Biography of Carter G. Woodson, Black Historian

Carter G. Woodson (December 19, 1875–April 3, 1950) is known  as the father of black history and black studies. He worked tirelessly to establish the field of African-American history in the early 1900s, founding the Association for the Study of Negro Life and History and its journal. This son of two former slaves, he rose from modest origins to become the respected and groundbreaking historian who founded Negro History Week, today known as Black History Month. Fast Facts: Carter Woodson Known For: Known as the father of black history, Woodson founded Negro History Week, upon which Black History Month is foundedBorn: December 19, 1875 in New Canton, VirginiaParents: Anne Eliza Riddle Woodson and James Henry WoodsonDied: April 3, 1950 in Washington, D.C.Education: B.A. and M.A., University of Chicago. Ph.D., Harvard UniversityPublished Works:  The Education of the Negro Prior to 1861, A Century of Negro Migration, The History of the Negro Church, The Negro in Our HistoryAwards and Honors: 1926 NAACP Spingarn Medal, 1984 U.S. Postal Service 20 cent stamp honoring WoodsonNotable Quote: Those who have no record of what their forebears have accomplished lose the inspiration which comes from the teaching of biography and history. Early Life Woodsons parents owned a 10-acre tobacco farm near the James River in Virginia and their children had to spend most of their days doing farm work to help the family survive. This wasnt an unusual situation for farm families in late 19th-century America, but it did mean that young Woodson had little time to pursue his studies. Two of his uncles ran a schoolroom that met five months out of the year, and Woodson attended when he could. He learned to read using the Bible and his fathers newspapers in the evening. As a teenager, he went to work in the coal mines. During his free time, Woodson continued his education on his own, reading the writings of Roman philosopher Cicero and the Roman poet Virgil. Education When he was 20 years old, Woodson enrolled at Frederick Douglass High School in West Virginia, where his family then lived. He graduated in a year and went on to Berea College in Kentucky and Lincoln University in Pennsylvania. While he was still in college, he became an educator, teaching high school and serving as a principal. After his college graduation in 1903, Woodson spent time teaching in the Philippines and also traveled, visiting the Middle East and Europe. When he returned to the U.S., he enrolled at the University of Chicago and received both his bachelors and masters degrees in the spring of 1908. That fall, he became a doctoral student in history at Harvard University. The Founder of Black History Woodson was not the first African-American to earn a Ph.D. in history from Harvard; that distinction went to W.E.B. Du Bois. But when Woodson graduated in 1912, he embarked on the project of making the history of black Americans both visible and respected. Contemporary conventional historians were white and had a very narrow scope in their historical narratives; one of Woodsons professors at Harvard, Edward Channing, asserted that the negro had no history. Channing was not alone in this sentiment, and U.S. history textbooks and coursework emphasized political history, which covered the history of the white middle-class and affluent men. Woodsons first book was on the history of African-American education titled,  The Education of the Negro Prior to 1861, published in 1915. In his preface, he emphasized the importance and power of the African-American story: [T]he accounts of the successful strivings of Negroes for enlightenment under most adverse circumstances read like beautiful romances of a people in an heroic age. The same year that his first book came out, Woodson took the important step of creating an organization to promote the study of African-American history and culture. It was called the Association for the Study of Negro Life and History (ASNLH). He founded it with four other African-American men; they agreed to the project during a meeting at the YMCA and envisioned an association that would promote publishing in the field but also racial harmony by improving historical knowledge. The association had an accompanying journal that still exists today, The Journal of Negro History, which began in 1916. In 1920, Woodson became dean of the School of Liberal Arts at Howard University, and it was there that he created a formal African-American history survey course. That same year, he founded Associated Negro Publishers to promote African-American publishing. From Howard, he went on to West Virginia State, but in 1922 he retired from teaching and devoted himself entirely to scholarship. Woodson moved to Washington, D.C., and erected the permanent headquarters for the ASNLH. Woodson also continued to publish works such as  A Century of Negro Migration (1918), The History of the Negro Church (1921), and The Negro in Our History (1922). Negro History Week If Woodson had stopped there, he still would be remembered for helping to usher in the field of African-American history. But he wanted to spread knowledge of this history to black students of all ages. In 1926, he hit upon an idea—a week purely devoted to the celebration of the achievements of African-Americans. Negro History Week, the progenitor of todays Black History Month, began the week of Feb. 7, 1926. The week included the birthdays of both Abraham Lincoln and Frederick Douglass. Black educators, with Woodsons encouragement, rapidly adopted the week-long study of African-American history. Later Life and Death Woodson spent the rest of his life studying, writing about, and promoting black history. He fought to keep African-American history alive at a time when most white historians were actively hostile to the idea. He kept the ASNLH and its journal going, even when funding was scarce. Woodson died at his home in Washington, D.C., at the age of 74 on April 3, 1950. He is buried at Lincoln Memorial Cemetery in  Maryland. Legacy Woodson did not live to see Brown v. Board of Education, which made segregation in schools illegal, nor did he live to see the creation of Black History Month in 1976. But his brainchild, Negro History Week, is the direct predecessor of this significant educational advance. His efforts to highlight the achievements of African-Americans gave to the civil rights generation a deep appreciation of the heroes who had preceded them and in whose footsteps they were following. The achievements of African-Americans like Crispus Attucks and Harriet Tubman  are part of the standard U.S. history narrative today, thanks to Carter G. Woodson. Sources Baldwin, Neil. The American Revelation: Ten Ideals That Shaped Our Country from the Puritans to the Cold War. Macmillan, 2006.Carter G. Woodson: Father of Black History. Ebony. vol. 59, no. 4, February 2004. pp. 20, 108-110.Dagbovie, Pero Gaglo. The Early Black History Movement, Carter G. Woodson, and Lorenzo Johnston Greene. The University of Illinois Press, 2007.Woodson, Carter G. The Education of the Negro Prior to 1861. G.P. Putnams sons, 1915.

