Notes on How to Write a Good Essay Example for Free

Notes on How to Write a Good Essay Robert Cormier’s book ‘Heroes’ opens by introducing us to the main character Francis Cassavant, a ex-military soldier, wounded by a grenade from when he fought in World War Two. There are three main characters in this book; Francis, Larry and Nicole. Throughout this book Cormier gives an insight into how all these characters interlock, with Francis’ mission, to kill Larry LaSalle. In the first chapter of this book Cormier introduces us to the main character of Francis Cassavant, and how he is presented as a hero; this chapter is based entirely on his appearance after a grenade attack from when he fought in the war. Francis’ appearance has obviously changed dramatically as he refers to his face as a ‘gargoyle’ and that he has ‘no face’. Francis also refers to himself as the ‘hunchback of Notre Dame’ and that he is ugly with ‘no ears to speak of’ and ‘the absence of my nose’. This suggests that that he has been in a terrible accident and instantly makes you empathise, and feel sorry for him, but as you further progress through the book you see that maybe that Francis isn’t the hero and as innocent as he seems at first glance. To add further detail Cormier describes his nostrils as ‘two small caves’. This portrays his face as almost like a monster or a mutant. We can infer from the text that Francis has low self esteem and has little or no confidence in himself and when his doctor says ‘don’t expect anyone to pick you for a dance’ doesn’t really help with the fact when he knows he’s ‘not normal’. Francis hides his face with scarves, a hat and a bandage fastened with safety pins, hiding his face tell us that he does not want to be recognised or perhaps to be seen by anyone he knows in Frenchtown. People glance at me in surprise’ and ‘I don’t blame them’ shows that Francis is obviously repulsed and disgusted by the way he looks but isn’t afraid to say so, and also if he looks terrifying and repulsive, he isn’t going to be thought of as a hero. After in depth of describing the physical description of Francis, Cormier then moves on to the main plot, Francis’ mission to kill Larry LaSalle, dropping in little hints and sending up an ‘our father’ and ‘ ail Mary’ and ‘glory be’ for Larry LaSalle, and sending up prayers for Nicole Renard, instantly bringing all the three main characters together but still keeping them separate and not knowing why they are interlocked and how everything is more complicated then it seems behind the eyes of Francis, Larry and Nicole, and how Francis and possibly Larry could either be heroes or cowards. Making Francis seem like an innocent war hero is an interesting and unusual move to make because it makes you feel sorry for Francis at the beginning but as the story unfolds you see that there is more than meets the eye about Francis and how his ‘heroic status’ isn’t as heroic as it seems. One of the ways Cormier presents the concept of heroes is in chapter nine, the chapter when Larry LaSalle reveals he is going off to the ‘fight the japs’ in the Second World War. So when the news first broke that Japan had bombed Pearl Harbour in an attack, a wave of frenzy and fear washed over America. People had ‘patriotic fever’ meaning that they weren’t just feeling patriotic about their country; it was as though a fever had taken over and had plagued through everyone. That day Larry LaSalle stood before everyone in the wreck centre, his ‘movie-star smile gone replace with grim faced determination’ he was ready to go and ‘fight the japs’ he announced that he was going to war, he had ‘anger that we had never seen before flashing in his eyes’. From the quote we realise that Larry is passionate about fighting for his country, but from the way he displays and announces that he is leaving and going to war and when he says ‘none of that kids’ (referring to when the kids clap when he announces he’s going to war) ‘I’m just doing what millions of others are doing’ he almost says it in a way that he wants to be recognised even more as a hero, and he also tries to make it seem as though it’s not important about what he’s doing, but by the way he flaunts it he makes it seem like he’s doing some great and powerful favour for America and the people of Frenchtown. This shows the concept of heroes because as soon as the opportunity comes along to be a hero, Larry will grab it in an instant and makes sure that everyone knows about it and about how it’s making him a hero. This chapter explains the events from Larry returning home, to the episode that happens at the end of the chapter and that is when we come to realise Francis’ hatred for Larry LaSalle. When the crowd are waiting for Larry’s arrival, we see that he is described as ‘Lt. Lawrence LaSalle, US Marines Corps, holder of the silver star’ from this quote we can immediately see that he is being shown as a hero. He is also the star of ‘newsreels’ and ‘radiobroadcasts’ making his seem very important; like a vip – almost a god as far as the town are concerned. They describe him as ‘a bright pied piper’ saying that he can