union foreign policy has been heavily discussed in Essence of Decision. It is not only because the model requires more specific information than is available, but also as Dawisha has noted that the bureaucracy in some countries (e.g. the Soviet Union) is fundamentally different from its position in the United States because the persistent influence of the Communist Party.  [32]  Therefore, there is a doubt about the utility of Allisons model in other countries, as Wagner has pointed out, à ¢Ã¢â€š ¬Ã‚ ¦the extension of Allisons model III to other countries may be a less straightforward enterprise than he implies.  [33]   Case Study: Singapores Defence Posture Change In the early 1980s, Singapore announced a major important change in its defence policy, from a defensively deterrent strategy (poisonous shrimp) to a more actively deterrent strategy (known as the porcupine). In an article done by Pak Shun Ng, he applies Allisons model to analyse Singapores domestic decision making process. Pak Shun Ng treats Singapore as unitary rational actor to utilizing model I (RAM); the military organisations as the unit of analysis for model II; lastly, the military and political party leadership (including senior military leaders and civilian leaders of Singapores ruling party, the Peoples Action Party (PAP)) as units of analysis for model III.  [34]  The article argues that model II and model III provide the most reasonable explanation of the change in Singapores defence position in the 1980s; while model I has failed to fully explain the change in its defence posture from a poisonous shrimp to a porcupine. Model II first reveals the appropriate developm ent of both Singapores military capability and military planning ability. Furthermore, model III then proves details how the Singapore Armed Force (SAF) could announce the change convincingly to improve its stature among Singaporeans and foreigners by persuasive them that Singapore has appropriate capability to defend and survive any potential threat.  [35]  Even though the article heavily honours the utility of Allisons model, but it still proposes modification of the models in order to be able to analyse a decision making process in a small and non-western states under absence of crisis condition. Pak Shun Ng has argued Allisons assumption that policy is the outcome of bargaining process is not applicable policy making in reality. In fact, decision makers do not automatically have different missions.  [36]  Therefore he argued that political bargaining model assumptions are too restrictive to explain real-life government decisions sufficiently, they should be relaxed so as to increase the explanatory power of the model.  [37]  Furthermore, the case study of Singapores policy making shows the evidence of model II and III complete each other and make one alternative model against RAM. Therefore, it supports the criticism that previously discussed that Allisons models, especially model II and III, have strong similarities and hardly separate. Conclusion The essay has discussed Allisons conceptual frameworks, by looking at each model and its pros and cons. Moreover, a number of major criticisms about the utility of Allisons model have also discussed and critically assessed. The first criticism is regarding the originality of the model, which has been criticised that, in fact, Allison did not bring anything new to the table; instead the models are just developed from earlier scholarship. However, we can argue that the originality of Allison model does not lie in the formulation of the models, but at the consistency in applying the model to one case study, the Cuban Missile Crisis. Hence, the fact that it focus on Cuban Crisis has leaded us to the following criticism, the flexibility of the model to be utilized to other countries. Some foreign policy analyst have argued that Allisons conceptual framework is not applicable to other country that is not industrialized enough to have a complex bureaucratic politics, like the United States. A group of analyst also argued that the model actually is not applicable for country with strong influence of communist party, namely the Soviet Union, even though it is heavily discussed in Essence of Decision. Another criticism also attacked the relationship between Allisons model, especially model II and model III. There is an argument that model II and model III are hardly separated from each other, and in some cases, they are combined into one major model, the bureaucratic politics model. Moreover, problem arose from the model about the availability of the data. The bureaucratic politics model requires specific data and evidence that hardly available. The model has also been argued to eliminate responsibility of top level bureaucrats in policy making. However, we can argue that in some cases, the President will be the one who holds the final decision and responsibility toward the outcome (policy). In the final section of the essay, there is a case study about Singapores policy change in early 1980s. By looking at the case study, we can conclude that after some modification, we can apply Allisons model to small and non-western countries like Singapore. Moreover, after Ng modified the model to be more applicable to non-western countries, he argued that model II and model III give better explanation on the policy change, rather than model I. However, from the case study we can also point out that model II and model III are completed each other and hardly separated. This essay has discussed some general criticisms, aside from specific criticism about its utility on Cuban Missile Crisis. Even though its a complex model and has been heavily criticized by some analyst, Allison has successfully provided fresh yet provocative alternative conceptual frameworks in decision making process. Allison does not intend to supplant any previous model, rather just provide a supplement framework in decision making study. Furthermore, in his book, Allison strongly emphasized that the model itself is unfinished; therefore he encourages foreign policy analysts as well as the reader to join and carry on the discussion about the model. Moreover, even though it cannot be fully utilized in all states, as case study of Singapore has shown, with small modification, the model can be utilized and proved to give better explanation than RAM.

