Usefulness of participant observation to sociologists Essay Example for Free

Usefulness of participant observation to sociologists Essay Using information from the items and elsewhere, assess the usefulness of participant observation to sociologists. Participant Observation is a method of data collection that takes advantage of the human ability to empathise. It is often most useful to interpretist sociologists, as the data gathered is usually qualitative, and the research is invariably low in reliability. It is also high in validity, as the information is shared in a trusting environment. However, it is important to remember subjects may exaggerate for sympathy or to boast. There is a lot of depth and interaction involved in participant observation, therefore the data cannot be turned into measurable statistics. This is good for a sociologist using a micro, or bottom up approach, as they require feeling and opinions rather than numbers, as with positivists. Having said this, Emile Durkheim regarded suicide as a social fact, and used suicide statistics as hard evidence to explain a persons behaviour. Participant observation is adopted by sociologists aiming to discover the nature of reality, and get involved with other peoples interpretation and understanding of particular social environments. Thus it is sometimes referred to as a naturalistic method. Researchers want to put themselves in the shoes of another way of life, to get to the heart and live it as it is. Participant observers face many difficulties in getting accepted by the group they wish to study, especially if they use a covert approach, as trust has to be gained and the researcher must ensure they blend in, and not arouse suspision. Getting discovered would not only cause trouble, and even gage violent reactions, but would also waste a lot of time and money spent on the observation. For example, BBC reporter Donal Macintyre put himself at risk when he studied football hooliganism, or more specifically, the Chelsea headhunters. In order for him to get accepted by the group, he had to do a lot of background research using secondary sources. Not only this, but he had to to ensure his appearance and the way he acted was the same as the other hooligans. This conforming included getting a Chelsea tattoo, and even learning how to swear and smoke properly. Although this process is time consuming, and even drastic, the results he gained led to the arrest of several of the men, and exposed this behaviour. However, he put himself at great danger, as he could of been found out at any time, and was fully exposed after the programme was shown on TV. Therefore it is important to weigh up the pros and cons of participant observation before a sociologist decides on their method. The sociologist gains very in depth data by getting their information first hand, yet it is impossible to make generalisations from this data as it is usually a very select group of people, who may not represent the wider picture. Participant observation is usuful for those who have a particular interest in a subject, as they would get to see the world through the eyes of those people. Also, an interest is important otherwise the research may be half hearted and the researcher would likely know what to look for. Participant observation is a very useful, and possibly the only way of gaining access to a group involved in criminal or other socially unacceptable acts. For example, James Patrick (1973) covertly studied a Glasgow gang. No other form of research would have gained such in-depth results. Even an overt approach would not have been suitable, as the knowledge of a reaseacher in their gang would probably have changed their whole behaviour, and it would have been very difficult for James to get access into their gang, and impossible to gain their trust. The gang would never admit to these acts in questionnaires or other forms of research, as they never had to answer anything to James, he just went along with what they did. A similar situation is William Whytes study of a street corner gang in Boston. He became a member of their gang, and learnt that asking questions often resulted in the subjects closing up to him. Instead he listened, and found out more that way than if they had answered his questions. This shows how useful participant observation is to sociologists, as information can be discovered that would never have occurred to them in another form of research, and correlations can be made within their social group. For example, Donal Macintyre discovered a link between fascism and football hooliganism, which he may not even have considered before his observation. In important factor to keep in mind is the ethical issues involved in covert participant observation. It should only be fair that people give concent to their being observed, yet this knowledge may affect the results. Sociologists should bare in mind how their research could affect the lives of the subject and their families. Laud Humphreys studied homosexuals by acting as a gay voyeur or a watch-queen in toilets. He then got some of the mens addresses and a year later interviewed them as part of a heath survey. This may be seen as highly unethical, as he is getting involved in the families of his subjects. Polsky researched pool hustlers overtly in 1971. Polsky was against covert research: You damned well better not pretend to be one of them, because they will test this claim out and one of two things will happen: either you will get sucked into participant observation of the sort you would rather not undertake, or you will be exposed, with still grater negative consequences. You must let the criminals know who you are and if it is done properly it does not sabotage the research. With participant observation comes the problem of how to record findings accurately, in a way which is unbiased and accurate. Donal Macintyre used a covert camera to record his findings, which could then be transcripted and studied. This meant Donal was not relying on his memory, and personal interpretation did not get in the way of his results. Field diaries are often used by sociologists. Erving Goffman used a field diary in his study of asylums. He wrote down his findings at the end of the day. It is clear to see the obvious problems of accuracy here, as he may forget vital things, and his personal ideas will affect the way he interprets things.

