Kelly Johnston Essays (256 words) - American Literature, Literature

Kelly Johnston Ms. Nicola Thomas ENG3UE-26 August 1, 2018 Oppression - Langston Hughes In the poem "Oppression" written by Langston Hughes the writer gives us incite about his views on the topics of oppression and emancipation. During the poem the writer shows that no matter how bad things get and how unfair you are being treated someday you will persevere though it all. Hughes writes: Now dreams Are not available To the dreamers Nor songs To the singers. (Hughes 1 - 5) This shows the readers that people are not being given rightful treatment in society and even though people have rights they are not being appointed them. Hughes also says: In some lands Dark night And cold steel Prevail (Hughes 6 - 9) When Hughes writes this, he enables the readers to see that regardless of who you are sometimes you will still be treated unjust and that a lot of people in the world are not being given rightful treatment making their lives a lot harder. Finally, at the end of the poem the author says: But the dream Will come back And the song Break Its jail (Hughes 10 - 15) The author is allowing the readers to understand that no matter how bad things get, that things can get better. In the last statement, Hughes is referring to emancipation displaying that you can become free from the unjust treatment. Works Cited Hughes, Langston, "Oppression" https://tdsb.elearningontario.ca/content/EL_ENG_ENG3UE-26BCC3_2018-07-17__1718ASS/eng3up/ENG3UPU01/ENG3UPU01A01/docs/Oppression_Poem_Hughes_Activity_One.pdf?_d2lSessionVal=bLZHuc6wEY4fmjTPnj6YmE0Juou=12379002

Group Areas Act No. 41 of 1950

Group Areas Act No. 41 of 1950 On April 27, 1950, the Group Areas Act No. 41 was passed by the apartheid government of South Africa. As a system, apartheid used long-established race classifications to maintain the dominance of the colonial occupation of the country. The primary purpose of apartheid laws was to promote the superiority of whites and to establish and elevate the minority white regime. A suite of legislative laws was passed to accomplish this, including Group Areas Act No. 41, as well as the Land Act of 1913, the Mixed Marriages Act of 1949 and the Immorality Amendment Act of 1950: all of these were created to separate the races and subjugate nonwhite people. South African race categories were set up within a few decades after the discovery of diamonds and gold in the country during the mid-19th century: native-born Africans (Blacks, but also called kaffirs or Bantu), Europeans or European-descended (Whites or Boers), Asians (Indians) and mixed raced (Coloured). The 1960 South African census showed that 68.3% of the population were African, 19.3% were White, 9.4% Coloured, and 3.0% Indian. Restrictions of the Group Areas Act No. 41 The Group Areas Act No 41 forced physical separation and segregation between races by creating different residential areas for each race. Implementation started in 1954 when people were first forcibly removed from living in wrong areas, leading to the destruction of communities. The Act also restricted ownership and the occupation of land to groups as permitted, meaning that Africans could neither own nor occupy land in European areas. The law was also supposed to apply in reverse, but the result was that land under black ownership was taken by the government for use by whites only. The government set aside ten homelands for relocated non-white residents, mostly scattered bits of unwanted territories, based on ethnicity among the black communities. These homelands were granted independence with limited self-rule, the main purpose of which was to delete the homeland residents as citizens of South Africa, and cut back on the governments responsibility for providing housing, hospitals, schools, electricity, and water supplies. Implications However, the Africans were a significant economic source in South Africa, in particular as a labor force in the cities. Pass Laws were established to require non-whites to carry passbooks, and later reference books (similar to passports) to be eligible to enter the white parts of the country. Workers hostels were established to accommodate temporary workers, but between 1967 and 1976, the South African government simply stopped building homes for Africans at all, leading to severe housing shortages. The Group Areas Act allowed for the infamous destruction of Sophiatown, a suburb of Johannesburg. In February 1955, 2,000 policemen began removing Sophiatown residents to Meadowlands, Soweto and established the suburb as an area for whites only, newly called Triomf (Victory). In some cases, the nonwhites were loaded onto trucks and dumped into the bush to fend for themselves.   There were serious consequences for people who didnt comply with the Group Areas Act. People found in violation could receive a fine of up to two hundred pounds, prison for up to two years, or both. If they didnt comply with forced eviction, they could be fined sixty pounds or face six months in prison. Effects of the Group Areas Act Citizens tried to use the courts to overturn the Group Areas Act, though they were unsuccessful each time. Others decided to stage protests and engage in civil disobedience, such as sit-ins at restaurants, which took place across South Africa during the early 1960s. The Act hugely affected communities and citizens across South Africa. By 1983, more than 600,000 people had been removed from their homes and relocated. Colored people suffered significantly because housing for them was often postponed because plans for zoning were primarily focused on races, not mixed races. The Group Areas Act also hit Indian South Africans especially hard because many of them resided in other ethnic communities as landlords and traders. In 1963, approximately a quarter of Indian men and women in the country were employed as traders. The National Government turned a deaf ear to the protests of the Indian citizens: in 1977, the Minister of Community Development said that he wasnt aware of any cases instances in which Indian traders who were resettled that didnt like their new homes. Repeal and Legacy The Group Areas Act was repealed by President Frederick Willem de Klerk on April 9, 1990. After apartheid ended in 1994, the new African National Congress (ANC) government headed by Nelson Mandela was faced with an enormous housing backlog. More than 1.5 million homes and apartments in the urban areas were located in informal settlements without property titles. Millions of people in rural areas lived in terrible conditions, and urban blacks resided in hostels and shacks. The ANC government promised to build one million homes within five years, but most of them were of necessity located in developments on the outskirts of cities, which have tended to sustain existing spatial segregation and inequality. Great strides have been undertaken in the decades since apartheid ended, and today South Africa is a modern country, with an advanced highway system and modern homes and apartment buildings in the cities available to all residents. While nearly half of the population was without formal housing in 1996, by 2011, 80 percent of the population had a home. But the scars of inequality remain.   Sources Bickford-Smith, Vivian. Urban History in the New South Africa: Continuity and Innovation since the End of Apartheid. Urban History 35.2 (2008): 288–315. Print.Christopher, A.J.  Apartheid Planning in South Africa: The Case of Port Elizabeth. The Geographical Journal 153.2 (1987): 195–204. Print.-. Urban Segregation in Post-Apartheid South Africa. Urban Studies 38.3 (2001): 449–66. Print.Clark, Nancy L., and William H. Worger. South Africa: The Rise and Fall of Apartheid. 3rd ed. London: Routledge, 2016. Print.Maharaj, Brij. Apartheid, Urban Segregation, and the Local State: Durban and the Group Areas Act in South Africa. Urban Geography 18.2 (1997): 135–54. Print.-. The Group Areas Act and Community Destruction in South Africa. Urban Forum 5.2 (1994): 1–25. Print.Newton, Caroline, and Nick Schuermans. More Than Twenty Years after the Repeal of the Group Areas Act: Housing, Spatial Planning and Urban Development in Post-Apartheid South Africa. Jour nal of Housing and the Built Environment 28.4 (2013): 579–87. Print.