John Locke, a British Philosopher, Studied the Knowledge...

John Locke (b. 1632, d. 1704) was a British philosopher, Oxford academic and medical researcher. Lockes monumental An Essay Concerning Human Understanding (1689) is one of the first great defenses of empiricism and concerns itself with determining the limits of human understanding in respect to a wide spectrum of topics. It thus tells us in some detail what one can legitimately claim to know and what one cannot. Lockes association with Anthony Ashley Cooper (later the First Earl of Shaftesbury) led him to become successively a government official charged with collecting information about trade and colonies, economic writer, opposition political activist, and finally a revolutionary whose cause ultimately triumphed in the Glorious Revolution of 1688. Among Lockes political works he is most famous for The Second Treatise of Government in which he argues that sovereignty resides in the people and explains the nature of legitimate government in terms of natural rights and the social cont ract. He is also famous for calling for the separation of Church and State in his Letter Concerning Toleration. Much of Lockes work is characterized by opposition to authoritarianism. This is apparent both on the level of the individual person and on the level of institutions such as government and church. For the individual, Locke wants each of us to use reason to search after truth rather than simply accept the opinion of authorities or be subject to superstition. He wants us toShow MoreRelatedEssay on John Locke: Illuminating Path to Life, Liberty, and Property642 Words   |  3 Pagesprominent man by the name of Thomas Jefferson, were greatly influenced by the Enlightenment’s most profound philosopher, John Locke. 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He published all of his most significant works within six years of following his returnRead MoreThe Early Stages of Psychology974 Words   |  4 Pages People have been searching for answers to life’s problems since the dawn of mankind. Humans would look to the stars for answers. They would look to nature for a cure. They even looked toward the heavens for gods to cure their ailments. Not until recently did we, as a race, begin to look toward ourselves to find solutions. We now know that we are capable of tapping into our minds and understanding what lies at the root of our mental illnesses. Beginnings Read MoreBusiness Ethics: John Locke Essay1696 Words   |  7 PagesBusiness Ethics: John Locke Business Ethics Business ethics is defined as â€Å"a specialized study of moral right and wrong that focusses on moral standards as they apply to business institutions, organizations, and behavior† (Velasquez, 2014, p.15). 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Years later, Charles Darwin (1809 –82) brought forth his theory of evolution, which argued that human behaviour is best understood through knowledge of its originsRead MoreAntecedents of Cognitive Psychology1680 Words   |  7 Pagesâ€Å"psychology is the study of the mind† will be usually given. As what Neisser said, â€Å"Cognitive psychology refers to all the processes by which the sensory input is transformed, reduced, elaborated, stored, recovered and used.† Antecedents of Cognitive Psychology British Empiricism: Locke, Berkeley, and Hume John Locke (1632-1704) He proposed the theory of knowledge in which he suggested an explanation of how we came to know the world. In his Essay Concerning Human Understanding, he attacked theRead MoreJohn Locke And The Locke Of The United States5485 Words   |  22 PagesFrom Aristotle to John Locke to Thomas Jefferson, the ideas of great philosophers influenced the foundations of the United States. When Jefferson began writing the Declaration of Independence, he wanted to make this new country based on the basic fundamentals. He wanted to base the country on what was considered the natural laws. Jefferson had many philosophical minds to ponder when writing the document, such as Aristotle and most importantly John Locke. The writings of John Locke were basic in the

The Vampire Diaries The Fury Chapter Six Free Essays

string(249) " What had happened to make him so strong\? And why was his strength fading now\? Elena had time to think about it as she sat there in the deserted choir loft, while below the people left the church and outside the overcast skies slowly grew darker\." â€Å"She’s already made her choice. You saw it yourself when you ‘interrupted’ us. You’ve already chosen, haven’t you, Elena?† Stefan said it not smugly, or as a demand, but with a kind of desperate bravado. We will write a custom essay sample on The Vampire Diaries: The Fury Chapter Six or any similar topic only for you Order Now â€Å"I†¦Ã¢â‚¬  Elena looked up. â€Å"Stefan, I love you. But don’t you understand, if I have a choice right now I have to choose for all of us to stay together. Just for now. Do you understand?† Seeing only stoniness in Stefan’s face, she turned to Damon. â€Å"Do you?† â€Å"I think so.† He gave her a secret, possessive smile. â€Å"I told Stefan from the beginning that he was selfish not to share you. Brothers should share things, you know.† â€Å"That’s not what I meant.† â€Å"Isn’t it?† Damon smiled again. â€Å"No,† Stefan said. â€Å"I don’t understand, and I don’t see how you can ask me to work with him. He’s evil, Elena. He kills for pleasure; he has no conscience at all. He doesn’t care about Fell’s Church; he said that himself. He’s a monster-â€Å" â€Å"Right now he’s being more cooperative than you are,† Elena said. She reached for Stefan’s hand, searching for some way to get through to him. â€Å"Stefan, I need you. And we both need him. Can’t you try to accept that?† When he didn’t answer she added, â€Å"Stefan, do you really want to be mortal enemies with your brother forever?† â€Å"Do you really think he wants anything else?† Elena stared down at their joined hands, looking at the planes and curves and shadows. She didn’t answer for a minute, and when she did it was very quietly. â€Å"He stopped me from killing you,† she said. She felt the flare of Stefan’s defensive anger, then felt it slowly fade. Something like defeat crept through him, and he bowed his head. â€Å"That’s true,† he said. â€Å"And, anyway, who am I to call him evil? What’s he done that I haven’t done myself?† We need to talk, Elena thought, hating this self-hatred of his. But this wasn’t the time or place. â€Å"Then you do agree?† she said hesitantly. â€Å"Stefan, tell me what you’re thinking.† â€Å"Right now I’m thinking that you always get your way. Because you always do, don’t you, Elena?