Interracial Marriage Essay Example | Topics and Well Written Essays - 500 words

Interracial Marriage - Essay Example As such, religiously, some groups approve of interracial marriages, where they concern themselves with acceptance and their conception of divinity and spiritual leaders. In reference to this issue of religion, certain groups encourage interracial marriages as they are viewed as propagation of the world’s population, which can be found in the bible (Christian Answers, n.d.). Other religions, however, are against these marriages as they are viewed to be in contradiction of the pure religious bred of believers or of a spiritual group. This is because the group is fully dedicated to purity and restricts its members to people of a certain color only, thus seeing excommunicating people who breach their regulations. In relation to the overall benefits and disadvantages of interracial marriages, a lot can be said, or even deduced, where these two aspects of interracial marriages cover a large scope. Following the merits, interracial marriages see personal growth in both parties involved and even their close associates, as it offers a unique environment. In this environment, one gets to comprehend the challenges that a spouse faces in an attempt to fit into a new culture, and due to racial differences (Landry, 2009). This is in relation to feeling left out, which allows spouses to develop a new level of racial empathy and acceptance, as well as identity for difficult situations. Consequently, spouses also learn the concept of dispelling stereotypes against the other race as one gets to know the spouse. This can be seen in cases where there are misconceptions about other races, and these can easily be eradicated by interracial marriages as they give room for interaction. This also means that inter racial marriages create a crucial opportunity to end social segregation as all parties and their misconception of one another can be dispelled, and acceptance

Discuss the importance of the manuscript in Medieval art. Explain and Essay

Discuss the importance of the manuscript in Medieval art. Explain and explore issues of authorship, production, patronage, style, and technique - Essay Example echanical means ÃŽ ¿f reproduction.[23] Consistent with a long medieval tradition, contemporary sources praised the opulence ÃŽ ¿f the materials or the technical appropriateness ÃŽ ¿f the finished product in terms ÃŽ ¿f "good" images, something that pleased the eye ÃŽ ¿f the beholder as well as the Creator.[24] In his impressive two-part volume Lilian Randall (1997) describes eighty-four codices and eighty-two unbound items produced in the medieval southern Netherlands, approximately equivalent to modern-day Belgium. It follows her equally impressive coverage ÃŽ ¿f manuscripts from France (vol. I, 1989; vol. II, in 2 parts, 1992); between them they cover about two-thirds ÃŽ ¿f the Western manuscripts at the Walters. The first thing to say to anyone who does not know the previous catalogues is that the descriptions are extremely detailed: for example, the description ÃŽ ¿f the Beaupre Antiphonary (cat. nos 219A-D) fills more than thirty pages. Catalogues ÃŽ ¿f medieval manuscripts might be said to fall into two broad types: on the one hand there are those that aim to provide readers with just enough information to help them decide whether they ought to consult the original in person; and on the other hand, there are those that provide so much information that the reader either does not have to consult the original, or can be confident that it is indeed worth the cost and effort ÃŽ ¿f a visit to examine the original. Randalls catalogues lie squarely in the second camp. Like many collections ÃŽ ¿f manuscripts (as opposed to libraries) formed during the last century or so, the Walters manuscripts were acquired largely for their decoration, and it is therefore appropriate that Randall provides perhaps the most detailed descriptions ÃŽ ¿f decoration to be found in any catalogue. But her descriptions are not aimed only at the art historian: equal care is given to all the features that one would hope to find covered in a catalogue ÃŽ ¿f undecorated manuscripts, such as the identification ÃŽ ¿f

The Barriers for Women in Career Advancement

The Barriers for Women in Career Advancement Chapter 2 LITERATURE REVIEW This sections presents a review of literature pertinent to this study including a history of mentoring, the barriers for women in career advancement, the relationship between mentoring and career advancement, mentoring in healthcare administration, and the advantages and disadvantages of formal and informal mentoring. History of Mentoring Mentoring is rooted in Greek mythology and arose as a concept in a story where Athena, the goddess of wisdom, assumed a male form and called herself Mentor. Athena acted as a surrogate parent to Telemachus when the boys father, Odysseus, fought in the Trojan War. Athena provided guidance and instruction to the boy as the latter assumed the leadership of the household and groomed him to be Ithacas future ruler (Butler, 1944). Hence, the concept of mentoring has been shaped by the notion of a relationship where a more experienced adult guides a youthful individual (Kram, 1985). More