Reason and Emotion in Hamlet

Reason and Emotion in Hamlet Free Online Research Papers Shakespeare stresses the point that humans can be polarized by reason and emotion. These two poles differ in all aspects, while both are gathered in man. Hamlet, the protagonist of Shakespeare’s greatest work, is the sample of this polarization. The emphasis in Hamlet on the control or moderation of emotion by reason is so insistent that many critics have addressed it. A seminal study is undertaken by Lily Bess Campbell in Shakespeares Tragic Heroes, Slaves of Passion. John S. Wilks, in a masterful of examination of conscience, explores the subsidence in Hamlet of virulent passion, and notes his accession to a renewed temperance achieved through chastened self-control (The Discourse of Reason: Justice and the Erroneous Conscience in Hamlet 139, 140). Shakespeare, thorough this character, tries to introduce and show this great feature of man which had been, is, and will be with human beings. As we shall find, though Hamlet is filled with references to the need for rational control of emotion, the play probes much deeper into the relation between reason and emotion-particularly with respect to the role of reason in provoking as opposed to controlling emotion. In this paper, it’s going to be noted how the task of controlling emotion by reason is problematized by Hamlet and other characters in the play. The concept of the sovereignty of reason over emotion derives from the classical definition, adopted by medieval Scholasticism, of man as the rational animal whose reason has the ethical task of rationally ordering the passions or emotional disturbances of what is formally termed the sensitive appetite (referred to by the Ghost as nature [1.5.12]) with which man, like all other animals, is endowed: All the passions of the soul should be regulated according to the rule of reason . . . (Aquinas, Summa Theologica I-II, question 39, answer 2, ad 1). Hamlet concurs, when praising Horatio [w]hose blood and judgment are so well commeddled (3.2.69): Give me that man / That is not passions slave 11 (3.2.71-72). Moreover, on other occasions Hamlet also emphasizes the need to control passion. For example, he censures both Gertrude and Claudiu s for improper surrender to the passions of concupiscence. He faults the Queen for allowing her judgment (3.4.70) to succumb to compulsive ardour (3.4.86). Through reference to the bloat King (3.4.184), Hamlet censures Claudius gluttony. Through the epithet, bawdy villain (2.2.576), Hamlet deplores the Kings lust. Indeed, Hamlet censures himself for succumbing, in the graveyard, to the irascible passion of anger: But sure the bravery of his grief did put me / Into a towring passion (5.2.78-79). Ironically, in reacting to Laertes excessive display of grief, Hamlet confronts a passion or emotion with which, through his own melancholy, he himself has been intimately associated, and whose influence on reason he recognizes, as when speculating whether the Ghost is the devil (2.2.595): . . . and perhaps, / Out of my weakness and my melancholy, / As he is very potent with such spirits, / Abuses me to damn me 12.2.596-99). There is a central paradox in Hamlets character. On the one hand, he allows emotion to provoke him to unthinkingly violent action, as when stabbing blindly at the figure hidden behind the arms or grappling with Laertes. But on the other hand, Hamlet so little trusts emotion to prod him to action that he even invokes the opposite tactic of exploiting thought as a goad of emotion: My thoughts be bloody or be nothing worth (4.4.66). Here blood and judgment are to be commeddled not, as in Horatios case, by the rational control of emotion, but by the rational arousal of emotion. Instead of disciplining emotion, here the function of thought is to excite emotion so that irrational violence results. Moreover, in Hamlet, the moral requirement to control emotion by reason is undermined in other contexts, with the result that the relation between thought and emotion is radically problematized. Levy Eric notes in Nor thexterior nor the inward man: The Problematics of Personal Identity in Hamlet that one undermining context concerns the deliberately exaggerated display of emotion demanded by the terms of honour (5.2.242), dominant in the world of the play. In this context, to be worthy is to indulge in the conspicuous expression of emotion, [w]hen honours at the stake (4.4.56). Indeed, as he admires the Players emotionally charged recitation, Hamlet berates himself for not similarly responding to the motive and the cue for passion (2.2.555), with respect to the circumstances of his fathers death: Yet I, A dull and muddy-mettled rascal, peak / Like John-a-dreams, unpregnant of my cause (2.2.561-62). Yet, the obligation to display emotion to which Hamlet here refers ironically requires intense rational control by which the character in question can convincingly force his soul to his own conceit (2.2.546), for the sake of the approval his or her performance evokes. Here the notion of rational control of emotion is reinterpreted-one might almost say parodied-to entail not the ordering or limiting of emotion, as enjoined by Christian-humanism, but the deliberately exaggerated enactment of emotion (711-716). Recourse to desperate appliance, where thought conceives emergency measures to relieve emotional distress, recurs in the world of the play. The tentative suicide project in the To be soliloquy, designed to escape heart-ache (3.1.62) is an example of this issue. The investigation of the ways in which the role of reason in controlling emotion is problematized in the world of the play can now proceed to direct consideration of relevant Aristotelian-Thomist doctrine. The purpose of the research here is first to acquire and then to apply a set of concepts which, like lenses, will allow important ideas to stand out clearly from the text so that they can be effectively analyzed. In the Aristotelian-Thomist paradigm, each entity or existent tends toward an end or purpose: Every agent, of necessity, acts for an end (1-11, q. 1, a. 2, resp.). This tending toward an end is called inclination, and it follows the nature of the being concerned. In beings with no power of apprehension or perception, inclination is governed by inherent form. Aquinas elucidates: some inclination follows every form; for example, fire, by its form, is inclined to rise, and to generate its like (I, q. 80, a. 1, resp.). In beings with apprehensive powers, inclination presupposes both an apprehensive or knowing power and a corresponding appetitive power or faculty of desire. In animals, the apprehensive power involves sense perception (what Aquinas terms sensitive apprehension) and the corresponding appetitive or desiring power is called the sensitive appetite, through which the animal is able to desire what it apprehends, and not only that to which it is inclined by its natural form (I, q . 80, a. 1, resp.; I, q. 80, a. 1, resp.). In man, the apprehensive power is reason, and the corresponding appetitive power is the will or intellectual appetite. Aquinas summarizes these distinctions compactly: in the intellectual nature there is to be found a natural inclination coming from the will; in the sensitive nature, according to the sensitive appetite; but in a nature devoid of knowledge, only according to the tendency of the nature to something (I, q. 60, a. 1, resp.). Hence, in the Aristotelian-Thomist paradigm, appetite (whether sensitive or intellectual) is moved by some mode of apprehension: The movement of the appetitive power follows an act of the apprehensive power (I-II, q. 46, a. 2, resp.). That is, inclination or appetitive movement toward an end presupposes prior awareness (whether through sense perception or thought) of the end to be approached. This point is crucial to understanding the relation between reason and emotion. For as we shall now clarify, in the Aristotelian-Thomist paradigm the task of reason to control emotion is complicated by its role in provoking emotion. The researcher takes the first step toward understanding this dual role of reason with respect to emotion by noting that emotion or passion is here defined as a movement of the sensitive appetite: Passion is a movement of the sensitive appetite when we imagine good or evil; in other words, passion is a movement of the irrational soul, when we think of good or evil (Aquinas quoting Damascene in Summa Theologica I-II, q. 22, a. 3, resp.). Thus construed as a movement of the sensitive appetite respectively toward or away from whatever is suitable (Aquinas generic definition of good) or whatever is repugnant (Aquinas generic definition of evil), emotion entails an appetitive response