Comparing Mary Shelley’s Frankenstein and Kenneth Branaghs Frankenstei

Comparing Mary Shelley’s Frankenstein and Kenneth Branagh's Frankenstein Most Americans have some idea of who Frankenstein is, as a result of the many Frankenstein movies. Contrary to popular belief Mary Shelley’s Frankenstein is a scientist, not a monster. The "monster" is not the inarticulate, rage-driven criminal depicted in the 1994 film version of the novel. Shelley’s original Frankenstein was misrepresented by this Kenneth branagh film, most likely to send a different message to the movie audience than Shelley’s novel shows to its readers. The conflicting messages of technologies deserve being dependent on its creator (address by Shelley) and poetic justice, or triumph over evil (showed by the movie) is best represented by the scene immediately preceding Frankenstein’s monster’s death. In Shelley’s novel, the final picture of Frankenstein’s monster reveals important qualities of his inner nature; he is shown in the last moments of his life to be felling, fully conscious of his guilt, and firm in his decision to end his life. This is the conclusion of a long series of events providing insight into how the monster changed as a result of his creator’s actions and the actions of the people with whom he came in contact. Up until this final point, he has changed from being good and hopeful to being caught up in the desire for a companion, to being evil and only focused on revenge. All these changes are recounted by the monster himself in this scene. (Blackwood's Edinburgh Magazine) He was at one point motivated by many good things like as virtue and honor, so much so that he wanted a companion to share in his happy life. â€Å"When I first sought it [sympathy], it was the love of virtue, the feelings of happiness and affec... ...iro portrayal of Frankenstein’s monster has created a false myth of an evil, unintelligent monster that is not at all similar to the one Shelley displays in her novel. Not only does the movie spread a false interpretation of Shelley’s work, it provides the public with no lasting message about technology or about the effects of misplaced human love. Shall we then seek revenge? Shall we destroy that what is evil? Of course not--Shelley gave us all to learn a lesson of tolerance and of correcting our mistakes. Perhaps if a more accurate film version of Frankenstein were available to the public, more people would be motivated to read the book and learn Shelley’s powerful message. Work cited Movies review of Frankenstein www.movietome.com movie review of Frankenstein www.literature.org/authors/shelley-mary/frankenstein The marry shelly novel (Frankenstein)

Comparing Metamorphoses in Adventures of Huckleberry Finn, Color Purple

The Characters' Metamorphoses in Adventures of Huckleberry Finn, Color Purple, and Catcher in the The main characters of The Adventures of Huckleberry Finn, The Color Purple, and The Catcher in the Rye begin their stories as lonely, confined, and dependent people battling with their own thoughts versus societal pressures. The three long to be self-reliant and free, but lack the means and the confidence to find themselves. Huck, Celie, and Holden ultimately venture on life-altering journeys to attain their individuality and to discover their worth as human beings. Huckleberry Finn has tremendous difficulty transitioning from an easily influenced person to an independent one. He begins as one of many faithful followers to Tom Sawyer, willing to trail behind him into any dangerous situations because Tom seems more self-confident than he ever allows himself to be. "Everybody was willing" (Twain 9) to Tom's declaration, "we'll start this band of robbers and call it Tom Sawyer's gang" (Twain 9) where their business is "Nothing only [sic] robbery and murder" (Twain 10). Tom is so self-assured that Huck, lacking confidence in himself to make his own decisions without leadership or outside assistance, is restricted from locating his level of confidence while around his dictatorial best friend. Another dominant source of influence in Huck's life is his father, whose relationship with his son is comparable to that of a lord to a slave. Pap tries to cheat Huck out of his money, claiming "all the trouble and all the anxiety and all the expense of raising [Huck]" (Twain 26), so he can go into a drunken stupor and not be concerned about reality. To vent his anger for failed attempts, he punishes his own son through kidnapping, imprison... ... Through beautiful depictions of their characters' metamorphoses, the authors present the feeling that embracing struggle to define individuality and become independent is something everyone needs to do. The authors essentially disclose through their writing that without opinions, ideas, and liberations of their own, people have nothing else to look forward to in life. Huck, Celie, and Holden, who are each representatives of the diverse American culture, must each to look ahead to uncover their full potential as human beings rather than participate in social order. Works Cited Salinger, J. D. The Catcher in the Rye. Boston, MA: Little, Brown, and Company, May 1991. Twain, Mark. The Adventures of Huckleberry Finn. New York, NY: Bantam Books, March 1981. Walker, Alice. The Color Purple. New York, NY: Pocket Books/Washington Square Press, June 1983.