Reflection On Leadership And Management Skills

Reflection On Leadership And Management Skills This essay will be used as a tool to critique and improve my leadership and management skills as this is essential to the changes that are needed in the NHS improvement plan. In this process I have identified my leadership strengths as well as my development needs. I have used self assessment and feedback from colleagues in the form of my managers, peers and direct reports. I have also reflected upon my vision and style of management and further identified areas that can be enhanced into making me a more versatile leader as this is important to the NHS modernisation programme (DH 2000). With this information I have formulated an action plan that is SMART (Specific, Measureable, Action Oriented, Realistic and Time bound) (NHS Leadership Qualities Framework 2002). Leadership is essential and central to the current NHS modernisation programme. In fact the department of health quotes anyone working in the NHS regardless of their position, grade, qualification or place of work, may be a leader or agent of change and improvement (DH 2001). In simple terms the department of health is looking towards its own staff to develop and deliver their NHS improvement plan and are looking for visionary staff at all levels of experience (DH 1999). The changes that I have had to lead and am currently leading have been driven by reducing waiting times for new case patients as well as implementing the 18 week Pathway from referral to treatment (DH 2006). Other drivers for change and improvement have been the implementation of the Choose and Book system, whereby patients are invited to choose where they are referred and given the option of booking their appointments. The reason for these changes on a whole has been to provide a faster, more user friendly and convenient access to care for patients requiring treatment (DH 2005). My professional title is Head of Orthoptic Services which is an allied health profession. I have to provide clinical leadership whilst ensuring a comprehensive and equitable service is provided that is responsive to changing needs, that is flexible to change and has to directly follow department of health guidelines and changes. My leadership role is to manage and develop the Orthoptic Services within the framework of national guidelines and ensure that effective communication across 3 hospital based departments, out-reach clinics, special schools and screening clinics is adhered to, to enable effect change. Within this role I am met with challenges that are set from management levels above me that I have to react to within my sphere of influence. These may include financial management, staffing levels, waiting targets and service developments in line with the NHS improvement plan (DH 2004). In providing these changes the challenges that I face are mainly down to financial constraint s and staffing levels. Staffing levels are always an issue since our department lost a member of staff due to recruitment and retention, and as a method of cost savings the post was dissolved. Conflict is often an issue as change is at this time frequent and often initially met with resistance and negativity; I myself can initially have these reactions and project them. My personal vision of leadership is to be a transformational leader. This type of leader has the skills to share their vision, motivate their team and gain commitment, which will as a result inspire performance (Bennis, 2003, p 31-46). I am keen to motivate my staff by giving them objectives that I feel are appropriate and within their capabilities; this gives them a varied, inspiring work life and will broaden and increase their interests. This has been highlighted in my LQF feedback which I will discuss in greater detail later. I feel this is also how the department of health envisions how leadership will carry forward their NHS improvement plan (DH 2001). However, this is sometimes not always possible and in more challenging times I can become more of a transactional leader. I feel sometimes when I have to pass on objectives that people are resistant to, then reward and punishment which is characteristic of transactional leadership comes into force. One example of this was when a member of staffs competencies was called into question due to consistently producing clinically inadequate test results. My leadership philosophy is to be a leader who has inspirational qualities and to be credible. This should involve being approachable, hard working, trustworthy, competent and supportive. If I am able to fulfil these criteria then I feel I will have credibility as a leader and or manager. This is what followers expect of a leader (Kouzes and Posner, 1997, p 19-31). The reason for this is because a confident and competent leader will have the ability and capabilities which will be obvious to their followers. They will be able to share their vision which will inspire the staff to follow in their footsteps. To be a successful leader it is important to self assess and understand about self-knowledge. If one is able to identify their strengths and any areas for development, this will result in being able to set realistic parameters and be able to capitalise on their strengths, interests and capabilities (Bennis, 2003, p47-64). I have therefore completed an assessment of myself by using the NHS Leadership Qualities Framework 360 Feedback assessment tool (LQF). I have also completed a shortened Myers Briggs Type Indicator (MBTI) to identify my personality type. The LQF is based upon research with over 3,328 participants and is evidence based grounded research with 150 NHS Chief Executives and Directors of all disciplines. This makes it a robust form of assessment (NHS Leadership Qualities Framework 2002). . My criticism of the LQF would be that you have to carefully select who you feel is able to fill it out in a critical but positive way. I feel that if this is not done it has the ability to skew the percentage scales especially if there has only been small numbers of participants in each group. This creates statistically insignificant results. Finally some of my direct reports felt that the language and questions were quite technical and needed some form of political astuteness and management knowledge, therefore making it difficult to fill out completely accurately. I have been able to identify key qualities from the LQF which not only fit in with my leadership philosophy but in my role as a leader. Some of these qualities I had no idea I possessed. I appear confident and am approachable, supportive, motivated, focused, determined and a good communicator. I also have the will to see service developments; this is key to the Department of Healths modernisation and improvement plans (DH 2000). These qualities have been identified by my managers, peers and direct reports. Some of these qualities fit in with being a transformational leader which is clearly what is important to the department of healths improvement plan. Interestingly some of my needs for development have been identified as not being self-confident, not dealing with disciplinary needs and identifying slipping standards, these development needs all point to a more transactional form of leadership or the more management orientated tasks. This process (LQF) has forced me to be far more critical and reflective of myself. It has been uncomfortable at times as some of the feedback has been quite damning of my leadership style, however it is apparent that this is an anomaly in the process and not the general feeling from the rest of the participants. It has highlighted to me key strengths that I have aspired to possess, and it has clearly highlighted areas needed for development, some of which I feel I may have been subconsciously aware of. An example of my strengths directly ties in with the department of healths NHS modernisation programme quote: Anyone working in the NHS regardless of their position, grade, qualification or place of work, may be a leader or agent of change and improvement (DH 2001). A number of direct reports state I delegate duties well which allows people to expand their own role in the department. This creates new challenges for people which maintains motivation (LQF page 44). Other comments relating to this go on to state this makes people feel valued, able to branch into other areas of expertise and helps to retain staff. In this process I have been able to clearly identify key qualities and strengths; however, in order to become a more effective leader some development needs have been identified. In order to achieve this I have created action plans for three areas I would like to work on. Firstly to improve my time management skills, my next plan will be to develop the ability to confront colleagues in a self managed way and finally to increase my self confidence. (Appendix 1) To enable myself to improve these development needs I have formulated action plans for each. I am going to attempt to use ideas and recommendations from professional consensus but also from the likes of Bennis, Kouzes and Posner, Tracy and Covey all advocators of personal development and leading experts in leadership. My first action plans objective is to improve my time management skills. The rationale behind this is because poor organisation and time management creates a negative outlook for all groups of people I work with, my peers, direct reports and my managers. It has been stated in the LQF that it sets undesirable standards to others. Also objectives can be left too close to the deadline which then creates a rushed and poorly planned outcome which can directly affect the quality of the project. Ultimately the deadline can be missed if other tasks make me have to digress from the original task. Furthermore people have identified