which, to interpolate Gilsons masterful phrasing, itself presupposes the apprehension of an object which is of interest to the life of the body (I-11, q. 29, a. 1, resp.; Gilson, Christian Philosophy 272).4 In the case of animals other than man, this apprehension of the appetitive object entails such faculti es as sense perception and estimation (a power of rudimentary judgment). But in man, the sensitive appetite is ultimately moved by reason or the cogitative power: the cognitive power moves the appetite by representing its object to it (II-II, q. 158, a. 2, resp.). In the Aristotelian-Thomist paradigm, reason not only controls emotion but also provokes it. The role of reason in provoking emotion appears most clearly in the Aristotelian-Thomist notion of sorrow, a passion which Aquinas generically defines as pain which is caused by an interior apprehension for act of mental awareness] (I-II, q. 35, a. 2, resp.). Aquinas distinguished two kinds of pain-outward and inward. The first is sensory; the second (which causes sorrow) is mental: outward pain arises from an apprehension of sense, and especially of touch, while inward pain arises from an interior apprehension, of the imagination or of the reason (I-II, q. 35, a. 7, resp.). Since outward pain is apprehended by the senses (a faculty which all animals possess), while inward pain is perceived by the mind (the distinguishing attribute of man), inward pain is more intense than outward: inward pain surpasses outward pain because the apprehension of reason and imagination is of a higher order tha n the apprehension of the sense of touch (I-II, q. 35, a. 7, resp.). That is, the greater intensity of inward pain, in comparison with outward pain, results from the fact that, unlike outward pain, inward pain is not a sensory, but a mental event. Construed as a feeling, inward pain is registered in the heart: And I am sick at heart (1.1.9). But it is equally appropriate to locate inward pain in the mind (3.1.57); for without thought (i.e. the operation of reason or imagination), there is no inward pain. In Hamlet, thought or interior apprehension not only engenders inward pain (as postulated in the Aristotelian-Thomist system), but tends also, as we have seen, to brood on the need to terminate that pain. An emphasis on the need to understand inward pain appears in Hamlets allusion to his melancholy: I have of late, but wherefore I know not, lost all my mirth . . . (2.2.295-96). In contrast to the AristotelianThomist dispensation where inward pain results from thought, Hamlets inward pain provokes him to focus his thought on understanding inward pain in order to eliminate it. But ironically, insofar as inward pain, by definition, derives from thought, the only way to eliminate the pain is to recognize and consequently change the mode of thinking which causes it. That is, to understand inward pain is to understand how thought contributes to it. The implications of the relation between inward pain and thought can be deepened by reference to the To be soliloquy. The great irony of that speech concerns the pale cast of thought (3.1.85). Hamlet castigates thought for inhibiting the implementation of an enterprise (suicide) designed to eliminate inward pain. But as the examples just cited suggest, the proper means of allaying inward pain is not recourse to desperate appliance (Claudius term), conceived by thought under the influence of emotional pain, but modification of the mode of thought creating that pain. Further consideration of the To be soliloquy will clarify this point. For according to the argument (3.2.227) there presented, to be involves inevitable and varied modes of heart-ache (3.1.62) which problematize the value of life, and make death seem more appealing. In this context, to restore value to life-to make life worth living for its own sake, and not merely for the sake of avoiding the ills in death we know not of (3.1.81)-is to adopt a mode of thought which does not maximize inward pain. A further problem arises with respect to preoccupation with inward pain. In the Aristotelian-Thomist synthesis, inward pain seeks relief through outward expression; for without such release, inward pain intensifies: Tears and groans naturally assuage sorrow because a hurtful thing hurts yet more if we keep it shut up, because the soul is more intent on it; but if it be allowed to escape, the souls intention is dispersed as it were on outward things, so that the inward sorrow is lessened. This is why when men, burdened with sorrow, make outward show of their sorrow, by tears or groans or even by words, their sorrow is assuaged (I-II, q. 38, a. 2, resp.). But recourse to outward expression for the relief of inward pain can subject its audience to tremendous strain and can moreover, if sufficiently forceful, become inflammatory. A relevant example concerns the emotional upheaval provoked by the deliberately exaggerated display of emotion demanded by the theatrical imperative dominant, as earlier noted, in the world of the play: Make mad the guilty and appal the free, I Confound the ignorant, and amaze indeed / The very faculties of eyes and ears (2.2.558-60). Another example concerns Hamlets false madness. Through it, he gives unrestrained vent to inward pain regarding moral corruption, regardless of the shattering effect of his words on his auditors. YET, Lily Bess explaines that Hamlets thinking process also has positive implications. For through it, on many occasions, he moves beyond the mode of thought causing inward pain. The most remarkable expression of positive development in Hamlets thinking concerns his frequent association with a higher power of intellection than that which mere thinking can achieve. For example, on hearing from the Ghost the secret of Claudius crime, Hamlet responds: O my prophetic soul (1.5.41). Later, when Claudius hints of purposes of which Hamlet is ignorant, Hamlet responds: I see a cherub that sees them (4.3.50, 51). This situation implies the inverse of the Freudian notion of the unconscious. For here the crucial level of mental activity operates, not beneath conscious awareness, but above it. In other words, Hamlets cognitive activity recalls what the Augustinian epistemological tradition (continued in High Scholasticism by St. Bonaventure) calls illumination, wherein a higher power of rational ity informs or illumines a lower one, enabling it to know that which is beyond its proper power of intellection (Shakespeare’s Tragic Heroes, Slaves of Passion 80-83). According to Aquinas, inward pain which is caused by the apprehension of an unforeseeable evil or source of harm is called anxiety: because [they] cannot be foreseen . . . future misfortunes are feared, and fear of this kind is called anxiety (I-II, q. 42, a. 4, resp.). Another name for this type of inward pain is perplexity: anxiety which weighs on the mind, so as to make escape seem impossible is also called perplexity (I-II, q. 35, a. 8, resp.). The first scene of Hamlet dramatizes a world charged with precisely this kind of anxiety or perplexity, with respect to the omen coming on ( 1.1126). Here, that which is unforeseeable pertains to future misfortunes (to requote Aquinas term), which are independent of the mind, and can be neither anticipated nor deflected by it. But the most celebrated expression in the play of anxiety or perplexity regarding the inability to escape future misfortunes is the To be soliloquy, which concerns the inward pain caused by apprehending the inevitability of outrageous fortune (3.1.58). In that soliloquy, anxiety or perplexity (in the Thomist sense of these terms) regarding future misfortunes in life is compounded by anxiety or perplexity regarding future misfortunes in death: For in sleep of death what dreams may come (3.1.66). Perhaps the most spectacular instance in the play of thought provoking emotion concerns Hamlets stratagem to catch the conscience of the King (2.2.601) through performance of a drama which duplicates the crime of which the Ghost has accused him. In Thomistic doctrine, conscience is construed as nothing else than the application of knowledge to some action, and as such can provoke powerful emotion, such as remorse (I-11, q. 19, a. 6, resp.). Claudius reaction after watching a truncated performance of The Murder of Gonzago is a case in point: O, my offense is rank, it smells to heaven (3.3.36). Insofar as thinking moves the appetite and thus provokes emotion, it is crucial that thinking itself be properly ordered. The highest task of conscience in Hamlet concerns the moral evaluation not only of the objects of thought or apprehension, but also of the act of thinking about those objects. Indeed, Hamlet foregrounds this problem when criticizing his own thinking about revenge: Now whether it be / Bestial oblivion, or some craven scruple / Of thinking too precisely on thevent (4.4.39-40). Thus, the relation between reason and emotion in the play cannot here be summed up in the Thomistic dictum, quoted earlier, that [all the passions of the soul should be regulated according to the rule of reason . . . (I-II, q. 39, a. 2, ad 1). There remains the responsibility of thought to recognize the emotional consequences of its own activity. Aquinas, St. Thomas. Summa Theologica. Trans. Fathers of the English Dominican Province. New York: Benziger Brothers, 1952. Aristotle. Nichomachean Ethics, The Basic Works of Aristotle. Ed. Richard McKeon. Trans. W. D. Ross. New York: Random House, 1941. Campbell, Lily Bess. Shakespeares Tragic Heroes, Slaves of Passion. New York: Barnes Noble, 1961. Levy, Eric P. Nor thexterior nor the inward man: The Problematics of Personal Identity in Hamlet. University of Toronto Quarterly 68.3 (1999): 711-27. Shakespeare, William. Hamlet. Ed. Cedric Watts. London: Wordsworth Classics, 1992. Wilks, John S. The Discourse of Reason: Justice and the Erroneous Conscience in Hamlet. Shakespeare Studies 18 (1986): 117-44. 