Military Strategies of of the I.R.A. During the Anglo Irish War of Independence, 1919-21 Essay Example for Free

Military Strategies of of the I.R.A. During the Anglo Irish War of Independence, 1919-21 Essay At the outbreak of hostilities it was apparent that the I. R. A. could not hope to win a traditional stand up military fight against a modern, well equipped army with the financial backing of The British Empire. In order to engage the crown forces in a guerrilla war, weapons and ammunition were required in large numbers. General Head Quarters (G. H. Q. ) authorized smuggling operations and had sent volunteers abroad to procure arms. G. H. Q. sold arms to the individual units, many of which were hampered in their operational status due to lack of funding to purchase weapons and ammunition. As the war progressed many Royal Irish Constabulary (R. I. C. ) barracks and the Crowns Tax Offices were attacked and burned. GHQ issued a general raid order in September of 1920. The primary objective the Volunteers attacks on isolated R. I. C. barracks were to obtain arms and ammunition. Many of these barracks were poorly defended and usually consisted of terraced houses. In order to disrupt the governance of rural areas, tax offices were targeted. These targets allowed collection of funds from the local populace that were to be appropriated to the Crown. These tactics were adopted by many units when news of the initial successes of these barracks and tax office attacks filtered out, throughout the country. The volunteers embarked on a campaign of Intimidation of R. I. C men and their families, and members of the general public who supported the crown forces, many of which were shot. This tactic was extremely effective at reducing the morale of the R. I. C. Recruitment dropped and resignations increased in the organization The R. I. C. retreated to larger towns after it was decided to evacuate may rural barracks. This tactic led to large parts of rural Ireland becoming ungovernable. This allowed the Dail to implement their much heralded Courts System, collect taxes and implement civil control. Most units at the start of the war appeared to act independently without central command control. Attacks on Crown Forces were sporadic in nature and were badly planned. Inexperience of many of the men in these units led to many failed operations Many units operations amounted to sabotage by digging trenches in roads, de-railing trains, cutting of communications lines, snipping at barracks and personnel. Even the most poorly equipped and inactive units could engage in many of these tactics. The effectiveness of military actions conducted varied widely accordingly to geographic location. Areas like South Tipperary, East Limerick and Cork were particularly active, while areas such as Wexford, Mayo and Waterford had low turnout and low activity. Cite. Meeting and Drilling after the day’s work was done, amounted to the extent of some volunteers actions for the duration of the war cite The willingness of volunteers to risk their safety was also another factor which hindered operations in many units. Volunteers who possessed weapons especially rifles were usually picked to partake in operations over volunteers who did not. The men who possessed guns gained experience on active operations and were given higher status within units. In many areas this led to a cycle of a select group of men getting more and more experience on active service, while men who had no weapons remained inactive were not gaining any such experience. To alleviate this some units introduced rotational systems were guns and ammunition were stored in a central weapons dump. Access to weapons dumps could only be gotten after permission from the units Quarter Master was given. Activity of units depended largely on the membership and the professionalism of their commanding officers. Traditionally commanding officers were elected and appointed by their members. Electoral decisions appeared to be based on the social standing of the officers, family traditions and whether the men liked them or not. Many units were hampered in their operations as officers would not authorize actions as they feared for their own safety or were incompetent in planning and action. To instil discipline and a sense of military professionalism G. H. Q. sent organizers out to instruct and train these officers and units that they commanded. Training camps were set up to properly instruct officers and volunteers. The military discipline in these camps was strictly enforced and the training was particularly gruelling. When men returned to their units, they were expected to instil similar discipline within the rank and file. Discipline was to be rigorously introduced by commanding officers and military punishment meted out for infractions. Formal reporting structures were introduced and all commanders were expected to submit reports to the central authority of G. H. Q. on a regular basis. These reports were analysed by G. H. Q. and orders were issued to individual units. This strategy led to a more centralized planning and intelligence apparatus. Ultimately G. H. Q. decided to set up divisions with respective commanders, in attempt to coordinate the activities of the volunteers within bordering brigade areas. These attempts at introducing a modern military structure into the different units were mostly successful, although highly active units such as South Tipperary maintained a more independent existence until the end of the war. Initially the volunteers had a very high tolerance to violence and did not want to be involved in operations that led to murder. This tolerance