Early Humans Essay Example for Free

Early Humans Essay What animals did the early humans hunt for food? Early humans found meat from animals that were back in the day, the meat was not so common because before they had animals they had other types of food like for example, fruits from trees, nuts and sometimes even honey and the y also got berries form the burry bushes like raspberries, strawberries, blueberries and so on, but the animal that they always use to eat in the ancient times was the buffalo which was one of the most common animals in there specific villages and mostly when they would get the animals they would open them up with sharp things and then they would eat the meat and by the time they figured out fire they used fire to cook the food like we do know. How the early Human nut and got their food? Well the simple answer is that they used weapon to hunt the animals but we always thought that the early humans are stupid but the truth is that they are actually very smart because of the weapons they used for hunting and another thing they did to hunt food was that back in the early days there was a group of people called hunter gatherers and what hunter gatherers are is that basically a group of people for example from villages (mostly man) would go out to hunt for food mostly everyday and then when any of them would get food they will bring it to the group of people that they are and then the would most probably share the food with the people. And mostly the weapons would be made out of stones and wood. Also an example of the weapons they used wear spears and bows made out wood and stones. The most common food eaten nowadyaus are seeds. Also very populare is vegetables and fruits.

What are that iteration methods compare different iterative method?

What are that iteration methods compare different iterative method? What are that iteration methods compare different iterative method? What are the iteration methods? An iterative method is a powerful device of solving and finding the roots of the non linear equations. It is a process that uses successive approximations to obtain more accurate solutions to a linear system at each step. Such a method involves a large number of iterations of arithmetic operations to arrive at a solution for which the computers are very often used in its process to make the task simple and efficient. Iteration means the act of repeating a process usually with the aim of approaching a desired goal or target or result. Each repetition of the process is also called iteration and the results of one iteration are used as the starting point for the next iteration. For example, to solve the quadratic equation we may choose any one of the following iteration methods: a0x^2 +a1x+a2=0 a) Xk+1 = -a2+a0xk^2/a1, k=0,1,2 b) Xk+1= -a2/a0xk+a1,k=0,1,2- Types of iteration methods: Based upon the number of initial approximation values iteration methods can be divided into two categories: Bracketing iteration methods Open end iteration methods Bracketing iteration method: These methods are also known as interpolation methods. Under these methods we start with two initial roots that in bracket, then systematically reduce the width of the bracket until the desired solution is arrived at. There are two popular methods under this category: Bisection method Regular_falsi method Open end iteration method: these methods are known as extrapolation methods. Under these methods we start with one or two initial roots that do not need the bracket the root. These methods are various types: Netwon_raphson method Secant method Mullers method Bisection, regular_falsi and netwon_raphson methods are under root finding algorithm. Root finding algo: A root-finding algorithm is a numerical method, or algorithm, for finding a value x such that f(x) = 0, for a given function f. Such an x is called a root of the function f. Iteration method is obtain the initial approximation to the root is based upon the intermediate value theorem. This theorem is states that: if f(x) is continuous function on some interval[a,b] and f(a).f(b)

The Impact Of Effective Leadership

The Impact Of Effective Leadership Abstract Purpose This study helps us to determine how sales managers leadership style impacts their subordinates organizational work performance on routine tasks as well as on work unit projects. The study will further help the managers to adapt their leadership styles in order to enhance subordinates work performance, and consequently increase overall efficiency of the organization. Academically, this compilation will provide additional insights into the leadership field by contributing to the future development of this study area. Design/methodology/approach Leadership styles and work performance will be measured by a self formulated questionnaire after assessing their reliability and validity. A total of 200 respondents (middle managers with their respective subordinates) working in oil companies of Lahore, Pakistan will be surveyed in the study. Significance of the study By applying the results in practice, managers can adjust their leadership style to facilitate their subordinates to yield high work performance, whereas the human resource management function of oil companies can integrate these results for further enhancing leadership development in their organization. Originality/value This paper is the first attempt to understand the influence of transformational, transactional and laissez-faire leadership styles on work performances of subordinates in the oil industry of Pakistan. Introduction Effective leadership is a driving force for the accomplishment of