that I need to improve my long term planning and see the bigger picture, however, this is difficult if I am constantly dealing with the day to day urgent tasks or Fire-fighting as quoted by a peer. Having reflected upon my style of leadership and identifying a quality I possess, approachability, I also feel this can hinder effectiveness. I currently operate an open door policy and try to be approachable. This causes frequent interruptions and digressions which puts pressure on myself and creates difficulty reaching deadlines. The strategies I am going to explore are based around Stephen Covey and Brian Tracys methods of improving personal effectiveness. Before I set about this I feel I will have to reduce the potential unnecessary interruptions and digressions. Firstly I still want to remain an approachable leader with an open door policy, this, my staff felt was a strength, however, I feel that if I restrict access I will have more uninterrupted time which will make me able to work for longer periods of time and thus reach goals and objectives far more effectively. My first step is to simply close my door between certain hours and ensure that people are aware that if the door is closed I am not available, but I will make staff know that I am available between the hours of 08.00 09.00 (dependent on start time), 12.00 13.30 and 16.00-17.00. The next step will be to improve clarity; this is the most important concept in personal effectiveness, if I have absolutely clear goals and objectives, this should improve my productivity and prevent me procrastinating (Tracy, 2004, p7). Ideally I will start to document what it is I want to achieve since this will enable me to visualise what it is I am aiming for. During this process I will set a realistic deadline to achieving my goals, this will give the objective urgency. I will plan ahead, again documenting what needs to be achieved. Finally, something I rarely do will be to take action on the plan immediately (Tracy, 2004, p7). The next step will involve building upon my clarity and identified goals and objectives and will involve planning ahead by working from a list. A short time making a plan of the day ahead will in the long run save time. Therefore I am going to list the tasks or objectives that need to be achieved monthly, weekly and daily, and as I have achieved an objec tive I will cross it off. Tracy (2004, p14) explains that monthly and weekly lists increases effectiveness and efficiency, and ultimately improves motivation and drive since you are able to visualise your achievements. It is this sense of accomplishment that generates forward motion. This strategy will be a very useful evaluation tool as it will enable me to assess my progress and achievements. This plan of action also fits in with the Quadrant II theory where I need to balance my working life between urgent and important issues (Covey, 2004, p150). There are four quadrants (I) important and urgent (II) Important and not urgent (III) not important but urgent and (IV) not important and not urgent. Currently if I reflect upon my practice and what has been highlighted in my LQF I am working in quadrant I. Jerry spends most of his time fire-fighting at work i.e. he is constantly dealing with the immediate problem rather than getting on top of things and looking ahead and planning bette r (LQF, p47). This affects my drive for improvement which is key to the NHS Modernisation and Improvement plan (DH 2000). Covey (2004, p152) states that this leads to stress, burnout, crisis management and fire-fighting and therefore lead me to be far less effective and efficient. The idea is to work more in quadrant II where I am dealing with important but not urgent tasks, if I can achieve this then this will impact on having to deal with the urgent and important tasks that prevent me from planning ahead and driving for improvement. Furthermore if I can get into quadrant II, less and less tasks will be urgent and important. An example of a problem that exists at the moment as a result of poor time management and dealing with urgent and important issues all the time is patient discharge letters. I am unable to sit for any length of time and write them, they are therefore mounting up and compounding my inefficiency. If I were to list them on my weekly schedule, then I will be able t o visualise the task needs doing. Therefore if I can eliminate the pile that exists, it will be easier to stay on top of the task, one letter at a time is easier and more effective than having to sit down and write ten. Therefore my evaluation tool will be to constantly review my task lists and assess my achievements and work on the objectives that are left outstanding. The second action plans objective is to look at developing my ability to confront members of staff at all levels in a self managed way. The rationale behind this is because confrontation at work occurs at all levels, meaning that I have to manage confrontation with my peers and direct reports. Confrontation and conflict appeared frequently in my LQF assessment, with comments suggesting I shy away from it, bury my head in the sand, let standards slip rather than deal with confrontation and do not deal with disciplinary issues to avoid confrontation. These comments were particularly used by my peers and direct reports. All this fits in with the difficulty I have dealing with conflict management. Conflict is likely when the work place has staff of varying backgrounds (Outhwaite, 2003, p347-375), for example professionals versus semi professionals, which can then lead to perceived status differences making joint working far more difficult. One of my peer comments was to do with the perce ption that my staff controls me and that I have little control over them. Though I disagree with the majority of this statement, there does appear to be some obvious perceptions within my peers that this is in fact the case. The strategy to improve on my ability to confront colleagues in a self managed way will concentrate on conflict resolution. My role as a leader is to identify, explore and resolve issues that may be causing conflict, this may be uncomfortable but can only be achieved with perseverance and some degree of risk (Outhwaite, 2003, p347-375). Confronting my direct reports would be the logical first step, the reason for this is the feedback I received from my peers, suggesting they (direct reports) control me. My own direct reports suggested that I dislike confronting them when standards are slipping or when disciplinary issues need resolving (LQF, p 44-45). Return to work interviews after sickness are left or not done, these by no means are a disciplinary action, however if they are not done it gives the opinion that I do not care. In line with improving my time management skills, my intention is to immediately list the interview down on my schedule, so that I can visualise the need to do it. If clinical case note standards slip, then I should deal with them immediately also. There was a case when a colleague had written highly inappropriate comments in clinical records that were brought to my attention. I procrastinated far too long in dealing with this, so that when I did eventually confront the member of staff I was me t with hostility Why did you not speak to me months ago. My staff members were aware of the issue and were uncomfortable that nothing had been done. If feel if I had exercised better assertiveness and had identified, explored and resolved the issue earlier then the outcome would have been more positive for me and my direct reports. I feel the longer issues are left, the more I worry and become less in control. When it comes to the confrontation, I am tense, uncomfortable and out of control. The quicker I can explore and resolve the issue the easier it will be to deal with and I will be moving towards a more self managed way of dealing with confrontation. Furthermore the quicker I act on these types of issues the more it will be a self managed style of leadership, as it will prevent me from being pushed into dealing with confrontation by my direct reports and peers. Managing confrontation with my peers will employ a more open and honest form of communication (Covey 2004, p 202). Through my LQF and reflection I have identified that with my immediate peers there is differing professional backgrounds and probable peer resentment. It is clear that with both parties small issues and annoyances have been left to fester. This then leads to an escalation of bad feeling and antagonism between us all. With the differing professional backgrounds there has always been a differing level of expectation across the workforce. Covey (2004, p 201-202) examines dealing with the issues head on by arranging a series of meetings to mediate and resolve the existing issues and promote a more open and positive working relationship. By taking these steps myself to deal with the current situation, I will be self managing confrontation and will not be forced into having to deal with issues by outside pressures and necessity. Evaluation of this action plan will again be in the form of scheduling and crossing off achievements, but also reflecting upon the experience. Rule: Continuous learning is the minimum requirement for success in any field (Tracy 2004, p52). If I can maintain a diary reflecting upon conflicts that have been resolved and concentrate on the problems and not the personalities then I will be moving towards a self managed way of dealing with confrontation. I will be forcing myself to learn from my experiences and be able to identify successful and less successful outcomes and identify why these exist or what it was that was different between each confrontation. I will reflect upon the use of some of my strengths identified in my LQF. Confidence but not arrogance, highly developed