specifically, Kram (1985) describes mentoring as â€Å"a relationship between a younger adult and an older, more experienced adult [who] helps the younger individual learn to navigate the adult world and the world of work† (p. 2). Lacey (2001) states that the term â€Å"mentor† has since evolved to represent either a counselor, teacher, or friend and the mentoring relationship now connotes a p artnership where the primary purpose is the exchange of information and knowledge distinct to a given industry or organization. Other authors refer to mentoring relationships as â€Å"sponsor, patron, and godfather† relationships (Rowe, 1978, as cited in Kram, 1985). A literature review on mentoring across various disciplines by Hayes (2001) produced the definition of mentoring â€Å"as a process of building trust between two people, one is experienced and the other is a newcomer† (p. 29). Carmin (1988) provides a comprehensive definition of mentoring: Mentoring is a complex, interactive process, occurring between individuals of differing levels of experience and expertise that incorporates interpersonal or psychosocial development, career, and/or educational development, and socialization functions into the relationship. This one-to-one relationship is itself developmental and proceeds through a series of stages which help to determine both the conditions affecting the outcomes of the process. (p. 10) Mentoring as a field of study started with the 1978 research of Levinson et al. on adult mens career development experiences (as cited in Kram, 1985). Levinson and his colleagues concluded that the mentoring relationship was a pivotal experience in a young adults life because aside from receiving knowledge from mentors, the experience also shapes a persons self-esteem and professional identity. Kram (1995) identifies two broad types of mentor functions: career-related support and psychosocial support. Career-related support refers to the support mechanisms provided by the mentor that boosts the mentees career advancement within the organization. Component functions associated with career-related mentoring include â€Å"sponsorship, exposure and visibility, coaching, protection, and challenging assignments† (p. 86). Due to the mentors influence and high status, experience, and leadership position in the organization, the mentee receives the best hands-on training and gets assistance on learning more about the organization itself and its inner workings, receives exposure to the mentors social networks, and acquires promotions. In this regard, the mentor sees him or herself in the mentees shoes and want to groom a future executive in his or her fashion. Allen Eby (2002) view that mentors and mentee alike benefit from the mentoring relationship and that mentors are fuel ed by the desire to ensure the success of the next generation of leaders. Kram (1985) theorized the mentors can provide five specific career development functions (as cited in Ragins Cotton, 1999): Sponsoring promotions and lateral moves (sponsorship); Coaching the protà ©gà © (coaching); Protecting the protà ©gà © from adverse forces (protection); Providing challenging assignments (challenging assignments); and Increasing the protà ©gà ©s exposure and visibility (exposure). (p. 530) The second mentoring function is psychosocial in nature. The psychosocial function of mentoring addresses â€Å"those aspects of a relationship that enhance an individuals sense of competence, identity, and effectiveness in a professional role† (Kram, 1985, p. 32). Krams mentor role theory (1985) suggests that there are four components of psychosocial support that mentors can provide to mentees (as cited in Ragins Cotton, 1999): Helping the protà ©gà © develop a sense of professional self (acceptance and confirmation); Providing problem-solving and a sounding board (counseling); Giving respect and support (friendship); and Providing identification and role modeling. (p. 530) Where career support is dependent upon the mentors power and influence within the organization, psychosocial support focus on the emotional bond and the interpersonal relationship underlying the mentoring relationship. Career support aims at advancing the protà ©gà ©s career while psychosocial support is geared at improving the protà ©gà ©s personal development. Barriers for Women in Career Advancement Compared to several decades past, women have made leaps in terms of advancing toward senior executive positions formerly monopolized by men. However, career advancement opportunities for women still lag considerably compared to the men. Tharenou (1999) estimates that although women in developing countries make up almost half of the entire workforce, only 5 percent of them are situated in top executive positions. A worrisome fact is that while there seems to be equal opportunities for men and women in entry-level positions, the road toward the more senior levels are unfortunately blocked for women. While is undeniable that the greater workforce composition of women is one of the most positive social changes in the twenty-first century, struggle for equal opportunity persist as women are still excluded from the top positions in the organizational hierarchy. This phenomenon has been referred to as the â€Å"glass ceiling,† a term