organizational goals and leadership behavior is an important variable having significant impact on the success of project management (Gharehbaghi and McManus, 2003). Enshassi and Burgess (1991) studied the relationship between leadership styles of several managers and their effectiveness in the Middle East. They found a strong association between managers style and their effectiveness. The high task and high employee orientation style is the most effective style in managing multi-cultural workforces. Managers need to be friendly, accessible, and understanding of their subordinates personalities and requirements with all employees on a project. In addition, they have to be task oriented in order to have control over the process of the work and achieve the target. In the real world there are many subordinates are facing problems which impact their work performances which can be traced to the leadership practices adopted by their respective supervisors. Some of these subordinates may have insufficient competencies or their traits may not fit with the nature of their work or in many cases the supervisor also tend to use inappropriate leadership styles in dealing with their subordinates at various points of times. Superior performance that helps the organization to achieve organizational goals is the prime aim of effective leadership. To achieve superior performance from subordinates, Supervisors must make use of appropriate leadership styles. They should also recognize their subordinates individual needs and their future career goals. Leadership research in oil companies can give us insight on work performance and its impact on companies routinely project outcomes. Appropriate leadership approach can shape subordinates performance in a desirable way and facilitate managerial projects to go smoothly. In addition, adopting suitable leadership approach will create subordinate satisfaction. Satisfied subordinates are likely to put much effort into their work. This study explores the actual leadership styles of few oil companies of, Pakistan and examines the relationships between: Leadership styles on work performance The purpose is to determine What is the most appropriate leadership style for Pakistani Supervisors in this modern time? Once the right leadership style has been identified, applying the style in practice should lead to efficiency in subordinates work performance, and consequently benefit these supervisors who are ultimately responsible for the success of achieving and exceeding sale quotas and other managerial projects. The right leadership style should be able to push subordinates to complete assignments timely and correctly while at the same time, bringing out the best in them. Lastly, professional respect and commitment to the Organization is additional benefits that may accrue through effective leadership Leadership and work performance Leadership can be described in terms of the power, position, personality, authority and responsibility, mostly used as a facilitation process to achieve a goal. Therefore, the definition of leadership used in the present study is the process is defines as (act) of influencing the activities of an organized group in its efforts toward goal setting and goal achievement (Stogdill, 1950) Statement of the problem This study aims at analyzing the relationship of three Leadership Styles i.e. Laissez-faire, Transformational and Transactional leadership styles and subordinates work performance in the marketing and sales departments of various oil and gas companies operating in Pakistan. The study will take into account the effect of the 9 leadership behaviors i.e. idealized influence (attributed), idealized influence (behavioral), intellectual stimulation, individualized consideration, inspirational motivation, contingent reward, management-by-exception (active), management-by-exception (passive) and laissez-faire (no leadership) on the 7 work performance variables i.e. quality of work, quantity of work, creativity in problem solving, team work, discipline, dependable And overall job satisfaction Significance of the problem This study helps us to understand how marketing and sales managers leadership styles and affect their subordinates organizational work performance on various managerial projects.By applying the results in practice, managers can adjust their Leadership style to facilitate their subordinates to yield high work performance, whereas the human resource management function of oil companies can integrate these results for further enhancing leadership development in their organization. Objectives of the study 1) To what extent are these leadership styles present at the managerial level in these departments 2) To determine any relationship, if it exists, between a particular leadership style of sales/ marketing managers/supervisors and its subordinate perceived job performance and/or job satisfaction Scope of the Study The study aimed at answering the following research questions: Q1. Which is leadership style (laissez-faire, transactional or transformational) is present in the organization? Q2. What is the relationship between transformational leadership style and greater quality of work from the subordinate? Q3. What is the relationship between transformational leadership style and greater quantity of work from the subordinate? Q4. What is the relationship between transformational leadership style and higher creativity in problem solving of the subordinate? Q5. What is the relationship between transformational leadership style and higher level of discipline in the subordinate? Q6. What is the relationship between transformational