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Contract Law Essay Example | Topics and Well Written Essays - 2000 words - 1

Contract Law - Essay Example If the seller does not deliver the goods as promised and the buyer has to seek alternative sources to acquire the same goods with perhaps a higher price than the earlier agreed upon price, then the buyer has legal redress because his expectations have been compromised and the contract was aimed at protecting his interests in terms of a future rise in the price of the goods he intended to acquire (Feldman and Teichman 46). On the other hand, the seller’s interests of safeguarding against reduction in price are also protected at the time of making the contract. Any failure to meet the terms of the agreement by the two parties is against the provisions of Contract Law and calls legal compensation through court or arbitration process. The drafting of doctrines of Contract Law and the subsequent operationalization in England and USA1 began in the middle of the 19th century when rules of contract law were first put in place in cases such as Hadley v. Baxendale2 in 1894, Raffles v. W ichelhaus3 in 1864 among others. These are historic legal cases that law students all over the world read to better understand contract law. With the development of free markets and expansion of free economies together with laissez faire management, the legal framework of the free market4 was predominantly the contract principles (Hunt 695). Common law is the chief source of the law of contract, and is a makeup of many judicial decisions by courts on similar disputes over a long time in the past. Courts use earlier precedents as sources of law as input to determine the principles of present and future decisions on similar or related disputes. Another source of contract law in the USA has been the restatements of the law promulgated by the American Law institute5, which are a mixture of past cases and predictions of future cases together with prescriptive pronouncements from different fields such as Contracts, Torts, Property, Agency, Employment, Franchising relationships, constructi ons and others. Closely related to contract law and specific to a myriad of commercial subjects is the Uniform Commercial Code (UCC) which is yet another source of contract law and which contains separate articles like bank deposits and collections, negotiable instruments and letters of credit and security interests. Article 2 in this code governs transactions in the sale of goods. The other source is the CISG6 or the Vienna Convention which governs international sales transactions thus applying to sale of goods and services between parties who operate in different countries but both countries must have agreed to the provisions of the convention (Marquez-Escobar 122). The UCC has not received Federal legislation attention because it is still being enacted separately by different states with no notable effort to unify it at national level. Features of Contract Law Offer and acceptance, consideration and an intention to create legal relations are the key elements to the creation of a contract in common law. Offer and acceptance which may be written, oral or implied is the most important feature where one party offers a bargain that is accepted by the other party, a scenario also referred to as concurrence of wills for which concrete

Individual Paper Essay Example | Topics and Well Written Essays - 1000 words

Individual Paper - Essay Example It is the responsibility of the project manager to ensure that the organization selects the right project. For the survival of the project, adequate resources are vital which will ensure its sustenance to the final stage. The projects should be in line with the organizational goals. Periodical review of the program is necessary for the achievement of its set goals. In case, the planned outcome and the actual outcomes are not in unity, the program management reviews the entire project regarding the allocation of resources and carries out necessary changes to ensure the achievement of major objectives (Butler, 2012) The program management office assists in the formulation and the enforcement of different policies and standards that govern the implementation of the program. It monitors the progress of the project and reports to the project management team for necessary actions. This is one of the best practices in project management due to the active monitoring of the projects. Project portfolio management and the project management office are essential for the success of a project. The project management team outlines the resource requirements for the completion of the projects and seeks necessary funds to finance the expenses. Every stage of the project lifecycle is important for its success from its conception, planning, implementation, evaluation, and control. For these reasons, many organizations formulate the project portfolio management and project management departments within their organizations (Mustafa, 2012). The program management office provides the foundation for portfolio management. They provide project management guidance to the project managers. It is the responsibility of the project management office to establish a project management process for the organization. Project management office is necessary throughout the project life. The office sets the standards that it uses for comparison and the

Many corporations are over managed and underled

Many corporations are over managed and underled Differentiate between management and leadership in the context of the statement many corporations are over-managed and under-led. (15) Management and leadership are two notions that are often used interchangeably. However, it describes two different concepts. Here, we shall first define management and leadership. Second, we will focus on the leadership styles and how they affect the managerial task. Jones and George (2009:5) define management as planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively. According to Saha (2006:2) management is the conscious effort to form the environment by effectively utilizing the available resources. She further states that management is the skill of efficiently organizing the present scenario from a past viewpoint in order to shape the future. Leadership has been defined in many different ways, but most definitions share the assumption that it involves the process of influence that is concern with facilitating the performance of a shared task. Jones et al. (2009:494) defines leadership as the process by which a person exerts influence over people and inspire, motivates and directs their activities to help achieve group or organizational goals. Saha (2006:289) in her definition believes leadership is getting people to do things they never thought of doing, do not believe are possible or that they do not want to do. The definitions available, all describe management and leadership a two different ways of organizing people. Ehlers and Lazenby (2007: 220) believe that leadership and management complement each other, and expertise in both is necessary for successful strategy implementation and survival. A company that is well-led will not do well without effective management; similarly a company that is well-managed will also not do well without effective leadership. Managing organizations is therefore a complex activity. Managers must possess a wide range of skills, knowledge and abilities to enable them to make the right decision even in difficult situations. Leadership