originally used in 1986 by a Wall Street journalist to connote the status of women in the corporate world. The term was coined as a description of the complex barriers that block womens opportunities to break through the top levels in the organization. This â€Å"glass ceiling† is especially evident when one looks at rarity of female senior executives in organizations of virtually all disciplines. The concept of the glass ceiling was recognized and accepted as a public term when the 1992 Federal Glass Ceiling Commission concluded that there were indeed several barriers that hindered women and other minority groups to achieve their full potential within the career ladder. The same study confirmed that â€Å"gendered† structural and organizational barriers prevented women from attaining the most senior level positions in several companies. Moreover, it lamented on the so-called â€Å"hegemonic masculinity† that is pervasive in the organizational culture in corporate America (Woody Weiss, 1994). Many studies have reported on the various barriers that women encounter during professional advancement. A report by womens group Catalyst (1994) listed the most common barriers identified by mid-level managers that prevent them from advancing further into the top-level positions. These barriers include (as cited in Arnold Shinew, 1997): stereotyping and preconcepts about suitability for leadership positions; exclusion from informal networks of communication; absence of effective management training for female employees; failure to hold upper level managers accountable for developing and advancing women; inadequate appraisal and compensation systems, leading to inequities in salaries; inflexibility in defining work schedules; and absence of programs that enable employees to balance work/non-work responsibilities. (pp. 42-43) The work of researchers Henderson and Bialeschki (1995) has been influential in comprehensive studies that aim to identify the different barriers that women face in their pursuit of upward career mobility. They conducted a nationwide survey among women practitioners in the recreation and leisure industry. The researchers grouped the different barriers into three broad categories: individual, organizational, and home/family. By examining career patterns, family situations, career satisfaction, and equity in the workplace issues, they found that stereotyping and gender-based discrimination remains the greatest barrier for women that prevent them from advancing to the top tier of the corporate ladder. More than half of them also reported being sexually harassed. Other identified barriers include the lack of training, lack of mentors, and womens exclusion from â€Å"male-only† networks. Another study by Frisby and Brown (1991) surveyed 30 women mid-level managers belonging to leisure-oriented organizations in order to examine their career experiences as they struggled their way to the top. Consistent with previous findings, women in middle management reported that the most common barriers they encountered from advancing in their careers include career interruptions due to pregnancy or family issues, the lack of role models or mentors, the lack of support from senior executive to promote women, exclusion, gender stereotyping, personal factors, and exclusion from male-dominated social networks. Frisby (1992) did a follow-up study to examine in a more comprehensive manner the factors that hinder the career development of women in leisure organizations. Using a descriptive-quantitative design, Frisby grouped the various barriers reported by women managers that have influenced their career direction and mobility. There were legislative factors such as gender discrimination, pay equity, and laws on sexual harassment; organizational factors such as patriarchy, exclusion from networks, flexible work options, difficulty in dealing with male-dominated organizational culture, lack of training and mentoring opportunity; and individual factors such as gender, education, and geographical mobility; and lastly, family factors that include lack of support from spouse and difficulty balancing work-family responsibilities. Due to the complex and varied nature of identified barriers for women, studies by Henderson Bialeschki (1995) and by Woody Weiss (1994) have grouped these barriers into three categories: a) Individual factors; b) Organizational/Structural factors; and c) Family or Home-related factors. Individual factors as barriers Individual traits and skills are often attributed for laggard career advancement among females. Individual factors such as age, educational attainment, skills, experience, proficiency, or ability are related to advancement. There remains gender stereotypes on what men can do that women cannot that justifies greater upward mobility for males. Some express that women lack the necessary attributes such as assertiveness, motivation, or networking skills to advance in careers (Vecchio 2002). The simple fact of â€Å"being female† thus becomes a potent barrier for career advancement among women. For instance, there is a double standard when it comes to appreciating leadership in females. Morrison, Greene and Tischler (1985) opine that when women display competence in leadership, they are viewed negatively