was eroded of the course of the war as reprisals by the crown forces, led to many civilian atrocities throughout the country. As the casualties list rose, public opinion turned against the British Government. This was galvanized by reports that started to appear in newspapers internationally and in London G. H. Q. published the details of many of these reprisals in their publication their political journal t-Oglach. The publications also included details of military tactics and so also functioned as a training manual for the volunteers. After the introduction of The Restoration of Order Act in August 1920 the and the introduction of martial law in the South in 1921, attacks and reprisals against the civilian population increased. The arrival of the much hated quais military/police forces which later became known as the Black and Tans in March 1920 and the Axillaries the following July exasperated the situation and led to increased militancy in the volunteer force and the general population. Support for the volunteers steadily grew and the general population assisted them with funds, safe houses and intelligence. As a result of police crackdowns and further arrests of suspected volunteers, the continued raids on civilian houses, many volunteers went on the run. By mid 1921 there were over 4,000 suspects interned. Many men who were on the run went on to form the celebrated flying columns. These columns consisted of 20 highly armed men, who would attack patrols by laying ambushes on roads, and then melting back into the countryside. Tom Barry was commanding officer of the 3rd (West) Cork Brigade, which was a particularly effective flying column. They were responsible for many successful attacks on military personnel. On 28th of Nov. 1920 they wiped out an Auxiliary regiment in Kilmicheal, Co. Cork killing nearly a whole platoon. In reprisals the Black and Tans burned the City of Cork on 11th of Dec. There were many other tactics used by the I. R. A. during the war, examples include targeting prominent members of the British Establishment and Intelligence for assignation, it is beyond the remit of this short essay to explore these in their entirety. The ultimate goal of these operations and tactics were to disrupt and demoralize the administration of British Rule. After Bloody Sunday the British Intelligence Network was effectively non-existent which the I. R. A. took full advantage of, by actively engaging Crown Forces in the capital while sending out their own armed patrols in select parts of the city. As we can see at the start of the war the Volunteers were a highly disorganized and poorly equipped force. Through the use of guerrilla hit and run tactics, they made the most of their limitations to disrupt and demoralize the crown forces. After G. H. Q. exerted a central command and military structure the volunteers became a more ruthless and successful in active operations. Ultimately the British Establishment appeared to have overestimated the numbers of active members and their access to weapons. If their intelligence apparatus had not been infiltrated and disrupted by the I. R. A. the Crowns military campaign may have been more effective, and they may have continued the war which would have pushed the I. R. A, to the limits of their abilities and resources. G. H. Q. played a pivotal role in forming public opinion through their domestic publication t-Oglach and releasing accounts of civilian casualties and atrocities to foreign correspondents, effectively winning the propaganda war. It is doubtful whether the isolated regional active units would have been as effective without the co-ordination and leadership of G. H. Q. The organization of operations and centralization of command by G. H. Q. , may have been the deciding factor in the War, although many units remained in a state of disarray and were badly equipped for the duration of the war. As a measure of the success and effectiveness of operations conducted, I. R. A. guerrilla tactics became a blue print for many revolutionary forces around the World.

Fashion History Essay Example for Free

Fashion History Essay A fancy handbag, stylish footwear, shimmering jewellery and a designer dress of substandard quality sell at fantastic prices. Now beauty salons and slimming centers the landmarks of fashionable world are frequented by a large clientele at great expenses even in smaller towns. It seems the inbred urge of the man to appear graceful is awakening from the slumber. But the craze for fashion has also opened new avenues for expansion of small scale industries product fancy articles for beauty aids are now growing and shaping up as big industries. They provide employment to thousands of youth directly or indirectly. Courses based on fashion designing and decoration have now become a popular and recognized commercial education in the country. Ever changing fashion is welcome features but living in fashion and style is a symbol of lively society. Fashions breaking the barriers of decency and decoration are full risks and lead to moral chaos. We must be aware of that fashion adds only to our external beauty which is skin deep and transient whereas moral beauty is lasting and sublime. True beauty lies in cleaning ourselves from within and is attained by practicing truth and piety love and sacrifice in our lives but in the avalanche of ever changing fashions, all that matters is ostentatious show with the aid of modem cosmetics and beauty aids, latest dresses etc. And this is eating into our great noble values. True, beauty needs no ornaments or fashion aids. My lord I may be beautiful from within in this age of fashion.