is one of the assets a successful manager must possess. However, a manager cannot just be a leader; he also needs authority to be effective. Following is Kotters distinction between Management and leadership as presented in the Regent Business School Study Guide (2007: 136). Management Leadership Direction Planning and budgeting Keeping eye on bottom line Creating vision and strategy Keeping eye on horizon Alignment Organizing and staffing Directing and controlling Creating boundaries Creating shared culture and values Helping other grow Reducing boundaries Relationships Focusing on objects producing/selling goods and services Based on position power Acting as boss Focusing on people inspiring and motivating followers. Based on personal power Acting as coach, facilitator, servant Personal Qualities Emotional distance Expert mind Talking Conformity Insight into organization Emotional connections (heart) Open mind (Mindfulness) Listening (communication) Nonconformity (Courage) Insight to self (Character) Outcomes Maintains stability, creates culture and efficiency Creates change and a culture of integrity Table1: Management vs Leadership (Business Regent School Guide., 2007: 137) According to Gaddini (2010: 1-2) [online] many corporations are over-managed and under-led. If they are to have a sustainable future, they must develop the capacity of individuals across the organization to exercise leadership more effectively. In recent years, organizations committed a lot of financial resources towards enhancing information technology, improved systems and innovations. Leaders need to be much more than information or task managers. They need to engage the organization by involving people at every level. Over managing an organization has to do with the management style a manager is using in running the organization, how much time they spend talking with their people about why things must get done? Companies need to identify, train and develop employees with managerial skills. To successfully manage a company, managers also need to be self-aware and be able to build teams, crate global management and marketing practices, and interact and manage employees from diverse cultural backgrounds. Noe (2005: 10) believes that effective managers are important because they help retain employees as one of the reasons employees leave jobs is the working condition created by managers. Saha (2006:18) describe persons management style as a typical pattern of behaviour she shows in carrying out a management role over a period of time. Management styles are the ways in which a manager deals with the employees or subordinates. Cronje et al. (2000: 152) believe that leadership and its models are driven by the assumption that certain personality traits and behaviour patterns are crucial to a leaders success. Jones et al (2009: 497) believes that a managers personal leadership style shapes the way that manger approaches planning, organizing and controlling. There are different styles to leadership and management that are based on different assumptions and theories. The styles used are based on a combination of the managers beliefs and preferences as well as the culture and norms of the organization. Following are leadership styles as described by Jones et al. (2009: 497-500), Cronje et al. (2000: 152-) and Anonymous. (2010: 1-2) [online]: Participatory/Democratic leadership Style In a participatory management style the worker can make a contribution to the design of their own work. Managers who practice this engage in certain types of behaviour. Employees are encouraged to be part of the decision making process. To engage the workers, they establish and communicate the purpose and direction of the organization. This help in developing a shared vision of what the organization should be. The managers role therefore is that of a leader. By her actions and words, she shows the way to her employees. She is also a coach, evaluating the results of her peoples efforts and helping them use the results to improve their processes. In this regard, decision taking takes time and thus the organization cannot afford to make mistakes. Autocratic leadership Style The premise of the autocratic management style is the belief that in most cases, the worker cannot make a contribution to their own work, and that even if they could, they would not. This goes with the classical approach. The manager retains as much power and decision-making authority as possible. He does not consult employees, not are they allowed to give any input. Subordinates are expected to obey orders without any explanations. Bureaucratic leadership style Gaddini believed that lack of personal contact between different arms of an organization has reduced peoples understanding of important regional, national and cultural differences. Therefore, as a result, most non-value-added activities are caused by poor communication skills and bad decision making. Managers need to take responsibility for the people who work for them, rather than simply managing the tasks the people perform. In conclusion, there is no one good method as the leadership style followed will also depend on the mangers personal background, the subordinates background and the companys traditions The leadership will thus no longer focus on power but on achievement. Evaluate this statement by examining the sources of leader power and discuss whether such a leadership style can be explained in terms of any leadership model (theory). (20) There are many ways to understand how leadership works in an organization. From the different views available, there seems no single or simple answer to which leadership style is best. Some leadership perspectives are currently more popular than others; however, each helps us to understand this complex issue. We will look at the five sources of leader power and discuss whether such a leadership style can be explained in terms of any leadership theory. Leaders influence others because of the power they possess. Cronje, Du Toit and Motlatla (2000: 151). Defined power defined as a measure of a persons ability to control the environment around them, including the behaviour of other persons According to Luthans (2005: 558) in achievement-oriented leadership, the leader sets challenging goals for subordinates and shows confidence that they will achieve these goals and perform well. The five sources of leader power are legitimate power, reward power, coercive power, referent power and expert power. Effective leaders take steps to ensure that they have sufficient levels of each type of power and they use the power they have in beneficial ways (Jones et al., 2009: 500) Legitimate power According to Jones et al (2009: 500) this is the authority that a manager has by virtue of her position in an organizations hierarchy. The leader has the right or the authority to tell others what to do and employees are obligated to obey. According Cronje et al (2000: 151) legitimate power refers to the authority granted in a business to a particular position. Accordingly, a manager has the right to dismiss employees if they fail to comply. However, even though managers may possess legitimate power, this in itself does not necessarily make them good leaders. Power of Reward The power of reward relies on the promise of or the ability to deliver a reward in return for desired behaviour. This is also regarded as the power to give or withhold rewards (Jones et al., 2009: 501). Such rewards are for example, salary raises, bonuses and recognition. Effective managers use their reward power in such a way that subordinates feel that their reward signals that they are doing a good job and their efforts are appreciated. Ineffective managers on the other hand use rewards in a more controlling manner that signals that the manager has the upper hand. Coercive power Coercive power is the power that comes from a persons authority to punish (Jones et al., 2009:501). From the viewpoint of followers, its one of the most obvious types of power a leader has. This is the power to enforce compliance through fear, whether psychological, emotional or physical. Robbers often make use of such power through physical force or violence. In this regard, physical force is not a consideration in modern business, but psychological or emotional fear of being retrenched, or of social exclusion from a group, constitutes forms of power that may be exercised by managers to put pressure on employees. Jones et al. (2009: 501) believes that ineffective managers tend to rely heavily on this power and sometimes get them fired. Referent power Jones et al. (2009: 503) believes that Referent power is that that comes from subordinates and co-workers respect, admiration and loyalty. Subordinates