Influence of Emerson’s Self-Reliance on Gilman’s Yellow Wall-Paper

Influence of Emerson’s Self-Reliance on Gilman’s Yellow Wall-Paper      Ã‚  Ã‚  Ã‚   The great writer Ralph Waldo Emerson once wrote, "trust thyself: every heart vibrates to that iron string" (p. 1033). How surprised he would be to find out that a half century later this type of idea would culminate in a growing restlessness among American women unsatisfied with their lives and with their roles in society - a society dominated by men with little or no place for women outside the home. One of these female writers who helped lead the battle for domestic and social reform was Charlotte Perkins Gilman. One of her more particularly forceful works is "The Yellow Wall-Paper," meant to highlight the submissive and highly undervalued role women play in marriages at the time. Through this work, Gilman expressed her inner frustrations with the servitude women had to endure in their marriages during that time period, and she advocated her own brand of Emersonian non-conformity for women. By taking such a profoundly dismal outlook on married life, Gilman hoped to inspire other women to seek new roles not only in the domestic, but also public, arena. "The Yellow Wall-Paper" represents to a large degree what the feminist movement of the late 19th century was about, and by analyzing both the story and context of its creation, it becomes apparent the type of interpretation Gilman made of Emerson's work "Self-Reliance."    Although "The Yellow Wall-Paper" focuses on a wife's sudden decline into madness, the story brings forth a very important issue - that of women's roles not only in domestic life, but in society as well. It becomes abundantly apparent even from the first few lines of the story that the wife's views concern her place in the marr... ..." written nearly half a century earlier, but wished to apply it to women in order to achieve a similar greatness through liberation. Evidently, both authors have achieved their goals and have become literary founders of a new American image created during the 19th century, but transcending the boundaries of time even today. Works Cited and Consulted Boller, Paul. American Transcendentalism. New York: Capricorn Books, 1974. Emerson, Ralph. Self-Reliance. Ed. George McMichael. New York: Macmillan Publishing Company, 1985. Gilman, Charlotte Perkins. The Yellow Wallpaper. New York: Feminist Press, 1973. ------. The Living of Charlotte Perkins Gilman: An Autobiography. New York: D. Appleton-Century, 1935. Kasmer, Lisa. "Charlotte Perkins Gilman's 'The Yellow Wallpaper': A Symptomatic Reading." Literature and Psychology. 36, (1990): 1-15.      

Reflection on Humanities

Reflection on Humanities Art is very important in our lives. It constitutes one of the oldest form and most important means of expression developed by man. It is a language, which is charged with feelings and significance that has sprung up among men living together. For this, I am very glad to experience the beauty of arts, to meet arts within my body and soul. The teaching of the humanities is intended to make us students realize that the mere possession of knowledge is useless unless put to useful ends.Moreover, we would become aware that knowledge alone is meaningless unless it is accompanied by values, sentiments, priorities, insights, inter-relationships and other transcendent realities not subject to empirical proofs also form part of the person’s education. In the humanities, we, students are exposed to these, thus, the development of the whole person, which is the goal of humanities. The humanities are the stories, the ideas, and the words that help us make sense of o ur lives and our world.The humanities introduce us to people we have never met, places we have never visited, and ideas that may have never crossed our minds. By showing how others have lived and thought about life, the humanities help us decide what is important in our own lives and what we can do to make them better. By connecting us with other people, they point the way to answers about what is right or wrong, or what is true to our heritage and our history.The humanities help us address the challenges we face together in our families, our communities, and as a nation. I am blessed to have met Mr. Apas. I knew and realized the glaring importance and beauty of what he always tell us regarding culture and art in our humanities class. But I pray the effort for each of us to grasp at what he was aiming, might at the very least bring us to a better understanding of arts and culture.