leadership style and higher dependability in the subordinate? Q7. What is the relationship between transformational leadership style and higher teamwork in the subordinate? Q8. What is the relationship between transformational leadership style and overall satisfaction in the subordinate? Q9. What is the between transactional leadership style and greater quality of work from the subordinate? Q10. What is the relationship between transactional leadership style and greater quantity of work from the subordinate? Q11. What is the relationship between transactional leadership style and higher creativity in problem solving of the subordinate? Q12. What is the relationship transactional between leadership style and higher level of discipline in the subordinate? Q13. What is the relationship transactional between leadership style and higher dependability in the subordinate? Q14. What is the relationship between transactional leadership style and higher teamwork in the subordinate? Q15. What is the relationship between transactional leadership style and overall satisfaction in the subordinate? Q16. What is the between Laissez-faire leadership style and greater quality of work from the subordinate? Q17. What is the relationship between Laissez-faire leadership style and greater quantity of work from the subordinate? Q18. What is the relationship between Laissez-faire leadership style and higher creativity in problem solving of the subordinate? Q19. What is the relationship Laissez-faire between leadership style and higher level of discipline in the subordinate? Q20. What is the relationship Laissez-faire between leadership style and higher dependability in the subordinate? Q21. What is the relationship between Laissez-faire leadership style and higher teamwork in the subordinate? Q22. What is the relationship between Laissez-faire leadership style and overall satisfaction in the subordinate? Definition of major terms and formation of the questionnaire Effective Leadership The present study uses effective leadership approach to identify the leadership style of middle management. In this approach, leadership is conceptualized by the behavioral areas from laissez-faire style (non-leadership), through transactional leadership (which hinges on reward system and punishments), to transformational leadership (which is based on inspiration and behavioral charisma) (Bass and Avolio, 1993). The various components are now elaborated. Laissez-faire style. An avoidant leader may either not intervene in the work affairs of subordinates or may completely avoid responsibilities as a superior and is unlikely to put in effort to build a relationship with them. Laissez-faire style is associated with dissatisfaction, unproductiveness and ineffectiveness (Deluga, 1992). Transactional style. Transactional leaders focus mainly on the physical and the security needs of subordinates. The relationship that evolves between the leader and the follower is based on bargaining exchange or reward systems (Bass, 1985; Bass and Avolio, 1993). Transformational style. Transformational leader encourages subordinates to put in extra effort and to go beyond what they (subordinates) expected before (Burns, 1978). The subordinates of transformational leaders feel trust, admiration, loyalty, and respect toward leaders and are motivated to perform extra-role behaviors (Bass, 1985; Katz and Kahn, 1978).Transformational leaders achieve the greatest performance from subordinates since they are able to inspire their subordinates to raise their capabilities for success and develop subordinates innovative problem solving skills (Bass, 1985; Yammarino and Bass, 1990).This leadership style has also been found to lead to higher levels of organizational commitment and is associated with business unit performance (Barling et al., 1996). The following discussions on leadership factors and leadership outcomes are extracted from Bass and Avolios (2004) MLQ manual. Leadership factors The leadership factors used to measure transformational, transactional and laissez-faire leadership style in this study are from the Multifactor Leadership Questionnaire (MLQ) developed by Bass and Avolio based on the theory of Transformational leadership. They are: (1) Laissez-faire factor: The non-leadership. Leaders in this type will always avoid getting involved when important issues arise and avoid making decisions. (2) Transactional leadership factors: Contingent reward. This factor is based on a bargaining exchange system in which the leader and subordinates agree together to accomplish the organizational goals and the leader will provide rewards to them. Leaders must clarify the expectations and offer recognition when goals are achieved. Management-by-exception (active). The leader specifies the standards for compliance, as well as what constitutes ineffective performance, and may punish subordinates for being out of compliance with those standards. This style of leadership implies closely monitoring for mistakes, and errors and then taking corrective action as quickly as needed. Management-by-exception (passive). Passive leaders avoid specifying agreements, clarifying expectations and standards to be achieved by subordinates, but will intervene when specific problems become apparent. This style does not respond to situations and problems systematically. (3) Transformational leadership factors: Idealized influence charisma. This factor consists of firstly, idealized influence attributed, and secondly, idealized influence behavioral. They are the charismatic elements in which leaders become role models who are trusted by subordinates. The