Project management techniques

Project management techniques Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. In other word it is the discipline of planning, organizing, and managing resources related to a project to successfully complete the specific goals and objective of the project. A project is a temporary thing which has a predefind goal and a defined begining. The temporary nature of project stands in contrast to business as usual, which are repetative, parmanent or semi permanent functional work to produce product or service.   Project Management Knowledge Areas Project management knowledge areas describe project management knowledge and practice in term of its component process. These proceses have been organized into nine knowledge areas as described below-   Project Integration Management Various types of processes are required to coordinate the various element of the project. Project integration management integrate all those processes to fullfill the project goal.there are three major areas for project integration management: Project plan development Project plan execution Overall change control These processes are interact with other and with the process in the other knowledge areas as well. Moreover, integration must also occur in anumber of other areas inorder to be successfully completion of the project. Project Plan Development Project plan development uses the outputs of the other planning processes to create a consistent, coherent document that can be used to guide both project execution and project control1. It is used to guide project execution, document project planning assumptions, document project planning decisions regarding alternatives chosen, facilitate communication among stakeholders, define key management reviews as to content, extent and timing. It also provide a baseline for progress measurement and project control.   Project Plan Execution Project plan execution is the primary process for carryign out the project plan. The project manager and the project management team will corordinate with each other uses the various technical and organizational interfaces that exists in the project. Project application areas directly affect the project processin which the product of the project are actually created. Inputs of project plan execution are project plan,supporting details, organization policies, creative action. General management skills, product skills and knowledge, work authorization, system, status review meetings, project management information system, organizational process are techniques used in project plan execution. Overall Change Control Overall chnage control is concerned with influencing the factors which create change to ensure that changes are benificial, the changes that has occured need to be determined, and managing the actual changes when and as they occur. Inputs of overall change control are project plan, performace reports, change requests etc. The techniques that are used on overall change control are change control system, configuration management, performance measurement, additional planning and project management information system. Project Scope Management The project scope management plan refers to the mechanism that consists of formalized document that is used for the purposes of detailing exactly how the pproject scope will be defined, what decision will be undertaken to develop the project scope, how the project scope will ultimately be varified and how all the components will be created and defined under work break down structure. Five major areas of the project scope management process are. 1. Initiation, 2. Scope planning, 3. Scope definition, 4. Scope verification, and 5. Scope change control. The project scope management plan also will provide information and assistance in determining exactly how the actual scope of the project will ultimately be controlled in the management process by the project management team and or the project management team leader. The actual project scope management plan, as with most project management components, can be a very formally written document, or it can also be a much more informally written document. The detail level can vary wildly as well, depending on exactly what the needs of the project dictate2. Project Time Management Project time management includes the processed required too ensure timely completion of the project. The major areas of time management are described inbrief in the following sections-   Activity Definition Activity definition involves identifying and documenting the specific activities that must be performed in order to produce the deliverables from the project. Activity definition uses WBS, scope statement, historical information, diferent constraint, assumptions as the inputs. Decomposition tools and tamplates are used as techniques. Activity list, supoprting details, and the updates of WBS are the outcomes from this area. Activity Sequencing Activity sequencing involves the identifying and documenting the activity dependencies within the project. The activity must be sequenced inoder to support the later development of a real world and achivable schedule. Activity list, product description, dependencies, assuptions etc are used as input in this area. Precedence daigramming method (PDM), arrow diagramming method , network templates are used to process the inputs. Activity Duration Estimating Aactivity duration estimating involves assuring the number of work periods likely to be needed to complete each identified activity. Overall project duration is also estimating in this period. The inputs of this period are activity list, constraints, assumptions, resource requirements, resources capabilities etc. Activity duration estimation, basis of estimates, and activity list updates are the outputs that we can get from this period.   