while men who visibly lead are appreciated. Similarly, succession in vacated executive positions is usually based on the gender of the previous occupant of the position or the job. Since most senior executive positions are dominated by males, women are immediately excluded from consideration. Moreover, females are placed in â€Å"traditionally-female† positions such as staffing and human resources and cannot be promoted to higher positions that are â€Å"traditionally-male† in nature. Age can also be a barrier as individuals who are deemed â€Å"too young† or â€Å"too old† may not be deemed suitable for senior executive positions. Organizational factors as barriers Most research studies conclude that the biggest barriers to career advancement among women are beyond their personal control. The Glass Ceiling Commission indicts organizational and structural barriers as the most predominant barrier toward womens upward climb in the career ladder (Woody Weiss, 1994). Bergmann (1986) opined that organizational structures specifically job assignments are designed to prevent women from ascending to the top. Job assignments are considered to be the primary route for career advancement. Organizational structures â€Å"steer away† womens potential for upward mobility by confining them to work roles that are considered to be â€Å"womens occupations.† Bergmann cites a study by Forbes that the quickest way to the top of corporations is placement in functional areas or crucial job assignments that lead to the accomplishment of critical organizational tasks (p. 88). Klenke (1996) suggests that women face an exclusion policy that prevents them from penetrating the â€Å"old boys† network. Access to such networks is considered a significant step to gaining upward mobility in organizations. One can access information and learn more about the organization not possible in regular communication channels. Another barrier cited by women is the lack of mentoring opportunities from male superiors. For instance, Dreher and Cox (1996) found that females find it difficult to gain informal mentors who are male. If they do find a male mentor, they also face challenges in the course of the mentoring relationships especially in relation to its nature and possibility of misinterpretation. Some female managers even report being subjected to sexual harassment. Cooper Jackson (2001) contends that the scarcity of women role models is another perceived barrier toward advancement. Organizational leadership is predominantly patterned after the male form of leadership. Since acquiring senior executive positions are blocked, developing women role models that would inspire and motivate women and neutralize male-dominate culture in the organization becomes challenging. Moreover, because women lack opportunities for role modeling or mentoring relationships, they often fail to plan their career and build effective networking strategies. The reality of stereotyping has been found to affect womens career advancement deeply. Because of gender stereotyping, women feel isolated and discouraged because they perceive themselves unable to blend well or fit in with the patriarchal culture of senior executive leadership. Sometimes, this perception leads them to believe that have to change considerably in order to suit the male-dominated culture of the top hierarchy. Davidson and Cooper (1986) report that gender stereotyping in the organization leads to higher stress levels among women than men. This is because gender stereotyping often pressures women to exert extra effort or to work harder and perform better than their male counterparts in order to prove themselves equal to them. Women tend to believe that in order to achieve their career goals, they have to over-perform to counter the effects of negative gender stereotyping. Even when women are promoted and do acquire senior executive status, there is a prevailing norm that they have to perform even better than their male colleagues to prove themselves worthy of the position. Powell and Butterfield (as cited in Collinson Hean, 2001) state that stereotyping also leads to social isolation among female managers and their heavy dependence on formalized relationships for career advancement. Female managers put a prime on their professional portfolio and credentials when they pursue promotional opportunities whereas men can depend on informal networks to advance in their careers. Collinson and Hearn (2001) believe that unless the patriarchal nature of institutions are broken down, women will find it difficult to advance their careers in what is considered male territory. They define patriarchy as a process and a context through which male supremacy is promoted by men and institutions. Patriarchy is a stumbling block for women because it â€Å"control[s] access to hierarchical power and characteristics of knowledge claims† (Collinson and Hearn, 2001, p. 23). In this environment, cultural practices and information flow signify male authority, hence, placing women as mere subordinates to men. However, the problem with patriarchy is that it is a â€Å"complementary process† that is legitimized by both women and men and forms part of the organizational culture. In this manner, male dominance becomes a self-perpetuating phenomenon in