get the towns children to follow him. It shows that he is quite a powerful and a big role model in the children of Frenchtown and maybe not only with children, the adults also seem to love, worship and adore him. In Larry’s actual arrival those there to greet him add the heroic atmosphere. The town goes to greet him at the station, adults, old people and children from the wreck centre are all there to meet this so called hero. When he arrives you instantly remember his ‘movie star smile’ revealing his popularity and confidence. ‘We cheered’ this shows that he is loved and respected by his fellow people and people look up to him as a ‘hero’. You could still see ‘a touch of Fred Astaire in his walk’ implying that he still is the same old Larry, but now ‘lethal’. Him being described as lethal implies that he has changed from coming back from the war; he’s thinner, sleeker. My war hero’ people shout from the crowd. People are proud of him for fighting for their country, they really respect him. ‘Ribbons and medals on his chest’ are a visible representation of him being a hero. Physically the descriptions of Larry show how much he has changed from being a cool dancer to a ‘slen der, knife like killing machine’ he has now changed into a ‘knife-like’ and ‘lethal’ with sharper details, the hero that we saw before has now become a ‘superhero’ in the town’s eyes. ‘You are our celebration’ the mayor proclaims to Larry, emphasising Larry’s heroic status. He is now the town’s hero when he is given ‘the silver key to the city’ people would immediately think that he is of high heroic status is the mayor gives him something so important to the city. When he gives his big speech he says ‘we need to keep the world safe for these young people’ saying this he is almost trying to cover up for what he does later. At the celebration, towards the end Larry tries to get Francis to leave the wreck centre, so he can have ‘one last dance’ with Nicole, he says that ‘this is important’ and he manipulates Francis. Just me and her alone’ makes it feel like something terrible is going to happen. So Francis leaves, ‘I’ve got to go, you and Larry stay. One last dance’ his words sounding false as though Larry placed them in his mouth. She wants him to ‘stay and watch’ but he leaves, to his and Nicole’s misfortune. When the attack happens, it shows just how unheroic and cowardly both Larry and Francis are. ‘In the shadows of the hallway’ Francis lurks waiting for Nicole to leave the Wreck centre, but then Larry does the most inexplicable, disgusting thing, he sexually assaulted her. A sound that could have been a moan and a rustle of clothing’ even though Francis knew something was going on in there, he still couldn’t pluck the courage to go see if his girlfriend was alright. When she ‘stumbles out of the hallway’ she sees Francis, and he saw ‘the betrayal of her in her eyes’ as she runs away, Francis hears Larry, this now shows how wrong people were about Larry and about how he is not a hero but something of the complete opposite ‘whistling the tune-‘dancing in the dark’ as though he had done nothing wrong, that this was no rmal. It’s amazing that the heart makes no noise when it cracks’ Francis is truly heartbroken, and it shows just how cowardly Francis and Larry can both be. In chapter 14, we see how much of a hero Francis could be when we finally get to the part where he goes to kill Larry LaSalle, Larry is no longer a hero. When he sees Larry you can see that Larry’s physical appearance has changed drastically as he’s ‘yellowed with age’, a bit ‘feeble now’, and ‘fragile now’, with ‘white hands’. Larry is not innocent’ and no longer a hero. Francis explains his unannounced visit, with a gun in his hands. Larry ‘rises slowly’ from his chair as Francis begins to question him. ‘You were our hero’ Larry was their hero, he did everything for the people of Frenchtown and now his heroic status had just fallen through the roof, ‘ no more sweet young things’ Larry says, saying as though its normal to sexually assault someone who’s young. Even there heat is sweet’ he says giving Francis even more of a reason to kill him, but he falters when Larry says ‘does that on sin wipe away all the good things. ’ He falters because he’s probably thinking about what he did for him, with the Table tennis and if it wasn’t for Larry renewing the Wreck Centre, Francis would never had been with Nicole, with all these mixed emotions and feelings Francis walks away. But when Francis walks away ‘the sound of a pistol shot cracks in the air’ Larry LaSalle had shot himself. Cormier presents the idea of heroes in his novel, one by setting it in the time of World War Two, which has lots of potential for heroes because theirs the concept of being a soldier. He also presents the idea of heroes by making two characters seem like heroes at first glance but then stripping them of their heroic status by things that come to haunt them from the past that had never been dealt with. Also with Nicole Renard and how she is the innocent victim in this and how one incident made both Francis and Larry cowards and very un-heroic.