Schedule Development Schedule development involves in determining the start and finish dates for project activities. If the time schedule of a project are not realistic, the project is unlikely to be finished as scheduled. Project network diagram, activity duration estimates, resource requirements, resource pool description, assumptions etc are inputs of this area. The outputs we got from this area are project schedule, supporting detail, schedule management plan, resource requirement updates. Schedule Control Schedule control is concerned with the factors which influence to create schdule changes to ensure that changes are benifical for the project, detemining that the schedule has changed and managing the actual changes when and as they occur. Schedule control is integrated with the overall control process which is a phase of project integration management. Project schedule, performance reports, change requests, schedule management plan are the inputs to this area. Project Cost Management Project cost management includes the processes which are required to ensure that the project is completed within the approved budget. It involves the following major areas- Resources Planning Resource planning involves determining what physical resources like- people, equipment, materials etc. and what quantities of each should be used to perform project activities. It is closely coordinated with cost estimating. WBS, historical information, scope statement, resource pool description and organization policies are the inputs of this area. Experts will judgment with all alternatives that are identified and give a complete resource requirement. Cost Estimating Cost estimating involves to developing a possible estimation of costs of resources that are needed to complete a project activities. WBS, resource requirements, resource rates, activity duration estimates and chart of account are the inputs of cost estimation. There are different tools that are used in this process. They are- analogous estimating, parametric modeling, bottom-up estimating, computerized tools etc. cost estimates, supporting details,, and cost management plan are the output of this area.   Cost Budgeting Cost budgeting involves allocating the overall cost estimates to individual work items in order to establish a cost baseline for measuring project performance. Cost estimation, WBS, and project schedule are the inputs of cost budgeting. Cost baseline is the outputs of this stage. Cost Control Cost control is concerned with the factors which create changes to the cost baseline to ensure that changes are beneficial, whether the cost baseline has changed or not, managing the actual change. Cost baseline, performance reports, change requests and cost management plan are the inputs of this area. Project Quality Management Project quality management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes all activities of the overall management function that determine the quality policy, objectives and responsibilities. The following areas are the major part of project quality management process. Quality Planning Quality planning identifies the quality standards which are relevant to the project and to determining how to satisfy them. Quality planning, scope statement, product description, standards and regulations and other process outputs are the inputs of quality planning. Flowcharting, benchmarking, designing of experiments are the techniques used to process the inputs. The result out from this phase includes quality management plan, operational definitions, checklists etc. Quality Assurance Quality assurance evaluates the overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. Quality management plan, result of quality control measurements, operational definitions are inputs of this process and quality improvement is the outcome from this process. Quality Control Quality control monitors the specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. Work result, quality management plan, operational definitions and checklist are input of this area. This inputs are processed by control charts, praetor diagram flowcharting. Quality improvement, acceptance decisions, rework, completed checklists, process adjustments etc are the outputs from this process. Project Human Resource Management Project human resource management involves the process of using the people who can make the effective effort to complete the project. All the sponsor, customers, individual contributors are included in human resource management. The major areas are describing below- Organizational Planning Organizational planning involves identifying, documenting, and assigning project roles, responsibilities and reporting relationships. The inputs are project interfaces, staffing requirements and constraints. Templates, human resources practices and stakeholder analysis are the tools for processing the inputs. The role, responsibility assignment of persons who are working on the project and also the supporting details are the result we have from this phase. Staff Acquisition The human resources needed to be assigned and are working on the project are involves in staff acquisition. The staff acquisitions also take care about best resources which may be missing in most work environment. Staffing management plan, staffing pool description, recruitment practices are the inputs of this area. Negotiations with workers, pre- assignment and procurement are tools that used in staff acquisition. And as a result the project will get the staff assigned to it, and has a team directory. Team Development Team development includes enhancing the ability of stakeholders as well as the team which are working on the project. Project staff, project plan, staffing management plan, performance reports and