Project Management for Dummies, by Stanley E Portny

The â€Å"Dummies Series† book, Project Management for Dummies, by Stanley E. Portny (Wiley Publishing, Inc., 2001), is, in my opinion, a relatively easy-to-read (although also somewhat structurally fragmented in places), step-by-step â€Å"how-to† book, for either current or prospective project managers, with or without experience. In life, every individual has projects to complete – usually a never-ending series of them, in fact, and often more than one project to complete simultaneously. One's projects may be personal or professional; voluntary or required. They may be for our selves alone; for friends or family; for churches, clubs, or communities; special events; or for colleagues; companies, or employers. As the author concurs, in his â€Å"Introduction† to the text: Projects have been around since ancient times. Noah built the ark, Leonardo da Vinci painted the Mona Lisa, Jonas Salk developed the polio vaccine – all projects. . . . Why then, is the topic of project management suddenly of such great interest today? The answer is simple. The audience has changed and the Management projects in particular, however, as Portny also points out, within Chapter 1, must meet three key criteria; they must have (1) â€Å"Specific outcomes†;(2) â€Å"Definite start and end dates†, and (3) Established budgets† (p. 10). Further, as that chapter mentions, project management â€Å"includes three basic operations† (p. 12), which are: (1)planning; (2)organizing; and (3) control (Portny). In management today, for managers at all levels, completing projects; meeting project goals; and meeting project deadlines, are more important, as skills, aptitudes, and professional achievements, than ever before, especially within today's super competitive business environment. As Portny also states at the outset: â€Å"Successful organizations create projects that produce desired results in established timeframes with assigned resources† (p. 9). Clearly, those who can successfully, skillfully, and within budgets and deadlines complete projects have an advantage over those who cannot. Many suddenly find themselves project managers, not by choice, but due to either changed or expanded job descriptions or expectations, or just plain company need. Increasingly, project management has increasingly become a ticket to job promotion and career advancement (or not). Moreover, if one has no previous formal training in project management, one may need to simply learn such skills on the job, and quickly. Project Management for Dummies is written for such individuals: those who would like to develop new project management skills (but also for those who desire to increase their current ones). The book is, I believe, potentially very useful for readers within either group. This book guides one through the beginning, middle, and ending project stages. It offers guidelines and tips on planning; navigating through ambiguities and uncertainties; teamwork; time management, organizational strategies; handling paperwork; staying on track; meeting deadlines, and bringing projects to a successful, satisfactory, and timely conclusion. Topics Project Management for Dummies covers include: making project schedules; building teams and sustaining teamwork; budgeting; coping with risks and surprises; optimally integrating technology into project management; and keeping team members motivated, on task, and within budgets and deadlines. Structurally, the book is divided into five parts (I-V). Each part consists of between three and six chapters, with 20 chapters in all. Chapter headings and topics covered include (to name but a few) â€Å"What is Project Management (And How Do I Get Paid Extra to Do It?)† (Chapter 1); â€Å"Estimating Resource Requirements† (Chapter 5); â€Å"Tracking Progress and Maintaining Control† (Chapter 10); â€Å"Dealing With Risk and Uncertainty† (Chapter 15); and â€Å"Ten Tips for Being a Better Project Manager† (Chapter 20). There are also two appendices (A and B) and an index. Chapter 2 covers defining and understanding what one is trying to accomplish with a project, knowing who and what one is doing a project for, and why that person or entity needs the project completed. This chapter also offers ways to avoid others' having unrealistic expectations of the project or oneself as manager. â€Å"Looking at the big picture† includes â€Å"figuring out why you're doing This project†; â€Å"identifying the initiator†; â€Å"identifying others who may benefit from your project† and â€Å"defining needs to be addressed† (pp. 29-32). In short, Chapter two focuses on defining the rationale(s) and parameters of the project; clarifying those for oneself and for all others involved; and laying the initial groundwork toward project completion. Chapters 3, 4, and 5 focus on â€Å"Getting from Here to There†; â€Å"You Want This Done When†; and â€Å"Estimating Resource Requirements†. Key ideas contained within these chapters, include knowing and planning all steps of a project, including making a â€Å"work breakdown structure†; â€Å"knowing how much