Leadership And Management Essay -- Business Management

Leadership and Management Leadership and Management are two very important positions to have for anyone in an organization. Both of these positions come with a great deal of responsibilities; however, they both serve two different purposes and responsibilities in an organization, along with a different sent of guidelines. This paper will differentiate between Leadership and Management, give two recommendations to create and maintain a healthy organizational culture and give two examples to support the recommendations. Discussion Leadership is a wonderful quality for anyone to have because not everyone possesses leadership qualities and skills; however, a person can learn to have leadership qualities if he or she has the desire. A good leader has many excellent qualities such as; a leader has followers, knows how to encourage the workers, can get results by implementing strategies, can create a vision for the company, and communicates the vision clearly. These are not the only qualities a leader must have but they are some of the most important qualities a person must have in order to be successful in a leadership position. "Management is doing things right; leadership is doing the right things." Druker, Peter F. Retrieved Dec. 14, 2005 from http://www.famous-quotes-and-quotations.com/leadership-quotes.html. Another excellent quote about leadership is "The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while the y do it." Roosevelt, Theodore. Retrieved Dec. 14, 2005 from http://www.famous-quotes-and-quotations.com/leadership-quotes.html. Management is a very important position as well. Management takes a great deal of ski... ...he daycare center was forced by state regulations to close the doors immediately because of many code violations found on numerous occasions. Monitoring is very crucial in all aspects of business because of the state and legal guidelines, which by ignoring these will result in a company failing completely. Conclusion There is a difference between management and leadership but that does not mean that one is less important than the other. However, it takes an excellent leader and manager to be able to fulfill the Leadership and Management role successfully for the benefit of the company and his or her people in all aspects of the business fields. Therefore, every company, big or small, must have people whom they can depend on, whole heartedly, who can fulfill the Leadership and Management positions without worrying about negative outcomes or costly legal issues.

Leadership strategy Essay

A primary task of high performance leadership is to provide strategic direction to the organisation, various departments and divisions within the organisation, and to the people who ultimately implement strategic leadership. But regular employees are seldom involved in the process. Authoritarian governance has had two powerful and mutually reinforcing dynamics: People at â€Å"the top† of the organisation, normally in senior managerial positions, have tended to maintain control over strategic processes. They have often become alienated from the realities of operational or shop floor demands and challenges People at operational levels have been part of authoritarian behaviour in different ways (passivity, fear, frustrated) The core challenge is to position strategic leadership as an integrated set of activities and processes which ensure that people across all levels and functions understand their own roles and accountabilities as it relates to the organisation’s strategic leadership Successful strategic leadership occurs when people across all levels and functions have a common understanding about a few essential issues: Knowledge of how strategic leadership is formulated, translated and communicated, implemented and assured within the organisation The formal business processes. The specific and different roles, rights and accountabilities of stakeholders Clear understanding of personal and team roles Comprehension of the various requirements and roles Popular acceptance that legitimate hierarchy and rank are essential components Definition and acceptance of the roles, rights and accountabilities The challenge is crafting solutions which create legitimate and popularly supported rank and hierarchy, and with clearly understood boundaries which describe what may and what may not be done by optimally empowered people Rank, hierarchy and boundaries per se are not only a feature of authoritarian systems. They are an essential part of successful democratic workplaces where a culture of high performance through high involvement can thrive There is still a need for clear definition of a range of roles, rights and accountabilities. There is a need to define two mutually reinforcing parameters: What are the roles, rights and accountabilities that have to be acknowledged by everybody to ensure the organisation’s capacity to fulfill the requirements of high performance What are the constraints, the limits or conditions of high involvement Drucker proposes that strategic leadership needs to fulfill requirements in four areas: Effectiveness Efficiency Long-term Short-term VISION (Long-term effectiveness): Understanding the organisation’s total competitive environment, and positioning it in the present so that it is appropriately placed INTERDEPENDENCE (Long-term efficiency): Identifying, balancing, integrating and aligning all of the external and internal variables that are likely to have an impact on the organisation’s capacity to fulfill its strategic leadership