Exploring Your Ethnicity Essay Example | Topics and Well Written Essays - 3250 words

Exploring Your Ethnicity - Essay Example This is rather sad given this is of postmodernity. Diversity can be sourced from gender, ethnic, culture and race. As such, given these numerous sources of diversity it is appalling to realize that some people have not adapted to the presence of other persons who are somewhat different. Such is the fate of people who do not conform to this status quo. True to this assertion, this paper endeavours to explicate on my ethnic diversity. This is in the sense that I am from Saudi Arabia. As such, I am well placed to expound on this subject of ethnic diversity. In addition, I will expound on my experiences in a foreign country. Ethnic diversity is an intrinsic element of society. As such, it should be placed in high regard. I am an Arab. More specifically, I am a Native Saudi Arabian. I was born in Saudi Arabia same as my whole family. Coming from a nation state that is largely, if not wholly, of Arabian descent, I rarely witnessed cases of diversity. This is because the variation in ethnic ity in Saudi Arabia is all but trivial. Additionally, the immigrants in Saudi Arabia are inconsequential in number. As such, all my life I have never found myself in a situation that offers me the opportunity to interact with various people of diverse origins. In such a circumstance, it is highly probable that the first interaction with an environment that is characterized by diversity and disparity will culminate in unwarranted reactions. However, this does not mean that I reacted harshly when I entered this country. Rather to the contrary, given the academic opportunity availed to me via the educational system existing in this country, I more than appreciate this country. Given this fact, it is sad to realize that the feeling is not reciprocated wholesomely. This translates to mean that, not all people react suspetingly to my presence. However, the select few are worth highlighting. Prior to coming to this country, I sought the input of my relatives. A majority of them were agains t this idea. However, head strong as I am, I ventured to partake in this journey of furthering my academic ambitions. This was made easier by the support of my direct family. On coming here, I began to understand the reservations harbored by my relatives concerning my journey to America. However, irrespective of this, I was not raised to be a passive individual. The fear of discrimination owing to my ethnicity should not impede on my academic ambitions. True to the characteristics of the Arab people, who traversed the globe in search of trading merchandise, I have in an intrinsic need to be oblivious of the element of distance. Given that I do not want to live in America on a permanent basis, this somewhat solidifies my beliefs on the importance of distance. As such, the negative assertions by strangers on the American streets will not deter or dissuade me from achieving the academic goals I have set for myself. Saudi Arabia is ethnically Arab. This ethnicity is the generalization o f people from, the Arab peninsula and their subsequent descendants (Lewis, 1993). Each region in the country has various variations of Arabs, albeit minimal variation. There are African and Asian people also living in Saudi Arabia (Hourani, 1991). However, a significant majority of these are Muslims. Unlike the ethnic variation that is significantly present in the United States, Saudi Arabia is by law, characterized by a purely natural Muslim population. So much

Quimica Del Atlantico Essay Example | Topics and Well Written Essays - 2000 words

Quimica Del Atlantico - Essay Example It opened a plant in Baracaldo in 1955. External environment and internal strategic capabilities The strengths of this company can be analysed through a study of its steady growth. Quimica del Atlantico grew steadily over years and opened two more factories one which was located at Santurce and the other at Portugalete. The company was over the years consistent in allocation of significant resources and efforts to research and development and was thus able to produce a number of products and processes. These include- baked enamel used for refrigerators, pollster fishes used for wood product, use of electro deposition for paint application systems, water soluble baths through immersion used especially in automobiles factories, the powdered paint and lastly the Kolormatik system. The company adopted a number of strategies to maintain its position. Its basic tool was technology and the desire to be on the lead in technology caused the company to sign agreement for transfer of technology with other companies in various states. With the advanced technology the sales of the company increased immensely. In 1985 the company estimated the products that were sold to approximately 12,000 retail outlets in Spain which was a whopping 75 percent increase. In addition to the huge sales turnover the company had varied and numerous buyers for their products. These included home decorating paints and automobile body repair paints both of which represented 50 percent of the company’s sales. The other 50 percent was accounted by sale of paints which were manufactured for industrial customers. The most important industrial customer was automobile OEMs meaning original equipment. These accounted for 30 percent of QA’s total sales. The remaining 20 percent went to other industrial sector which includes automobile components and spare parts, domestic appliance manufacturers, metallographic industry, toys, furniture, railroad stocking etc. The company also grew to be a le ading employer in the industry. Its total work force in the year 1986 amounted to about 575 employees. This huge number of employee’s meant that the company was indeed doing very well. Quimica Del Atlantico was leading in Spain in the refinishing segment since the Spanish civil war ended in three products. These are one white paint and two black paints. This means that in addition to making huge volume of sales the company was also leading in quality product thus widening its markets even more. Towards the end of 1950s QA was able to position itself well when SEAT at that time started manufacturing cars in Spain. The automobile industry was so far the most important customer of QA. Subsequently other paint manufacturers and automobile OEMs established industries in Spain. This was the onset of competition but also the onset of a wider market for its product as more automobile industries came to birth as well as competing paint manufacturers. However until 1985 the customers w ere limited to within the country. There were no exports until 1986. Spain became a member of European communities in 12th June 1986, a political and economical factor which created a new opportunity for the company. This meant a new dawn to the company as Spain had become a part of the regional trade agreement. The company contemplated venturing into the new markets within the European community and also hunting for raw material at a lower cost within the Europe