detail is enough† (p. 49); â€Å"developing and analyzing a network diagram† (p. 71) and â€Å"assign your project's personnel needs† (p. 105). Chapter 5 in particular also stresses the importance of finding the right people to assist with the project. Portny observes â€Å"Your project's success rests on your ability to enlist the help of the right people to perform the necessary work† (p. 106). Portny also stresses that, toward that same end, â€Å"identifying skills and knowledge needed to perform your project's activities† (Project Management for Dummies) and Finding people who in fact possess all of those required skills will either make or break a project. One of the chapters I found most personally useful was Chapter 6, on â€Å"The Who and How of Project Management†. Here, Portny covers three main topics: (1) â€Å"Distinguishing the project organization from the traditional organization†; (2) â€Å"Clarifying the roles of different people in the matrix organization†; and (3) â€Å"Recognizing key tips for increasing the chances of success† (p. 137). As Portny also notes in this chapter, project management structure and atmosphere may be, and very often is, much different than overall company structure and atmosphere, and one is wise to be clear at the outset on the differences between the two. While projects are company activities, they nevertheless typically take on atmospheres, conflicts, and lives of their own. For example, one operates within both a centralized company structure and a functional departmental or area structure in most parts of one's job. However, project management may send one outside one's own functional structure into various other functional structures within the centralized one. Those areas outside one's usual functional structure become the unique â€Å"matrix structure† (p. 141) of the project. Understandably, the matrix structure of an individual project will spawn (and necessitate) much different communications; alliances; interrelationships; interactions, and interdependencies than will usual, more typical work activities. Key players in a project matrix environment, which obviously differs from one's overall work environment, will typically include the â€Å"project manager; project team members; functional managers; and upper management† (p. 143). Chapter 7 covers choosing and involving the â€Å"Right People† (p. 149) in one's project. Supporting ideas covered in this chapter include the importance of understanding one's project's audience (â€Å"any person or group that supports, is affected by, or is interested in your project† (p. 150). Each project also has â€Å"drivers†; â€Å"supporters†; and â€Å"observers† (p. 158) and it is equally important, Portny suggests, for project managers to identify and know each of them, and their respective roles. Of crucial importance to project success, also, is â€Å"Finding a project champion† (p. 159) or someone high up in one's organization that will support and encourages the project. Teamwork is crucial to successful project completion. Chapter 8 explains the importance of â€Å"defining team members roles and responsibilities† (p. 166), and making sure all team members are aware of their own and each others' roles and responsibilities. Therefore, lines of authority, responsibility, and accountability must be clearly established at the outset, and sustained throughout the project. This chapter also discusses strategies project managers can use should they have to deal with micromanagement from above, such as â€Å"setting up times to discuss interesting technical [or other] issues with the person† (p. 181). The book also covers ways of tracking progress and maintaining control (Chapter 10); ways of keeping everyone informed (Chapter 11), including sharing information both in writing and at meetings; and ways of encouraging peak performance in team players (Chapter 12), including providing rewards and helping players maintain motivation. Chapter 14 focused on handling risk or uncertainty, including ways of identifying possible risk factors; assessing risk impact, and preparing a risk management plan. Key advice of this chapter is to realistically assess risks to the project, and to have a risk management plan for handling them. Later chapters included advice on how to hold people accountable (Chapter 18); getting a project back on track (Chapter 19)and tips for optimal project management (Chapter 20). All in all, I benefited from reading and reflecting on the guidelines, strategies, and tips plentifully contained within Stanley E. Portny's Project Management for Dummies. The only aspect of this book that I found disappointing was that of that it had far fewer specific examples, of actual project management situations to illustrate major points and concepts, than I would have liked. I learn best and most easily from examples and discussion of how those examples illustrate theoretical concepts. I would have liked for Portny to do more of that in this book than he did. Major strengths of the book include its being thorough; comprehensive; well organized, and practical.

