Kite Runner Essay Notes Essay Example for Free

Kite Runner Essay Notes Essay Q1 â€Å"I never thought of Hassan and me as friends†¦ history isn’t easy to overcome. Neither is religion. In the end, I was a Pashtun and he was a Hazara, I was Sunni and he was Shi’a, and nothing was ever going to change that. Nothing† (Hosseini 27) †¢DESPITE THE FACT THAT AMIR HAS SPENT HIS ENTIRE LIFE IN HASSAN’S company he does not consider Hassan to be his friend. This is because of social status. Hassan religion is seen to be below Amir and this is why they will never be able to be friends. Hassan does not understand this and takes every opportunity to please Amir, to make him happy. The two boys grew up together, they learned to crawl together, and they later taught each other how to ride a bicycle. But history and religion override all of the mitigation factors in this relationship, and Amir has decided that he doesn’t value this relationship to be anything more than a master and his servant. Q2 â€Å"I had one last chance to make a decision. One final opportunity to decide who I was going to be. I could step into that alley, stand up for Hassan- the way he’d stood up for me all those time in the past- and accept whatever would happen to me. Or I could run. In the end, I ran† (pg 82) †¢AMIR WAS ALWAYS TRYING TO PLEASE BABA, TO MAKE HIM PROUD, TO SEEK HIS approval. Amir was finally able to do this when he won the Kite Flying tournament. Baba had never been so proud. The only task left was for Hassan to run and find the winning kite. After a period of time Amir went to look for Hassan. He found him in the alley with Assed, and other bullies. Hassan had the winning kite, but there was a price to pay for this kite. Nothing is free in this world. Amir witnessed an act of unwavering loyalty from Hassan, as Hassan was being raped in order to keep the kite. Amir had the opportunity to step in and protect his companion, but instead chose to close his eyes. This was the price he had to pay to receive Baba’s affection, and this haunts Amir for his entire lifetime. Q3 â€Å"Mostly, I remember this: His brass knuckle flashing in the afternoon light; how cold they felt with the first few blows and how quickly they warmed with my blood†¦ for the first time since the winter of 1975, I felt at peace. I laughed because I saw that, in some hidden nook in a corner of my mind, I’d ever been looking forward to this† (302). †¢AMIR HAS FOUND HASSAN’S SON WITH ASSEF, LEADER OF THE TALIBAN AND rapist. Assef issues a challenge for the boy and Amir accepts, this is Amir’s way of forgiving himself for all of his past sins. He is finally being punished for never stepping in and trying to protect Hassan because of his cowardice. With each physical injury that Assef inflicts Amir is forgiven more and more. This incident will make it possible for Amir to atone himself of his sins and create a future relationship with Sohrab, Hassans son and his part nephew. Second Body Paragraph Q1 â€Å"Maybe he would call me Amir Jan like Rahim Khan did. And maybe, just maybe, I would finally be pardoned for killing my mother† (60) †¢BABA, AMIR’S FATHER, LOVED HIS WIFE. WHEN SHE DIED DURING CHILD BIRTH IT broke his heart. This created initial discord between Amir and Baba. One that was never able to abolish itself. Amir had different interests than Baba; this made it difficult for Amir to please Baba, which made it impossible for Amir to forgive himself for killing his mother at birth. Q2.

Essay on the Dilemma of Billy Budd -- Billy Budd Essays

The Dilemma of Billy Budd    Herman Mellville's Billy Budd is and extremely divisive novel when one considers the dissension it has generated. The criticism has essentially focused around the argument of acceptance vs. resistance. On the one hand we can read the story as accepting the hanging of Billy Budd as the necessary ends of justice. We can read Vere's condemnation as a necessary military action performed in the name of preserving order aboard the Indomitable. On the other hand, we can argue that Billy's execution as the greatest example of injustice.    The question has been asked if Vere's conduct is right or wrong. In either case, since Billy Budd is an ethical text, it is very odd that there is an absence of the emotion guilt.   Billy Budd is a story about two murders. Billy kills Claggart and Vere (although indirectly, the decision is ultimately his) kills Budd. Neither of the murderers demonstrate guilt in the form of remorse. For a narrative that tries to put the reader in a moral and ethical position, it is ironic that the characters themselves don't exhibit what would seem most ethical.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  ... ... To read the story as either accepting or resisting an ethical dilemma is perhaps debatable. The point of the story may be to state man's need to punish and retaliate with injury through means that may be befogged. The reader may be upset with the death of Billy Budd not for the seemingly unjust killing of a sympathetic character, but for its illustration of a society coming apart at the seams; one which doesn't necessarily make sense considering human nature, but one that is so closely linked to social systems, it is doubtful that it could ever be changed.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  