Queen Elizabeth I Essay Example for Free

Queen Elizabeth I Essay Having come into power under abnormal circumstances, Queen Elizabeth faced many inter-related challenges throughout her forty-four year reign. She was a moderate politician but a popular presence in what came to be known as the Elizabethan Era, an era that witness a flourishing of arts with the English novel, the British seafaring prowess and perhaps most noticeably, the British defeat of the Spanish Armada. Despite these victories, Queen Elizabeth’s legacy is a troubling one for historians. Queen Elizabeth faced many attacks from her critics for a variety of reasons. Some believed that since she was the illegitimate child of King Henry VIII she was unfit for rule. This was perpetuated by both her brother and sister who tried to disown her and keep her from power. As with many of her foes, they would be defeated. Another front from which Queen Elizabeth faced scrutiny was from her fellow members of the monarchy. They were dissatisfied with her motto of â€Å"I see, and say nothing. † Because she was never married and was at the forefront of establishing the unpopular Church of England, Elizabeth’s ethical judgment was often called into question. In addition, her military record was haphazard. Although they famously defeated the Spanish Armada, Britain had other military engagements in Ireland, France and the Netherlands that were not nearly as successful. For too many in her party, she was only half-heartedly engaged with politics and her highest priority was in the cultural scene and the power it accorded her. Queen Elizabeth I is a famous historical figure whose complete story has yet to be told. As the last reigning ruler of the Tudor Dynasty, she ruled for forty-four years and saw Britain rise to prominence on the global stage.