† Elena looked into his eyes, noticing how the pupils were dilated, so that only a ring of green iris showed around the edge. There was no longer anger there, but the tiredness and the bitterness remained. But I’m not just doing it for myself, she thought, thrusting out of her mind the sudden surge of self-doubt. I’ll prove that to you, Stefan; you’ll see. For once I’m not doing something for my own convenience. But I’m not just doing it for myself, she thought, thrusting out of her mind the sudden surge of self-doubt. I’ll prove that to you, Stefan; you’ll see. For once I’m not doing something for my own convenience. â€Å"Yes. I†¦ agree.† â€Å"And I agree,† said Damon, extending his own hand with exaggerated courtesy. He captured Elena’s before she could say anything. â€Å"In fact, we all seem to be in a frenzy of pure agreement.† Don’t, Elena thought, but at that moment, standing in the cool twilight of the choir loft, she felt that it was true, that they were all three connected, and in accord, and strong. Then Stefan pulled his hand away. In the silence that followed, Elena could hear the sounds outside and in the church below. There was still crying and the occasional shout, but the overall urgency was gone. Looking out the window, she saw people picking their way across the wet parking lot between the little groups that huddled over wounded victims. Dr. Feinberg was moving from island to island, apparently dispensing medical advice. The victims looked like survivors of a hurricane or earthquake. â€Å"No one is what they seem,† Elena said. â€Å"What?† â€Å"That’s what Bonnie said during the memorial service. She had another one of her fits. I think it might be important.† She tried to put her thoughts in order. â€Å"I think there are people in town that we ought to look out for. Like Alaric Saltzman.† She told them, briefly, what she had overheard earlier that day in Alaric’s house. â€Å"He’s not what he seems, but I don’t know exactly what he is. I think we should watch him. And since I obviously can’t appear in public, you two are going to have to do it. But you can’t let him suspect you know-† Elena broke off as Damon held up a hand swiftly. Down at the base of the stairs, a voice was calling. â€Å"Stefan? Are you up there?† And then, to someone else, â€Å"I thought I saw him go up here.† It sounded like Mr. Carson. â€Å"Go,† Elena hissed almost inaudibly to Stefan, â€Å"You have to be as normal as possible so you can stay here in Fell’s Church. I’ll be all right.† â€Å"But where will you go?† â€Å"To Meredith’s. I’ll explain later. Go on.† Stefan hesitated, and then started down the stairs, calling, â€Å"I’m coming.† Then he pulled back. â€Å"I’m not leaving you with him,† he said flatly. Elena threw her hands up in exasperation. â€Å"Then both of you go. You just agreed to work together; are you going to go back on your word now?† she added to Damon, who was looking unyielding himself. He gave another of his little shrugs. â€Å"All right. Just one thing-are you hungry?† â€Å"That’s good. But later on, you will be. Remember that.† He crowded Stefan down the stairs, earning himself a searing look. But Elena heard Stefan’s voice in her mind as they both disappeared. I’ll come for you later. Wait for me. She wished she could answer with her own thoughts. She also noticed something. Stefan’s mental voice was much weaker than it had been four days ago when he had been fighting his brother. Come to think of it, he hadn’t been able to speak with his mind at all before the Founders’ Day celebration. She’d been so confused when she woke up by the river that it hadn’t occurred to her, but now she wondered. What had happened to make him so strong? And why was his strength fading now? Elena had time to think about it as she sat there in the deserted choir loft, while below the people left the church and outside the overcast skies slowly grew darker. She thought about Stefan, and about Damon, and she wondered if she had made the right choice. She’d vowed never to let them fight over her, but that vow was broken already. Was she crazy to try and make them live under a truce, even a temporary one? When the sky outside was uniformly black, she ventured down the stairs. The church was empty and echoing. She hadn’t thought about how she would get out, but fortunately the side door was bolted only from the inside. She slipped out into the night gratefully. She hadn’t realized how good it was to be outside and in the dark. Being inside buildings made her feel trapped, and daylight hurt her eyes. This was best, free and unfettered-and unseen. Her own senses rejoiced at the lush world around her. With the air so still, scents hung in the air for a long time, and she could smell a whole plethora of nocturnal creatures. A fox was scavenging in somebody’s trash. Brown rats were chewing something in the bushes. Night moths were calling to one another with scent. She found it wasn’t hard to get to Meredith’s house undetected; people seemed to be staying inside. But once she got there, she stood looking up at the graceful farmhouse with the screened porch in dismay. She couldn’t just walk up to the front door and knock. Was Meredith really expecting her? Wouldn’t she be waiting outside if she were? Meredith was about to get a terrible shock if she weren’t, Elena reflected, eyeing the distance to the roof of the porch. Meredith’s bedroom window was above it and just around the corner. It would be a bit of a reach, but Elena thought she could make it. Getting onto the roof was easy; her fingers and bare toes found holds between the bricks and sent her sailing up. But leaning around the corner to look into Meredith’s window was a strain. She blinked against the light that flooded out. Meredith was sitting on the edge of her bed, elbows on knees, staring at nothing. Every so often she ran a hand through her dark hair. A clock on the nightstand said Meredith was sitting on the edge of her bed, elbows on knees, staring at nothing. Every so often she ran a hand through her dark hair. A clock on the nightstand said Elena tapped on the window glass with her fingernails. Meredith jumped and looked the wrong way, toward the door. She stood up in a defensive crouch, clutching a throw pillow in one hand. When the door didn’t open, she sidled a pace or two toward it, still in a defensive posture. â€Å"Who is it?† she said. Elena tapped on the glass again. Meredith spun to face the window, her breath coming fast. â€Å"Let me in,† said Elena. She didn’t know if Meredith could hear her, so she mouthed it clearly. â€Å"Open the window.† Meredith, panting, looked around the room as if she expected someone to appear and help her. When no one did, she approached the window as if it were a dangerous animal. But she didn’t open it. â€Å"Let me in,† Elena said again. Then she added impatiently, â€Å"If you didn’t want me to come, why did you make an appointment with me?