organizations. Moreover, Collison and Hearn (2001) opine that executive culture is a male realm. They believe that wome n are not accepted wholly into the workforce but are merely tolerated. Hence, the notion of â€Å"patriarchal elitism† especially in top executive culture is widespread (p. 8). Pringle (1999) contends that female managers lack access to networks, trainings, and mentoring programs because they are usually gender-based and male-gendered. The domination of men in organizations is sustained with constant identification with one another. Perpetuating a gendered organizational culture leaves women managers isolated and places them in a situation where executive leadership feels very much like engaging in constant â€Å"physical combat† (Sinclair, as cited in Pringle, 1999, p.8). Home-related factors as barriers The barriers that women encounter extend far beyond the confines of the workplace to the home. For many female managers, the home environment presents several obstacles that must be overcome in order to achieve upward mobility. One obstacle is that some women managers, especially, those with families, experience the so-called â€Å"second shift syndrome† where they must work on the first shift in the workplace and continue on the second shift in the home environment. The burden of juggling work-related goals with family responsibilities is a serious concern for some women. Women who find themselves in this circumstance are also called â€Å"dual career women† where performance at work and at home are necessary. To perform this balancing act between professional development and personal life may prove too difficult for some women in many ways. Some of them eventually may find inadequate support from their respective families to pursue career advancement goals. A 1995 survey by recruiting company Robert Haff and Associates (1995) found that more than 80 percent of women managers who were interviewed preferred a job that featured more flexible hours, provided more family time, and slow-paced advancement than grueling jobs that featured rapid career mobility. In a sense, because of additional responsibility at home and with their families, women do not perceive career mobility as â€Å"a methodical rise to power† (Aburdene Naisbitt, as cited in Pringle, 1999, p. 43). Unlike the men, women do not focus on the singular objective of professional advancement but struggle to â€Å"do it all† and come up with more creative ways to reap professional success. Research also reports that women managers continue to bear the brunt of carrying the â€Å"double burden† of family and work. They have to be successful equally in the home and at work. In the home environment, they need to assume the manifold tasks of wife and homemaker and struggle to become equals with men in the workplace at the same time. Sue Newell opines that so long as women continue to juggle these dual roles, they may never achieve the parity they need and deserve in relation to men in the work environment (Newell, 1992). However, studies have also found the home and family-related barriers do not necessarily interfere with motivation and career success among many women. The problem with having the additional burden of family responsibility for women is that it is viewed as a negative thing. Research has suggested that many companies look at women with home-related commitments with disfavor (Swiss Walker, as cited in Pringle, 1999). What is worse is that some women may even be penalized career-wise for having commitments outside of the professional realm. Having marital and family responsibilities may not interfere in terms of commitment among women but these factors might slow down the promotional opportunities of woman managers. Some women have reported that the workplace was inviting and conducive to success when they were single and changed considerably to a more unwelcome environment when they got married and had children. In an article, management expert Douglas T. Hall (1990) suggested that in order to provide more access for women in terms of career advancement, companies need to come up with strategies that promote balance between work and family responsibilities. Among the strategies he recommend were more flexible work schedules and expanded use of home-based work option.

Queen Victoria Essay -- Alexandrina Victoria Royalty Essays

Queen Victoria   Ã‚  Ã‚  Ã‚  Ã‚  Is it Georgiana Charlotte Augusta Alexandrina Victoria or just Alexandrina Victoria? Queen Victoria was born at Kensington Palace, London on May 24, 1819. She was the only child of Edward, the fourth son of King George III, and Victoria Mary Louise, the daughter of a German Duke. It was planed that the duke and duchess were to name their daughter Georgiana Charlotte Augusta Alexandrina Victoria but Prince Regent refused to have his name (George) nor his daughters name (Charlotte Augusta) to be his god daughter’s name. She was known as Alexandrina Victoria but was nicknamed Drina, her mother always called her Victoria. All this happiness ended when her dad, the Duke of Kent, died only eight months after she was born. The reason was because he let a small fever turn into pneumonia. Only a week after the death, King George III died and Prince Regent became King George IV.   