Design Of Perfomance Linked Reward System Business Essay

Design Of Perfomance Linked Reward System Business Essay Performance-related reward system involves rewarding employees according to their performance, or results achieved or contribution to organisations performance as individuals or as a part of a group. It involves a shift of focus from remuneration models based on the worth of jobs and employee skills to their performance. Designing a performance-linked reward system is conditioned by a variety of factors such as the nature of business, type of technology, the attitude of unions and human resource management strategies of the organisation. Therefore, no particular model can be recommended; it has to be custom-tailored. Performance-linked reward systems reduce labour cost, result in increases in real wages and motivate performance. They provide a method of absorbing cost escalation on account of pay increases and thus help in sustaining competitiveness of the organisation. It has been increasingly realised that performance-related pay, if used in isolation, may have little impact on motivation for performance. Appropriate conditions in the organisation have to be created for performance-linked reward systems to be motivationally effective. These conditions, for instance, will involve proper information, consultation, communication mechanisms, training and development of employees, developing proactive attitude and performance-oriented culture, providing non- monetary incentives and evolving an efficient performance management system and so on. Reward system cannot be seen in isolation from compensation management. Compensation management is getting increasingly integrated with business and human resource management strategy. Reward system should, therefore, be considered as an aid to better performance in a performance management system which may be integrated with the overall business plan and strategy. FORMS AND CHOICE OF PERFORMANCE LINKED REWARD SYSTEM There are several types of performance-linked reward schemes. Generally, these are designed to-share with or distribute to employees as individuals, groups or a collectivity productivity gains, profit improvement or financial results of enterprise performance. Such schemes fall into the following broad categories: Schemes based on individual or small group performance including piece rates, traditional merit pay, and sales commission. Incentive schemes which may relate pay to profits on the basis of a pre- determined formula. Bonus schemes based on contribution to productivity and profitability according to a pre-determined formula with gains sometimes distributed among the individual employees on the basis of merit rating. Productivity Bargaining. Employee Stock Options Plan (ESOP). Competency-based pay. 1. Merit Incentive Pay A common method which has long been in existence is pay increase or bonus payment on the basis of performance rating. The merit incentive pay scheme provides another method of recognising and rewarding differential performance. This method could particularly be suitable for office staff. The scheme essentially involves the following steps: a) The determination of result-oriented merit rating procedures, b) The identification of job factors and their relative importance, c) The formulation of a scale of reward, and d) The communication of the basis of monetary reward. Illustratively, job factors of salesman can be identified as (a) sales promotion, (b) realisation of outstandings, and (c) good-will calls, (d) after-sales service and, (e) investigation of complaints. These tasks will differ in their degree of importance. This difference can be recognised by imputing numerical values to different job factors. Hypothetically, let us assign weight values of 5, 3 and 2 respectively to the above tasks. In practice, weight values can be ascertained through job analysis. The actual merit rating score will give the percentage of basic wage or basic wage plus D.A. as incentive bonus. Given a result-oriented merit rating procedure and its objective operation in an organization, it should not be difficult to install a merit incentive pay system. This is not to minimise the difficulties that are usually encountered in operating a -merit rating system. The effectiveness of the performance appraisal system will depend on the soundness of the performance appraisal system. Sometimes merit increments and merit awards are also given in recognition of superior performance on the part of individuals. These are poor substitutes for a system of merit incentive pay because of several shortcomings. Under a system of merit increments, there is no prompt relationship between reward and effort. The quantum of reward at a point of time will be considered inadequate. Additional cost in the form of enhanced allowances is built for the company on permanent basis. Employees continue to benefit from their best performance even if it remains below standard in the future. Employees getting merit awards cannot visualise a proportionate relationship between their performance and reward. The basis of determining the quantum can not be explained to employees who are not given such awards. This may evoke jealously and friction and may thus jeopardise cooperation and goodwill. Incentive Payments Lumpsum payments such as sales commission is another traditional method. Generally, the performance and the payment of lumpsum are linked by a formula. Sales commission, however, does not generally consider other parameters of performance such as realisation of outstandings and selling high profit margin products. Another traditional method of rewarding performance is piece rates. There are several weaknesses in this system. It is not easy to agree with workers on the standard output required. Frequent changes may be needed in the standard output due to technology changes and this may lead to conflict between unions and management. Also factors other than individual performance such as change in work method affect output. Conflicts may also arise between different work groups when one group is dependent on another. There is a potential for conflict when norms have to be revised because of such factors as technology changes. Also, modernisation of technology and automation has rendered piece rates somewhat obsolete. 2. Incentive Schemes Output-based incentive scheme are appropriate where tasks are repetitive and measurable. These involve the following steps: Selecting the objectives Determining the parameters of performance in accordance with the objectives Determining the norms or base values or benchmark values for each parameter Determining performance-reward relationship Fixing the relative importance of the selected parameters, that is, their weightages Designing information and procedure formats Determining the maximum payable incentive amount (incentive opportunity) and , payment period Formulating a communication and review scheme These are, however, not suitable for high technology and service activities, which require information sharing, problem solving and team work. Productivity gain or profit sharing or employee stock options plan (ESOP) may be suitable types for such activities. 