† She saw the change as Meredith’s shoulders relaxed slightly. Slowly, with fingers that were unusually clumsy, Meredith opened the window and stood back. â€Å"Now ask me to come inside. Otherwise I can’t. â€Å"Come†¦Ã¢â‚¬  Meredith’s voice failed and she had to try again. â€Å"Come in,† she said. When Elena, wincing, had boosted herself over the sill and was flexing her cramped fingers, Meredith added almost dazedly, â€Å"It’s got to be you. Nobody else gives orders like that.† â€Å"It’s me,† Elena said. She stopped wringing out the cramps and looked into the eyes of her friend. â€Å"It really is me, Meredith,† she said. Meredith nodded and swallowed visibly. Right then what Elena would have liked most in the world would have been for the other girl to give her a hug. But Meredith wasn’t much of the hugging type, and right now she was backing slowly away to sit on the bed again. â€Å"Sit down,† she said in an artificially calm voice. Elena pulled out the desk chair and unthinkingly took up the same position Meredith had been in before, elbows on knees, head down. Then she looked up. â€Å"How did you know?† â€Å"I†¦Ã¢â‚¬  Meredith just stared at her for a moment, then shook herself. â€Å"Well. You- your body was never found, of course. That was strange. And then those attacks on the old man and Vickie and Tanner-and Stefan and little things I’d put together about him-but I didn’t know. Not for sure. Not until now.† She ended almost in a whisper. â€Å"Well, it was a good guess,† Elena said. She was trying to behave normally, but what was normal in this situation? Meredith was acting as if she could scarcely bear to look at her. It made Elena feel more lonely, more alone, than she could ever remember being in her life. â€Å"I asked Bonnie to come over at seven o’clock, if her mother would let her. It’s probably her. I’ll go see.† Meredith seemed almost indecently eager to get away. â€Å"Wait. Does she know?† â€Å"No†¦ Oh, you mean I should break it to her gently.† Meredith looked around the room again uncertainly, and Elena snapped on the little reading light by the bed. â€Å"Turn the room light off. It hurts my eyes anyway,† she said quietly. When Meredith did, the bedroom was dim enough that she could conceal herself in the shadows. Waiting for Meredith to return with Bonnie, she stood in a corner, hugging her elbows with her hands. Maybe it was a bad idea trying to get Meredith and Bonnie involved. If imperturbable Meredith couldn’t handle the situation, what would Bonnie do? Meredith heralded their arrival by muttering over and over, â€Å"Don’t scream now; don’t scream,† as she bundled Bonnie across the threshold. â€Å"What’s wrong with you? What are you doing?† Bonnie was gasping in return. â€Å"Let go of me. Do you know what I had to do to get my mother to let me out of the house tonight? She wants to take me to the hospital at Roanoke.† Meredith kicked the door shut. â€Å"Okay,† she said to Bonnie. â€Å"Now, you’re going to see something that will†¦ well, it’s going to be a shock. But you can’t scream, do you understand me? I’ll let go of you if you promise.† â€Å"It’s too dark to see anything, and you’re scaring me. What’s wrong with you, Meredith? Oh, all right, I promise, but what are you talking-â€Å" â€Å"Elena,† said Meredith. Elena took it as an invitation and stepped forward. Bonnie’s reaction wasn’t what she expected. She frowned and leaned forward, peering in the dim light. When she saw Elena’s form, she gasped. But then, as she stared at Elena’s face, she clapped her hands together with a shriek of joy. â€Å"I knew it! I knew they were wrong! So there, Meredith-and you and Stefan thought you knew so much about drowning and all that. But I knew you were wrong! Oh, Elena, I missed you! Everyone’s going to be so-â€Å" â€Å"Be quiet, Bonnie! Be quiet!† Meredith said urgently. â€Å"I told you not to scream. Listen, you idiot, do you think if Elena were really all right she’d be here in the middle of the night without anybody knowing about it?† â€Å"But she is all right; look at her. She’s standing there. It is you, isn’t it, Elena?† Bonnie started toward her, but Meredith grabbed her again. â€Å"Yes, it’s me.† Elena had the strange feeling she’d wandered into a surreal comedy, maybe one written by Kafka, only she didn’t know her lines. She didn’t know what to say to Bonnie, who was looking rapturous. â€Å"What are you two being so mysterious for? She’s here, but she’s not all right. What’s that supposed to mean?† Elena didn’t know whether to laugh or cry. â€Å"Look, Bonnie†¦ oh, I don’t know how to say this. Bonnie, did your psychic grandmother ever talk to you about vampires?† Silence fell, heavy as an ax. The minutes ticked by. Impossibly, Bonnie’s eyes widened still further; then, they slid toward Meredith. There were several more minutes of silence, and then Bonnie shifted her weight toward the door. â€Å"Uh, look, you guys,† she said softly, â€Å"this is getting really weird. I mean, really, really, really†¦Ã¢â‚¬  Elena cast about in her mind. â€Å"You can look at my teeth,† she said. She pulled her upper lip back, poking at a canine with her finger. She felt the reflexive lengthening and sharpening, like a cat’s claw lazily extending. Meredith came forward and looked and then looked away quickly. â€Å"I get the point,† she said, but in her voice there was none of the old wry pleasure in her own wit. â€Å"Bonnie, look,† she said. All the elation, all the excitement had drained out of Bonnie. She looked as if she were going to be sick. â€Å"No. I don’t want to.† â€Å"You have to. You have to believe it, or we’ll never get anywhere.† Meredith grappled a stiff and resisting Bonnie forward. â€Å"Open your eyes, you little twit. You’re the one who loves all this supernatural stuff.† â€Å"I’ve changed my mind,† Bonnie said, almost sobbing. There was genuine hysteria in her tone. â€Å"Leave me alone, Meredith; I don’t want to look.† She wrenched herself away. â€Å"You don’t have to,† Elena whispered, stunned. Dismay pooled inside her, and tears flooded her eyes. â€Å"This was a bad idea, Meredith. I’ll go away.† â€Å"No. Oh, don’t.† Bonnie turned back as quickly as she’d whirled away and precipitated herself into Elena’s arms. â€Å"I’m sorry, Elena; I’m sorry. I don’t care what you are; I’m just glad you’re back. It’s been terrible without you.† She was sobbing now in earnest. The tears that wouldn’t come when Elena had been with Stefan came now. She cried, holding on to Bonnie, feeling Meredith’s arms go around both of them. They were all crying-Meredith silently, Bonnie noisily, and Elena herself with passionate intensity. She felt as if she were crying for everything that had happened to her, for everything she had lost, for all the loneliness and the fear and the pain. Eventually, they all ended up sitting on the floor, knee to knee, the way they had when they were kids at a sleepover making secret plans. â€Å"You’re so brave,† Bonnie said to Elena, sniffling. â€Å"I don’t see how you can be so brave about it.