Managing Organisations Essay Example | Topics and Well Written Essays - 2000 words

Managing Organisations - Essay Example ld help an organisation handle stress and health and safety at workplace; and economics would provide theories applicable in labour market dynamics and productivity. Managers, even the highly educated would always be seeking for universal, simple management solutions which do not exist because the contingency theory defines each situation need with its unique approach (Pettus, Kor & Mahoney 2009). According to Searle (2003), organisational psychology employs scientifically-based principles in psychology and research methods in the identification and solving of problems at work places. It aims at giving managers the insights into understanding and measuring human behaviour so as to improve employee satisfaction, increase the ability of managers to identify and promote best performers and make the working conditions better. These would be achieved through creation of tests and understanding the evaluation of human factors. According to the expectancy theory, one of the motivation psychological theories, the first step towards the attainment of superior performance from an employee would be through expectancy which describes the level to which an employee perceives that application of sufficient effort would yield successful achievement in a task (Searle 2003). In the second step, referred to as instrumentality, the employee’s concern would be whether successful achievement in a task would yield rewards. Finally, the employees’ value of the reward would also be considered. As a matter of fact, the Chartered Institute of Personnel and Development, CIPD (2005) points out at the equity theory which suggests that an employee would always compare oneself to other employees according to the contributions made and the reward received. Maslow also contributed to this discussion by defining the work environment and motivational effects where the scholar argued that several critical needs would be fulfilled through work, giving the hierarchy of these needs (Luthans et al.