3. Group Incentive and Productivity Gain Sharing Under the productivity gain sharing schemes, productivity gains are shared in accordance to an agreed pre-determined formula. Profit sharing gives a share of profit. Sometimes, the quantum of bonus is determined on the basis of profit as well as productivity improvements according to a pre-determined benchmark value for each of them. 4. Productivity Bargaining Productivity bargaining can provide yet another method of improving productivity and linking wage increases- to such improvements. Productivity bargaining, however, does not mean an incentive scheme or wage increases in return for assurances and promises from unions for achieving production targets. This method implies (a) a detailed analysis of the firms operations, (b) the identification of cost reduction possibilities, (c) estimation of savings in cost, and (d) the development of a system o indexing wage increases with cost reductions actually realised over time. The climate for productivity bargaining has never been more favourable than now. It is for managements to take initiative and build this approach in their collective bargaining relationship with Unions. 5. Long-Term Incentive (ESOP) Long-term incentive in the form of employee stock options schemes are operated both to improve long-term incentive and to reduce fixed cost. ESOP envisages employee participation in and ownership of a companys equity. This plan is intended to provide an incentive to the employees to improve the all- round performance and growth of the company and share its prosperity. The plan usually involves allotment of equity shares according to a laid down procedure and subject to governmental regulations, laws and rules. The employees benefit in the form of enhanced market value of his shares and capital gains, which in turn depend on companys and employee performance. Several software and high-tech organisations such as Infosys have conceived and designed such plans. 6. Competency-based Pay The competency is a critical determinant of performance. Therefore, there is an increasing interest in offering monetary incentive for acquiring competencies required for higher performance on the present job or for the next job. Such competency may for instance include values, attitude and behavioural characteristics which influence performance. In designing a performance linked reward scheme, choice of an appropriate scheme should be considered as critical. The choice will be determined by a variety of factors such as the nature of the organisation, the nature of technology, the nature of profits, the nature of markets, the human resource strategy and business objectives. STEPS IN DESIGNING There is a variety of forms of performance-linked schemes. These must be closely adapted to the particular conditions of individual enterprises and the concerned groups of companies. In designing a custom-tailored performance-linked reward scheme, the following steps are important: 1. Custom-Tailored There is little scope for relying on model or standardized schemes. Attempts to impose specific performance-linked reward systems through central regulations generally appear to fail. Frequently the appropriateness of what is being required may appear questionable from the perspective of individual enterprises. Therefore, care must be taken in adapting such schemes to the particularities of individual enterprises. 2. Objectives The objectives of the schemes need to be carefully formulated. Such objectives are needed to guide the selection of performance measures, the specification of bonus calculation formulae and the reaching of common understanding on the size of bonuses that may be expected through the schemes. The potential for performance improvement may vary greatly from one enterprise to another, as well as with the passage of time. Both the short and long run objectives for the scheme should be identified. 3. Selection of Performance Measures The selection of performance measures must be consistent with the scheme objectives; these must encourage those types of behaviour considered important for organizational performance such as increasing output, reducing labour and other costs, improving quality or timeliness of delivery, encouraging co-operation amongst work groups, enhancing adaptability and innovations, etc. In addition, they must not be pursued at the expense of other performance parameters. At the same time, the measures of performance selected should, to a large extent, be under employee control, and not influenced by external influences. Employees will be demotivated if their best efforts are offset by factors they cannot control. The unit, the performance of which is measured, should be small enough to ensure that workers can see some relation between their efforts and rewards. To ensure motivational effectiveness, the measures of performance should also be easily understood by the workers concerned, subject to ready verification if suspicions arise, and be calculable at frequent intervals. 4. Basis Depending on circumstances, performance awards may be determined on the basis of improvements over the previous year, improvements over a base period performance, or the maintenance of a high level of performance. Bonuses which become exceptionally large should be integrated into basic wages in order to avoid distortions in pay structures. Where necessary, it may be advisable to resort to procedures for stabilising bonuses of lengthening the period over which performance is calculated. 5. External Influences To the extent possible, the initial agreement establishing the scheme should specify how target performance levels are to be dealt with when their achievement is affected by external influences such as changes in. production methods, product mix and prices of inputs and outputs. 6. Distribution The rule for the distribution of bonuses amongst workers should be simple and widely supported. It may be based on wage rates or average earnings. Also, to discourage excessive absenteeism, bonus is sometimes varied with the number of hours or days worked. However, distributions in accordance with assessments of individual worker performance by supervisors may be problematic, especially if such assessments lead to significant variation in pay. 7. Equity There should be equal opportunities to earn bonuses, even though the performance measures may vary. In addition, performance targets should be set after a careful scrutiny of the historical behaviour of the measures selected. The quantum of bonus should be significant enough to evoke extra efforts. At the same time performance awards should not be so large as to put at risk a significant part of employee earnings for reasons beyond their control. 8. Safeguards Such schemes should not be substituted for wage increases that otherwise would have been granted or replace fixed wages with variable wages. Performance pay should supplement rather than replace existing wage bargaining arrangements and should not question the need to maintain basic wages at adequate levels. Perhaps of even greater importance in some contexts may be the need to give assurances to existing employees that productivity improvements would not place jobs in jeopardy. 