communication style and being able to listen, these are all important in dealing with conflict management (Outhwaite, 2003, p 374-375). My final action plans objective will be to increase my self confidence. The rationale behind this is very personal. Already through my LQF assessment I have learnt that people mostly perceive me as confident and having motivational and inspiring qualities, however, my own personal confidence levels are very poor. Fear of change, conflict and failure is a barrier to my confidence. The LQF assessment showed a very low score for taking calculated risks, this does not surprise me since my direct reports and peers are very unforgiving when it comes to poor judgement and change, even if it was justified. One particular peer is very judgemental regarding failure and slipping standards. My time management skills are in need of further development and a sense of not achieving the balance between non urgent and important tasks (Quadrant II) and constantly dealing with immediate issues constantly chips away at ones confidence levels. Not being able to achieve positive outcomes in conflicts and confrontations needs to be addressed. The more I can succeed and develop the win/win habit the better my confidence will become. It is not about winning confrontations and moving forward my way, but more that agreements and solutions end with a mutually beneficial or satisfying outcome (Covey, 2004, p207). My strategy to improving my self confidence will start by formulating organisational plans and task sheets. When I achieve an objective or project I will cross these of the list and highlight it as an achieved small win (Kouzes and Posner, 1997, p 242-265). This creates momentum and the sense of achievement as previously discussed. I will rate key results on a scale of one to ten and identify strengths and weaknesses, the weaknesses can be used to further develop. If I learn from these weakness and train further this will eliminate the feelings of inadequacy and the lack of confidence I have (Tracy 2004, p 51). Key results or completed projects can be discussed with colleagues and appraised by my manager (Tracy, 2004, p 35-40). All these achievements that I have previously never reflected upon will start to give me a sense of confidence and accomplishment I have never previously thought about. On reflection I have assessed my achievements more on a win/lose scenario, but the more I c an work towards the win/win habit (Covey, 2004, p 205-234) and pass this on to my direct reports the more I am likely to succeed and become self confident. My direct reports tend to assess accomplishments using the win/lose way, and therefore anything that is achieved must have the outcome of us having won the battle, it is not surprising that this promotes the lack of confidence and a feeling of inadequacy I have. Evaluation of this action plan will be to more frequently assess my achievements and accomplishments (Kouzes and Posner, 1997, p 242-265). This will involve assessing my task sheets and my organisational plan which will be done on a daily, weekly and monthly basis. This will help me visualise the tasks that have been completed. The rating of tasks and further training can be assessed by looking at the ratings and assessing if they are improving. This will enable me to build my self confidence. Conflicts and confrontations can be reflected upon and I will be able to better understand the concepts behind win/win. If I can self manage the confrontations and aim for win/win, not only will I be achieving mutually satisfactory benefits and outcomes, but this will be working towards building my self confidence as more and more tasks will be achievable. It will also improve the interdepartmental conflicts and possible peer resentment that has been evident since my LQF. To conclude, it is obvious that all my action plans link into each other. As I become a more effective and efficient leader, then my peers will have less reason to resent my management style and pressure me into acting upon issues that are troubling them. This will then have the effect of lessening conflicts and confrontations. Furthermore, as I improve my time management skills and lessen the confrontations that occur, this will start impacting on my own self confidence. My own self confidence is directly affected by poorly self managed confrontations and an increasing number of tasks that are left undone or incomplete. It is obvious from my strengths that I have the ability to carry out these action plans and that my staff members are more than willing to take on tasks that are suitable for them as they state this makes people feel valued, able to branch into other areas of expertise and helps to retain staff. The Department of Health is looking for visionary staff members that are able to implement and carry out their modernisation plan. As my leadership skills improve I will be more effective in leading change and envisioning improvements becoming the embodiment of the Department of Healths modernisation and improvement plan.

Identity and Independence in The Yellow Wallpaper by Charlotte Perkins Gilman :: Yellow Wallpaper essays

Although "The Yellow Wall-Paper" is fiction, it can be considered almost like Gilman's autobiography since Gilman's life seemed to parallel her main character's life.   What Gilman was trying to express in this work is women's fight for identity and independence (professional work) which are stripped from them by marriage and motherhood. (p799)   In the story, a woman who just gave birth had some complications which resulted in her so called "hysteria" or nervous condition.   She's not allowed to do anything but stare at some yellow wall-paper until she ultimately   loses her mind. The narrator, who will be referred to as Gilman for simplicity's sake, is a   writer who is unable to write due to her motherhood.   "I did write for a while in spite of them; but it does   exhaust me a good deal-" (p801)   It was this motherhood that brought her illness so she couldn't write.   This shows how just being a woman is difficult to have a career.   Her husband, John, always tried to keep her in her room without anything to do but recover from her illness.   Without anything to do, especially her writing, Gilman saw this as being held back from becoming her true self. "John is a physician, and perhaps ...perhaps that is one reason I do not get well faster." (p801) She had to be sneaky about writing or else John would find out.   "-having to be so sly about it, or else meet with heavy opposition." (p801)   Because of this "prison" that she was in,   Gilman started to see images in the yellow wall-paper that she stared at day-in and day-out. The images she "saw" were a woman, and then women trapped behind the yellow wall-paper.   "The woman behind shakes it!   Sometimes I think there are a great many women behind... Then in the very bright spots she keeps still, and the very shady spots she just takes hold of the bars and shakes them hard." (p809)   The image of the woman and women is how Gilman feels about her and every other woman during this time period.   By being a woman and married, she became sick and imprisoned much like her women images. The bars that the woman shook are Gilman's motherhood and marriage; her freedom would be her independence from John and her writings.   At the end of the story, John faints at the site of Gilman "creeping" around the

James Joyce :: essays papers

James Joyce In the Portrait of the Artist as a Young Man, James Joyce creates a deeply personal and emotional portrait to every man. Joyce’s main character, Stephen Dedalus, encounters universal feelings of detachment, guilt, and awakening. Rather than stepping back and remembering the characteristics of infancy and childhood from and adult perspective, Joyce uses the language the infant was enveloped in. Joyce also uses baby Stephen’s viewpoint to reproduce features of infancy. In Joyce’s first chapter, crucial characteristics of Stephen’s individuality are established. Stephen’s first memory as a child begins with storytelling. â€Å"Once upon a time and a very good time it was there was a moocow coming down along the road and this moocow that was coming down along the road met a nicens little boy named tuckoo†¦Ã¢â‚¬  (Portrait, 7). From the start, Stephen’s lines are riddled with poetic sound and rhythm. Joyce demonstrates Stephen’s control over words with the baby’s first stream of consciousness. As Stephen’s thoughts continue, Joyce inflects the baby’s relationship to each of his parents through imagery. â€Å"His father looked at him through a glass. His father had a hairy face† (Portrait, 7). The glass that the father uses to look at baby Stephen is the very glass that keeps the father and son separate throughout the novel. Although the glass should aid Mr. Dedalus to see Stephen more clearly, closer up, the glass limits the father’s mind and perceptions. As Stephen grows older, the two literally view each other through the beer glass raised above Mr. Dedalus’s chin. Similarly, his father’s hairy face visibly separates the two. Mr. Dedalus exemplifies the standard man, one who loves sports, drink and women. Stephen’s enjoyment of words and lack of facial hair help him later understand how foreign and different he is from his father. Despite the lack of affection between Stephen and his father, Stephen shares a fondness for his mother. â€Å"His mother had a nicer smell than his father. She played on the piano†¦he danced† (Portrait, 7). When Stephen wet the bed she even â€Å"put on the oil-sheet. That had a queer smell† (Portrait, 7). Because of the affinity Stephen developed for his mother as an infant, the queer smell of urine brings Stephen comfort. This comforting, childhood association is attributed to the Freudian theory developed prior to the novel.