† â€Å"Your hands aren’t cold.† Meredith squeezed Elena’s fingers. â€Å"Just sort of cool. I thought they’d be colder.† â€Å"Stefan’s hands aren’t cold either,† Elena said, and she was about to go on, but Bonnie squeaked: â€Å"Stefan?† Meredith and Elena looked at her. â€Å"Be sensible, Bonnie. You don’t get to be a vampire by yourself. Somebody has to make you one.† â€Å"But you mean Stefan . . . ? You mean he’s a†¦ ?† Bonnie’s voice choked off. â€Å"I think,† said Meredith, â€Å"that maybe this is the time to tell us the whole story, Elena. Like all those minor details you left out the last time we asked you for the whole story.† Elena nodded. â€Å"You’re right. It’s hard to explain, but I’ll try.† She took a deep breath. â€Å"Bonnie, do you remember the first day of school? It was the first time I ever heard you make a prophecy. You looked into my palm and said I’d meet a boy, a dark boy, a stranger. And that he wasn’t tall but that he had been once. Well†-she looked at Bonnie and then at Meredith-â€Å"Stefan’s not really tall now. But he was once†¦ compared to other people in the fifteenth century.† Meredith nodded, but Bonnie made a faint sound and swayed backward, looking shell-shocked. â€Å"You mean-â€Å" â€Å"I mean he lived in Renaissance Italy, and the average person was shorter then. So Stefan looked taller by comparison. And, wait, before you pass out, here’s something else you should know. Damon’s his brother.† Meredith nodded again. â€Å"I figured something like that. But then why has Damon been saying he’s a college student?† â€Å"They don’t get along very well. For a long time, Stefan didn’t even know Damon was in Fell’s Church.† Elena faltered. She was verging on Stefan’s private history, which she’d always felt was his secret to tell. But Meredith had been right; it was time to come out with the whole story. â€Å"Listen, it was like this,† she said. â€Å"Stefan and Damon were both in love with the same girl back in Renaissance Italy. She was from Germany, and her name was Katherine. The reason Stefan was avoiding me at the beginning of school was that I reminded him of her; she had blond hair and blue eyes, too. Oh, and this was her ring.† Elena let go of Meredith’s hand and showed them the intricately carved golden circlet set with a single stone of lapis lazuli. â€Å"And the thing was that Katherine was a vampire. A guy named Klaus had made her one back in her village in Germany to save her from dying of her last illness. Stefan and Damon both knew this, but they didn’t care. They asked her to choose between them the one she wanted to marry.† Elena stopped and gave a lopsided smile, thinking that Mr. Tanner had been right; history did repeat itself. She only hoped her story didn’t end like Katherine’s. â€Å"But she chose both of them. She exchanged blood with both of them, and she said they could all three be companions through eternity.† between them the one she wanted to marry.† Elena stopped and gave a lopsided smile, thinking that Mr. Tanner had been right; history did repeat itself. She only hoped her story didn’t end like Katherine’s. â€Å"But she chose both of them. She exchanged blood with both of them, and she said they could all three be companions through eternity.† â€Å"Sounds dumb,† said Meredith. â€Å"You got it,† Elena told her. â€Å"Katherine was sweet but not very bright. Stefan and Damon already didn’t like each other. They told her she had to choose, that they wouldn’t even think of sharing her. And she ran off crying. The next day-well, they found her body, or what was left of it. See, a vampire needs a talisman like this ring to go out in the sun without being killed. And Katherine went out in the sun and took hers off. She thought if she were out of the way, Damon and Stefan would be reconciled.† â€Å"Oh, my God, how ro-â€Å" â€Å"No, it isn’t,† Elena cut Bonnie off savagely. â€Å"It’s not romantic at all. Stefan’s been living with the guilt ever since, and I think Damon has, too, although you’d never get him to admit it. And the immediate result was that they got a couple of swords and killed each other. Yes, killed. That’s why they’re vampires now, and that’s why they hate each other so much. And that’s why I’m probably crazy trying to get them to cooperate now.† How to cite The Vampire Diaries: The Fury Chapter Six, Essay examples

Effects of Conflict on Employee and Organizational Performance Essay Sample free essay sample

Abstraction: Conflict exists in all types of working environments. If you are working with people or interact with people on a day-to-day footing. at some point you will be involved in or hold to cover with some signifier of struggle. Every employee hopes for a healthy. struggle free working environment. Conflict within the working environment has a direct impact on an employee’s occupation satisfaction and public presentation and on that of the organization’s public presentation. This paper is an effort to understand and cognize the consequence. causes. types and schemes on pull offing employee’s occupation satisfaction and occupation public presentation when holding to be involved in. or hold had to cover with any type of struggle. 1. 1INTRODUCTION Today. the bulk of concern organisations are making concern in a turbulent environment where there is a changeless hunt to happen a manner to better their fight and public presentation ( Dodd. 2003 ) . With mention to organisations. struggle is the dissension between employees. sections. directors or groups of people within the concern. Disagreements may happen due to differences in points of position. political orientation or unhealthy competition that may give to either a positive or to a negative effect. No affair what type of struggle or degree of struggle occurs. there a figure of functional and dysfunctional effects that can originate from that struggle ( Esquivel and kleiner. 1997 ) . In add-on. organisational struggle is regarded as the strife that happens when the ends. involvements or values of different persons or groups are incompatible with those persons or groups block or thwart each other in effort to make their aims. Conflict is an inevitable portion of the organisational life since the ends of assorted stakeholders such as directors and staff have assorted and different points of position and are incompatible ( Jones et al. . 