9. Involvement and Communication Such schemes must be perceived as acting in the interest of employees as well as employers. Accordingly such schemes must be implemented in ways that convince employees that they will receive a fair share of the benefits derived from their extra efforts and their jobs will not be threatened. Schemes based on collective performance work more effectively when the scheme objectives and operation are explained in detail to all the employees concerned. The success of schemes depends to a large extent on the amount of effort given by management to consultation at various stages in the planning and design of the scheme, in the process of implementation and monitoring of results. In addition, the schemes have a better chance of success if employees are provided with full opportunities to present their ideas for bringing about improvement. Performance- linked schemes function most effectively when they are accompanied by a formal participative system that facilitates: (a) the transformation of agreed practical suggestions into actual changes in operating methods and procedures; (b) two-way communications at all levels on operating difficulties and general business trends. 10. Union Participation in the Design Performance reward schemes may work most effectively when worker representatives are given full opportunity to participate in their design and administration. Such involvement may facilitate comprehension and acceptance of scheme objectives. Moreover, workers may only fully trust the scheme if it has been elaborated in consultation and agreement with worker representatives and they are subsequently given opportunities to verify that awards is being calculated fairly. Also, the commonality of interests of workers and employers in improved productivity, performance, earnings and equity is likely to be much more apparent where pay systems are developed and elaborated in accordance with rules established through collective bargaining. 11. Review There should be a clear provision for modifications owing to changes in production methods or in prices or inputs or outputs. The effectiveness of all pay systems decays with time and the duration of schemes based on collective measures of performance are particularly short. Accordingly it should be foreseen that the basic parameters of such schemes would undergo regular periodic revisions. Indeed it should be expected from the outset that the collective performance measures and targets would undergo continuing change every few years in the light of the experience. ISSUES AND TRENDS There are many issues and trends occur in linking performance with reward system which are as follows:- 1. Level of Education The level of education of the employees, among other factors, will determine what type of scheme is likely to be easily understood by them and will motivate them. The nature of the business and the operations will also influence. Organisations in low cost manufacturing or which promote innovation, skills and higher performance or which are in service industries may need to consider different forms of performance pay. Their business and human resource management strategy will differ; the form and content as well as objectives of performance pay should be consistent with them. 2. Trade Union The chance of success of performance-linked pay will depend on the tradition of collective bargaining and attitudes of unions. While the negative attitudes hinder its introduction, the positive attitude considerably facilitates it 3. Organisational Culture Performance pay gives better results in organisations characterised by employee involvement and team spirit. A pro-active culture in the organisation is found to be valuable to performance and productivity. 4. Package of Monetary and Non-Monetary Incentives Performance pay is at best an element in the reward management and motivational system. Besides performance pay, it is essential to pay attention simultaneously to such aspects as re-organisation of work process, training, employee involvement and participative decision-making, opportunities to contribute ideas and knowledge, non- monetary recognition, career development and goal setting. 5. Rewarding Good Performance Rewarding good performance may include, among others, such mechanisms as cash awards, appreciation letter and certificates, training in reputed institutions, foreign travel, job enlargement and enriched roles, publicity in newsletters and membership of professional societies, etc. For higher effectiveness of performance-linked pays system, such reward mechanisms should also be used. 6. Performance Pay and Performance Management It is increasingly realised that performance is affected by a variety of factors. These factors, for instance, will include knowledge and skills which are developed through training, work attitudes and intrinsic rewards. These and other factors which affect performance are considered in the wider context of performance management and human resource management with performance pay constituting an element of it. 7. Caveats It is being increasingly realised that The performance pay systems should be designed to promote the kind of performance an organisation needs. It should, therefore, be integrated with human resource management strategy for better performance and growth of the organisation. The performance pay should underpin the organisations main values such as team work, creativity, flexibility and quality. The system should provide an impetus to and support the behaviour expected of the employees. Therefore, it must communicate to employees the type of behaviour to be rewarded and the way in which it will be rewarded. The reward system should be strengthened through re-organisation of work process and enlarged job responsibilities, training, consultation, communication and participatory system. Employees should also be consulted in the formulation of the plan. The criteria for determining performance should be objective, measurable, easily understood and related to what employees can control. The quantum of performance pay should be significant enough to be motivationally effective and its distribution should be equitable. The payment of performance pay should follow the performance as soon as possible and as frequently as possible. The performance level should be achievable; otherwise it will have a demoralising effect. The quantum of pay should be sufficiently flexible to absorb downturn and adequately reward when performance is good; it should also safeguard the minimum remuneration for the value of the job. QUESTIONS Q1. Explain what is performance-linked reward system? Q2. What are the various ways in which performance can be linked to reward system? Q3. In designing a performance-linked reward system, what considerations will you take into account? Q4.List out the various steps involved in designing a performance-linked reward system. Give an example. Q5. Examine the current issues and trends in linking performance with reward system.