leaders show great persistence and determination in the pursuit of objectives, show high standards of ethical, principles, and moral conduct, sacrifice self-gain for the gain of others, consider subordinates needs over their own needs and share successes and risks with subordinates. Inspirational motivation. Leaders behave in ways that motivate subordinates by providing meaning and challenge to their work. The spirit of the team is aroused while enthusiasm and optimism are displayed. The leader encourages subordinates to envision attractive future states while communicating expectations and demonstrating a commitment to goals and a shared vision. Intellectual stimulation. Leaders stimulate their subordinates efforts to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways. The intellectually stimulating leader encourages subordinates to try new approaches but emphasizes rationality. Individualized consideration. Leaders build a considerate relationship with each individual, pay attention to each individuals need for achievement and growth by acting as a coach or mentor, developing subordinates in a supportive climate to higher levels of potential. Individual differences in terms of needs and desires are recognized. Work performance The success of a project is usually stated in terms of meeting three major objectives: completion on time, completion within budget, completion at the desired level of quality or technical specification (Tukel and Rom, 2001; Xiao and Proverbs, 2003).Atkinson (1999) called these three criteria the iron triangle or golden triangle. In this study, the performance levels of subordinate were measured in the direction which would support the success of meeting deadlines achieving sales targets and completion of various other managerial projects. Thus they were measured from firstly, work quantity (achievement compared with the planned schedule), and secondly, work quality (fit with the desire level of supervisory requirement). In addition, when working in the organization on various projects, people have to coordinate and work together as a team hence teamwork and work disciplines are the important qualities they should occupy (Sanvido et al., 1992; Nguyen et al., 2004). Besides, meeting w ith various customers nature is a daily operation where unpredictable problems occur regularly, creativity in problem solving and the level of dependability on handling routine work and new assignments is an essential quality that the subordinates must posses (Nguyen et al., 2004; Nitithamyong and Tan, 2007). Thus these performance aspects needing to be measured from subordinates include: work quantity, work quality, dependability, team work; creativity in problem solving, work discipline and overall job satisfaction. Together, the seven are used as measures of work performance. The samples There is no list of routinely managerial work projects of oil and gas companies of Pakistan, therefore a non-probability sampling incorporating snowball technique will be adopted selecting 25 qualified Areas Sales Managers (supervisors) and 175 sales manager(subordinates) Research instrument A questionnaire survey was adopted for collecting data because of its advantage in yielding responses in standard format from a large number of respondents and the benefit of collecting data from respondents from geographically dispersed locations. The measurements adopted in the questionnaires are: Effective Leadership styles in this research will be measured by studying the definitions as given by Bass and Avolios (2004) in their multifactor leadership questionnaire (MLQ) Form 5X. and then formulating a questionnaire on leadership style. 2 statements are used to measure each behavior therefore a total of 18 statements of Likert scale are self formulated. The measurement required sales managers to rate each statement on a five-point rating scale ranging from strongly disagree to Strongly agree based on their experience with their supervisor. Work performance. A rating tool was devised for Area Sales Managers (supervisors) to evaluate their subordinates work performance. The measurement required Area Sales Managers to rate each statement on a five-point rating scale ranging from strongly Disagree to Strongly Agree based on their experience with the subordinates. Statements focused on 7 components of subordinates work performance as discussed previously. Literature Review According to Mustapha and Naoum (1998), team management style (9, 9) was chosen by all high performing managers as their preferred management style. The finding further showed a significant association between the level of authority given to the managers and their level of effectiveness. High performing managers were given higher authority than moderate performing ones. Odusami et al. (2003) concluded that there was significant relationship between the project leaders professional qualification, his leadership style, team composition and overall project performance. The most appropriate leadership style identified in their research is consultative autocrat which is similar to team management used in Mustapha and Naoums (1998) study. Other group of scholars explained that leadership behaviour is culturally determined and different from culture to culture. (Burger and Bass, 1979; Lok and Crawford, 2004). National culture can produce statistically significant moderating effects on the impact of leadership on outcomes, subordinates performance, expectations, organizational commitment and job satisfaction are vary from country to country because of the dissimilarity in cultures as well (Al-Meer, 1989; Hofstede, 