2000 ) . Conflict is a fact o f life in any organisation every bit long as people compete for occupations. resources. power. acknowledgment and security ( Adomi and Anie. 2005 ) . As the term and sound of â€Å"conflict† by and large has a intension of something negative for most persons. it can hold an consequence of both a positive and a negative. Research workers have stated that most organisations need more struggle. non less ( Rico. 1964 ) . It has besides been stated that the absence of struggle may be an indicant of autarchy. uniformity. stagnancy and mental fastness ; the presence of struggle may be declarative of democracy. diverseness. growing. and self-actualization ( Pondy. 1992 ) . Furthermore. struggle is considered psychologically and socially healthy. It is psychologically healthy because it provides an mercantile establishment for defeats and gives a feeling of engagement for those involved in the struggle ( Tjosvold. 1998 ) . In most organisations today. employees are organized into manageable groups in order to make a common end. therefore doing the chance of struggle to be high. There is no 1 beginning of struggle that occurs in organisations at all degrees of direction ( Barker et Al. . 1987 ) . In the societal kingdom of struggle. struggle occurs but is handled by household members. friends and relations. The same attack applies when the struggle is within the organisation. when struggle arises ; it needs to be resolved by direction for the interest of growing of the organisation. endurance and enhance employee and organisation public presentation. However. struggles are seldom resolved easy. to a certain extend most struggles are managed. as persons work out difference ( Barker. 1987 ) . 1. 2 Causes of Conflict With any organisation. there are many causes of struggle ; nevertheless. the struggle with an Individual normally arises when an person is ill-defined about what they are expected to make. this happens when the director or supervisor in charged has non clearly defined their outlooks to the employee ( Henry. 2009 ) . A study conducted by Psychometrics Canada. surveyed 357 HR professional’s employees about what they see as the chief causes of struggle. employees frequently report that personality. leading. communicating and the work environment drama considerable functions. Personality clangs and warring self-importances. scored the highest per centum of 86 % of the bulk of respondents indicated being a frequent struggle. Lack of leading is the 2nd most normally mentioned cause evaluation at 73 % . Poor leading from the top of the organisation plays a important portion in bring forthing struggle at work. Issues related to communicating and work environment followed closely with a mark of 67 % describing deficiency of honestness and openness as their cause of struggle. and 64 % indicate that work is stress is their chief cause. Over half of those surveyed identified hiting a 59 % as the cause of clang of values as their chief cause of struggle within an organisation. Incompatible personalities. which are psychological. might impact the employees non to acquire along with each other and this trouble might take to struggles. which consequence from formal interactions with other employees ( Robbins. 1987 ) . Conflicts would originate between persons and groups if the ends are non specified for single within a group ( Duke. 1999 ) . Additionally. the followers are other beginnings of struggles within an or ganisation viz. : sharing of resources particularly manpower. money stuffs. equipment and infinite required among sections. When resources may be scarce. people will ever hold to vie for them and the terminal consequence will take to conflict. 1. 3 Types of ConflictThere are three basic types of struggle: undertaking struggle. interpersonal struggle and procedural Conflict. These types of struggle so divide into what is identified within the organisation as either perpendicular or horizontal ( Imazai. 2002 ) . Task struggle can be productive by bettering the quality of determinations and critical thought procedures. Interpersonal struggle is used to bespeak the dissension that most people call a personality clang. This type of clang may show in the signifier of counter comments associating to personal features of another employee. or ignore any organisational ends to antagonise another group member. This type of struggle is expressed through more elusive gestural behaviours. For illustration. there may be frigid stares or. or to an utmost pure turning away of oculus contact. Interpersonal struggle may be inevitable and must be managed for optimum group co-existence. Another illustration of interpersonal struggle is turning away ( Robert. 1969 ) . Procedural struggle exists when assorted group members disagree about the stairss in which to take in carry throughing a group end. New processs may be formulated and a new docket suggested. Procedural struggle. like undertaking struggle. may be productive ( Barker. 1987 ) . Harmonizing to research compiled by O M Hotepo. perpendicular struggle occurs in groups of different hierarchal degrees. such as supervisors and salesmen. whereas horizontal struggle occurs between persons of the same degree. such as directors in the same organisation. In perpendicular struggle. differences in position and power between groups are in general larger than in that of the horizontal struggle ( Robbins. 1983 ) because these facets tend to equalise in tantamount hierarchal degrees. When a perpendicular struggle occurs between staff employees and disposal. their beginnings refer to: ( I ) psychological distance: workers don’t feel involved in the organisation and experience as if their demands are non being met. ( two ) power and position: employees feel powerless and alienated. ( three ) differences in values and political orientation: this is the difference represents personal beliefs on aims and ends of an organisation and ( four ) scarce resources: dissensions si ng benefits. salary and work conditions. In perpendicular struggle. persons in lower organisational degree seek to avoid struggles with direction degrees ( Brewer. 2002 ) . It is expected that the top direction equals perceive more struggle internally between their groups than those of lower place ( Pondy. 1992 ) . This happens because of the undermentioned grounds: ( I ) people in direction. are engaged in non-routine activities and development of policies. where the orientation for the actions are less clear and opportunities for dissension. bigger and ; ( two ) people in higher direction. instead than the lower degrees. are likely less flexible in their points of position. Conflict declaration at this point becomes more hard. Vertical struggle is researches examine the short-run and long term effects of sensed equity in organisational struggles between employees and supervisors ( Imazai. 