Love Themes in the Great Gatsby

The Great Gatsby Many people dream of being rich and famous because they want to be honored and idolized by people. This is the goal of Jay Gatsby, the protagonist in The Great Gatsby, a novel written by F. Scott Fitzgerald which was considered his masterpiece in the year 1925. Jay Gatsby only wished to be with Daisy, the girl that he truly loved. In this essay, one will notice that the high amount of love in the story isn’t usually the kind of love that saves people’s lives and brings them their true happiness.Nick Carraway is a young man from Minnesota who moves to New York to learn about the bond business. He rents a house in West Egg, Long Island, a place where newly rich people live. He lives next to Jay Gatsby, the mysterious owner of the grand mansion who throws lavish parties every Saturday night. Nick’s cousin is Daisy, the wife of Tom Buchanan and the woman that Gatsby loves. Tom Buchanan has an affair with Myrtle Wilson.Because of Jordan Baker, a compe titive golfer with whom Nick met and fell in love but didn’t work out with, he found out that Gatsby’s been in love with Daisy for a long time, and the reason why he lives like a young rajah is to impress Daisy with how successful he is. Through a favor that Gatsby’s asks, Nick sets a meeting for Gatsby and Daisy for them to reunite and find out the love they had. After a short time, Tom suspects the extraordinary relationship of his wife with Gatsby.Though Tom is involved in an affair, he is deeply insulted by the idea that his wife could also cheat on him. One day, Tom forced the group to go to New York to have lunch in Plaza Hotel, where he confronts Gatsby about his relationship with Daisy. Tom announced that Gatsby is a bootlegger and his involved on other illegal activities, and Daisy demanded to go home. Gatsby and Daisy drive back home together in Gatsby’s car, while Tom, Nick and Jordan are in Tom’s car. On the way home, Myrtle was hit and killed by the car of Gatsby.Later Nick discovered that Daisy is the one who’s driving when the accident happened. Tom told Wilson, the husband of Myrtle, that the car who hit his wife is owned by Gatsby. While Gatsby is relaxing in his pool, Wilson shoots and kills Gatsby and himself. After the small funeral Nick arranged for Gatsby, he ended his relationship with Jordan, and moves back to Midwest. In the novel it was quite obvious how Gatsby longed for Daisy; watching the green light from Daisy’s house every night, reaching out to it. He did get Daisy back through Nick in the story, ut during the time that he wished very hard that Daisy would be his, he was unable to spend much time with the woman at all, and so, if truly thought about, he didn’t love Daisy for what she currently is because he didn’t know that anymore. Gatsby loved the Daisy he once knew, or how he remembers her to be. In turn, Daisy thought she was in love with Gatsby also, but shown t hrough how she still didn’t try to get out of her marriage with Tom, she really wasn’t. She thought her appreciation of Gatsby’s attention was love.Tom cheated on Daisy with Myrtle and thought that was fine as long as he loved his wife, but then how come he was furious when he found out about his Daisy’s love affair? Was it really only because he was insulted that Daisy would cheat on him too? Finally, the main character Nick claimed he loved Jordan Baker, but found it necessary to separate from her at the end of the book. There seems to be a lot of love going around in the story, but somehow love became something that ruined their lives, because somehow, it never became what the characters or what the readers knew it was supposed to be.In chapter 3 Nick speaks of how he feels about Jordan towards the end of the story, talking about he thought he and Jordan had to go their separate ways, â€Å"†¦she had deliberately shifted our relations, and for a moment I thought I loved her†¦I’d been writing letters once a week and signing them: ‘Love, Nick,’ and all I could think of was how, when that certain girl played tennis, a faint mustache of perspiration appeared on her upper lip. Nevertheless there was a vague understanding that had to be tactfully broken off before I was free. † (3. 169) Nick says that he only thought he loved Jordan out right.He probably thought to mention the sweat on her upper lip while playing tennis because that’s not something that you call to mind right away about the person you love, at least not something as shallow as sweat. You don’t do things you should only be doing with the person you love with someone else, as Tom did with Myrtle. Oddly he cheated on Daisy, but he loved her. â€Å"I love Daisy too,† he says during their group confrontation at the Plaza Hotel, â€Å"Once in a while I go off on a spree and make a fool of myself, but I always come ba ck, and in my heart I love her all the time. (7. 251) If you could love someone but go behind his or her back to have an affair, and everybody in the world believed this, no one would be happy in love. In the same chapter Daisy also proves the love she feels is also twisted, â€Å"‘Oh, you want too much! ’ she cried to Gatsby. ‘I love you now – isn’t that enough? I can’t help what’s past. ’ She began to sob helplessly. ‘I did love him once – but I loved you too. ’† (7. 266) If at one point Daisy suddenly said she loved everybody she knew, it wouldn’t be hard to believe.With a lot of skill, Fitzgerald was able to sum up all that love was in the story in the first chapter. Gatsby was only reaching out to something, and the whole time he loved he Daisy, he was in love with a green light—the thought of her. In the first chapter, Nick notices an odd gesture of Gatsby’s which told about w hat he felt about Daisy. â€Å"†¦he stretched out his arms toward the dark water in a curious way, and, far as I was from him, I could have sworn he was trembling.Involuntarily I glanced seaward—and distinguished nothing except a single green light, minute and far away†¦Ã¢â‚¬  (1. 152) The book showed how love can take a hold and take full control of people’s lives, but in a scary way, not be real love at all. Though most people know that love is beautiful, that there can be times that love is all we need, there’s a need to be careful. You need to be sure that it’s truly love, or else, love will be something you’d rather not have at all.