Ã‚  Ã‚  Ã‚  Ã‚  Princess Victoria was brought up in the Kensington Palace, London by he governess. Her mom was so afraid of Victoria getting murdered by her uncle, who wanted to next in line for the throne. Victoria was never left alone there were always people who kept an eye out for her. She was too overprotected; she couldn’t even walk up the stairs with out holding some ones hand. John Conroy, who was her mother’s comptroller, kept a close eye on Victoria and was responsible for her. German was her main language until she the age of three. She then learned English and could speak it with out an accent. She also learned Italian because she loved listening to opera. Her favorite subject in school was his but she never knew she was soon going to play a major part in it. At age eleven she saw a family tree and said, â€Å"I’m nearer to the throne then I thought.† In her teens she became ill from complications of tonsillitis. With this weakness Conroy t ried to take advantage of her and asked her to sign a document saying he would be her secretary when she became Queen. Victoria refused. Victoria was close to her older sister, Feodora. She would send Victoria letters to cheer her up. In the summer of 1836, her cousins, Ernest and Albert, came to visit. Her mother thought one of the boys would be a good match for Victoria. Their father the Duke of Saxe-Coberg-Gotha, didn’t like the idea. May 24, 1837, she celebrated her 18th birthday. Now the only person standing in the way of her and ... ... her daughters call him â€Å"Mama’s Lover†. People got used to seeing them together and there was not much talk about them anymore. He remained on her confident for twenty years. When John Brown Died in 1883, the queen wrote, â€Å"The shock-the blow, the blank, the constant missing at every turn of one strong, powerful reliable arm and head almost stunned me and I am, truly over whelmed.† His room, like Albert’s, became a shrine. A flower was placed on his pillow everyday until she died. Queen Victoria died on January 22, 1901, at the age of 81. This was forty years of widowhood. She left major instructions for her funeral. She wanted her sons to lift her in to her coffin; she would wear a white dress and her wedding veil. London was to be festooned in purple and white. She was buried next to Prince Albert in the Frogmore Royal Mausoleum at Windsor Castle. Victoria had reigned for nearly 64 years-the longest reign in British History. A statue of the Queen made in 1862 was brought out of storage and placed next to her husband in the mausoleum. Victoria’s statue looks at Albert, her love, devotion, and sorrow at his early death and her long widowhood always will be captured in that stone.

Destructive Nature of Typhoon Quinta Essay

Geological Factors that contributed to the destructive nature of Typhhon Quinta that hit Iloilo and Capiz last month and measure to address these problems: A Reaction Paper With 52,172 families (251,152 persons) affected, many Filipinos celebrated their recent holiday vacations with grief as Typhoon Quinta hit the Phlippines destroying millions of properties and owing 15 people their lives. Millions of pesos worth of agricultural crops and infrastructures were also damaged in 544 barangays of the 40 municipalities and four component cities of Negros Occidental, Iloilo, Capiz, and Aklan. Typhoon Quinta brought more devastation to many towns in Iloilo and Capiz compared to Typhoon Frank as far as flood water is concerned. Waters from Suague River which originates from the mountains of Janiuay and Jalaur River in Calinog engulfed towns along its way towards the sea especially after combining as one river in the Municipality of Mina even though Tigum and Aganan Rivers did not overflow it s banks. Towns of Pototan, Barotac Nuevo, Dingle, Dueà ±as, Dumangas, and Zarraga located downstream were devastated as the waters of the combined rivers made flood water levels relatively higher than that of Typhoon Frank’s. The natural recipe for flooding is that a day before a heavy downpour is hours of light rain as a forward effect of an incoming typhoon which will saturate the upper ground portion. When the typhoon comes in bringing with it heavy rains at 20 mm/hr., the ground cannot accept anymore the additional heavy downpour. So instead of a 9 percent penetration with 91 percent run off of overload flow, it will now be 1 percent penetration with 99 percent of the heavy rain as storm water runs off, hence a heavy surge of water across the land which we experience as flood. Now what hit most towns north of Pavia appears to be heavy rains of about 15 to 20 mm/hour. Trees play a very vital role together with watersheds in relation to flooding. The leaves of trees act as cushion to rain so that it will fall slowly and that by falling slowly, rain will gently reach the ground surface preventing compaction and therefore allowing more time to infiltrate the ground to be part of the underground regime. A study conducted for the Aganan and Tigum watersheds made by a hydro-geology consulting firm, Sweco, hired by MWID in 1997 showed that a hundred years ago, rain infiltration was 15 percent but at the time of study, it declined to only 9 percent. This was mainly because of the reduced forest cover and the increase of impermeable surfaces