The Assault: Part 1: Search For Victory :: essays research papers

I am a normal kid, well sort of. Everyone has those different things about them, for example: I fly planes, fence, and can perform geometry in my head. I am also a good shot with almost any type of gun. I am one of the best strategists in my school. Troon High School, the high school of Troon a town just north of Corpus Christi, Texas is one of the only schools in the state to have a fencing team. We have been the highest rated one in the state only the year I have been here. I am the second best, the best being another 9th grader, Drew Davis. Now, it's time to get to the story.I blocked a downward slash, then gave a weak thrust, mostly to give myself time to regain my balance. He moved back about two paces, I had gained ground. He still had one advantage over me, height. He always won using attacks from above. This match had been going on for about ten minutes, a very long time. The next thing he did surprised me, jumping high in the air; his foot came up and kicked my sword out of my hand. He thrust at me, but missed due to a backward flip on my part. As soon as I landed, I tried to kick his sword away, but his blade found the sensor above my heart. "Match over," the new scoring system announced, "Drew Davis wins over Justin Mills.""I'm still better than you, for all of your intelligence," he taunted at me.He always was trying to provoke a fight with me. Next was the self-defense class that our school was making required after what happened in Colorado. I guess they wanted students to be able to repel any future shootings. I personally think that teaching everyone to fight just gives them a weapon of their own. I hurried to class, yet was still late. "Remember," the teacher was saying, "if your opponent is armed, go for the hand. Never let the gun or knife aim at you. The best thing to do is kick the hand with the weapon."The teacher then proceeded to demonstrate the exact technique Drew used to disarm me in my last fencing match. It was almost the time to go to lunch when I heard Drew's voice come over the school intercom. "All students and staff, the school is now taken over.

Asian Culture and Healthcare Essay -- Healthcare

Culture is a very important factor to the Asian community. Their whole lives, from their religion, to how they interact with one another, to how they view health care is all dependent on tradition and beliefs. At the third largest majority group, there are almost 12 million Asian or Asian American people living in the United States (Spector, 2009, p 232). Of them, 10.2 million are just Asian, and 1.7 million are Asian mixed with one or more other races. Being Asian refers to having origins to the people from the Far East, Southeast Asia, or the Indian subcontinent. This area uses over 30 different languages and cultures, and has many different religions. One thing that they have in common is their belief in the religion and philosophy, Taoism. Taoism originated in ancient China from a man named Lao-Tzu. Tao has many meanings, including way, path or discourse. Spiritually, it is the way to ultimate reality, or the way of all nature that regulates heavenly and earthly matters. The Chinese believe that the universe is a vast entity, and everything has a definite function. Nothing can exist without the existence of another because everything is linked together, and is kept in harmonious balance. Health is the state of spiritual and physical harmony with nature. When this balance is violated, the result is illness. To remain healthy, those following Taoism believe that they must conform their actions to the â€Å"mobile cycle of the correspondences† (Spector, 2009, p 235). There are two main components to the important idea of traditional Chinese medicine. First is that the human body is regarded as a complete organism that needs to remain in harmony with itself. During sickness, the whole body is regarded, instead of just the affected ... ...r patients with different cultural beliefs, attitudes and health care practices. Knowing a patient's culture can dramatically improve patient compliance, care and earn patient respect. Works Cited Gupta, V. (2010). Impact of culture on healthcare seeking behavior of Asian Indians. Journal Of Cultural Diversity, 17(1), 13-19. Joswick, D. (2012). What acupuncture can treat. Retrieved from https://www.acufinder.com/ Acupuncture+Information/Detail/What+can+acupuncture+treat+ Spector, R. E. (2009). Cultural diversity in health and illness (7th ed.). Upper Saddle River, NJ: Pearson Education. Zhao, M., Esposito, N., & Wang, K. (2010). Cultural beliefs and attitudes toward health and health care among Asian-born women in the United States. JOGNN: Journal Of Obstetric, Gynecologic & Neonatal Nursing, 39(4), 370-385. doi:10.1111/j.1552-6909.2010.01151.x