Human Resources and Management Control Essay

An International bank, Santander Ltd. Has taken over the Abbey National bank, due to this take over, the Abbey National bank has been subjected to change you are the nominated senior managers at Abbey National bank ( at strategic level) using the available public domain information kindly execute the following takes in your role as strategic HR manager / change consultant. Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization and also HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. As Abbey National Bank is one of the largest banks in UK. The bank provides banking and insurance services nation-wide and is the backbone for country’s banking infrastructure despite arrival of a dozen other banks, including giants like Barclays and Nat west. The characteristic of human resource management are by no means universal. There are many models and practices within different organizations are diverse. The most significant feature of HRM is importance attached to strategic integration, which follows from top management‘s vision and leadership and which require the full commitment of people to it. There are different models of HRM Fiedler Contingency Model The contingency theory allows for predicting the characteristics of the appropriate situations for effectiveness. Three situational components determine the favourableness of situational control: Leader-Member Relations: Referring to the degree of mutual trust, respect and confidence between the leader and the subordinates. To build a strong team: There should be a great relationship among the employee, manager and the general manager because it is the foundation of the organization. Without a great relationship, the general manager or the manager cannot qualify to speak into the lives and influence the employees. It is communication that brings life into relationships. When communicating a lot with a particular person, the person will grow closer. From the case, there’s a lack of communication leads to a breakdown in relationship which leads to a loss of leadership. The manager needs to rebuild the relationship with his staffs and also communicate much more effectively than before. That is why if you want to make any organization work, communication is the key. David Guest’s (1989, 1997) model of HRM it has 6 dimensions of analysis * HRM strategy * HRM practices * HRM outcomes * Behaviour outcomes * Performance outcomes * Financial outcomes The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.). It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences. However, Guest has acknowledged that the concept of commitment is ‘messy’ and that the relationship between commitment and high performance is (or, perhaps, was – given the age of this material) difficult to establish. It also employs a ‘flow’ approach, seeing strategy underpinning practice, leading to a variety of desired outcomes. We have discussed two model of HRM both are good but as Abbey National is a growing company so that the D.Guest’s model of HRM is best for Abbey National so if Abbey National follows this model it must be succeed to ach ieve its goal. HRM leads to improvement in organizational performance. HR practices have the quality to improve the employee attitude and behaviour, impact of technology, increase the efficiency of employees , higher levels of productivity, quality and customer services, Assess the impact of strategic human resource management activities in Abbey National and evaluate the contribution of strategic human resource management to the achievement of a Santander’s objectives at Abbey National In today’s businesses, the right approach and management of the company’s employees can greatly affect the company’s overall performance. A strategic approach in Human Resource Management is vital especially in growing companies. Through the adoption of best human resource management practices the Abbey National bank aims to make a real difference in people’s lives. Skilled people combined with other resources have the capacity to generate value. First and for most , people in work organization set over all strategies and goals , design work system , produce goods and services , monitor quality , allocate financial resources and market products and services. Human beings therefore become a â€Å"Human resource â€Å". The efficiency and performance of staff and their commitment to the objectives of the Abbey National bank are fostered by good human relationship at work. Due to this fact, it is necessary to give proper attention to human resource management and harmonious employee relations. The human resource management of Abbey National not only helps to establish, develop, maintain and communicate office policies throughout the entire company and also to represent, help, advice and consult with the most important asset of the company â€Å"the employee†. Abbey National ‘s human resource management team develop hiring plans and recruiting policies, it also works for employee relations, separations, contracts, performance, reviews, benefit and pension plans. The purpose of Abbey National’s human resource management team is basically to utilize an employee‘s ability effectively by coaching them to improve those abilities and at the same time improving their working environment so that they feel satisfied with their job. The purpose of an organization is to accomplish the goals and objectives which indicate within the organization and human resource management indicates how they plan on reaching those goals and objectives. Strategy planning is indicating where Abbey National is going over the next year or more, the focus of a strategic plan is depending on the entire organization. There is a verity of perspective, models and approaches which used in strategic planning. The strategic plan is developed on the nature of the Abbey National’s leadership, culture of organization, complexity of the organization’s environment, size of the organization, expertise of planner etc. Companies fail because a number of reasons and mismanagement can be one of them. Operations may spin out of control if personal agendas and politics are placed, and in growing companies, this should be monitored and prevented. Developing not only management but also its employees is significant. To keep up with competition, employees should be given with a number of reasons to stay with the company, and do their jobs exemplary well. Their continuous growth, the right compensation and benefits, and Work-life balance is just some of the things that motivate employees to perform