Comparison between US and UK Essay Example | Topics and Well Written Essays - 1000 words

Comparison between US and UK - Essay Example Similarities lie in the way decisions are made economically, in the United States of America, decisions related to economic policies are made by the central bank, by the Federal Reserve Committee, headed by the Federal Reserve chairman. These decisions heavily rely on macro-level economic data, factors such as real estate trends, rates of inflation, patterns of economic growth and home values are indicators that are commonly used. The federal funds' rate is set by the central bank, consequently influencing the rates for consumer and business accounts for savings and loan. Monetary policies are majorly concerned with balancing healthy growth and reduced inflation, or increased prices. This is one of the ways the government tries to control the economy. The fast growth rate of inflation is as a consequence of increased money supply, and when inflation is down this means money supply is down. Generally, the US inflation target is set to maintain the steadiness of the inflation, which sh ould be between 2-3% (GÃ ¤rtner 46). The UK monetary policy is set in almost a similar fashion. It is set by the Monetary Policy Committee (MPC) of the bank of England. Though they are independent in setting the interest rates that will consequently influence the interest rates for savings and loans for individuals and businesses, they must put to consideration governments inflation target. The policy is key in influencing the spending of consumer and Aggregate Demand (AD).

Any topc about flying by Olga Mukhina Essay Example | Topics and Well Written Essays - 500 words

Any topc about flying by Olga Mukhina - Essay Example This scene is to be analyzed in relation to the treatment or depiction of time. The scene actually was first described in Part Two of the play entitled Awe (Mukina, 2004, p. 55) where Blizzard, described as the VJ and streetfighting man, alleged that he has to go someplace for an interview. While he was looking for his car, which was a white Lexus, he was approached by Volodya, a character that Blizzard recognized to have seen somewhere. The reader could surmise that their initial encounter was actually at the cafà © where the group initially met Bushy-Tail, the 17-year old waitress. It was in this cafà © where Volodya apparently gave a suspicious glance at Blizzard for making advances to Bushy-Tail, whom Volodya was intently observing. As this, one recognized that there must have been some previous drug activities that Volodya was already apparently observing where Blizzard could have been identified as involved. Therefore, the setting and time element were clearly depicted to be related and where events were apparently intertwined. Due to the suspicion for Blizzard’s apparent involvement in drug activities, he was further searched in his apartment by Volodya and in the presence of Blizzard’s friends: Orangina and Snowstorm. It was in this setting where Volodya found several more evidences of drugs and when the opportune time was noted, when the door to the hallway that traversed to Orangina’s apartment was seen, Blizzard evidently rushed outside of the window and it was at this moment that it was described that he was actually flying. The description of that particular moment seemed to be unrealistic since the moment seemed like eternity. The manner by which the event seemed to be prolonged was the author’s style of describing separate events and situations which go back and forth like a broken continuum. It was during Blizzard’s supposed flight when it was likewise vividly narrated that a dog, named Yo-Yo, supposedly observed