How does Sylvia Fair create the character of Rosie in her short story, The Road Home? Essay

The Road Home by Sylvia Fair tells the story of Rosie a woman with an unnamed mental disability. The short story is about Rosie, tired of the abuse she has suffered at the hands of some delinquents, who taunt her almost every day. She decides to go to the police. The police tell her that the only way to deal with these boys is to charge them; sadly Rosie misunderstands thinking the â€Å"kind policeman† meant for her to literally charge the delinquents and desperate to please she does exactly that. Of course when she does this the policeman is not pleased and does not praise her; he is of course angry at her. The story gives a deep insight into Rosie’s mind and through her see the world in whole new light. As in reality it is almost impossible for us to understand what it would be like to live everyday life looking through eyes that see the world in completely different way. This is what is so attractive about Sylvia Fair’s short story; it gives us an insight tha t under normal circumstances we would never be able to receive. The Road Home opens with the words â€Å"A solid bulge appeared on the skyline of Penwan†¦Ã¢â‚¬  it is very rare in literature for a human being to be described as a â€Å"bulge†, but this opening description portrays Rosie as lacking humanity and the ability to convey complex emotions. However, this is not the case; as the story progresses the reader finds out that Rosie is like a child, she cannot understand complex emotions and her own emotions are simple. The author expresses this by employing short simple sentences conveying Rosie’s feelings such as â€Å"She felt clumsy.† Rosie’s interpretation of things is childlike. She seems to have picked up the lessons from her childhood and misinterpreted them. Things such as upon breaking her glasses the reader is told â€Å"no matter how much she washed them they still remained broken†. Another example is when a car passes her response is â€Å"to watch, to listen, to smell and to think† which brings to mind â€Å"Stop, Look, Cross.† She always takes things people say literally. This is a cause of a great deal of frustration for Rosie. She desperately tries to do what is asked of her, for example her experiences in school â€Å"Little Rosie squeezed the pencil between her fingers and pressed as hard as she could, so hard that the point broke and the paper tore. And still the teacher nagged her to try harder.† I find this extract incredibly poignant. That sentence alone conveys Rosie’s sufferings, her desperation to please those around her and her frustration when she fails to do this. Rosie is very loyal to her Beret and her Wellington as a child is loyal to a treasured teddy bear. She almost relies on them â€Å"she held her beret down to keep the thoughts in† and â€Å"her wellingtons wouldn’t let her leave.† I think the best way to explain this is that Rosie can not see her brain and the beret is the only thing that seems to make sense to her. In the story, as Rosie’s confidence grows she starts to rely on the wellingtons less and less and when towards the end of the story when she loses that confidence she quickly reverts to relying on her wellingtons again. In my mind it almost as if her beret and wellingtons have some kind of parental charm to her, it as almost as if in the absence of her parents she turns to the wellingtons and the beret for protection and care. Rosie is unable to multitask. This is shown when she is conversing with the police. She gets very upset because she is unable to keep up with everyone shouting at her from so many angles that she can’t cope with it and blocks it all out. It is only when she is spoken to kindly and gently that she is able to calm herself and take in the information. Fair does not give much description of Rosie’s appearance at all. We know she’s big, as she is described as being a mountain and a great bulk among other things. Though reading the story the reader gets an impression of her taking pride in her appearance. She takes great care of her wellingtons and her beret, although she has tied the belt rather than buckling it again suggesting her inability to perform tasks most adults take for granted. even though it is suggested she lives in a fairly deserted way I think this is not because she does not like company, but maybe because she does not have the confidence and that she finds it easier to converse with only animals and her beret and wellingtons. At the end of the short story the Road having gained an impression of Rosie’s character and her day to day struggles, it hard not to feel certain empathy towards Rosie. Sylvia Fair affectively describes her desperation for companionship and how the community that she lives in rejects because of her disabilities. Rosie’s story is tragic in the fact that because of her disability she is unable to convey her feelings to those surrounding and therefore must live her life in isolation.