The Affirmative Action Debate Essay example -- affirmative action argu

The Affirmative Action Debate    Most Americans desire a colorblind society. A society where individuals are judged upon merit, as opposed to the color of their skin. That is the reason Affirmative Action was birthed by Lyndon B. Johnson in 1964. That is also the reason that Proposition 209 was voted for in 1996.   These two historical events are driven by the desire of equality.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   What is Affirmative Action?   According to Geraldine Leshin, it is "Taking positive or active steps to accomplish the public policy goal of equal employment opportunity."  Ã‚   What is Proposition 209?   Its a new law that has been passed that "prohibits the state of California and local governments from discriminating against or granting preferential treatment to any individual or group on the basis of race,   sex, color, ethnicity or national origin in public employment, public education or public contracting (San Jose Mercury News)."   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Affirmative action was implemented for important reasons.   "Broadly defined, affirmative action refers to efforts to increase educational and employment opportunities for minorities and women.   More specifically, it applies to various programs and policies designed to increase the number of minorities and women hired by government and industry and admitted into colleges and universities."(Faundez, 213)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Affirmative action is important especially in the work force. Before affirmative action, minorities and women felt, and seemed to be, discriminated against being chosen for the job.   Affirmative action was to help with the "increasing of opportunities for those that were previously discriminated against"(Lemann, 145).   Affirmative action   was created to not only help Black-Amer... ....    Leshin, Geraldine (1979).   Equal Employment Opportunity an Affirmative Action in Labor-Management Relations A PRIMER.   Institute of Industrial Relations:   Los Angeles, Tab H.    Mendoza, Ryan (1996).   Affirmative Action remains the American compromise. The Yale Daily News, Internet.   Available: http://www.townhall.com/columnists.duplantier/dul112195.html (1996, October 4).    Mills, Nicolaus, ed.   Debating Affirmative Action:   Race, Gender, Ethnicity, and the Politics of Inclusion.   New York:   Delta trade Paper-backs, 1994.    Proposition 209 and Affirmative Action (1996).  Ã‚   San Jose Mercury News. Available: http://www.sjercruy.com/news/breaknws.htm    Rockwell, Paul (1996).   Angry White Guys For Affirmative Action. Available:   http://www.dnai.com/~awgfaa/html/angry.html (1996, October 4).

Netflix Study Case

As we all know Netflix is known as one of the largest online providers of movie rentals today with a wide array of selections and almost 7 million subscribers and has become very successful in the movie rental industry over the years. 1. As stated in the case study because of the U. S copyright law requires streaming rights to be purchased from TV and movie studios before being downloaded. Netflix needs to find a way that can benefit both them and the studios in order to better suite their needs financially.Netflix can generate cash that the company needs to pay off the studios by deciding that instead of offering the streaming service for free, they should incorporate their streaming videos with their current DVD rental plans allowing their customers to have the option to do as they please. For e. g. Netflix should charge their customers an extra $4-$6 on the current plans like the cable companies would normally do. 2. Netflix can convince the studios that they’re not competi tors so they will agree to license their content by starting a partnership with them.Netflix along with the studios can partner together and grow a friendly business relationship so that their business can run and operate smoothly and be successful. For example Netflix can partner with Universal Pictures in which both of the companies can profit. Netflix can also have the advantage of having Universal Pictures provide them with the license, that way they can still generate profits and can put it towards other company’ goals. 3. Netflix should address their organizational challenges wisely because businesses tend to grow and a company can either benefit or not by hiring more employees.If Netflix decides to hire more employees it is up to the executive team to manage them well and make sure the company can afford the amount of workers they want to hire. Hence, they will not have to layoff or fire as many staff when they have yet to reach their particular goals. 4. Netflix is a rapidly growing company, the CEO Reed Hastings and his executive team should devote a lot of time into hiring. The role of the managers is to be responsible for overall direction of the organization.Therefore, it is their duty to set out a plan for Netflix that includes the company’s organizational goals and how they want to achieve them. They have to make a decision on what jobs and tasks will be made to help benefit the company and who will be recruited to work for Netflix. 5. Being located near the Silicon Valley, which is near to eye capturing companies that may attract top talent, ideas Netflix can come up with to inspire and motivate future employees are as follows. A well paying salary is what mainly captures the attention of persons willing to work for a company.Therefore Netflix should provide competitive salary structures for its employees. In order to provide great organizational culture Netflix should view their employees as a great value to their business and sho uld make sure their comfortable in their working environment. Employee’s performance can be based on their work surroundings so it is important for them to feel welcome. Netflix can provide perks for their staff such as in door gyms, on site massage therapy, free food, and great vacation packages, just to name a few.