Expectancy Theory of Motivation

Running head: EXPECTANCY THEORY OF MOTIVATION Expectancy Theory of Motivation Expectancy Theory of Motivation Companies need to understand the practice of motivation for them to achieve full output from its employees which will lead to full output from the company. The expectancy theory of motivation proposed by Victor Vroom will help companies to understand how to achieve this motivation level. The theory of motivation states that employee’s motivation is the outcome of how much of individual wants a reward. The theory revolves around three distinct perceptions. The first component of the theory is the Effort-performance relationship. The provability perceived by the individual that exerting a given amount of effort will lead to performance (Robbins & Judge, 2007, p. 208). The second component of this theory is Performance-reward relationship. The degree to which the individual believes that performing at a particular level will lead to the attainment of a desire outcome (Robbins & Judge, 2007, p. 208). The third component of this theory is Rewards-personal goals relationship. The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual (Robbins & Judge, 2007, p. 208). The Expectancy Theory of Motivation had to very important beliefs that help complete the above model. The first belief is that Effort-to-performance expectancy is the individual's awareness that effort will lead to above performance. The person will determine if the performance expected of them can be reached by an amount of effort within their ability. If this person feels they can’t achieve this performance level within their abilities then the outcome to meet the goals will be low. This will cause the person motivation effort to be low. If the person feels that the performance level that is required of them is in reach of their abilities then they are likely put the extra effort in and be motivated. The second belief links performance to outcome through instrumentality. This is where a person is motivated when that person feels the performance is explicit and equal instrument to fulfill their personal outcome. Therefore a erson will be motivated if the person believes that meeting the performance of organization will bring their desired outcome. The other problem arises if the person does not feel their desired outcome will not be achieved then they may not put in any or very little effort to meet the performance of the organization and will they will not be motivated in the first place. The company management must set goa ls that can be attainable for the person to be motivated and succeed and benefit the person outcome. This can be achieved through a promotion, bonuses, and praise. The company from the given scenario has set the goal to produce goods of extra quality and the company is expecting employees’ level to be very high. Few of the employees have been able to handle these new processes. Then we have learned that the expectancy relationship has been fulfilled and is working. The problem with the given scenario must line somewhere within the instrumentality relationship. The given scenario shows there is no salary difference between the workers who are good performers and the workers who are the bad performers. One other point is that the bad performers bring penalties in their salary. The level of bonus that is offered for meeting the goal of the company is not high enough with the required effort according to the employees. Last thing about the scenario the amount of pay given for overtime is higher than the bonus given for performance and still overtime is created by because of the slow performance. The employees understand it is better to work slow and see better instrumentality then through fast work. Looking at the given scenario there has to be some items have to be addressed. One item that needs to be addressed is the slow work with some of the employees must have strict salary penalties. The next item to be addressed is that with better performance the bonus levels need to be compensated higher. This will make the employees that are capable running processes put in place by the company put in more effort to reach the performance desired as they will desire the new bonus. The employees that are not capable will put more of an effort and be motivated to reach the same desired higher bonus and not see a penalty in salary. The last item to be addressed is management should reorganize the operations so that the bonus pay is higher than the overtime work performed this way employees will not see the benefit of working the overtime as the performance bonus will be more desirable. We have shown the key features of the expectancy theory that was proposed by Victor Vroom which illustrated a scenario which we implemented corrective intervention to boost the efforts of employees. Reference Robbins, S. P. , ; Judge, T. A. (2007). Motivation Concepts. In (Ed. ), Organizational Behavior (pp. 208-214). Upper Saddle River, New Jersey: Pearson Prentice Hall. Expectancy Theory of Motivation Running head: EXPECTANCY THEORY OF MOTIVATION Expectancy Theory of Motivation Expectancy Theory of Motivation Companies need to understand the practice of motivation for them to achieve full output from its employees which will lead to full output from the company. The expectancy theory of motivation proposed by Victor Vroom will help companies to understand how to achieve this motivation level. The theory of motivation states that employee’s motivation is the outcome of how much of individual wants a reward. The theory revolves around three distinct perceptions. The first component of the theory is the Effort-performance relationship. The provability perceived by the individual that exerting a given amount of effort will lead to performance (Robbins & Judge, 2007, p. 208). The second component of this theory is Performance-reward relationship. The degree to which the individual believes that performing at a particular level will lead to the attainment of a desire outcome (Robbins & Judge, 2007, p. 208). The third component of this theory is Rewards-personal goals relationship. The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual (Robbins & Judge, 2007, p. 208). The Expectancy Theory of Motivation had to very important beliefs that help complete the above model. The first belief is that Effort-to-performance expectancy is the individual's awareness that effort will lead to above performance. The person will determine if the performance expected of them can be reached by an amount of effort within their ability. If this person feels they can’t achieve this performance level within their abilities then the outcome to meet the goals will be low. This will cause the person motivation effort to be low. If the person feels that the performance level that is required of them is in reach of their abilities then they are likely put the extra effort in and be motivated. The second belief links performance to outcome through instrumentality. This is where a person is motivated when that person feels the performance is explicit and equal instrument to fulfill their personal outcome. Therefore a erson will be motivated if the person believes that meeting the performance of organization will bring their desired outcome. The other problem arises if the person does not feel their desired outcome will not be achieved then they may not put in any or very little effort to meet the performance of the organization and will they will not be motivated in the first place. The company management must set goa ls that can be attainable for the person to be motivated and succeed and benefit the person outcome. This can be achieved through a promotion, bonuses, and praise. The company from the given scenario has set the goal to produce goods of extra quality and the company is expecting employees’ level to be very high. Few of the employees have been able to handle these new processes. Then we have learned that the expectancy relationship has been fulfilled and is working. The problem with the given scenario must line somewhere within the instrumentality relationship. The given scenario shows there is no salary difference between the workers who are good performers and the workers who are the bad performers. One other point is that the bad performers bring penalties in their salary. The level of bonus that is offered for meeting the goal of the company is not high enough with the required effort according to the employees. Last thing about the scenario the amount of pay given for overtime is higher than the bonus given for performance and still overtime is created by because of the slow performance. The employees understand it is better to work slow and see better instrumentality then through fast work. Looking at the given scenario there has to be some items have to be addressed. One item that needs to be addressed is the slow work with some of the employees must have strict salary penalties. The next item to be addressed is that with better performance the bonus levels need to be compensated higher. This will make the employees that are capable running processes put in place by the company put in more effort to reach the performance desired as they will desire the new bonus. The employees that are not capable will put more of an effort and be motivated to reach the same desired higher bonus and not see a penalty in salary. The last item to be addressed is management should reorganize the operations so that the bonus pay is higher than the overtime work performed this way employees will not see the benefit of working the overtime as the performance bonus will be more desirable. We have shown the key features of the expectancy theory that was proposed by Victor Vroom which illustrated a scenario which we implemented corrective intervention to boost the efforts of employees. Reference Robbins, S. P. , ; Judge, T. A. (2007). Motivation Concepts. In (Ed. ), Organizational Behavior (pp. 208-214). Upper Saddle River, New Jersey: Pearson Prentice Hall.