better, producing better results for the customers and ultimately, the company. Abbey National‘s human resource management should increase the interest return on the investment in the organization’s human capital and decrease the financial risk. According to Armstrong 2006 human resource management policy refers to â€Å"the continuing guidelines on the approach the organization intends to adopt in managing its people† Abbey National‘s human resource management policies reflect the values and philosophies of the organization. Abbey National‘s human resource management policy is notably a reference point when employment practices are being developed and during decision-making regarding the people in the organization. Abbey National ‘s human resource management provides guidance on implementation of procedures and what actions should be taken in line with the policy to effectively carry out day to day taken. Before establishing a new work system or change process, a careful evaluation of operating policies is vital to determine their impact on employee attitudes and behaviors. It is important to note that human resource policy is the key to a successful change effort, resulting in greater acceptance and a more positive, motivated workforce. So first Abbey National evaluates the operating policies of change and after that they can apply the same and for this purpose Abbey National mu st know the following:- Analyse the business factors that underpin the new human resource planning in Abbey National and assess the human resource requirements for next two years for the process of developing a human resource plan for Abbey National Ans. Human resource planning is a process of evaluation and identification of HR requirement to achieve the organizational goals to ensure competitive advantage in the market place. Human resource planning is a key component of every corporation’s strategic business planning. Human resource planning describes the organization’s objectives and plans and helps the workers to achieve these objectives. HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. HR have an enormous task keeping pace with the all changes and ensuring that the right people are available to the Organization at the right time. It is changes to the composition of the workforce that force managers to pay attention to HR planning. The changes in composition of workforce not only influence the appointment of staff, impact of technology increase in productivity but also the methods of employee development and changing nature of work. It becomes very critical when Organizations merge, plants are relocated, and activities are scaled down due to financial problems. The most important reason why HR Planning should be managed and implemented is the costs involved. Because costs forms an important part of the Organizations budget, workforce planning enable the Organization to provide HR provision costs. When there is staff shortage, the organization should not just appoint discriminately, because of the costs implications of the other options, such as training and transferring of staff, have to be considered. There are many business factors in Abbey National bank that underpin human resource planning, some of them are the stage of business, business growth, business change and decline, labour cost control, labour budgeting, labour market trends and regulations and demographic trends etc. Human resource requirement HR Planning requires that we gather data on the Organizational‘s goals and objectives. Once Abbey National understands where the Organization wants to go and how it wants to get that point. The needs of the employees are derived from the corporate objectives of the Organization. They stern from shorter and medium term objectives. Therefore, the HR Plan should have a mechanism to express planned Company strategies into planned results and budgets so that these can be converted in terms of numbers and skills required. The HR profession has undergone some changes in recent years. There has been some movement away from staff welfare and administration-centered activities towards strategy and planning. HR departments are now expected to add value to the organization they support. The exact nature of the work varies according to the organization, but is likely to include: Working closely with departments, increasingly in a consultancy role, assisting line managers to understand and implement policies and procedures; Developing with line managers HR planning strategies which consider immediate and long-term staff requirements; Planning, and sometimes delivering, training, including inductions for new staff; the human resource management also know the government policies and internal and external requirement of the organization like labour requirement, skill requirement, labour market and competition. Present a critical evaluation on how the human resource plan can contribute to meeting an Abbey National objectives in your evaluation, analyses the impact of organizational structure and organizational culture? People are the greatest asserts in any Organization. The Organization is at liberty to develop its staff at full pace in the way ideally suited to their individual capacities. The main reason is that the Organization’s objectives should be aligned as near as possible, or matched, in order to give optimum scope for the developing potential of its employees. Once Abbey National in action, the HR Plans become corporate plans. Having been made and concurred with top management, the plans become a part of the company’s long-range plan. Failure to achieve the HR Plans due to cost, or lack of knowledge, may be serious constraints on the long-range plan. Child (1997) defined organizational structure as comprising â€Å"all the tangible and regularly occurring features which help to shape their members behavior†. The structure of an organization can be regarded as a frame work for getting things done. It consists of unit, functions, divisions, departments and formally constituted work, teams into which activities related to particular processes, projects, products, markets, customers, geographical areas, or professional disciplines are grouped together. The structure indicates who is accountable for directing, coordinating and carrying out these activities and defines management hierarchies, the chain of command as who is responsible to whom for what at each level in the organization. The organization has to design the organization structure. It may be hierarchical or flatter. It may, also, be, traditional, line and staff organization, Functional