obey leaders simply because they like or respect them, and identify with them. In other words, the leaders personal characteristics make them attractive to others as some even get to know their subordinates and showing interest in them. Expert power Jones et al. (2009: 501) believes that this power is based on the knowledge the leader possess. Their power gives them influence over subordinates. This is derived from expertise, knowledge and professional ability. A manager who commands all five kinds of power is a strong leader. But it is not only managers, or leaders who possess power, employees possess it occasionally too. For instance when a manager is dependent on subordinates for information, they are needed for their cooperation. Managers should therefore understand that their subordinates also possess power, and that they should use their own power with care, and only to the extent necessary to achieve their objectives. Effective managers will use their power in such a way as to maintain a healthy balance between their own power and that of subordinates. There are different approaches The following leadership theories have been looked at to establish whether the styles discussed above can be explained to any of the theories. Trait Theory The trait theory is described by Jones et al. (2009: 504) as one that describes personal characteristics or traits that contribute to effective leadership. Managers who possess these traits are regarded as not effective leaders and some managers who do not possess all the traits are nevertheless effective leaders. A manager under this theory will be exercising the expert power. Traits here would be knowledge and expertise. There seem to be many studies on leadership traits but they only agree in general qualities needed for be a leader. Behaviour Theory This theory described two kinds of behaviour that most leaders engage in, consideration and initiating structure (Jones et al., (2009: 505-506). For consideration, the behaviour indicates that a manager trusts, respects and cares about the subordinate therefore, the referent and reward power. For initiating structure, subordinates perform their jobs as expected of them and adhere to rules and regulations. A manager under this theory will be using the legitimate power. Contingency Theory This theory takes into account the complexity surrounding leadership and the role of the situation in determining whether a manager is an effective or ineffective leader. Relationship-oriented leaders are most effective in situations that are moderately favourable for leading and will be using the referent power. They develop good relationships with their subordinates and want to be liked by them. Task-oriented leaders are most effective in situations that are very favourable or very unfavourable for leading (Jones et al. (2009: 507-508). Task-oriented leaders will be using the legitimate and coercive powers. They want subordinates to perform at a high level and focus on task accomplishments. Path Goal Theory This theory describes how effective managers motivate their subordinates by determining what outcomes their subordinates want, rewarding subordinates with these outcomes when they achieve their goals and perform at a high level, and clarifying the paths to goal attainment. Managers can engage in four different kinds of behaviours to motivate subordinates: directive behaviours, supportive behaviours, participative behaviours and achievement oriented behaviours (Jones et al. (2009: 510-511). This theory can be used by the leader in different situations. Luthans (2005: 558-559) believes that using one of the four factors stated above, the leader attempts to influence subordinates perceptions and motivate them, which in turn leads to their role clarity, goal expectancies, satisfaction and performance. By doing that the leader attempts to make the path to subordinates goal smooth. The conclusion therefore is that the Path Goal Theory is perceived as the most favourable theory by subordinates as it exerts most influence over them when they behave in ways that closely match their needs and values and requirements of a specific work situation. A flattening of the hierarchy suggests the need to review the organizational structure. With reference to this, identify the factors that influence the choice of an organizational structure. (12) Organizing can be effectively carried out only if the organizational structure has been developed to optimize the execution of strategies and plans. In other words, plans can be successfully implemented only if the organizational structure makes this possible. (Cronje et al. 2000:152). Before identifying the factors that influence the choice of an organizational structure we defined what that is. According to Jones et al. (2009: 346) an organizational structure is a formal system of task and reporting relationship that coordinates and motivates organizational members so that they work together to achieve organizational goals. Jones et al. (2009: 656-659) and Cronje et al. (2000:152) identified the following four factors: The Organizational Environment The environment in which a business operates should be taken as a basis for designing an organizational structure, The more quickly the external environment is changing within it, the greater the problems facing managers in trying to gain access to scarce resources. Managers have to make organizing choices that result in more flexible structures and entrepreneurial cultures. This means they have to decentralize authority, empower lower-level employees to make important operating decisions and encourage values and norms that emphasize change and innovation. If the external environment is stable, resources are readily available and uncertainty is low, managers must make organizing choices that bring more stability or formality to the organizational structure and establish values and norms that emphasize obedience and team players. Less coordination and communication takes place among people and functions to obtain resources. The organizational climate therefore play an important part i n organizational design. The type of structure that leads to the successful implementation of tasks depends on the culture of the business. The structure of a business with a formal culture will differ from one with more informal cultures. Strategy The close relationship between the strategy of a business and the organizational structure, or the infrastructure to implement the strategy is very important. Ehlers et al. (2007: 247) believes that a change in the organizations environment often triggers a change in strategy so that continued success and wealth maximization for all the organizations stakeholders can be sustained. It is therefore important that the organizational structure remains aligned with the strategy at all times. Human Resources There is also a close relationship between an organizational structure and the competence and role of staff. Structure influences both the choice of strategy and the preferences as to how things should be done. Most managers have a personal preference for a particular organizational structure, for the type of relations with subordinates and attitudes to formality and authority. However, they should also pay attention to the needs of the workforce and to the complexity and kind of work employees perform. In this regard, the tendency is to move away from the strictly formal bureaucratic structure and have a flexible structure that is characterized by decentralized authority and empowering employees. Technology Jones et al. (2009: 347) states that technology is the combination of skills, knowledge, machines, and computers that are sued to design, make , and distribute goods and services. As a result, the more complicated the technology that an organization uses, the more difficult it is to regulate or control it because more unexpected event can come up. The more complicated the technology become, the greater the need for a flexible structure and progressive culture to enhance the managers ability to respond to unexpected situations increase. However, the more routine the technology, the more appropriate is a formal structure, because tasks are simple and the steps needed to produce goods and services have been worked out in advance. The size of the business It is equally obvious that the structure also depends on the number of employees and managers to be coordinated. An increase in the size of the business also creates a need for greater specialization, more departments and more levels of management (Cronje et al., 2000: 152. In this regard, Mabey, Salaman and Storey (2005:247) believe that larger organizations would have more complex and formal