such as roads, basketball courts,  houses, and other structures which prevent the effective infiltration of rain into the ground. In addition, a watershed is a land area where rain falls and is drained by a river system, hence the Suague watershed is that mountain portion in Janiuay where rainfall is drained by the S uague River which passes the town proper before merging with Jalaur River which also drains a separate mountainous area. The best watershed in the country would be the rainforests found only in remote mountains in Mindanao, however, such are already fast vanishing. These are virgin forests with trees of hundreds or thousands of years old with thick undergrowth of vines and shrubs. The top soil is composed of thick decayed vegetation that if one jumps on it, the entire top soil up to 20 meters away vibrates and behave like a sponge and therefore a very good absorbent of rainfall. For us to restore our watersheds to rainforest condition there should be a strict implementation of the rule of absence of human activities because the mere planting of trees already seemed to be not enough. Raising cows and carabaos in the Tigum watershed must be prohibited so that the ground will not be compacted and people will not frequent the mountains. The rise of flood waters in Typhoon Quinta was so fast that in just a matter of minutes, it reached 5 to 8 feet high. This is basically because our rainforests are in a bad condition. The condition of our watersheds in the mountain determines the timing of the release of storm water towards the plain of lowland where population centers are located. If our mountains are fully-covered with trees and there is undergrowth of vines and shrubs plus an increase in rain penetration, then the flow of water towards the rivers will be gradual instead of a surge thus preventing a destructive flood. With increased globalization and modernization, our economy cannot afford to be left out by the rest of the world. Of course, we must also keep up with technological innovations. However, we must not forget our responsibilities in protecting our environment. We must not put into risk the future of the next generations that would inhabit the world but instead, we must take into consideration the concept of sustainable development. Our government should pass and strictly enforce laws that maintain hydro-geological conditions of our rainforests before and after any developments in infrastructures. Also, we citizens must be cooperative in these efforts of the government and must follow these rules. Typhoon Quinta highlighted the importance of disaster  preparedness. We must always keep in mind what National Disaster Risk Reduction and Management Administrator Usec. Benito Ramos said: â€Å"the typhoon should teach us to be always prepared and it is a lesson for all of us that whenever there is a weather disturbance anywhere in the Philippines, there is no place that will not be affected.† The bottomline is, what we need is discipline and a sense of responsibility. Whatever happens in this world, we, its inhabitants, always have something to do with it. If only we’ll be disciplined enough to impose and follow rules, and be responsible to take care of this only place where we can live, then we won’t be facing such disasters and surely, we’ll live in this world safe and sound. References: http://www.thedailyguardian.net/index.php/iloilo-opinion/22314-why-the-unusual-flood-from-quinta http://www.ugnayan.com/ph/gov/PIA/article/2SXZ

Dodge Charger Commercial Analysis

Commercial subject was to show that if you have this car will make your life better. To appeal to an audience of those individuals who have low self-esteem and are unsocial and lonely it expresses the notion that if you purchase this Dodge Charger that you will attract people who are on a higher social status. This â€Å"nerd† and his unattractive girlfriend are sitting in a car and he Is trying to convince her to have sex with him.Then an attractive girl comes and taps on the â€Å"nerds† window and asks about his car. After that more attractive girls come and ask bout the car, within all this action the â€Å"nerds† girlfriend ends up out of the car and all of the attractive girls end up In the car and they drive off leaving the unattractive girl behind. The Dodge commercial Is appealing to those Individuals who are on a low social status the nerds geeks and loners of the world.The purpose of this commercial Is to get people who are on a low social status to bu y this car because they believe the car will make them cooler. The voice of the speaker Is the â€Å"nerd† the typical nonsocial loner and the commercial portrays him becoming â€Å"cooler† and more social because of the car. The tone of the commercial optimistic and cheerful, the â€Å"nerd† was enthusiastic at the fact that the girls were giving him attention.The attitude of the commercial is joyful, the â€Å"nerd† is happy when the attractive ladies show him attention. This commercial is effective in its efforts to persuade its viewers to buy this car, there are a lot of lonely people in this world who would look at this commercial and believe one hundred percent that this car will do what the commercial is portraying, to give them friends and a social life and higher social status.