The Differences Between CMM And CMMI

The Differences Between CMM And CMMI The recent attitude of the organisations to make the products complex in order survive the competitors, made them to employ software in their organisations. However, the community of information systems known for its poor product quality made them to research the methods to improve its efficiency. This led them to discover that the focus was needed more on the processes which in turn led to improve the quality of the software products. The process when used it an efficient way can make the organisations maintain the consistency and help to achieve their mission. Many models and programmes described the ways to improve the product quality. Of those, The Capability Maturity Model (CMM) found by SEI, in 1984, gave a clear sight to the organisations the efficient way to improve the process. Later, it was found that it can be employed in other fields too and thereafter it was employed to improve business processes. However this method had some drawbacks and those were superseded by the Ca pability Maturity Model Integration (CMMI). This essay portrait the key differences between these models and describes the effectiveness of using CMMI. 2. Differences between CMM and CMMI 2.1 CMM Overview The first CMM, developed in 1990, was developed for the purpose to improve the process in software development [1]. This model proved to be a successful one and thereof, it became a generalised model for improving the processes other than SW development process like software engineering, system engineering, software maintenance, software management, risk management and also being employed in other industries, governments, organisations and also for business process improvement [1]. Fig.1 CMM Maturity Levels [2] The CMM for Software (SW-CMM) is a framework that provides the way to manage a process effectively. It is a stair-cased structure wherein each step is a maturity level describing the current capability of the process. It tells where the processes are. The CMM scales the organisation from 1 to 5 based on the KPAs achieved by the organisations. Fig. 2.2 Structure of the CMM [3] As shown in the figure 2, each maturity level defines the process capability at that stage and contains (other than Initial) Key Process Areas (KPA) defined of goals to be achieved. Each KPA has certain key practices that are to be strictly followed to achieve the goals. These key practices are arranged as groups (Common features) consisting infrastructure and implementation. 2.2 CMMI Overview à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã¢â‚¬Å"CMMI is a process improvement approach that provides organizations with the essential elements of effective processes that ultimately improve their performance. CMMI can be used to guide process improvement across a project, a division, or an entire organization.à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ã‚  [4]. Both CMM and CMMI have the same five maturity levels. In CMMI, each process area has specific goals and generic goals that define the generic and specific practices respectively. Fig.3.1 CMMI Structure [5] There are two types of approaches à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬ staged and continuous. In the case of the staged approach, KPAà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s are defined and then based on it the maturity level structure is drawn whereas in the continuous approach, a specific KPA is chosen and then it is relatively improved by using the capability levels [6]. The CMMI too scales the organisation from a scale of 1 to 5 based on the KPAs. It also provides an appraisal which focuses on improving the plans for the organisations. There are three classes of appraisals, namely class A, B and C [7]. 2.3 Key Differences The factors that distinguish CMM and CMMI during implementation are: 1.integration, 2.KPA, 3.approach and 4.paperwork [8]. 2.3.1 Integration: The CMM has individual models for each function. But when the individual processes when integrated led to few discrepancies like model overlapping, contradiction and each model had its own maturity level which lead to a confusion. This led to the increase in the costs of the companies that were put in training. But CMMI employs models that are classified on the basis of specific areas of interests. These models are those employed by industries successfully. To employ CMMI in an organisation, it must choose a model form the available 22 models wherein each module covers all the functionalities. 2.3.2 KPA: Both CMM and CMMI have 5 maturity levels. But there are differences in the KPAs of each maturity level. The differences in each model are as follows: 1. Initial: In both models, it covers the organisations without defined processes, having dynamic changes (ad-hoc) and undocumented. 2. Repeat: In CMM, the companies that seem to do the same process periodically attain this level. In CMMI, it requires a planned and defined ways of managing the requirements by estimating cost, time and resources. 3. Defined: CMM requires a standard, well-documented and consistent process with few degrees of changes to be followed. CMMI requires the process to be standardised, methodical and procedural with the use of tools. 4. Manage: CMM requires companies to quantitatively measure and monitor process thereby reducing risks. CMMI, n addition identifies and monitors the sub processes that contribute to overall efficiency. 5. Optimized: In CMM, the process is continuously improved by following the best software engineering practices but here the measures are taken simultaneously as the goals are satisfied. In CMMI, behaviour is selected and goals are set to support it. Behaviour is selected on the basis of goals and measures. 2.3.3 Approach CMM is an activity based model. It aims only in the completion of the process and does not care about the desired result and hence it does not motivate the company to make the necessary changes. But CMMI is a result oriented based on key performance areas and thereof it is a best practice for the companies and helps to avoid the possible risks at a very early stage. 2.3.4 Paperwork Both CMM and CMMI documentation has paperwork and meetings that leads to waste of effort and time of the personnel. However, in CMM is process-oriented whereas the CMMI is a goal-cum-result-oriented approach. 3. Benefits of adopting CMMI The organisations that adopted the CMMI reported the following benefits [9]: 3.1 Cost: The CMMI adoption led to reduced defect fix cost, reduced overhead rate, reduced cost of poor quality and increased the average cost performance index with decline in variation. 3.2 Schedule: It led to reduction in release turnaround time, reduction in average number of days late, increased percentage of milestones met, increased throughput that led to more releases per year, improvised and stabilised schedule performance index with decreased variance and increased time delivery accuracy. 3.3 Quality Reduction in software defects (KLOC), errors caused in the source code and the post-release defects and increased focus on quality by developers was observed after using CMMI. 3.4 Productivity Productivity was measured in metrics like number of statements produced per month, comparing the various builds, number of releases per year, software production etc, Productivity of the companies also increased. 3.5 Customer Satisfaction The customer satisfaction, measured using ratings and awards fees, increased since the time of delivery mentioned was accurate and also it was defect free. 3.6 Return on Investment (ROI) ROI ratio measured based on the defects that are overcome, the degree of automation activities and quality and process improvement, seemed to be on the positive side that motivated the organisations to employ CMMI. 4. Case Study of companies switching over to CMMI from CMM The following three points are the detailed reports [10] of the companies that evolved from CMM to CMMI which depicts the improvements and results of doing so. 4.1 Lockheed Martin M DS Initially, the organisation was assessed CMM level 2 in 1993. But later, in 1996 it moved to CMM Level 3 and then evolved to CMMI Level 5 in 2002 in integrating SE-CMM and SW-CMM. As a result of this, improvements in the customer satisfaction, productivity and the product cost were noted leading to the conclusion that the process improvement that lasted for nearly 10 years proved fruitful. Between 1996 and 2002, process improvement was continual and the company increased its productivity by 30% and decreased unit software cost and defect costs by 20% and 15% respectively. The customer satisfaction was achieved as there was an increase in percentage of the available award fees [10]. 4.2 Accenture Accenture, one of the reputed organisations, had a transition from the SW-CMM to the CMMI between May, 2001 and May, 2002. It attained the CMM Level 3 initially and when they moved to CMMI, during which they acquired CMMI Level 3. During the CMMI, the organisation focussed mainly on the processes related to the Measurement and Analysis, Decision Analysis and Resolution, generic goals and Integrated Product and Process Development (IPPD). As a result of the transition, improvements in the costs of quality and ROI ratio were captured. The ROI ratio achieved was 5:1 in the quality [10]. 4.3 Boeing Limited, Australia The Boeing Limited process performance was not up to the mark. Initially they were using CMM and Electronics Industry Alliance (EIA 731). Thereof, they decided to improve the process by adopting CMMI so as to 1. Integrate SE and SWE 2.Universal acceptance by customers and suppliers and 3.Risk analysis using Defence Material Organisation (DMO) strategy. There were improvements seen in the product cost, schedule/cycle time and the product quality. The results of adoption made defect fix costs, turnaround time and test audits (pre and post) decrease by 33%, 50% and 60% respectively and product quality increase to a major extent [10]. 5. Factors that have major impact From the case studies it is clearly evident that the integration, approach styles and the need for continuous improvements of the process by the organisation led to the organisations to move from CMM to CMMI. However there are many organisations like Bosch Gasoline Systems, Thales Research Technology, Sanchez Computer Associates Inc, still are using the CMM and reporting benefits thereof. 6. Conclusion CMMI models should be still integrated and developed such the costs involved and the efforts are reduced.