Mass Relationships in Chemical Reactions Essay

Aim The aim of this experiment is to show that a reaction doesn’t have always 100% yield by reacting NaHCO3 and HCl and determining the amount of the products to calculate actual yield. Introduction A chemical reaction will be quantitative if one of the reactants is completely consumed. In this experiment sodium bicarbonate and hydrochloric acid start a reaction. The formula of this reaction is below. NaHCO3 + HCl –> NaCl + H2O + CO2 Observations In this experiment, sodium bicarbonate is put in an evaporating dish and some amount of HCl is added in the dish and the reaction started. Bubbles are formed and CO2 gas is produced and the reaction started to make sound. There was also water vapor formed. White NaHCO3 started to turn into a colorless liquid after adding HCl. As the reaction takes place water is started to form. NaCl was dissolved in water, so salty water is heated to obtain NaCl. As the liquid is heated it turned into a yellowish color for a few seconds. Then it started bubbling and water vapor is formed. Raw Data: Trial # Mass of Dish+NaHCO3+Lid +- 0.1 (g) Mass of NaCl+Water+Dish+Lid +- 0.1 (g) Mass of NaCl+Dish+Lid +- 0.1 (g) 1 64.14 g. 72.16 g. 63.28 g. 2 65.14 g. 72.95 g. 63.91g. Mass of Evaporating Dish + Lid: 62.14 +-0.1 g Processed Data: Trial #1 64.14 – 62.14 = 2 g NaHCO3 72.16 – 62.14 = 10.02 g NaCl + H2O 63.28 – 62.14 = 1.14 g NaCl Trial # 2 65.14 – 62.14 = 3 g NaHCO3 72.95 – 62.14 = 10.81 g NaCl + H2O 63.91 – 62.14 = 2.07 g NaCl Trial # Mass of NaHCO3 (g) Mass of NaCl + H2O (g) Mass of NaCl (g) 1 2 g 10.02 g 1.14 g 2 3 g 10.81 g 1.77g Calculations Na: 14.01 g/mol, H: 1.01 g/mol, Cl: 35.45 g/mol, O: 16 g/mol, C: 12.01 g/mol NaCl= 49.46 g/mol H2O= 18.02 g/mol NaHCO3: 75.03 g/mol Mole number of NaHCO3 = mole number of NaCl Trial #1 2 / 73.03 = 0.0274 mol NaHCO3 1.14 / 49.46 = 0.0230 mol NaCl Theoretical Yield: 0.0274 mol NaCl Percent Yield: 0.0230 / 0.0274 = 0.8394 x 100 = 83.94% Trial #2 3 / 73.03 = 0.0411 mol NaHCO3 1.77 / 49.46 = 0.0358 mol NaCl Theoretical Yield: 0.0411 mol NaCl Percent Yield: 0.0358 / 0.0411 = 0.8710 x 100 = 87.10% Conclusion The results are 83.94% for trial #1 and 87.10% for trial #2. Trial #2 is more accurate. The accepted value is 100%. The percentage errors are 16.06% for trial #1 and 12.90% for trial #2. The uncertainties are too small to calculate on the results. Random errors presented in this experiment. All the errors were done by human beings. There weren’t any errors due to a flaw of a machine or the procedure. Evaluation When salty water is heated on the first trial, the substance started to spill around, because the substance is heated with high amount of heat and faster than it should be. As a result, some of the NaCl which stuck on the lid and spilled around was lost, so the result of the first experiment is not accurate. Other reasons that changed the results may be all NaHCO3 may not be dissolved. Too much HCl may be added on the dish. There may be still water molecules left on the salt after heating. To get more accurate results, the experiment should be done more slowly than this experiment. Especially the heating process should be done slowly, so the evaporation can be observed more carefully.