external feed is the inputs of the team development. Project Management Techniques There are a number of approaches to managing project activities. We only describe the Program evaluation and Review technique (PERT) and Critical Path Method (CPM). Pert A series of activities are needed for complex project, some of them has to be performed sequentially and others can performed parallel with other ptoject. This randomness in activitiy completion times are allowed in the Program evalution and Review technique (PERT) which is like a network model. The Network Diagram Project actvities are the task that needs to be performed and the marking the completion of some important activities are called events also referred as milestones. All of the predecessor activities must be completed before an activity begins. Activities and milestones are respresenated by arcs and nodes respectively in project network model. The activites are represented on the lines and milestones on the nodes, as PERT originally was an activity on arc network. The PERT char may have multiple pages with many sub-tasks. In the following fig we have shown a simple PERT diagram. The ending nodes has the higher number than the beginning node of an activity. Incrementing the numbers by 10 allows for new ones can be inserted without modifying the entire diagram. The activites in the fig are labeled with letters along with the expected time that is needed to comple the activity. Steps in the PERT Planning Process PERT planning involves the following steps: 1. Specific activities and milestones identifying. 2. The sequence of the activities properly determined. 3. Construct a network diagram. 4. Estimate the time required for each activity. 5. Determine the critical path. 6. Update the PERT chart as the project progresses. Advantages PERT is useful because it provides the following information: The project will complete in expected time. There will be a Probability of completion of the project before the specified date. The completion time of a project are directly affected by critical path activities. The activities that have slack time and that can lend resources to critical path activities. Activity starts and end dates are also provided by PERT. Disadvantages The following are some of PERTs weaknesses: The activity time estimates are somewhat subjective and depend on judgment. In cases where there is little experience in performing an activity, the numbers may be only a guess. In other cases, if the person or group performing the activity estimates the time there may be bias in the estimate. Even if the activity times are well-estimated, PERT assumes a beta distribution for these time estimates, but the actual distribution may be different. Even if the beta distribution assumption holds, PERT assumes that the probability distribution of the project completion time is the same as that of the critical path. Because other paths can become the critical path if their associated activities are delayed, PERT consistently underestimates the expected project completion time. The underestimation of the project completion time due to alternate paths becoming critical is perhaps the most serious of these issues. To overcome this limitation, Monte Carlo simulations can be performed on the network to eliminate this optimistic bias in the expected project completion time. 1. http://www.netmba.com/operations/project/pert/ 2. http://en.wikipedia.org/wiki/Pert   CPM The activities and events of a project can be modeled as a network using CPM method. In the following diagram we have shown the activities as nodes on the network and events are depicted as lines or arcs between the nodes. Steps in CPM Project Planning. 1. individual activities should be specified 2. Sequence of the activities should be determined 3. Draw a network diagram. 4. For each activity the completion time should be estimated. 5. Critical path identification (longest path through the network) 6. Update the CPM diagram as the project progresses. 1. Individual Activities should be specified A listing of activities can be made from the work break down structure of a project. 2. Sequence of the Activities should be determined Some activities are dependent on each other depending on the completion of others. To constructing a useful CPM network diagram, a listing of the predecessors of each activity is needed. 3. Draw the Network Diagram The CPM diagram can be drawn after defining the activities and their sequencing. CPM originally was developed as an activity on node (AON) network, but some project planners prefer to specify the activities on the arcs. 4. For each activity Completion Time the completion should be estimated The time required to complete each activity can be estimated using past experience or the estimates of knowledgeable persons. CPM is a deterministic model that does not take into account variation in the completion time, so only one number is used for an activitys time estimate. 5. Critical Path identification The critical path is the longest-duration path through the network. The significance of the critical path is that the activities that lie on it cannot be delayed without delaying the project. Because of its impact on the entire project, critical path analysis is an important aspect of project planning [2]. 6. Update CPM diagram The network diagram should be updated as the project progresses, all of the task information that has completed needed to be including in the diagram. While project requirement changes the structure of the network diagram also change. Advantage: Graphical view of the project can be found. The required time needed to complete the project can be predicted. A list of activities which are critical to maintain and schedule can be found. Disadvantage CPM was developed for complex but fairly routine projects with minimal uncertainty in the project completion times. For less routine projects there is more uncertainty in the completion times, and this uncertainty limits the usefulness of the deterministic CPM model. 1. http://www.netmba.com/operations/project/cpm/ 2. http://en.wikipedia.org/wiki/Critical_path_method 3. http://hspm.sph.sc.edu/COURSES/J716/CPM/CPM.html