organization Or modern viz, Project organization, Matrix organization etc. Weber‘s bureaucratic theory emphasized the need for a hierarchical structure of power. It recognized the importance of division of labor and specialization. In functional organization a form of departmentalization in which employees engaged in functional activities such as marketing or finance are grouped into one unit. In divisional organization under the structure, activities and people are grouped into divisions according to products, market or a combination of both with each division self-managed and operating as a profit centre. However, there is overall control which comes from the corporate headquarters. In here, financial as well as R&D activities are centralized in order to profit from economies of scale and reduced cost. In project organization a team is formed temporarily which works with restricted resources within a defined time to accomplish a certain task and after the task is achieved the team is disbanded. Matrix structure involves dual hierarchy that is balance between project and functional departmentalization. In a matrix organization each employee reports to both a functional or divisional manager and to a project or group manager. Research has shown that structure plays a vital role in human resource performance, for example, the level of management, grouping of people and tasks will determine the amount of relationships and co-ordination in the organization. However, structure does not act in isolation as the link to performance. According to Galbraith and Nathanson, they noted that high performance is achieved by congruence between structure and other variables such as culture, reward system and business strategy. Therefore, organization should align all these factors in order to enhance organizational performance. Organizational culture is the pattern of values, norms, beliefs, attitudes and assumptions that may not have been articulated but shape the ways in which people behave things get done. There are a number of ways in which to classify different types of organizational culture. Handy (1981) describes four main types of organizational cultures * The power culture is one with a central power source that exercises control. There are few rules and the atmosphere is competitive. A power culture is frequently found in small entrepreneurial organization and relies on trust, empathy and personal communication for its effectiveness. Control is exercised from the centre by the selection of key individual. * Role culture is one in which work is controlled by procedures and rules and the role description, is more important than the person who fills it. Role culture rests on the strength of strong organizational pillar. For example, finance, purchasing and production. * Task culture is job oriented or project oriented. It is one in which the aim is to being together the right resources and people and utilizes the unifying power of the group. * Person culture is one in which the individual is the central point. The organization exists only to serve and assist the individuals in it. For example architects, doctors or consultant. Culture is an important factor in successful technology, implementation, innovation, mergers, job satisfaction, organizational success and team effectiveness and to the importance of determining whether organization has an organic or mechanistic culture. Culture impacts most aspects of organizational life, such as how decision are made, who makes them, how rewards are distributed, who is promoted, how people are treated, how the organization responds to its environment and so on. Culture is clearly an important ingredient of effective organizational performance. Chatman and Cha refer to the use of the following three managerial tools for managing and changing culture and if Abbey’s human resource management follow these tools they should succeed in achieving its goals and objectives. Examine how the effectiveness of human resources management could be monitored in Abbey National and make justified recommendations to improve the effectiveness of human resources management The goal of human resource management is to help an organization meet its strategic goals by attracting, developing and retaining employees and also by managing them effectively. It aims to achieve a fit between managing the organization’s employees and the overall strategic direction of the organization. Abbey National‘s human resource planning deals with recognizing and fulfilling the human resource needs of the organization. In order to meet the effectiveness objectives of management control, Abbey National’s human resource plan should be formulated in such a way that it conforms to the organizational strategies and corporate plan. At the micro level, Abbey National needs to do career planning for employees and succession planning for key positions in the organization. At a macro level, Abbey National needs to carry out workforce planning and salary planning; the nature of the human resource planning process is primarily dependent upon the organizational size and the hierarchical structure within the organization. For the Abbey National‘s human resource plan to be successful, it has to be supported fully by the top management, the Abbey National‘s human resource department, and the line managers. Recruitment and selection, training and development and compensation management are some of the areas over which the organization needs to exert control. One of the effective ways of assessing human resource functions is to use metrics in the control process. Abbey National ‘s evaluation of the recruitment process will help in exercising control over certain aspects of the recruitment process like the costs incurred on the recruitment process, the people involved in the process, the quality of the new recruits, the final number of recruits selected, and the success rate of each sourcing channel. The effectiveness of training and developing activities of the Abbey National can be assessed by monitoring job-impact indicators. The returns on the investment made one the training activities can also be measured by using quantitative tools like benefit to cost ratio. The attrition level in Abbey National can be assessed by using two metrics employee turnover rate and employee retention rate. These metrics are periodically computed and the values compared with the industry average and with the past records of the Abbey National. Abbey National‘s human resource auditing/ accounting refers to the process of identifying measuring, and communicating