structure. Nonetheless, even size is not a determining factor: some large organizations have managed to create informal arrangements while some smaller organizations have created more formal systems. Planning, leading and control are facilitated if management has an effective and dynamic organizational structure. Organizing is carried out amid many factors, each of which may provide input in the designing of the organizational structure. Some experts believe that the environment in which a business operates is a decisive factor. Others emphasize the connection between strategy and structure. The size and complexity of the business, the competence of its employees, organizational climate or corporate culture should not be ignored in designing the structure and informing departments and distributing tasks. Whatever is designed should be adaptable to changes in the business environment. With reference to the term devolution of power and authority, explain the need to decentralize authority. (8) Jones et al. (2009: 366) believes that decentralizing authority is giving lower-level managers and non managerial employees the right to make important decisions about how to use organizational resources. When leaders empower their subordinates, they take over some of the responsibilities and authority that used to reside with the leader such as the right to check ones own work and also take decisions that their leaders or supervisors use to make (Jones et al., 2009: 503) Decentralization of authority is need as employees at each level have different but related responsibilities for utilizing organizational resources to increase efficiency and effectiveness (Jones et al., 2009: 15-16). In order to understand decentralization of authority, one needs to understand the management processes and levels and managements. We looked at the levels of leadership as tabulated by Pearce and Robinson (2007: 372) hereunder. When the need for decentralization occurs, the size of the organization should be considered and the geographical location of its branches. If the organization is large and branches are located far from each other, then decentralization of authority should be considered. This will not only speed up the decision-making process and adapt to the local conditions, but importantly empower the employees. With the demarcation of Namibia into thirteen regions, the government has been trying to decentralize some of the authority to the Governors in the various regions. The process has been slow and although people welcomed the idea of allowing the Governors to take decisions based on the needs in their regions, they still feel that they do not all the authority they need. Due to that delays occurs in particular the recruitment processes. It is all still being done at a central place. Attracting resources and capabilities and developing the business RENEWAL PROCESS Developing operating managers and supporting their activities; maintaining organizational trust Providing institutional leadership through shaping and embedding corporate purpose and challenging embedded assumptions Managing operational interdependencies and personal networks INTEGRATION PROCESS Linking skills, knowledge, and resources across units; reconciling short-term performance and long-term ambition Creating corporate direction. Developing and nurturing organizational values Creating and pursuing opportunities; managing continuous performance improvement ENTREPRENEURIAL PROCESS Reviewing, developing, and supporting initiatives Establishing performances standards Front-Line Management Middle Management top Management Table 2: Management Processes and Levels of Management (Pearce et al., 2007: 372) Leadership is about coping with change. Discuss the relationship between organizational control and change, and explain why the management of change is a vital task. (20) The first question here is to discuss the relationship between organizational control and change. In order to that, we first look at the definitions. Organizational control is defined by Jones et al. (384) as the process whereby managers monitor and regulate how efficiently and effectively an organization and its members are performing the activities necessary to achieve organizational goals. Organizational changes on the other hand is defined as the movement of an organization away from its present state and towards some desired future state to increase its efficiency and effectiveness (Jones et al., 2009: 384). The relationship between organizational control and change is that there need to be balance between control which is the need to improve operations and change which is the need to respond to new events. Managers therefore must balance the need for an organization to improve the way it currently operates and the need for it to change in response to new unanticipated events as illustrated in figure 1 (Jones et al., 2009: 408). The second part of the question required an explanation as to why management of change is a vital task. Jones et al (2009:409) states that management of change is vital as there exist a need to constantly search for ways to improve efficiency and effectiveness. Managers have to develop the skills necessary like, political skills, analytical skills, people skills, system skill and business skills to manage change effectively. It is also vital for managers when managing change to follow the following steps as discussed by Jones et al (2009: 410-413). Assessing the need for change Deciding how to change an organization is a difficult task because change disrupts the status quo and poses a threat, prompting employees to resist attempts to alter work relationships and procedures. Assessing the need for change calls for two important activities that is recognizing that there is a problem and identifying its source. During the first step in the change process, managers need to recognize that there is a problem that requires change. Managers need to look at performance measures such as falling market share or profits, rising costs, or employees failure to meet their established goals or stay within budgets which indicate whether change is needed. Too identify the source of the problem, managers need to look both inside and outside the organization. Externally, they must examine how changes in environmental forces may be crating opportunities and threats that are affecting internal work relationships. Managers also need to look within the organization to see whether its structure is causing problems between departments. Need to respond to new events Need to improve operationsManagers must balance the need for an organization to improve the way it currently operates and the need for it to change in response to new unanticipated events. Figure 1: Organizational Control and Change (Jones et al., 2009: 408) Deciding on the change to make Once the source of the problem has been identified, managers must now decide what the organizations future would be and plan how they are going to attain that. Managers must also identify the obstacles of resistance and analyze these obstacles which can be at corporate, divisional, departmental and or individual level. It is important for managers to invite employees to participate in the planning for change as it will help overcome resistance and allay employees fears. Managers can also overcome resistance by emphasizing group or shared goals such as increased organizational efficiency and effectiveness. Implementing the change It is generally accepted that management introduce change from top down as they are the ones who identified the need for change, decided what to do and thus move quickly to implement the changes throughout the organization. With this approach, the emphasis is on making the changes quickly and dealing with problems as they arise, which is regarded as revolutionary in nature. This approach has the benefit of providing clear, sustained direction which is well resourced and coordinated, however, it also runs the risk of not being owned by a number of staff and may lead to some distrust. The bottom-up approach is regarded more gradual or evolutionary. Consultation takes place with middle and first-line managers about the need for change and develops a plan. The advantage of this approach is that it minimized uncertainty and resistance as employees participate and are kept informed of what is going on. Evaluating the change Managers need to evaluate how successful the change effort has been in improving organizational performance using measures such as changes in market share, benchmarks and profits. They also need to compare how well an organization is performing after the change with how well it was performing before. Finally, organizational control and