1991). Besides, some scholars have conducted the research on the relationship between leadership and its outcomes such as satisfaction, work performance, commitment and their result showed the positive association between them (Euske and Jackson, 1980; Savery, 1994). Therefore, it can be assumed that the variations in leadership styles and individuals preferences are influences from cultures variations would lead to differences in outcomes. Yukongdi (2004) revealed that the most preferred management style by t he employees was consultative management, followed by participative, paternalistic, while the least proportion of employees preferred an autocratic manager. Employees who perceived their managers to be more democratic also reported a higher level of influence in decision making, greater satisfaction with participation, and job satisfaction. Numerous scholars have provided evidence contradicting the above. For instance; Kumbanaruk (1987) observed that employees are accustomed to a tradition of a top-down approach with employees receiving orders rather than thinking by themselves and expressing their own ideas. Thai culture is characterised by a tight hierarchical social system, accepted existential inequality and a strong value of relationships (Komin, 1990). Kumbanaruk (1987) and Komin (1990) suggested that employees might feel uncomfortable working in a participative work setting. Involvement in decision-making may bring unwanted responsibilities to subordinates (Rohitratana, 1998) . Thai culture, long time ago, does not encourage subordinates to dare to make mistakes, nor to take initiative but favour avoiding taking risks, because risk means bringing on more uncertain situations and increasing responsibilities (Holmes and Tangtongtavy, 1995). Therefore, it seems reasonable to reveal that working under a participative leader may not necessarily lead to greater job satisfaction among some employees. Hofstede (1980) remarked that in countries in which most employees are afraid to disagree with their managers (high power distance countries); subordinates prefer managers spread across the autocratic or paternalistic styles. Consequently, it is logical to predict that a larger proportion of such employees will prefer either an autocratic or paternalistic manager, while fewer employees would prefer a consultative manager. According to Lok and Crawford (2004), it was expected that higher initiating structure leadership style would provide greater commitment and job satisfaction in Asian firms whereas, higher consideration leadership style would provide greater commitment and job satisfaction in a western firm. Brown (2003) summarised the concept of task-oriented and relation-oriented leadership from several scholars in his research. He revealed that task oriented leadership have included initiating structure; concern with production; autocratic; achievement oriented; goal-achieving include contingent reward; management by exception (active) and management by exception (passive). Relations oriented leadership, or consideration consists of idealized influence (attributed); idealized influence (behavior); individualized consideration; intellectual stimulation and inspirational motivation. According to Burns (1978), transactional leadership is the fundamental of one person taking the initiative in making contact with others for the purpose of an exchange of valued things or bargaining process. It involves rewards and Punishments. Transactional lea ders must identify and clarify to subordinates about the setting role, task requirements, performance expectations and the distribution of rewards and punishment according to performance (Bass, 1985) whereas transformational leadership occurs when leaders and followers raise one another to higher levels of motivation and morality. The transformational leader exhibits charisma, develops a vision, provides inspiration, motivates by creating high expectations and modeling appropriate behaviors, gives consideration to the individual, pays personal attention to followers, provides intellectual stimulation, and challenges followers with new ideas and approaches (Burns, 1978). From the foregoing, transactional leadership is akin to initiating structure or task orientation whereas the transformational style is similar to consideration or relations orientation. Brazier (2005) indicated that organic or flatter structures type of organization with decentralized decision making and low power di stance of most Western firms tends to facilitate a more transformational leadership style while bureaucratic structures with high power distance and high collectivism of Asian firms encourage a more transactional style. Besides, the relationship between organizational commitment and work performance has also been examined by Mowday et al. (1974) and their result indicated that these two variables are positively linked to each other whereas Porter and Steers (1973) found positive relationship between organizational commitment and job satisfaction. Therefore, a transactional leader is capable of facilitating the formation of a group which performs at higher commitment and work performance level to the organization in the Asian context or eastern background. Hypothesis Development I therefore hypothesized the following for Pakistan: H0. There is no leadership approach present in the organization H1. There is no relationship between Laissez-faire leadership style and work performance of the subordinate H2. There is no relationship between transactional leadership style and work performance of the subordinate H3. There is no relationship between transformational