ROGER MARIS :: essays research papers

Roger Maris Essay Roger Maris was born in Hibbing, Minnesota on September 10, 1934. His father, who worked for the Great Northern Railroad, moved the family to North Dakota in 1942where Roger grew up. The Maris brothers played sports and attended Shanley High School in Fargo, North Dakota. It was in the 10th grade when Roger met Patricia, his future wife, at a high school basketball game. Roger played baseball in the American Legion program during the summers, since the North Dakota high schools with the cold weather did not have a program. He led his American Legion team to the state championship. With his excellent speed, Roger was a standout in football as well. In one game against Devil's Lake his senior year, he scored four touchdowns on kickoff returns to set a national high school record. Roger was recruited by legendary coach Bud Wilkinson to play for the University of Oklahoma, but with a professional baseball contract looming, Roger gave up his scholarship at the University of Oklahoma to pursue a career in baseball. He signed a $15,000 contract to play for the Cleveland Indians organization. Roger spent four years in the minor leagues playing for Fargo-Moorhead, Keokuk, Tulsa, Reading, and Indianapolis before making it to the major leagues. During his first year in the major leagues, Roger hit 14 home runs and drove in 51 RBI's for the Cleveland Indians. Midway through his second year, Roger was traded to the Kansas City Athletics and finished the season with 28 home runs and 81 RBI's. Roger received attention and in his third year, was elected to the 1959 All-Star team. After the 1959 season, Roger Maris was traded to the New York Yankees. In 1960, his first season with the Yankees, Roger led the major leagues with 27 home runs and 69 RBI's by the halfway point and was again named to the All-Star team. An injury sliding into second to break up a double play caused him to miss 17 games. However, Roger still finished the season first in RBI's with 112, second in home runs with 39 (one behind Mickey Mantle who led the majors with 40), won the Gold Glove Award, and was named the American League's Most Valuable Player. He also hit 2 World Series home runs, but it would be for the following year that he would be most remembered. In 1961, Roger and teammate Mickey Mantle received national attention as they chased the single season home run record of 60 set by Babe Ruth in 1927.

Cannibalism ? A Cultural, Psychopathic, And Survival Approach (speech

Introduction I. Imagine our class as a rugby team and Mrs. Edwards as our coach as we were flying over the Himalayas for a tournament until our plane suddenly crashes. A. Although we’re most of us survived, we barely have any food to live on. B. Would we have to resort to cannibalism? II. Cannibalism can be defined as any animal or human that eats their own kind. A. But for the sake of my speech, we will focus on humans. B. I know that you may be thinking how on earth I arrived to this topic or whether or not to hang around me but I consider cannibalism to be an interesting topic. III. There are various ways cannibalism has been regarded today. A. Cannibalism has been regarded as a strong aspect of pre-historical cultures around the world. B. Cannibalism has been a prevailing conflict in today’s moral society. C. Cannibalism has also been used as a means of survival. IV. Although I haven’t eaten anyone†¦yet, I have consulted various databases for my topic. A. I have printed information off reliable websites. B. I have delved into two books by other enthused cannibal experts. C. I have also used Ebsco to find current articles on this hot topic. V. Today I will present you my information in a topical format which is divided into subtopics. A. We will first see how cannibalism has been prevalent in historical cultures. B. We will then examine modern day cannibalism as justification for psychopathic actions. C. And finally, we will see how cannibalism has been used as a means of survival. (Transition: Let us first look at cannibalism’s influence in prehistoric cultures.) Body I. Cannibalism has etched its mark in many cultures around the world. A. The oldest evidence of cannibalism among Neanderthals was found in sites in the French cave Ardeche in southeastern France. 1. &nbs... ...al!† I simply hope you are now more informed on how cannibalism played roles in culture, modern-day psychopaths, and as a â€Å"justified† means of survival. II. Because if you were stuck in plane crash in the Himalayas, would you resort to cannibalism? <div class="sub-title">Bibliography Books Sanday, Peggy Reeves. Divine Hunger: Cannibalism as a Cultural System. New York, NY: Cambridge University Press, 1986. Lindenbaum, Shirley. Kuru Sorcery: Disease and Danger in the New Guinea Highlands. Palo Alto, CA: Mayfield Publishing Company, 1979. Articles Wong, Kathleen; Couzin, Jennifer. â€Å"French Couisine That Was Not For the Queasy.† U.S. News & World Report 11 Oct. 1999: 39. Internet Sources Goldman, Amy. â€Å"Case Studies: Jeffrey Dahmer.† 28 Nov. 1999 [last revision]. < <a href="http://www.serialkillers.net/cases/dahmer.html">http://www.serialkillers.net/cases/dahmer.html > 28 Nov. 1999. Brockman, Jason; McDanal, Erin. â€Å"Colorado State Archives: Alfred Packer.† 13 Sept 2000 [last updated]. < <a href="http://www.archives.state.co.us/packer.html">http://www.archives.state.co.us/packer.html > 1996.