STRUCTURE (Short-term efficiency): Establish replicable standards, approaches and methods which minimize the need for duplication and enhances the capacity to deliver uniform or required quality as a matter of course ACTION (Short-term effectiveness): Taking the necessary steps and action to ensure the delivery of products and services which meet the needs of both internal and external customers An integrated strategic leadership consists of all four VISA elements. The dominance of only one element could perhaps be described as: Only vision: Exciting bankruptcy. People cannot identify with the development of strategies Only Interdependence: Happy bankruptcy: never-ending cycles of consultation Only Structure: Precise bankruptcy: bureaucracy and red tape Only Action: Busy bankruptcy: people perpetually busy but not necessarily productive The absence or weakness of any component of strategic leadership will undermine the success of the organisation: 0ISA: Weakness of vision leaves people without common direction V0SA: Poor interdependence almost always leads to some stakeholders feeling that their legitimate interests are not being met VI0A: Insufficient emphasis on standardization leads to lack of essential disciplines and conformance to necessary standards VIS0: Ultimately the organisation can only survive and thereby satisfy the interests of all its stakeholders if it has a high propensity for action Organisations and teams regularly develop a bias that values some elements more than they do others. Personal styles and approaches also contribute to establish our individual preferences and approaches. It is useful to rate your personal approaches and preferences, as well as that of your team or organisation Vision provides a compelling dream that galvanizes and aligns the behaviours and contributions of people across all levels and functions. A real vision is very active. It is filled with drive, energy and perpetual motion. The vision, or long term effectiveness element of strategic leadership, is achieved by fulfilling the following requirements: 1. Scan the external environment and conditions 2. enable leadership to anticipate long-term forces of change 3. create a challenging view of the future 4. tension between the desirable future and those elements of the present that could inhibit progress 5. communicated with passion 6. evaluated against the present 7. new challenges emerge 8. leadership must always act with insufficient information 9. interacting with stakeholders 10. dynamic and living process Interdependence acknowledges that no organisation operates in isolation. Every organisation is a system operating within a system. It requires the acknowledgement and willingness to embrace the interests of a variety of diverse stakeholders. The interdependent or long-term efficiency component of strategic leadership is fulfilled in the following ways: 1. Variables must be identified 2. The interests of all stakeholders must be defined and appreciated 3. Balance and meet all possible diverse stakeholder needs 4. The support of all stakeholders must be gained and increased over time 5. Interaction must be facilitated between stakeholders for them to appreciate their interdependent nature 6. There will inevitably be conflict between stakeholders 7. The roles and accountabilities that various people and stakeholders have to fulfill must be defined quite clearly 8. Keeping people adequately informed is a crucial element of interdependence 9. Mutual trust and respect 10. help people to define their own specific contributions to the organisation As organisations become more complex, and as the world within which we operate becomes increasingly unpredictable, the need for Structure increases significantly. Successful organisational strategic leadership has to establish and maintain a range of activities that introduce and maintain Structure: 1. The specific interests of stakeholders need to be both quantified and qualified 2. In today’s competitive environment it is essential for organisations to establish required benchmarks of performance 3. There is a constant interplay between specific stakeholder interests and meeting required benchmarks of performance 4. provision of relevant and useful information 5. Standards have to be set and communicated on an ongoing basis 6. Standards are no longer a fixed point on the horizon 7. The discipline of continuously and regularly monitoring performance is one that cannot be sacrificed 8. It also has to look at elements such as leadership style, living of values, and commitment to the subtleties of people development 9. Consequences of non-conformance need to be defined, understood and applied 10. people across all levels and functions thrive on information–driven problem solving Action is the level at which products and services are actually delivered to meet the interests of customers. Creating and keeping more customers. A sustained and high propensity for action is achieved in the following ways: 1. The organisation’s vision must be made relevant to operational areas 2. Customer needs cannot be fulfilled only by sales and distribution functions 3. Accountability has to be placed as close as possible to the source of action 4. people have to be continuously part of determining the limits and constraints within which they are expected to operate 5. Successful action is driven by leaders who establish their personal power of presence (top executives have no time) 6. Quality and productivity has to be an in-built function 7. demonstration of attitude and will 8. Emphasis on people