leadership style work performance of the subordinate The focus of this research is on leadership styles and their effects on subordinates work performance. Data on leadership style shall be gathered from the subordinate group whereas supervisors will be providing data on their subordinates work performance level based on their judgment. The sales and marketing departments of oil companies mainly multinationals operating in Pakistan usually have one area sales manager who receives direct instructions from the national sales manager at the same time supervises 5 to 8 sales officers (subordinates). Thus, there are direct contacts and relationships between area sales managers and his subordinates. Therefore, sales officers, as direct subordinates of the Area Sales Managers are chosen as the respondents to provide data on the leadership styles and personal competencies of their Area Sales Managers. On the other hand, Area Sales Managers provided data on the work performance of their direct subordinates. The Job description of Area sales manager is managing portfolios, developing a customer base necessary to meet all forecasts and budgets, aligning the number of distributors in the territory by strategic consolidation to increase companies ROI, articulating year on year sales forecasts for procurements at supply chain which helps in minimizing warehousing costs, developing trade promotions scheme for distributors to enhance brand image and sales volume, in close coordination with the brand team, working as a point of contact for customers which ensures smooth business transactions at all levels, keeping close follow ups with all team members prospecting for new business, preparing and presenting proposals and maintaining existing relationships. Thus, it is necessary that both Supervisors and their subordinates are qu alified to be selected for data collection. This reduces the potential bias. The top oil companies of Pakistan were identified and a full set of questionnaires (one for the Area Sales Managers and four to eight for subordinates) were then sent to each qualified work unit with the covering letter explaining the objectives of the study and assuring respondents of confidentiality and urging them to participate in the study.

Oedipus Is to Blame in Oedipus Rex Essay -- Oedipus the King Oedipus R

Oedipus Is to Blame In Sophicle's Oedipus The King, Oedipus plays the lead character in the play. Oedipus plays blindfolded throughout the play. His character that he betrays is typical of those who honestly believe they have no part in the situation that occurs. I agree with Bernard Knox that Oedipus is responsible for the tragic outcome of the play. Oedipus's investigation of the death of King Laius is the reason for the tragic ending. The scene where Oedipus opens the investigation is the first step toward his downfall. Oedipus covers up the murder and is nervous when he hears the news. It is Oedipus's continuous effort to find the murderer. He wants to find the murderers of the king, not knowing that he is the murderer. Oedipus is the head investigator for the murder of King Laius. Even though he tells the people of Thebes that, "I am ready to help." He promises the people that he would do anything t...

john kerry :: essays research papers

Massachusetts Senator John Kerry was the second Democrat to enter the race, announcing on December 1, 2002. Going into 2004, he was not considered a front-runner but came back to win the Iowa caucuses and almost every primary and caucus afterward, gathering enough delegates to be the Democratic nominee. His history includes a bachelor's degree from Yale University in 1966 and a law degree from Boston College in 1976. His military service includes the Navy from 1966 to 1970 and the Naval Reserves from 1972 to 1978. He was first elected Massachusetts lieutenant governor in 1982 until 1984. He was then elected as a U.S. senator in 1984, and he considered a presidential run in 2000. Kerry has his own unique position on many key issues, including national security, the environment and energy, and education just being a few. One issue that Kerry has spoken about is our national security. Especially after September 11th, many people want a president who will be able to provide us with a safe place to live. Kerry has many new plans that he will put into effect to do this. First, he backs letting the Patriot Act expire without congressional approval. He does not believe that this act will make Americans safer, but instead feels that it infringes on our rights as citizens. Also to protect our rights, he is against labeling U.S. citizens "enemy combatants". Next we need to be able to track and stop terrorists before they are able to strike. Many of the intelligence problems that allowed terrorists to slip into our country before 9/11 have not been addressed. Kerry will improve our ability to gather, analyze, and share information so we can track down and stop terrorists before they cause us harm by setting up new organizations and reforming the ones in place already. We then need to protect our bord ers and shores. Today, our borders, our ports, and our airports are not as secure as they must be. Kerry will make our airports, seaports, and borders more secure without intruding upon personal liberties by giving these areas the resources and training that they desperately need. Also to help improve the border situation, Kerry will speed the immigration process to help unite families and decrease the amount of illegal aliens crossing into the country. The hardening of vulnerable targets is also part of his plan to protect Americans.