Ib Physics Chapter 3 Notes

I did not understand how to explain why temperature does not change during a phase change and am not entirely sure if I have accurately or thoroughly described 3. 2. 3 and 3. 2. 4. This is also the case for 3. 2. 12 Thermal Physics Thermal Concepts: Temperature (T) is a measure of how hot or cold an object is, and it is the temperature that determines the determines the direction of thermal energy transfer between two objects. It is a scalar quantity and is measure in degrees celcius ( °C ) or kelvin (K). 0  °C is equal to -273K.Kelvin is based on the properties of a gas. Thermal energy is the receiving of energy from a hot body by a cold body when placed next to each other. Internal energy of a substance is the total potential energy and random kinetic energy of the molecules of the substance. It is where molecules in a body gain energy internally and are able to be move faster (increased KE) and move apart (increased PE) from work being acted upon it. Moles: †¢ A mole of a ny material contains 6. 022? 10^23 atoms or molecules. This is also known as Avogadro's constant. However, all moles don't have the same mass due to the different types of particles which have different mass Thermal Properties of Matter: Specific Heat Capacity (C) of a material is the amount of heat required to raise the temperature of 1kg of the material by 1 °C. It is measured in J ?  °C / kg. It is expressed by the equation: c = Q/ m? T; where m is mass, Q is the quantity of heat and ? T is the change in temperature. Thermal Capacity (c) of a material is the amount of heat needed to raise the temperature by 1 °C.It is measured in J /  °C . It is expressed by the equation: C = Q/ ? T; where Q is the quantity of heat added and ? T is the amount of increase in temperature of a body. The physical difference between liquids, solids and gaseous phases in terms of molecular structure and particle motion involve atoms having KE and having strong attraction to each other when soli d and having both KE and PE with less attraction and more room to move around when liquid with even more PE and increased potential to move around when gaseous.Evaporation is the change of state of matter from a gas to liquid, whereas boiling is the change of state from liquid to a gas. Specific Latent Heat (L) of a material is the amount of heat required to change the state of 1kg of the material without change in temperature. It is measured in J / kg. It is expressed by the equation: L = Q/m; where Q is the amount of energy and m is the mass. Kinetic Model of an Ideal Gas: Pressure = force/area The assumptions of the kinetic model of an ideal gas are: †¢ The Molecules are perfectly elastic The Molecules are spheres †¢ The Molecules are identical †¢ There is no force between the molecules (excepting collision) with constant velocity between collisions. †¢ The molecules are very small Temperature is hence a measure of the average random kinetic energy of the mole cules of an ideal gas as the speed of particles increase as the temperature rises. Thermodynamics: Thermodynamics relates to a thermodynamic system – this is a collection of bodies that can do work on and exchange heat between each other. These laws apply to all systems. K is absolute zero temperature, where molecules do not move The equation of state for an ideal gas: PV = nRT; where n is the number of moles and R is the molar gas constant. A real gas molecule has a shape and a finite size, whereas an ideal gas molecule (imaginary) is a point with no shape and it occupies no space. A real gas molecule interacts with others. An ideal gas molecule reacts totally independent of all others. There are no ideal gas molecules, only real gas molecules. However, as pressure decreases and the temperature increases, real gas molecules act more like ideal gas molecules.Thermodynamic Processes: The expression for the work involved in a volume change of a gas at constant pressure: P? V; w here P is pressure and V is volume According to the law of conservation of energy, energy cannot be created or destroyed. Hence, the first law of thermodynamics basically states that as a gas expands and gets hot, heat must have been added: Q = ? U + W; where ? U is the increase in internal energy, W is the work done by the gas and Q is the amount of heat added to a gas. Examples of changes of state of an ideal gas: Isobaric (Constant pressure contraction) †¢ Isochoric/Isovolumetric (Constant volume increase in temperature) †¢ Isothermal expansion †¢ Adiabatic contraction The Second Law of Thermodynamics: The second law states that it is not possible to convert heat completely into work, implying that thermal energy cannot spontaneously transfer from a region of low temperature to a region of high temperature. Hence, it is about the spreading out of energy. Entropy: †¢ Entropy is used to quantify this second law. †¢ Entropy is expressed by the equation: ?S = Q/T; where ? S is change in entropy and Q/T is the quantity of heat flow into a body at a certain temperature. It is measured in J/ K †¢ The second law in terms of entropy changes states that in any thermodynamic process the total entropy always increases †¢ Even though locally entropy may decrease, the total entropy of a system will always increase. i. e. the stock in a fridge may get colder and the molecules become more ordered, with entropy in the fridge decreasing; however the total entropy of the room will increase and the room will gain heat.