development 9. attitude that accepts error as an inevitable consequence of innovation and action 10. A propensity for innovation and action LEARNING The growing complexity and competitiveness of the international and local economic environments within which organisations have to survive and prosper makes it essential for leaders of the future to value learning Leaders must develop the capacity to think simultaneously about paradoxical and contradictory requirements. The act of leadership is, as Peter Drucker puts it, the challenge of constructive destruction, of doing things differently and doing different things Kolb: real learning has only taken place when every one of the four facets has been included in the process: Abstract Conceptualization: â€Å"think about the previously unthinkable or unknowable†. It requires the capacity for hypothetical formulation Reflective Observation: need to stand back and observe what is happening Concrete Experience: ability to continuously asses what has worked and to pass this experience on to others. concrete experience remains one of the only ways in which organisations can develop replicable application of processes and activities that ensure minimum conformance to standards Active Experimentation: often organisations still limit the ability and space for people to become involved in such activities. Active experimentation requires calculated risk-taking The relationsip can be described as follows: Abstract conceptualization x reflective observation x concrete experience x active experimentation = Learning and Leadership Abstract Conceptualization x 0 x 0 x 0 = 0: we often remain hamstrung by old experiences which may have become irrelevant 0 x Reflective Observation x 0 x 0 = 0: Nothing happens and there is no real threat that anything will happen! 0 x 0 x Concrete Experience = 0: People relying predominantly upon concrete experience for their learning are caught in a perpetual search for the infallible, predictable, pre-planned, scheduled, structured, all-eventuality, and all bases covered solutions to problems – â€Å"late adapters† 0 x 0 x 0 x Active Experimentation = 0: All that matters for them is the exhilaration of making things up as you go The Consequences of Undervaluing any Facet of Learning: 0 x Reflective Observation x Concrete Experience x Active Experimentation = 0 (The absence of Abstract Conceptualization): It is much easier to define this symptom than it is to resolve it Abstract Conceptualization x 0 x Concrete Experience x Active Experimentation = 0 (The absence of Reflective Observation): The number of continuously changing variables which are capable of influencing the performance of an organisation are virtually endless. people either stopped taking a hard and reflective look at what was going on, or they stopped asking appropriate questions. he managers, and more often the specialist staff functions, start to confuse doing lots of things with an integrated and holistic approach, but they lack congruence and theoretical integration. without an integrative framework and commonly shared model, people rapidly lose their commitment and stamina to sustain focused activity Abstract Conceptualization x Reflective Observation x 0 x Active Experimentation = 0 (The absence of Concrete Experience): things become redundant while they are still on the drawing board or as soon as they are launched. age-old and essential facet of learning – the assimilation and valuing of concrete experience. The single most common symptom is that untested assumptions abound Abstract Conceptualization x Reflective Observation x Concrete Experimentation x 0 = 0 (The absence of Active Experimentation): People develop an inward approach to problems and issues. It does not take too long for such insularity to develop into suspicion of external developments By critically evaluating how organisations learn, and constantly determining whether all the facets of learning are being fully developed and utilized, we can provide a much more tenacious learning environment.

Sexual And Gender Discrimination By Sheryl Kara Sandberg

Sexual and gender discrimination is still present in the United States and other developed countries. Women often earn less, have more trouble obtaining high-level positions, and are threatened and harassed much more regularly than their male peers, and it needs to be brought to an end. Sheryl Kara Sandberg is an American technology executive, activist, and author, and as of September 2014, she is the Chief Operating Officer of Facebook. As Sandberg discusses in her book, Lean In : Women, Work, and the Will to Lead, â€Å"Real change will come when powerful women are less of an exception. It is easy to dislike senior women because there are so few. If women held 50 percent of the top jobs, it would just not be possible to dislike that many people† (32). If people were not so indifferent towards the idea of women pursuing positions of authority, we would have fewer men making decisions for women, decisions on issues that they do not fully understand because they have not had to experience these issues from a woman’s perspective. Examples of women’s issues that need to be taken into consideration include their education offerings and pay compared to men’s. It is quite often that men will overlook these issue because they do not have to struggle with them firsthand. Conversely, there are women who believe they don’t need feminism. Often enough though, this is because these women do not understand the true meaning of feminism and associate it with being victimized and man-hating.