2002 ) . This writer concluded that employee’s equity is of import in the declaration or organisational struggles. That when employees realize that there was equity in the struggle declaration. the bond between the group was merely strengthened. It was added that the sensed and distributive equity increased occupation satisfaction. 1. 4 Reason Conflict Occurs Conflict is clearly associated with power and can emerge when end accomplishment of an Organization is avoided ( Jung. 2003 ) . It is besides believed that people are cognizant of the factors that generate struggles such as scarceness. obstructor and incompatible involvement or ends ( Robinson. 1983 ) . Assorted grounds that cause struggle to intensify are as follows: ( I ) sections turn. people lose contact with other sections. or members of a section start to believe otherwise from other countries: ( two ) the addition of accent in the fiscal steps as a tool for motive for directors and the constitution of different net income centres inside an integrated concern system stop up crating many struggles ; ( three ) the increasing rise of accent in functional specialisation. political relations or publicity and recruiting reinforce the isolation of sections. bring forthing struggles ; ( four ) today there is more room for workers to demo unfavorable judgment among each other. while this freedom of address can be good for society as a whole. in organisational context can be transformed into struggles and ( V ) consumers demand lower monetary values. better quality in merchandises and services. making force per unit areas so that sections work more efficaciously which can ensue in strug gles among sections ( Ikeda. 2005 ) . Not all struggles are bad and non all struggles are good. harmonizing to Hocker and Wilmot ( 1995 ) . Conflict can make negative impact to groups but may besides take to positive effects depending on the nature of the struggle. Unresolved struggles tend to turn into bigger struggles. the more it grows. the greater the opportunity of roll uping more jobs ( Knippen and Green. 1999 ) . Similarly. some of these jobs which might originate due to conflict. are deficiency of cooperation. hapless communicating. wasted and contagious struggle ( Knippen and Green. 1999 ) . 2. 1 Controlling and Managing Conflict There are many ways that struggle can be managed. some concentrating on interpersonal relationships and some on construction alterations within the organisation. Robinson and Clifford ( 1974 ) . advocates that pull offing struggle toward constructive action is the best attack in deciding struggle in an organisation. When struggle arises. it needs to be handled suitably so that it can ensue in a positive action instead than that of a negative consequence. Parker ( 1974 ) argued that if struggles arise and are non managed decently. it will take to holds of work. disinterest and deficiency of action and in utmost instances might take to finish dislocation of the group. Knippen and Green ( 1999 ) argued that the best manner to manage struggle objectively is to follow six measure procedure that involves depicting the struggle state of affairs to the other individual. inquiring the other individual how he/she sees the struggle state of affairs. reacting the manner the other individual sees the state of affairs. jointly make up ones minding how to decide the struggle. doing committedness to decide the struggles. and assuring to be committed in the hereafter to go on deciding struggles that may originate. Another manner to managing organisational struggle is to set or do structural alterations within the organisation. This means modifying and incorporating the aims of groups with different point of views. Furthermore. the organisation construction may hold to be changed and authority-responsibility relationships clarified ( Knippen and Green. 1999 ) . The eventuality Theory harmonizing to Derr ( 1975 ) is one of the conceptual tools utile for pull offing organisational struggle. He stated that there are three major struggle direction attacks from which interviewer can pull to explicate an attack appropriate for deciding a difference ; Collaboration. Bargaining and Power drama. The appropriate usage of these methods depends on the person and the province of the organisation. Derr ( 1975 ) continues to specify Collaboration as affecting people come uping their differences ( seting it all on the tabular array ) . and so work on the jobs until they have reached a common solution. By utilizing this attack. it is assumed that people will be motivated to voice their differences and put in the clip to hold them resolved. Dickering on the other manus assumes that neither party will emerge experiencing the issue was resolved from the confrontation but that both. through dialogue. can acquire something they do non hold at the beginning. or more of something needed. normally by giving up something of lesser value and importance to them. The triumph is normally imbalanced where as one party by and large wins more than the other ; by the adept usage of tactical trades. the employee can acquire the maximal possible from the other side. The concluding attack is Power Play ; it differs from the other two attacks because its accent is on strictly self-interest. In coaction and dickering the two sides join forces to seek to decide their jobs. when power is the dominant manner. the actions are one-sided or in alliances moving one-sidedly ( Derr. 1975 ) . Causes of Conflicts| Conflict Management Technologies| | COLLABORATION| BARGAINING| POWER PLAY|External pressures| Open systems planning| Negotiation| Force and menaces of force. usage of Torahs co-option. strategic usage of information. alliance building| Individual stress| Counseling. coaching. job solving| Contracting| Transfer. careful occupation description| Power Struggles| Build organisational clime. do determinations near to information beginning. best thoughts prevail. promote engagement job solving| Negotiation. work out substantial issues of scarce resource. allotment. set up power party| Use of legitimate authorization. co-option. alliance edifice. favour system| Low interdependence| Increasing group interaction| Negotiation to heighten interaction| Use of legitimate authorization to construction more interaction| Role differences. distinction. high interdependence| Team edifice. communicating accomplishments. job work outing. confrontive manner. imagination. 3rd party audience. climate| | Support with formal authorization an d rewards| Beginning: Derr. G. B. ( 1975 ) : Major causes of organisational struggle: Diagnosis for action ; Working paper. Naval Postgraduate School. Monterey. California 2. 