the value of the human resource of the Abbey National. Various human resource accounting models have been developed to aid managers in valuing their human resource assets. Employee engagement has to distinct yet related main factors employee satisfaction and employee commitment. Employees who are both satisfied and committed to the Abbey National are said to exhibit a high degree of engagement with their employer. Employee’s engagement levels can be periodically assessed through surveys. High levels of employee engagement are characteristics of the Abbey National which is considered by employee s as a great place to work or as an employer of choice. The workforce scorecard approach views the workforce in term of the contribution made by it instead of cost incurred on it. It makes use of metrics instead of benchmarking. It also makes the line managers jointly responsible with the human resource professionals for execution of the Abbey National‘s strategy. The workforce scorecard has four dimensions. Workforce success, leadership and workforce behaviour, workforce competencies and workforce mind set and culture. All these four dimensions help in assessing workforce effectiveness. Abbey National’s human resource information systems are specialised application software built for implementing, monitoring and benchmarking human resource processes in Abbey National. At an operational level, the HRIS is used for transaction processing and administrative purpose. With a change in the competitive scenarios Abbey National is using the HRIS for strategic human resource management and decision making. The HRIS is useful for controlling human resource management in the Abbey National and achieving its management control objectives of efficiency, effectiveness, disclosure and compliance. References and Bibliography 1.Abbey National Bank 7,Dec 2012 web.7,Dec 2012-12-07 http://www.banking-business-review.com/companies/abbey_national_plc 2.Human Resource Management 7,Dec 2012 web.7,Dec 2012-12-07 http://humanresources.about.com/od/glossaryh/f/hr_management.htm 3.Contingency Model of HRM 7,Dec 2012 web.7,Dec 2012-12-07 http://www.studymode.com/essays/Fiedler-Contingency-Model-666139.html 4.Guest’s model of HRM 7,Dec 2012 web.7,Dec 2012-12-07 http://www.hrmguide.co.uk/introduction_to_hrm/guest-hrm.htm 5Human resource requirement 7,Dec 2012 web.7,Dec 2012-12-07 http://www.prospects.ac.uk/human_resources_officer_job_description.htm 6.Basic information of human resource management 7,Dec 2012 web.7,Dec 2012-12-07 http://humanresources.about.com/od/hrbasicsfaq/a/hr_faq.htm 6.Strategic approach to human resource management 8,Dec 2012 web.8,Dec 2012-12-08 http://books.google.co.uk/books?id=HxRaqrcGn-0C&printsec=frontcover&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=true 7.Importance of human resource management 8,Dec 2012 web.8,Dec 2012-12-08 http://www.aimpapers.com/samples/Strategic_Importance_of_Human_Resource_Management_1_.pdf 9.Armstrong’s policy of human resource management 9,Dec 2012 web.9,Dec 2012-12-09 http://books.google.co.uk/books/about/Armstrong_s_Handbook_of_Human_Resource_M.html?id=vZHCLf0YJpcC&redir_esc=y

African American Leadership: Two Voices, One Vision

Booker T. Washington and W. E. B. Du Bois, two distinct figures, whom both found the latter part of the 1800’s, in need of leadership from within a segmented group of American Society were placed in odds over a single issue†¦successful racial â€Å"up lift† for the African American population. As in any case when the attention of the masses is at stake, the titanic collision of honed minds was inevitable.The two men, sought to position their respective plans as the predominate solution to solve racial inequality and achieve racial uplift for population of former slaves and born free citizens in the United States.Booker T. Washington, born into slavery, 1856, for the first nine years of his life, held that the black community must exercise patience. Any abrupt aggressive action by African Americans would be interpreted as threatening by the Caucasian majority therefore inviting justifiable increased discrimination against blacks. Washington’s philosophy put f orth the notion that blacks should be willing to sacrifice social and political equality, in exchange for economic liberty.The path to â€Å"up lifting† would be achieved through fidelity, being trusty worthy and industrial. Born free in 1868, W. E. B. Du Bois was the product of a respectable family that held position in the community of Great Barrington, Massachusetts. Du Bois believed the top ten percent or as he dubbed it â€Å"the talented tenth† of the African American population should focus all their energy on higher education. The African American intellectuals would then lead the masses to a higher social rung.Protest, challenge, provocation were the watch words for Du Bois’ method. He clearly felt immediate political, social and racial equality was warranted. As stated by Jacqueline M. Moore, author and educator, Booker T. Washington, W. E. B. Du Bois, and the Struggle for Racial Uplift, â€Å"the debate recognized that there were more than two method s of racial uplift† (Moore, p. 89) Washington’s views, was somewhat misconstrued to believe he was â€Å"selling out† to the majority of American Society.While he felt that African Americans should not push themselves into unwelcome arenas, he knew that political accomplishments were short lived and whimsical. His confidence was in the economical and financial gains that were long term and wielded tangible influence. Washington was clever enough to quietly lobby majority law makers and civic organizations in behind scene efforts to garner support for African American enfranchisement. Even more astute by Washington was his ability to fund his educational agenda from wealthy financial supporters.Du Bois took the position that Caucasian America should be held at an arms distance, neither rejecting nor embracing. He felt the way to eliminate tension between the races was to create a synergy between being African Americans and the rest of America by utilizing the tale nts of the so called â€Å"Talented Tenth† to spearhead the struggle for national racial equality. Thru Du bois’ multiple initiatives to further promote his cause, â€Å"encouraging action and open protest to challenge racism and discrimination† (Moore, p. 78) were standard in his approach.Washington was convinced through hard work and the financial success of entrepreneurial enterprises, respect and equality would be gained for African Americans and â€Å"up lifting† of the race would be a natural evolutionary