Black Plague Wh2

Where did the plague begin and spread? The plague began in 1348 in East Asia but very quickly spread to Florence, Italy. 1b. What two possible cause did Boccaccio suggest for such a terrible event? Boccaccio suggested that it was through the influence of heavenly bodies or that it was God’s anger because of our wicked deeds. 2. How did people behave to those that were sick? Why? The city ordered that the streets be cleansed and any sick person was forbidden from entering the city. Many people acted this way out of fear of catching the disease themselves. 3. How did the plague affect city government and laws? Many of the upper class citizens stayed inside their homes, secluded from the outside world. 4. What aspect of people’s behavior seems to shock Boccaccio the most? The cruel opinions people had of the plague. Many citizens stayed away from each other and many others abandoned the city, leaving no one to care for the sick people. 5. Most of the upper-class stayed inside and stayed secluded from the outside world. While hiding they ate and drank plentifully, while trying to stay merry and positive. The lower and middle classes used flowers to hide the odor while on the street/ personally I would have chosen staying in seclusion. 6. The plague had to be one of the most devastating epidemic to sweep Europe in the 14th century and in their history. I don’t think that any moment during this time frame even compares to the damage the Black Plague did to Europe.

Plato †Justice Essay

1. Introduction In this essay in is a discussion about based on philosopher and which group of people Plato thinks should be ruling and why. The essay will start off with clarifying key concepts, for example what is a philosopher because it is much easier to understand the easy when one understands the key terms in it, terms that will appear throughout the essay itself. Then Plato’s theory will then be analysed in more detail and it is also of great importance that one also talks about Plato’s background because that is where he started to see things and that is when he started having ideas as to how the country should be ruled or governed and who should be doing the governing. It is also very important for a person to look at what was said by other people about Plato’s ideal state. 2. Clarification of key concepts. Bellow will be the clarification of key concepts and by that it simply means that the key words that will be used in this essay will be defined and understood a little more better for convenient reading. 2. 1 What is a philosopher? When one is tackling such an essay it is very important that one understands what a philosopher is and what makes one a philosopher. Well a philosopher is a person who always trying to understand life and why things are done the way they are being done and also find better ways of doing things. Philosophers seek answers to the questions of life and seek solutions. Philosophers use their intellect and also their personal experiences. Philosophers are also people that love to share wisdom and teach others what they already know so that they can also grow. When one talks about philosophers it is mostly about people that are deep thinkers and they think about life and the things that happen around them on a daily basis. According to Benson (1992: 63) â€Å"during the ancient times Greek philosophers would sometimes spend the whole day thinking and for that day they would not talk to anyone, it would be just them and their thoughts†. A philosopher can be anyone and from any gender, anyone who has an interest in the study of knowledge. 2. 2 Theory of Justice According to Pappas (1995: 32) â€Å"justice is defined by Polemarchus as the act of giving what belongs to the person and doing good to friends and not good by enemies†. Theory of justice is all about treating people fairly and by fairly it means as they deserve. Rawls (2001: 83) points out that justice can be defined two different ways, one definition being that a person must earn it for example by merit or an individual can lack it. So according to this definition it is clear that it simply means that one must be treated exactly as they deserve. This â€Å"merit theory† of justice, reflecting utilitarian ethics, uses merit to determine just how individual members of society will be rewarded or punished based solely upon whether one’s conduct is useful or harmful to society. The â€Å"need theory† of justice, which assumes that individual members of society should help those other members who are most in need so as to redress their disadvantages. So this is all about treating people as they deserve and rewarding them as they should be or for some punishing them. 3. 