Analyzing The Outsider An Metamorphosis English Literature Essay

Analyzing The Outsider An Metamorphosis English Literature Essay In The Outsider by Albert Camus and The Metamorphosis by Franz Kafka, both authors utilize the protagonist’s distinct characteristic and central theme to evoke sympathy in the readers for Gregor Samsa and Meursault, which will be explored in a deeper context in the essay. Both protagonists have their own characters which defines them as a person. Readers will be replete with sympathy knowing that the protagonists’ misfortunes were a result of their characters. Themes are used to express ideas and are employed by authors as a literary device to bring forth basic elements in any story. The main theme in both books bring into light the more significant context of what the story focuses on, hence drawing the readers closer to presiding events which affects the protagonist, and ultimately brings forth the sympathy we feel. When Meursault kills an Arab he is adjudicated not for his murder, but for â€Å"burying his mother like a heartless criminal† (p93) after discove ring he was enjoying and having fun on the day after his mother’s death. As it is common for people to mourn for the loss of a loved one, the lack of concern he has towards his mother’s death differ from the social norms. Meursault was punished for his insensitivity as the Prosecutor talked about Meursault’s attitude towards his mother â€Å"much longer† (p98) than â€Å"about his crime† (p98). He was tried for not expressing regrets or showing emotions during the trial simply because he did not feel any of it, staying truthful throughout even if it affected his fate. Therefore, this elicits sympathy in readers as he in incapable of relating to others, conveying how his nonchalance led to his downfall as the trial placed a sole focus on his character instead of the crime he committed. In The Metamorphosis, Gregor’s altruistic character is illustrated from the very beginning of the novella, portraying how he hates his â€Å"grueling job† (p3) as a travelling salesman, experiencing the â€Å"torture of travelling, worrying about changing trains, eating miserable food at all hours† (p4) when he actually desired to quit a long time ago. Yet, Gregor only has his job in mind as he has no intention of letting his family down. More notably, despite his sufferings he sacrifices his time and freedom of choice profusely by continuing with his job which he loathes so much just to provide his family with â€Å"such a life in so nice an apartment† (p21) and to pay off his parents’ debt. Sadly, when he transforms into a vermin, his family repays his devotion by neglecting him, and â€Å"swallow their disgust and endure him† (p38). His family feels the need put up with the revolting sight of Gregor and bear with his vermin form, thus exposing their ungratefulness. Gregor is no longer of any use â€Å"since his transformation forces him to stay in his room†Ã‚   [ 1 ]   He eventually dies from the guilt of burdening his family because of his inability to provide for them and also because he lost his final link to his family- Grete, his sister and closest family member-when she agrees Gregor is burdensome. Hence, we sympathize for him as Gregor is neither thanked nor appreciated for his selfless acts, but instead shunned by his family- his natural source of love and support.

Multistate Restraints on Taxing Jurisdiction Essay

Multistate Restraints on Taxing Jurisdiction - Essay Example The nexus should deal with each branch individually according to the income generated (Rigos 20). The taxation issue will not be of a huge effect because flick has achieved a state of the art technology (Rigos 22). This technology assists it in the faster production of lighters and at a cheaper price than the competitors against it (Rigos 25). The Flink’s geared effort to save income taxes of the state, this effort has led it to contribute all the intellectual properties it owns to a subsidiary (Rigos 32). The taxing agency will consider this hence they will not situate the tax at a high level (Rigos 33). The taxing agency should understand that more sales do not imply that the company is earning more money. The taxation agency should be considerate of the money spent by the company (Rigos 35). The rate of income is quite high hence the company’s output rate is remarkably low this means that the tax payment will be of low impact on the company (Rigos 39). The company’s mode of marketing is immensely powerful hence resulting to a lot of income via the sales made (Rigos 39). The company filling of sales will indicate how the company has been progressing to the taxation agency (Rigos 42). This will make the taxation agency decide what to tax this company thus avoiding over taxation. (Rigos 43) The tax must not be a discriminating element against interstate commerce, and the tax must be relatively fair to the states services provided (Rigos 45). The company got introduced to the internet marketing thus boosting the cigarette lighter sale to a tremendous figure (Rigos 46). The company pays the other advertising companies money based on the tax amount that can be a result from each click through to the companies link (Rigos 48). Because the tax is enforceable exaction and not a contribution which is voluntary, the company should pay the dues so as to assist in the generation of the state’s