process. Clearly because of his experiences as a former slave, Washington’s philosophy was shaped by determination and work ethic. Educated at Hampton Institute, a vocational institution, described as â€Å"progressive, training people for skilled work. † (Moore, 21), was the capstone of Washington’s desire to continue educating African Americans in skilled trades.In direct opposition to Washington’s vision of an industr ial educated populace that would improve thru commerce, Du Bois’ selected â€Å"Talented Tenth† would â€Å"help others to fight for the rights for the race†(Moore, 62) with their knowledge of modern society. This type of comparison epitomizes the differences of the two visionaries, however Washington’s approach is accurate as well as brilliant, â€Å"Under the guise of maintaining the social hierarchy, [he] was able to create a strong, independent, black-run institution† (Moore, 28).While outwardly going along with the status quo, Washington tacitly used his economic prowess to build a tangible independent entity capable of choosing its own destiny and purpose. All the while Du Bois relied solely on rhetoric and the intellectual elite to build his constituency to improve the status of African Americans. Judging from racial attitudes in seemly integrated Great Barrington, Massachusetts, Du Bois was denied community sponsored scholarship to Harvard University. Further acknowledgement of the less than ideal racial setting, Du Bois attended integrated schools, â€Å"adult blacks and whites did not mingle socially,†(Moore, 39).Historically African American college Fisk University did offer him a scholarship. Author Jacqueline M. Moore was injudicious in her conclusion, â€Å"he (Washington) was the only one capable of negotiating with both the white North and the white South and that outspoken protest would simply make matters worse† (Moore, 68). Mistaking his silence for weakness overlooks effective lobbying in politics and underlying influence in advancing the African American race. Du Bois’ stance towards racial equality is the central criticism of Washington.Du Bois felt that Washington was allowing Caucasian America â€Å"off the hook† of responsibility. While they both agreed institutional segregation had to end, Du bois felt strongly that African Americans were owed assistance from the general s ociety. â€Å"Solving the race problem required everyone’s involvement (Moore, 72). † Washington chose self â€Å"up lift† from the collective boot straps. Clearly Washington’s experience as an ex-slave impacted his work ethic and decision making process and shaped his views of how African Americans should advance the struggle for equality.Comparatively Du Bois argued that Washington was subservient toward the majority rule and racial discrimination. Racial discrimination and violence was at an all time high, however Du Bois’ model for protest, higher education, and a demand for immediate social and political equality was hollow without effective means. The establishment of several civic and social organizations by Du Bois could only voice outrage and indignation. There was no real force behind the effort to motivate people to change on both sides of the racial divide.Washington was widely accused of pandering and compromising by contemporaries as well as scholars of today. What is clearly overlooked is Washington uncanny foresight of recognizing the importance of financial and economic gains over social gains, â€Å"Blacks would agree not to push for social and political equality if whites would agree not to exclude them from economic progress† (Moore, 33). This statement alone underscores his ability to correctly comprehend what drives a capitalistic society, even in the early 1900’s, and to predict the necessary tool for the future is clearly defined as economic progress.Another popular misconception was that Washington focused on presenting African Americans as well dressed, polite educated puppets that could â€Å"discuss† the plight of their people with out offending the listening audience. The message would be a softer, more acceptable presentation for the gentile surrounding. While that may have been an actual tactic used by Washington, it was only a well thought maneuver to fund his educational i nstitution, Tuskegee Institute, by well heeled benefactors. He now favored influence as well as philanthropic support that would educate the next generation of resourceful, independent entrepreneurs.If his vision had been realized, financially successful enterprises started in 1900’s possibly could have survived today or subsidiaries that would be in existence to hire the today’s African American professionals at all levels. Once could only imagine the business knowledge gained and economic success of competitive entities started during the industrial age. Washington may have sacrificed some short lived dignity, but he realized that un-restrain economic growth is tangible and sustains while intellectual accomplishments does not protect or shelter.In the final analysis, the examination of how Du Bois and Washington sought out a collective political, social and economical agenda in the midst of national racial turmoil during the turn of the century is an interesting anal ogy of today’s civil rights leadership agenda. Washington’s method was clearly the most beneficial for the improvement of African Americans for then as well as today. Promoting economic success was the most fundamental element in the struggle for racial uplift.Understanding and able to recognize the changing economic conditions would allow the national objective of racial equality to be the sole issue versus both combined as they are today. As an active participant in the industrial revolution, Washington recognized success as access to business opportunities with a foundation in industrial education. Compared to modern day choices, ground floor Internet opportunity or NAACP internship? Washington’s was option was clearly the proper path, noted by the number of successful African American business that flourished during segregation, i.e. Johnson Publishing, A. G. Gaston Insurance, Motown, etc compared full to racial integration era business successes they remain in African American control. Even though African Americans had limited political power and remained segregated socially, pure economic growth would have accelerated true racial uplift and the issue of economical inequality would have been an issue of the past. Booker T. Washington, W. E. B. Du Bois, and the Struggle for Racial Uplift, Jacqueline M. Moore â€Å"Wilmington , Delaware : Scholarly Resources, 2003.