change are closely linked because organizations operate in environments that are constantly changing and so mangers must be alert to the need to change their strategies and structures. With reference to the words the opening of existing communication channels and the recreation of new one Describe the communication process and outline the barriers to effective communication in the workplace. (15) Communication is the sharing of information between two or more individuals or groups to reach a common understanding. Good communication matters because business organizations are made up of people (Jones et al. (2009: 567). Communication process consist of two phases: the transmission phase where information is shared between two or more individuals or groups and the feedback phase where understanding is ensured. In both phases, a number of distinct stages must occur for communication to take place. (Jones et al., 2009: 569-570) (See figure 2). In the transmission phase, the sender who is the person or group wishing to share information with another person or group, decides on the message, what information to communicate. The sender then translates the message into symbols or language, a process called encoding. Noise is a general term that refers to anything that hampers any stage of the communication process. Once encoded, the message is transmitted through a medium to the receiver, who is the person or group for which the message is intended. A medium is just the pathway through which an encoded message is transmitted to the receiver. The receiver then interprets and tries to make sense of the message through a process called decoding. The feedback phase will then be initiated by the receiver, who now becomes the sender. The receiver decides what message to send to the original sender (who now is the receiver), encodes it, and transmits it through a chosen medium. The original sender determines that a common understanding has been reached, sender and receiver cycle through the whole process as many times as needed to reach a common understanding. Feedback eliminates misunderstandings, ensures that messages are correctly interpreted, and enables senders and receives to reach a common understanding. The encoding of messages into words, written or spoken, is verb

Internet: The Good, The Bad and The Ugly Essay

What exactly is the â€Å"Internet†? Imagine millions of computers all around the world linked together and exchanging information. The Internet is a global network made up of thousands of smaller networks. The Internet is like a huge town. If you wanted to send or receive mail you have an electronic post office. There are also libraries you can use any time you want, with millions of books and magazines and newspapers. Chat rooms are like the schoolyard or lunchroom except you can talk to people anytime you want. And on the World Wide Web, you can play games and listen to music (What is the Internet?). There are lots of good reasons to use the Internet. You can explore ways to learn and have fun. You can play games with other people anywhere in the world and find out interesting things you never knew before. The Internet allows you to access information anytime, anywhere. You can help plan your family vacation, do research for school projects, and read about your favorite movie star. You can exchange documents, pictures, music, video clips, and even software. You can listen to radio stations from around the world and send family photos. With the Internet you have instant communication with people all over the world. You can keep in touch with your friends and meet new ones, and get experts to answer your questions. But of course the Internet isn’t perfect. It sounds like a dream come true but there are many drawbacks in Internet use. Esther Dyson explains, â€Å"At it’s worse the Internet is like a repository of the most inaccurate, banal and slanderous cocktail-party conversation† (352). Basically anyone can make a website and post something on the Internet. There are no rules or laws about the credibility of the information online. Other problems the Internet has created are fraud and invasion of privacy. A recent survey reported that 143 million Americans are connected to the Internet. That means about 54 percent of the American population have Internet access (Examine Benefits and Drawbacks of Internet Use). The Internet has become one of the most useful and helpful tools available to people today. However, the Internet has pros and cons just like any other type of communication tool. The Internet was initially intended to be used as a network to connect different colleges, universities, government agencies and research centers. The main driving force behind the Internet is information. Someone, somewhere has some information they want to be read, and that there is someone else interested in reading it. And because of the technology behind the Internet and the World Wide Web all this wealth of information from around the globe and is within the reach of many people (Serano). The main benefit we gain from the Internet is information. The Internet is full of information and the fact that the information is available at the touch of a button makes getting information very convenient and easy to use. The Internet is always â€Å"open†. You can look something up at any time of the day. In addition, with Internet service available from home or work, looking for information doesn’t mean you have to drop what you’re doing and you don’t have to leave your office or your house. Also, nowadays there are â€Å"online courses†. Students can now get credit for a course without even leaving their bedrooms! Dyson clarifies that computers and the Internet are very useful but they will never be capable of replacing teachers. Teachers are role models, mentors and motivators to the students and a computer will never have the effect the teacher or the environment of a classroom has on the student (352-53). Currently, there is so much information on the Internet and looking for something can become tiring. People spend hours looking through different web sites before finding exactly what they’re looking for. Misleading information is serious and can lead to fraud. Fraud has turned into one of the most common Internet crimes (Serano). Many people are going to believe what they see or hear and will become the victims of these crimes. I think the consumer’s lack of caution is to blame. â€Å"People not properly prepared for this kind of world will become an increasing problem for themselves and for the rest of society† (Dyson 353). Another new type of crime is hacking. Hacking is illegal and it involves entry into other computers system. This type of crime has also become very  common and could result in great problems worldwide. Once someone has hacked into your computer everything on your computer is at risk. The hackers can snoop through all your information. Laws are in effect to protect against crimes like this, but the knowledge of the hackers grows as fast as the technology, making enforcement very difficult. Even with all of these dangers, there is still one more issue; the most important issue. Whether we like it or not, every move we make while on the Internet is tracked. Even the web sites we visit are followed. The information people get from following Internet users are very useful to companies. They can get your name and address and send you information about their company. Getting your information can really boost a company’s profit. There is no law that prevents the monitoring of Internet usage, so there really isn’t anything anyone can do about it. The Internet was originally created by the CIA in the 1960s and now 4 decades later, almost every household in the world uses it. The Internet was created to link information and to send messages within branches of government, now it’s considered a major mass medium. The Internet has many advantages as well as disadvantages for all its users. The Internet keeps thousands of people communicated and businesses linked together. Also the Internet has united two mass mediums. One example of this convergence is newspapers. The Internet has the advantage that it unites people from all over the world. More and more people each day own a computer and are linked to the World Wide Web. Communication has never been easier with sources like voice chat and instant messaging. Dyson,Esther. â€Å"A Map of the Network Society.† The New World Reader. Boston: Houghton Mifflin Company, 2005. (350-356). Examine Benefits and Drawbacks of Internet Use. 6 Feb. 2002. 2 Nov. 2004 . Serrano, Justin. INTERNET: THE GOOD, THE BAD AND THE UGLY. 2 Nov. 2004 . â€Å"What is the Internet?† LEARN THE NET: FAQs for Kids. 2 Nov. 2004 .