Growth in William Faulkner’s Barn Burning and James Baldwin’s Sonny’s B

Growth in William Faulkner’s â€Å"Barn Burning† and James Baldwin’s â€Å"Sonny’s Blues† The word family evokes an image of trust and a bond of loyalty. In William Faulkner’s â€Å"Barn Burning† and James Baldwin’s â€Å"Sonny’s Blues†, the main characters in both these stories demonstrate the idea of family loyalty in several ways. While they continue to express the values of family loyalty, the main characters have to overcome several obstacles. Searching for ways to communicate effectively with their families and maintaining their changing identities trap the characters. In â€Å"Barn Burning†, Sarty is conflicted with being loyal to his family and being loyal to himself and in â€Å"Sonny’s Blues†, the brother has to deal with being loyal to Sonny’s values. During this process, it changes their character and forces them to change and learn about themselves. In â€Å"Barn Burning†, Sarty is emotionally torn by two personalities, one being loyal to his Father, and the other is being loyal to society because in his mind, he knows he’s doing the right thing. But in the beginning of the story, Sarty’s personality starts to pull when the Justice of the Peace is questioning him. Sarty has the need to tell the truth yet with his Father’s dominating presence there, he cannot do it. â€Å"He aims for me to lie, he thought again with that frantic grief and despair,† (p.398). In one sentence, there is an instant clear meaning that Sarty is distraught in making decisions having to involve his Father. In this moment though, he also feels his Father’s emotions penetrating right into his body through his Father, â€Å"did not even look at him† (p.398). Sarty’s sense of loyalty sides strongly with family due to the fact of how he was raised. The time period in which the stor... ...nally figured out what Sonny’s dream was when he saw him play his music and the joy that Sonny felt, he felt it too and understood music is Sonny’s way of living, his life unleashed through music. Even though both stories tell a different tale, this quote applies to the brother and Sarty because they both had to rely on their self-intuition to help them understand the ordeals they went through to reach a final decision. â€Å"Freedom lurked around us and I understood, at last, that he could help us to be free if we would listen†¦Ã¢â‚¬  (P.216) Works Cited Baldwin, James. "Sonny's Blues." Literature: An Introduction to Fiction Poetry, and Drama. 7th edition. Ed. X.J. Kennedy and Dana Gioia. New York: Longman, 1999. 272-295. Faulkner, William. "Barn Burning." The Heath Anthology of American Literature. Ed. Paul Lauter. 3th ed. Boston: Houghton Mifflin, 1998. 1554-66.