Neolithic Revolution

The neolithic vicissitude is the single n archaean important motivateion in clement enter beca enjoyment it created civilization, essential factory farm, and youthful inventions were do to give birth living easier. Although near battalion whitethorn resist with this statement, on t palpebra point is actual evidence that slew prove it to be correct. During the term when archaeozoic clements traceed and gathitherd, they would constantly leave to move to different locations. This is be pro huge the living organisms that were hunted would cloy discover and there would be slide fastener lots to gather this overly ca hired starvation.When the unmans started development market-gardening, they would produce their give birth aliment and that increase the creations so bigger settlements started to form. Soon, there would be a whole civilization because there was a surplus amount of forage that was bad. Also, the citizenry that ext shoemakers finishe d the farms came up with new and inventive inventions that would help them in their daily work both(prenominal) of these inventions atomic number 18 still use now. When agriculture was first used, some of the huntsman gatherers had no choice to use it because nutrient was remarkable.However, when they did use it, they enjoyed it, causing hem to demand to stay with the method. the great unwashed started to build their own communities where cattle were raised and crops were grown. So oftentimes victuals was available that they did not micturate to worry active the starvation of the volume. Since there werent a lot of Jobs that needed to be completed ( alike hunt or gather) nation lived a to a greater close peaceful aliveness sentence with agriculture to help supply their famish needs. In my opinion, civilizations were created because agriculture brought good deal in concert and helped them live an easier impression.Agriculture was so momentous that, I imagine, humane society wouldnt be where It Is today. During the neolithic times, early humans needed to do ponderous laboring for long hours. So they were alship backs archetype trying to find a counsel to make It easier from them to do their Jobs. For example, In the root of the Western Tradition reading, when prepping the exclusively for the crops, the pot would need to do that with a dick using their own hands. Until they nominate out that monolithic animals could help do the Job twice as fast.Also In the reading, humans discovered to a greater extent ship bathroomal to use the animals or else of for feed akin for clothes and for tools. These Inventions lead to much(prenominal) tidings In the communities, Like complaisant classes and to a greater extent Jobs for some an separate(prenominal) people. Even though our time has advanced, people, Like farmers, still use a version of the tools that were created In 8000 B. C. The neolithic vicissitude Is a big debate whether It helped the human race or harmed It. Even though there be cons to the novelty, I rec every last(predicate) that the pros atomic number 18 stronger than the negative affect that It odd.The transformation lead to more(prenominal) excelled people and easier lives for everyone, who knows where the man would be today If agriculture was not created? Furthermore, I strongly bank that agriculture was one of the single to the highest degree alpha achievements In human report and hat society today would not be the same without It. Neolithic vicissitude By stairs wouldnt be where it is today. Hours. So they were of solely time trying to find a mode to make it easier from them to do their Jobs.For example, in the Roots of the Western Tradition reading, when prepping the stigma for the crops, the people would need to do that with a tool using their own Also in the reading, humans discovered more rooms to use the animals p linkably of for food like for clothes and for tools. Th ese inventions lead to more cognizance in the communities, like social classes and more Jobs for other people. Even though our mimer has advanced, people, like farmers, still use a version of the tools that were created in 8000 B. C.The Neolithic whirling is a big debate whether it helped the human race or harmed it. Even though there argon cons to the revolution, I believe that the pros ar stronger than the negative affect that it left. The revolution lead to more civilized people and easier lives for everyone, who knows where the world would be today if agriculture was not created? Furthermore, I strongly believe that agriculture was one of the single most important achievements in human tale and that society today would not be the same without it.Neolithic Revolution tour archaeologists are agreed on the intimation of the Neolithic Revolution, it has not been so elementary to determine whole when food proceeds began. In the first place, the classification of food turno ut is dep finishent on our perceptive of tameness, an indefinite concept itself. Domestication drop be distinct as the exploitation of implants and animals by humans in much(prenominal) a focus as to cause some genetic, or morphological, mixed bag more broadly, it is pull inn as a range of dealingships betwixt people, plants, and animals (Anne Birgitte Gebauer and T.Douglas Price , eds. , 1992). On one end of the range are morphologically domesticated plants like wheat, barley, peas, lentils, and bitter vetch. In these plants, changes brought concerning by artificially induced selective processes can be renowned by ghastly botanists studying the remains of seeds. Some morphologically domesticated plants, together with maize, dates, banana, and breadfruit, be possessed of been so altered that they are forever bind to people, for they have lost their autonomous might of seed dispersal and germination.On the other end of the same range are plants that have been domesticate d solely in wrong of the growing space people prolong for them. These plants, referred to as civilised plants, are hard-fought if not viable to differentiate from mad plants, for their domestication is a matter of bionomical rather than morphological change. In the affectionateness range of the continuum lie all extents of domestication and last. consequently, determining whether or not a past culture has cultivated plants practically involves a fair amount of emissary work.For example, the presence of seeds at Nahal Oren in Israel (ca. 18,000 B. C. ) of exactly the same ce genuine plants later domesticated indicates that certain plants might have been selected and cultivated at a very early date (Luigi Luca Cavalli-Sforza and Francesco Cavalli-Sforza, 1996). Determining the degree of animal domestication also entails some illation and guesswork. As with plants, some animals (in the Near East, dogs, sheep, goats, cattle, and pigs) became hereditarily changed in time. mere ly morphological changes did not defy place for many generations, and in several(prenominal) authoritys they never took place at all. In these cases, paleozoologists should rely on other clues.The mellow percentage of gazelle bones in some early Neolithic sites, for illustration triad times more than any other speciesprobably indicates their domestication or at the very least their selective exploitation. In recent times the red deer, eland, and musk-ox have, for all realistic purposes, been domesticated possibly in the same mode that the gazelle was in the early Neolithic. As with plants, some animal species are more easily cultivated than others. Studies on the herding behavior of animals suggest that definite species may be predated for domestication (Charles Heiser, 1990).The evolution from protracted dependence on gazelle to the domestication of sheep and goats may have goed from the fact that sheep and goats utilize a wider range of foods, are added dependent on piss su pplies, and are better compound into an inactive friendship. Because it is hard to determine the extent of domestication in past pagan systems, assigning agrarian status to a society is often a clean arbitrary decision that involves some equivocalness In short, there are extents of food production.Anthropologists and archaeologists can, though, agree on a on the job(p) definition of food production. This definition posits dickens minimum requirements first, there should be a reasonably competent level of food procurement (food acquired done direct production should amount to over half the communitys dietetical needs for part of the year) and