The Post-American World

eading this article I could only have one thing in mind as a small business owner myself, and that was to discuss options other then buying. Based on the reading as well as my own research this is what I came up with Franchising? Or Licensing. Franchising vs. Licensing: An Example Franchising: Some fast-food chicken franchises cost more than one million dollars to get into, a LFC store costs as little as $150,000 to establish a planned restaurant, even less for an existing one. This allows the â€Å"small guy† access to a successfully established product with a 30 year track record. Our relatively low start-up expenses have attracted hard working entrepreneurs with limited financial means, and because of this, 90% of LFC owners are minorities, whom many have achieved a high level of financial success. LFC competes directly with the big names like KFC, Popeyes and Churches; our highest volume stores are surrounded by these businesses. Licensing: The only requirements are that you purchase LFC ingredients (Seasoned Flour, Red Pepper Mix, Dirty Rice Mix) and imprinted items (boxes, bags, and cups with the LFC logo printed on them) through a designated LFC distributor. Definitions Franchising is a business model in which you purchase a license of a specific business. Franchising is a term which can be applied to just about any area of economic endeavor. Franchising encompasses products and services from the manufacture, supply for manufacture, processing, distribution and sale of goods, to the rendering of services, the marketing of those services, their distribution and sale. Licensing is granting of permission to use intellectual property rights, such as trademarks, patents, or technology, under defined conditions. It prevents others from exploiting the idea, design, name or logo commercially. It is a business arrangement in which a local firm in the host country produces goods in accordance with another firm's (the licensing firm's) specifications; as the goods are sold, the local firm can retain part of the earnings. Agreement A franchise agreement is a specialized license and will cover all aspects of IP, user obligations and use provisions A license agreement is a business arrangement where a licensor via a monopoly right such as a Patent, a Trade Mark, a design or a copyright has to exclusive right which prevents others from exploiting the idea, design, name or logo commercially. In business for yourself but not by yourself! In license agreement or business opportunity there is no ongoing â€Å"royalty or required relationship† in effect you are: In business for yourself and by yourself! Time Required to Finish It takes months for franchises to be done. It takes about ten to fifteen business days to complete. Distinct Areas of Law Franchising is based on securities law. It means compliance with the franchise laws, like the securities laws, requires registration of the franchise in the applicable jurisdictions Licensing is a form of contract law. It means licensing is merely a contract between two independent contractors and franchise registration is not required. Work Load Franchising route creates more work for lawyers in complying with all the registration requirements. Down the licensing road, it requires substantially less legal work. Amount of Control The parent company keeps very tight controls on every aspect of your business but they also provide a lot of assistance in the management and marketing of your store. The control by the franchisor over the franchisee is what is supposed to make the money for the franchisee; i. e. if you do what the franchisor says, you will make money. Buying a franchise is like buying a security; i. . the control over whether or not the buyer of the franchise or security makes money is in the hands of a third party; for the security situation it is in the control of the people who operate the company that issues the security, and for the franchise the control is in the franchisor who dictates how the franchise operates to make money. The relationship between a licensee and the parent company is not as tigh t-knit. Once the licensee launches the operation, the relationship with the licensing company is frequently limited to purchasing products. In a licensing preparation, you have more freedom in the operation of your business than with a franchising situation, but also more responsibility (there is also more risk and potential reward). You have the freedom to set your own hours, make-money policies, benefits, employment policies. Relationship with the Parent Company Franchisees can expect to have a much closer relationship with their parent company than their licensee counterparts. First and foremost, franchisees typically retain rights to the parent company’s trademark and logo. This is important ecause it is a visible representation of the connection between franchisor and franchisee. The relationship between licensees and the licensing company is looser than the relationship between franchisors and franchisees. In most cases, the licensee does not retain rights to use the company’s trademark Cost Difference It is substantially expensive. Franchisees can expect to pay royalties on a go-forward basis i. e. e very time a profit is made. License opportunities are often less expensive than franchises in both the upfront investment and ongoing charges.

How Peer Pressure Is An Act That Should Not Be Taken...

Fitting in with the Ultimate Sacrifice Peer pressure is an act that should not be taken lightly because it can lead to many bad decision making and psychological damage. Bullying, alcohol-drug abuse, sex, and the desire to fit in are a few leading factors of peer pressure. As one begins elementary or high school, they are trying to figure out their individuality and form into their mold of themselves. Dealing with peer pressure as a young child or teenager opens the door to stress, anxiety, or even depression. These are a few personality dysfunctions that over time may destroy ones’ social skills and could possibly cripple the child from living a life of trust and friendship. There are other ways of peer pressure that can lead into the harmful actions of oneself that will be identified later with the statistics and data from different articles. First, bullying has formed from not only in the halls of ones’ schools, but now follows them home by social media by the click of a button. In the article of The Role of Classroom Peer Ecology and Bystanders’ Responses in Bullying in The Functions of Bullying and Peer Group paragraph it states the following: â€Å"According to this perspective, bullying often results when the bully exerts normative social influence that is exacerbated by the bully’s popularity and by peers’ fears of becoming next victims†. Moreover, based on this fact, one could see that a bully performs out of wanting to show off to his or her peers. In contrast, in theShow MoreRelatedThe Effects Of Alcohol On College Drinking Prevention Website849 Words   |  4 PagesAnother cause of alcohol related deaths is the simple fact that college students do not take what happens to them seriously when being overly induced with alcohol. The article states that many find it amusing to see a peer passed out drunk. 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