Plays :: essays research papers fc

Overview This is a research paper of at least 1000 words that examines a play or playwright that we have studied in class. Outcomes 1) Students will gain a deeper understanding of a particular area of dramatic literature. 2) Students will develop their writing skills through the completion of multiple drafts. 3) Students will develop their ability at conducting effective and ethical research. Submission of Emails All material must be submitted through email attachments, using the following format. If you don’t use this format I will return your emails to you. Using this format allows me to keep track of what you’ve sent me. a. In the subject line of your email write the name of our class, the name of the assignment you are submitting, your last name, your email address, the date, and the version of your work—but do not include any punctuation!   Ã‚  Ã‚  Ã‚  Ã‚  For example, â€Å"Drama Literature Bibliography Wilson saw003 March 13 Version 1† b. In the body of the email write something like this:   Ã‚  Ã‚  Ã‚  Ã‚  Hello Mr. Art,   Ã‚  Ã‚  Ã‚  Ã‚  Attached is my bibliography for the research paper.   Ã‚  Ã‚  Ã‚  Ã‚  Sincerely,   Ã‚  Ã‚  Ã‚  Ã‚  Liz Wilson Development Process 1) Submission of a topic/play (5 points): Thursday, March 10 2) Submission of a bibliography (15 points): Thursday, March 17  Ã‚  Ã‚  Ã‚  Ã‚   A bibliography must have a minimum of three websites, three books, and three journal entries. The entries must be cited according to MLA standards. If you don’t know what these are, please ask a research librarian. 3) Submission of an annotated bibliography (25 points): Thursday, March 24 The annotated bibliography must include one to three websites, one to three books, and one to three journals. Each entry must have a paragraph that summarizes relevant information about a particular source. 4) Submission of a 250 word initial treatment of topic with thesis (25 points): Thursday, March 31 5) Second draft of at least 700 words (50 points): Thursday, April 7 6) Final draft of at least 1000 words (100 points): Thursday, April 14 Possible areas to consider in choosing a topic and play:   Ã‚  Ã‚  Ã‚  Ã‚  1) Comparing one play or playwright to another For example, comparing the way Ibsen structures the plot of HeddaGabler to the way in which Chekhov structures the plot of The Cherry Orchard.   Ã‚  Ã‚  Ã‚  Ã‚  2) Comparing a character from one play to another For example, comparing Hedda Gabler to Amanda Wingfield.   Ã‚  Ã‚  Ã‚  Ã‚  3) Researching the context in which a play was written Aesthetic—how a play is connected to artistic movements and ideas, e.g., realism, tragedy, comedy, classicism, feminism Chronological—how a play is connected to historical events that surrounded its creation.

Critical Discussion on Watson’s and Skinner’s Versions of Behaviourism Essay

Behaviourism concept emerged at a period when the societal disarticulation as a result of speedy industrialization of American society needed novel approaches of social organization. This was to act as a replacement to Victorian mores of minute-town rural lifestyle (Wightman & Kloppenberg 1995, p. 68). At this time, positivists like Walter Lippmann invited psychologists to assist devise approaches, and the lately recognized science of psychology, enthusiastic to signify its position as an autonomous discipline, responded by assertively endorsing itself in terms of societal utility (Wightman & Kloppenberg 1995, p. 68). That said, behaviourism premise emanated from the work of an American psychologist John B. Watson. He did assert that psychology as a discipline was never concerned with human mind or consciousness, but rather concerned with just behaviour. This way, Watson claimed that humans could be examined, studied or evaluated impartially just like apes and rats (Cohen 1987, p. 71). Behaviourism according to Watson’s version was a stab to shun the complexities of trying to study human consciousness by limiting scientific attention to evident, overt or blatant behaviour. This version was coupled with a pivotal ambition to put in place much more thorough ways or methods to experimental research as well as report writing. Thus, the key task of psychology was none other than recognition of laws governing the link between behavioural responses and environmental stimuli, and psychology was cast as an attachment to physiology (Richards 2009, p. 35). In this way, Watson believed that psychology would provide knowledge that could be utilized to the prediction as well as control of behaviour. Therefore, his version of classical behaviourism did possess several distinct characteristics, such as: †¢ It was tremendously environmentalist †¢ Its practical vocabulary was mainly limited to not many non-mentalistic terms †¢ Its explanations were