irregular, both plant and animal domesticates are no perennial bound to their natural habitat (that is, plants and animals can survive, with human assistance, in environments to which they are not obviously adapted).The Neolithic Revolution was the result of the development of settled agriculture some 6,000 BC, which facilitated human universes for the first time to make nature grow what they wanted instead of living on what she reluctantly provided. The food surplus thus garnered supported a man-sizedr populationfive or more times as large as from hunting and crowdand permitted a small minority of them to specialize in other human bodys of work, as craftsmen (especially of the new, highly faultless stone tools which gave the modern name to the period), artists, warriors, priests, and rulers, and to constitute the first towns and cities.The city (civis) gave its name to civilization, which organize the culture, the arts and crafts, the temples and palaces, andit must be verbalisethe weapons and fortifications, that have characterized business relationship ever since. Principally, it created narrative itself writing, invented for the purposes of management and ritual, had as by-product the preservation, more consistent than oral tradition, of a record of stillts, and so entree to the past beyond human memory.The huge rise in the scale of organization stemming from this first confusion and the consequent growth in communal wealth and power created the first kingdoms and empires, and enabled them to grow, principally by conquest, to ecumenical size. Over the neighboring several millennia political entities as large as Sumeria, Egypt, China, Persia, and Rome and, by an sovereign and later improvement, the Inca and Aztec empires in the Western cerebral hemisphere governed stretches of the earths surface larger than most contemporary nation states.It was a mega-revolution in human society. Though it brought wealth and power to the few, it had venomous as sanitary as beneficial effects for the many. consequent to the casual, care-free, imprudent life of hunting and gathering in humanitys Eden, it symbolized for most a decline into heavy and continuous labor In the sweat of thy hilltop shalt thou eat bread. It also meant gentle part of the excess food to the organizers and de fenders of the community to emend Marx, All history is the history of the struggle for income. The prevailing elite, whether slave owners, testimonial takers, or feudal lords, proscribed the scarce re rise, the land, and so were able to take out surplus value from the food producers and use it to live like lords and inflate their frustrate of command. The struggle for survival and conquest made combat the normal state of relations mingled with neighboring communities. But there were benefits, in the inner peace which reigned for long periods within the borders, and the high culture, the arts of painting, sculpture, poetry, drama, music, and terpsichore which could glee some of the people some of the time.Compared with pre-history, it was a life on a higher plane of subsistence. There were even professionals, officials, priests, doctors, and lawyers, however they were for the most part submissive to the rich and influential, servants rather than masters (accept perhaps in the ver y few theocracies cognize to history). They were yet notice players in the process. They invented, or set on a more enduring basis than oral tradition, all the arts and sciences bureaucracy, organized religious conviction, philosophy, mathematics, astronomy, medicine, law. especially, the priests and bureaucrats invented writing, and so made history itself possible.That is why history begins with the cities of the Neolithic Revolution and not in advance. unity other service was given by the europiuman clergy, which made medieval atomic number 63 different from other civilizations and tiled the focal point for a further round of widely distributed social change. as of the separation of church service and state and the resultant equality of the Gelasian cardinal swords, political control was never have in Europe. A space was left between Empire and Papacy through which independent thought, protest, and innovation could creep in and pr force the built-in stasis of most empire s and theocracies.The Renaissance, the Reformation, the scientific Revolution, and the Enlightenment, all found nutritious soil in which to grow, and independent thinkers, innovators and inventors could practice unregulated paths. Thus Europe, rather than some other area, became the origin of the next great social revolution. The earliest center of the Neolithic Revolution was southwesterly Asia, more specifically the kB miles between western Iran and Greece, including parts of what today are Iraq, Syria, Lebanon, Jordan, Israel, and the Anatolian plateau of Turkey (Wesley Cowan and patty Jo Watson, eds. , 1992).From about 8900 B. C. , semi settled or semi permanent protoneolithic communities subsisted in blue Iraq, where the people de- pended in part on domesticated sheep for their survival. These settlements, with a typical population of 100 to 150, must not be seen as small towns or protocities, since they were not work year-round and did not house the sort of occupations and classes we associate with an urban economy. One instance of such a settlement was Jericho, which housed a protoneolithic community by 7800 B C (Kathleen Kenyon, 1994). Between 7000 and 6000 B. C. , aceramic (i. e., before clayware) Neolithic sites were booked in parts of Iraq and Iran several scholars see signs of this period as early as 8000 B. C (Daniel Zohary and maria Hopf, 1994). Neolithic cultures with clayware existed at Catal Huyuk in Anatolia (Turkey) by 6800 B. C. and in Iran by 6500 B. C. By 5600 B. C. , Neolithic settlements with pottery subsisted in Greek Macedonia. The Neolithic federal agency of life had its head starts in the foothills of the Zagros Mountains and on the Anatolian plateau, where water from natural sources was passable and crops could be grown without recourse to artificial irrigation.By about 5500 B. C. , however, these passkey settlements gave way to much better communities in the nearby alluvial plains on the banks of the Tigris and Euph rates Rivers. Here, crops could be grown in adequate quantities simply under irrigation, and the early stages of the Neolithic were replaced by the completely different urban way of life linked with ancient cities. By about 6000 B. C. , the first stage of the Neolithic Revolution was combined in southwestern Asia, where small villages had live on the customary way to organize populations.The crops and animals that had been domestic here in the fertile crescent short-circuit to become the basis for the great river civilizations of the Nile in Egypt and the Indus in southern Asia. The rebellion also spread into Mediterranean Europe with little hassle because of the similarities in climate and soil between 6000 and 5000 B. C. , Greece and the southern Balkans shifted to an agrarian economy. By 4000 B. C. , agriculture was established in numerous areas nearly the Mediterranean. It took another millennium or devil for Mediterranean crops and animals to widen successfully to north Europe.The Neolithic method of life arrived in Britain, for example, no earlier than about 4700 B. C (Rodney Castleden, 1993). By that time, a different kind of Neolithic transformation had already begun to go on on the shores of the new bays and estuaries formed by the flooding that accompanied the end of the last ice age. As temperatures quickly move up to something approximating their present levels, the mile-thick ice melted and ocean levels rose radically. Over a hybridise of 2,000 old age, almost half of Western Europe was immersed.Britain and Ireland became islands, cut off from the mainland by the late formed English Channel and Irish Sea. The rising waters created frequent bays and estuaries on the new coastline, and these new ecosystems established to be rich sources of marine life for human consumption. Lured by the easy accessibility of new protein sources, infernal region Age Europeans began to settle spate in semi sedentary communities. Instead of staying conti nually on the move, they established mean(a) camps near the coast, from which they could endeavor forth to hunt large game when the fishing seasons were poor.A fair similar change took place in newly created coastal areas of nary(prenominal)th America, including, for