2 Methods to decide ConflictIn researching ways to decide struggle within organisations study conducted of one hundred 30 directors from authorities section. and private companies. This study was conducted by Ongori Henry in Botswana. Botswana. His decision of methods to decide struggle was that most struggles in organisations are resolved by the involved compromising. followed by utilizing mediation to decide struggles. In add-on other attacks are besides supplemented in deciding struggles. This survey places strong duty on direction to use more than one attack to decide the struggles within the organisation. The survey besides indicates that turning away and backdown are attacks frequently used in their organisation. but are non given precedence compared to other attacks of compromising or promoting unfastened communicating. 3. 1 Effectss of Conflict Conflict depending the type. cause or ground can impact persons and organisations otherwise. No one individual will ever react or respond the same manner about everything. If struggles are managed decently. the result may non stop up negatively. If the organisation would utilize the best class of action. the organisation could in fact increase its public presentation in footings of using the scarce resources and accomplishing the aims of the organisation ( Jehn. 1995 ) . Conflict can better determination doing results. particularly on task-related struggle and group productiveness by increasing the quality of unfavorable judgment and persons following a â€Å"devil’s advocate† type function ( Amason. 1996 ) . Research has besides found that undertaking related struggle is good to the organisation since it allows the exchange of thoughts and help better public presentation amongst the group members ( Jehn. 1995 ) . Other benefits include group acquisition and truth in state of affairs appraisal ( Fiol. 1994 ) . Robinson ( 1994 ) advocate that pull offing struggle toward constructive action is the best attack in deciding struggle within an organisation. Conflicts as stated before can hold both positive and negative consequences for the person every bit good as for the organisation. Field study consequences ( 2009 ) from survey of 90 six directors from Hotels. Airlines. Road Transport and Insurance companies indicated that positive consequences for the employee from struggle can take to constructing cooperation. helps the person to develop. better the employees accomplishments on how to pull off such struggles. improves choice determinations. and increases their innovativeness and productiveness. Negative consequences for the employee from struggle are interferes with organisation operations. deficiency of cooperation. cachexia of clip and resources. no coherence to organisation. and no productiveness. Harmonizing to Brookins ( 2008 ) struggle for an employee consequences in mental wellness concerns doing defeat and feeling of being unrecognized. The consequence is the employee becomes stressed. which adversely affects their professional and personal lives. They may see jobs kiping. loss of appetency or gluttony. concerns and go unapproachable. Employees involved in struggle frequently show a lessening in their productiveness. The clip covering with the struggle interferes with their occupation public presentation ; their focal point has shifted from the ends to dish the dirting about the struggle or venting about their defeats. Many employees when holding to cover or confront unsolved struggle frequently leave the organisation all together. Violence has even occurred in some organisational state of affairs because a struggle has escalates without any mediation. and an intense state of affairs may originate between its employees. 4. Decision Conflicts are portion of our human nature and sometime ineluctable. We understand that any struggle that has an consequence on an employee can besides hold a strong consequence on the organisation and must be resolved. Pawlak ( 1998 ) suggests that struggle analysis and its declarations has an of import function in private. public and political organisations. every bit good as in judicial and work differences. in military operations and many other establishments. The cause of the struggles becomes irrelevant if they are neer resolved. Though struggle is normally viewed as a negative. it is capable of increasing organisational productiveness. thereby bettering the organisational public presentation. All this is achieved by turn toing the employee’s struggle to extinguish any farther negative consequence. Conflict direction systems should be integrated within the organisation. This procedure begins with appraisal and enquiry. addresses the design. execution and rating ( Ford. 20 07 ) . If struggles occur. which they will. struggles should construct the spirit of teamwork and cooperation among the employees of an organisation ( Henry. 2009 ) . Resources Barker. L. L. j. w. Kathy. K. W. Watson and R. J. Kibler. 1987. Groups in Process: an Introduction to Small Group Communication. 3rd Edn. Prentice Hall. Englewood Cliffs. N. J. Brewer. N. . Mitchell. P. . Weber. N. 2002. Gender function. Organizational Status. and Conflict Management Styles. The International Journal of Conflict Management. 12 ( 1 ) : 78-94 Derr. G. B. 1975. Major Causes of Organizational Conflict: Diagnosis for Action. Working paper. Naval postgraduate School. Monterey. California Duke. C. . 1999. Organizational struggles impacting engineering commercialisation from non-profit research labs. J. Prod. Brand Manage. . 4 ( 5 ) : 5-15 Fiol. C. M. . 1994. Consensus. diverseness and acquisition in Organizations. J. Org. Sci. . 5 ( 3 ) :403-420. Hocker. J. L. and W. w. Wilmot. 1995. Interpersonal Conflict. 4th Edn. The McGraw-Hill Companies Inc. Jehn. K. . 1995. A multi-method scrutiny of the benefits and hurts of inter-group struggle. Administr. Sci. Q. . 40 ( 1 ) : 256-282 Knippen. J. T. and T. B. Green. 1999. Managing struggles. J. Workplace Learning. 11 ( 1 ) : 27-32 Jung. S. 2003. The Effects of Organizational Culture on Conflict Resolution in Marketing. Journal of American Academy of Business. 3: 242-246. Ikeda. A. A. . Veludo-de-Oliverira. Campomar M. C. 2005. Organizational Conflicts Perceived by marketing Executives. Electronic Journal of Business and Organization Studies. 10 ( 1 ) :22-28 Pawlak. Z. 1998. An Inquiry into Anantomy of Conflicts. Journal of Information Sciences. 109: 65-68 Pondy. L. R. 1992. Contemplations on Organizational Conflict. Journal of Organizational Behavior. 13: 257-261 Robinson. J. . Roy W. J. . Clifford. R. A. 1974. Conflict Management in community Groups. University of Illinois at Urbana-Champaign. North Cardinal Regional Extension Publication No. 36-45 Robbins. S. P. 1983. Organizational Behavior. Prentice Hall. Englewood Cliffs. ISBN 978-960-474-161-8 Tjosvold. D. 1998. Concerted and Competitive Goal Approach to Conflict: Accomplishments and Challenges. Applied Psychology: an International Review. 47 ( 3 ) : 285-342.