exceedingly reductionist, and †¢ The version was majorly concerned with investigational methodology (Richards 2009, p. 35). In the early 1920s, Watson assimilated the concepts of Ivan Pavlov, a Russian psychologist and included Pavlov’s ideas of reinforcement and conditioning as key theoretical notions to his classical behaviourism version. Pavlov had done a number of studies on the animal’s responses to environmental conditioning. In his best triumphant experiment, he did ring a bell as he took a number of meals to some dogs. In doing so, each and every time dogs did hear the bell ringing they knew pretty well that a meal was ready, and would start salivating (DeMar 1989, p. 1). On one instance, Pavlov did ring the bell devoid of taking food, but the dogs continued salivating since they had been habituated, conditioned or trained to salivate each time they hear a bell ringing. Watson asserted in his behaviourism version that humans responded to environmental stimuli just in the similar way (DeMar 1989, p. 1). However, Watson’s classical behaviourism was regarded too crude, he himself did refrain from academia after a divorce scandal. In his wake, several neo-behaviourists, including B. F. Skinner, Clark L. Hull and Ernest R. Hilgard took over the doctrine in an array of directions. On a different perspective, the well-known architect of a radical or less mechanistic behaviourism version was B. F. Skinner, whose premises of operant conditioning did attest potent enough to be utilized in a number of settings (Wightman & Kloppenberg 1995, p. 68). At times grounded in stylish mathematical learning theories, but much more frequently established on instinctive rules of thumb, behavioural techniques were used in psychotherapy, medicine, education, advertising, business and management of mental hospitals and prisons. Given its predictable comparing of lower animals to humans, together with its firm permeation into such conventionally humanist territories as the curative education and art, it’s doubtless that Skinner’s version of radical behaviourism has long provoked controversy (Wightman & Kloppenberg 1995, p. 68). What’s more, today’s behaviourism is associated with B. F. Skinner, who attained his reputation as a radical behaviourist by experimenting Watson’s assertions in the laboratory. His laboratory experiments coupled with a number of researches led him to snub Watson’s exclusive allegations on conditioning and reflexes. Skinner avowed that humans not only respond to their surroundings, but operate on their surroundings to give rise to explicit consequences (Skinner, Catania & Harnad 1988, p. 3). Furthermore, Skinner came up with the ‘operant conditioning’ theory, the notion that human behave the way they do as this sort of behaviour has had explicit effects long-ago. For instance, if a boy kisses a girl when she gives him flowers, then the girl will be expected to come with flowers when she wants a kiss from him. Thus, the girl will be acting in anticipation of specific reward. Contrary to Watson, Skinner rejected the idea that feelings or the human mind play a part in determining behaviour. He instead insisted that an individual experience of reinforcements determines his or her behaviour (Skinner, Catania & Harnad 1988, p. 10). Therefore, according to radical behaviourism version, one of Skinner’s objective was to shape humans’ behaviour in away to respond in a much more socially tolerable way. In his operant conditioning theory he was absolutely clear that his theory ought to be applied to guide human behaviour (Shaffer 2005, p. 45). Moreover, Skinner’s experimental analysis of human or general behaviour has resulted in an effectual, effective and efficient technology, pertinent to psychotherapy, education, as well as the design of cultural practices generally (Shaffer 2005, p. 46). In conclusion, the ethical effects of both Watson’s and Skinner’s versions of behaviourism are immense. An individual is stripped off his or her freedom, dignity, responsibility and reduced to a merely natal being, to be ‘shaped’ by behaviourists who encompass the ability to apply the tools of behaviourism efficiently. Bibliography Cohen, D. (1987). Behaviorism, Oxford Companion to Mind, Richard, L. , ed. NY; Oxford University Press. DeMar, G. (1989). Behaviorism. [Online] available < http://www. forerunner. com/forerunner/X0497_DeMar_-_Behaviorism. html> Richards, G. (2009). Psychology, key concepts. Milton Park; Routledge. Shaffer, D. (2005). Social & personality development. Belmont; Walworth. Skinner, B. , Catania, C. , & Harnad, S. (1988). Selection of behaviour, operant behaviourism of Burrhus Frederic Skinner. Melbourne; Cambridge Syndicate Press. Wightman, R. , & Kloppenberg, J. (1995). A companion to American thought. Massachusetts; Blackwell.