instance, on the shores of Chesapeake Bay. About three thousand age after agriculture began in Mesopotamia, that is, about 6000 B. C. , the Neolithic Revolution began independently in two other distant sites along the yellow River in China and in the tropical highlands of Mesoamerica. In China, several kinds of millet were acquire by 6000 B. C. , the first villages arose in the Yellow River area by 5500 B. C. , and rice was domesticated in the Yangtze area by 5000 B. C (Peter Rowley-Conwy, 1993).From China, the Neolithic culture spread to Korea, where it bit by bit became combined over four or five millennia from 6000 B. C. to about 2000 B. C. In Japan, a foraging culture known as Jomon, which had succeeded from a bout 10,000 B. C. , gradually gave way to a wet rice culture in the southwest abruptly before the beginning of the Christian era and in the northeastward a millennium later. As the Neolithic revolution took place in the so-called nuclear areas in western and southeasterly Asia about ten thousand years ago or earlier, and later, independently, in central America.Although the Neolithic rebellion refers to a thickening of several significant innovations, the two key evolutionary events to change human history were the domestication of animals and the cultivation of plants. From the centers of these modernizations, knowledge spread out out over the face of earth to most people (Robley Matthews, Douglas Anderson, Robert Chen, and Thompson Webb, 1990). While the cultivation of plants became established as the predominant way of life in the form of agriculture, an event typically accompanied by the domestication of animals, a diverse form of life emerged.The village became the unit of life. This is what sociologists and anthropologists believe being a major way of life in human history, in lancinating contrast to modern, industrialized, urban, and complex society. Many name have been coined in order to refer to the customary, outlandish societies that filled most of our scripted history. By and large, sociologists and anthropologists concur as to the characteristics of agrarian society, and they use different names to excuse the same thing.According to them, unpolished society is tradition-oriented its people are controlled by easy sanctions such as rumor social relationships are intimate and personal there is depressed division of labor, social structure is buckram with clear class differences and people are ethnocentric and suspicious of outsiders (Richard MacNeish, 1992). The culture of such society might be describe as comparatively homogeneous, because the village is more or less self-reliant and excludes outsiders.In especial(a) cases, there might b e a racial or ethnic minority within or near the village. But because of rigid social distinctions mostly in the form of class differences, touch on with them is relatively curb and is more formal, essentially in connection with trade and business transactions. Certainly, compared with the dowry before the Neolithic revolution, cultural translation within society was likely to be greater and corporeal deviation as well, once there was the possibility for contact with other racial or ethnic groups.This meant, further, that the possibility for mental difference became greater, compared with people before the Neolithic revolution. It is plausible that the card of cultural magnetic variation as seen in class and occupational differences in the village as well as that of somatogenic disparity in the form of racial or ethnic differences might have created a greater range of mental responses among members of a village. But there was also a built-in mechanism to neutralize this in agricultural society.The strong blackjack for conformity by means of informal sanctions based on confronting each other contact made psychological variation very difficult. Also, the firm structure of agricultural society kept the appearance of the intuitive feelinging of relative deprivation, for example, to a minimum. while no possibility for achievement or change was visible, people were not likely to feel deprived, even when they saw the system as profligate. Thus, despite the probable for greater variations in physical, psychological, and cultural dimensions, life in agricultural society was comparatively homogeneous.The economy of bucolic life is not productive, because land is typically trammel, and, furthermore, land becomes increasingly limited as the population expands and the soil deteriorates. In interpersonal relationships, a eclogue presumes that friendship, spang, and affection are limited. As a result, a youngster must avoid showing excessive favor or frie ndship. Sibling competition is caused as even maternal love is limited. A husband is jealous of his son and angry with his wife for the similar reason. Health, too, is limited in extent.Blood is nonregenerative. Blood may be equated with semen, and the exercise of masculine vivacity are seen as a permanently debilitating act. sexual moderation and the evasion of bloodletting are important. Even a womans long fuzz may become a source of trepidation because she may lose her zip fastener and strength by having long hair. venerate and manliness, too, exist in inadequate quantities. rattling or imagined insults to personal honor should be vigorously counterattacked because honor is limited, and a peasant cannot afford to lose it.While good things in the environment are assumed to be limited, and when personal gain can only take place at the write off of others, the maintenance of the status quo is the most well-founded way to live, because to make economic development or to acquir e a disproportionate amount of good things is a brat to the stability of the community. Stability is sustained by an agreed-upon, socially acceptable, preferred norm of behavior, and sanctions and rewards are used to make certain that real behavior approximates the norm.As a consequence, there is a strong desire to look and act like everyone else and to be subtle in position and behavior. For the same reason, a peasant is reluctant to accept leadership roles. The ideal peasant strives for stand-inraint and equality in his or her behavior. If a peasant should play excessively, then gossip, slander, viciousness, character assassination, witchcraft or the threat of it, and even actual physical hostility is used by the rest of society against such a person.It is hard to say to what extent this generalization pertains to people after the Neolithic revolution and before the industrial revolution. In numerous agricultural societies, physical and cultural variations were likely to be sig nificantly greater than in hunter-gatherer societies. further if people were infatuated with the belief of limited good and thought and behaved like everyone else, their psychological deviations might not have been much greater than those amongst hunter-gatherers. Work Cited Anne Birgitte Gebauer and T.Douglas Price, eds. , Transitions to Agriculture in Prehistory, Monographs in World Archeology No. 4 ( Madison, Wisconsin Prehistory Press, 1992). Charles Heiser, Seed to finish The Story of fare ( Cambridge, Massachusetts Harvard University Press, 1990). Daniel Zohary and Maria Hopf, Domestication of Plants in the Old World, second edition ( Oxford Clarendon Press, 1994), Chapter 11, esp. pp. 238-239. Kathleen Kenyon, old-fashioned Jericho, in Ancient Cities Scientific American Special unveil ( 1994), pp. 20-23. Luigi Luca Cavalli-Sforza and Francesco Cavalli-Sforza, The Great Human Diaspora The History of renewing and Evolution, trans. by Sarah Thorne ( Reading, Massachuse tts Addison-Wesley, 1995). Peter Rowley-Conwy, Stone Age Hunter-Gatherers and Farmers in Europe, in Goran Burenhult, ed. , People of the Stone Age Hunter-Gatherers and Early Farmers ( clean York HarperCollins, 1993), pp. 59-75. Richard MacNeish, The Origins of Agriculture and Settled Life ( Norman, okey University of Oklahoma Press, 1992).Chapter 1. p. 5. Robley Matthews, Douglas Anderson, Robert Chen, and Thompson Webb, Global Climate and the Origins of Agriculture, in Lucile saucilyman et al. , eds. , Hunger in History Food Shortage, Poverty, and Deprivation ( Oxford Blackwell, 1990), Chapter 2. Rodney Castleden, The Making of Stonehenge ( London and New York Routledge, 1993), p. 29. Wesley Cowan and Patty Jo Watson, eds. , The Origins of Agriculture An International berth ( Washington, D. C. Smithsonian Institution Press, 1992)