3 Theory of Souls Plato’s Theories of Soul According to Lorenz & Hendrik â€Å"there were various developments that were occurring in the sixth and fifth centuries in the way Greeks thought and spoke of the soul resulted in a very complex notion that strikes one as amazingly close to conceptions of the soul that we find in fourth century philosophical theories, notably Plato’s†. There is thus some reason to think that the philosophical theories in question are best interpreted as working with, and on, the relatively non-theoretical notion of the soul that by the end of the fifth century has come to be embedded in ordinary language. In what follows our main concern will be to characterize some of the theories in question. But we should also attend, wherever this seems appropriate and helpful, to ways in which familiarity with the ordinary notion of the soul might enable us better to understand why a theory or an argument proceeds the way it does. In addition, we should note ways in which philosophical theories might seem to clarify and further articulate the ordinary notion. We begin with Plato, and with a question that is intimately tied up with the ordinary notion of the soul as it developed from the Homeric poems onwards, namely whether a person’s soul does indeed survive the person’s death. 3. Plato’s background In understanding Plato more it is very important that one also knows Plato’s background. Plato was born in the year 427 BC and was born in an Aristocratic family. An Aristocratic family is one that is on the one hand impractical, reason being that they were based on a God-like willingness to place the good of the community before the rulers own interest (Heywood, 2007:28). According to Plato politics in natural and not artificial. It is also important that one states that Plato’s greatest influence was Socrates as he learned a lot from him. 4. How Plato views democracy and who should rule according to Plato Heywood (2007: 71) states that thinkers such as Plato as well as Aristotle had a different view to democracy and they saw it as a system that was there to rule masses at the expense of wisdom and property. Plato wanted people to be ruled by philosophers. According to Heywood (2007: 76) â€Å"political equality was useless and he attacked it on grounds that the people possess neither the wisdom nor the experience to rule wisely on their behalf†. So according to Plato the best people for the job of representing the people it was the philosophers. Plato believed that the philosophers were wise educated people that would apply logical thinking and also use experience too. According to Plato in his book â€Å"the republic† Plato stated that government should be placed in the hands of the philosophers being the kings and guardians. And their rule will be that viewed as dictatorship. Plato called this â€Å"Rule by the virtuous† (Heywood, 2007:76). As it was said by Plato himself that the states troubles will never end and civilisation itself, till the world is ruled by philosophers being kings. Plato states that political power must be in the hands of kings (Plato, 2007: 192). One can say that Plato came with really good points as to why knowledgeable person should be the one’s put in charge to rule and govern the world and for them to bring happiness and justice to the world; it may look like the ideal Republic. But still with all that said it is still unrealistic. And to further show that that is unrealistic, as it was said by Aristotle â€Å"man by nature is a political animal and it is inevitable for all†. People will always have something to say as to how they would like to see things happening and people will always want to voice out their opinions about what they do not like and how it should be done. People want to be involved in decisions that will affect them at the end of the day. Plato’s argument is seen as unrealistic because it is like he is asking people to just turn a blind eye in the political process and also to leave their rights and opinions in the hands of the philosophers and is so doing they will be giving in to being dictated. All one sees is that Plato’s ideal state will be just unfit, the same thing that he said about a democratic state, and it is just unfit. Plato’s argument could be seen as valid as he states that philosophers have the â€Å"capacity to grasp the eternal and absolute†, as it is clear to see that common men or the public have no true knowledge of reality to govern themselves (Plato, 2007: 204). Nevertheless, this argument is not persuasive or realistic in contemporary politics and the modern state, for a number of reasons. Plato’s idea of specialization is also linked to justice, which he considers to be structural, as political justice is a result of a structured city, where individual justice is a result of a structured soul, and where each member of the polis has a â€Å"specific craft for which he has a natural aptitude† (Reeve; 2009, 69). â€Å"Ruling †¦ is a skill† (Wolff; 2006, 68), which requires special training available to few. At the same time, philosophers must possess qualities that enable them to rule; for instance, they must be able to recognize the difference between friend and foe, good and bad. Above all, philosophers must â€Å"love wisdom† (Nichols; 1984, 254), as the rule of the wise leads to the reigning of justice, as philosophy becomes sovereign. Justice is a virtue, as is knowledge, which requires understanding. Understanding refers to goodness, and thus, knowledge and goodness are one. The philosopher kings have virtue as they have knowledge, and thus, according to Plato, their rule is justified. Conclusion.