French Subjunctive Irregular Conjugations

While not as difficult as using the French subjunctive, conjugating irregular and stem-changing verbs into the subjunctive can be a little tricky.Stem-changing verbs and most irregular verbs follow the same pattern as regular verbs for the singular conjugations (je, tu, il/elle/on) as well as the third person plural (ils/elles): the subjunctive stem is derived from the present tense conjugation of ils. boire envoyer prendre venir present tense: ils boivent envoient prennent viennent stem boiv- envoi- prenn- vienn- subjunctive endings: boire envoyer prendre venir ... que je -e boive envoie prenne vienne ... que tu -es boives envoies prennes viennes ... quil/elle/on -e boive envoie prenne vienne ... quils/elles -ent boivent envoient prennent viennent However, the nous and vous forms of the subjunctive find their stems in the present tense conjugation of nous: present tense: nous buvons envoyons prenons venons stem buv- envoy- pren- ven- subjunctive endings : ... que nous -ions buvions envoyions prenions venions ... que vous -iez buviez envoyiez preniez veniez This two-stem subjunctive pattern applies to all stem-changing verbs as well as all but seven irregular verbs.Five verbs have irregular subjunctive stems but take the same endings as above: One stem Two stems* faire pouvoir savoir aller vouloir stem(s) fass- puiss- sach- aill- / all- veuill- / voul- ... que je (j) fasse puisse sache aille veuille ... que tu fasses puisses saches ailles veuilles ... quil/elle/on fasse puisse sache aille veuille ... que nous fassions puissions sachions allions voulions ... que vous fassiez puissiez sachiez alliez vouliez ... quils/elles fassent puissent sachent aillent veuillent *These two verbs have different stems for je/tu/il/ils and nous/vous.And finally, two verbs have irregular stems as well irregular endings: avoir tre ... que je (j) aie sois ... que tu aies sois ... quil/elle/on ait soit ... que nous ayons soyons ... que vous ayez soyez ... quils/elles aient soient