Readers response Essay Example | Topics and Well Written Essays - 500 words

Readers response - Essay Example Finally, the plotline has almost nothing to do with a love story. Faulkner introduces Miss Emily Grierson as a woman who has never been provided an opportunity to become comfortable or familiar with the world outside of her father’s old world ideals. This created a situation in which Miss Emily â€Å"got to be thirty and was still single† (437), forced to live in her maidenhood forever and lacking any connection to the rest of the world. Her inability to relate to the real world outside her fantasy is seen when she refuses to acknowledge her father’s death. This reaction was considered strange and unusual by the people of the town who are narrating the tale, but justified by the way in which she’d been treated by this man. But this strangeness was forgotten when Emily started behaving like normal by dating Homer Barron and her retreat back into her house after he left seems understandable. The final revelation that she had killed Homer Barron and then slept with the dead corpse for years is surprising, but not out of ch aracter. The idea that this old lady slept with the decaying corpse of the lover she’d killed is really gruesome but makes a lot of sense at the same time. It seems unnecessary to explain why the story seems very gruesome. However, it also makes sense as the old people of the antebellum South continued to have troubles adjusting to the changing rules of society. Miss Emily was forced to become an old maid because there weren’t any more families of the ‘old ways’ that were close enough to her family’s old social position. By the time her father died, she was incapable of accepting any kind of change like a lot of people of the Old South were. She tried to break the mold a little bit when she started dating Homer Barron. He was a northerner and someone of a much lower social class than what

Feminine Principles Essay Example for Free

Feminine Principles Essay People usually accept themselves as weak and helpless because of the speed of economical and social changes and the destruction of labor security. Therefore, it is a period of the unsafe world we live in. However, a majority of real experts and specialists, especially women, are getting to know how to find out their workplaces rather than hoping for an innovated structure in the society. Women are different from men, in particular, in choosing the leadership ways. As a matter of fact a female advantage takes place. All human beings are created of the excellent coordination of the Masculine and Feminine Principles, and all persons have both male and female power as a piece of their being humans. Our views of male and female have been much distorted under the terrestrial circumstances that were the reasons of the derangement in the human life. Our common cultural ideas of what a man is, and what a woman is, are distorted, artificially created stereotypes of what these genders are indeed. A significant piece of this treatment process is looking for some balance in the relationship between male’s and female’s power, and reaching some equilibrium in our mutual relations with the male and female power around our world and us. We fail to do this if we have distorted concepts about the essence of a man and a woman. In course of time as a rule leaders have been depicted as men it is only not so long ago that women are starting to obtain recognition for their abilities in Leadership. Still, women can be such good leaders as men. The main thing is how women accept themselves. Being surrounded by men women shouldn’t feel unconfident and they shouldn’t be afraid to say something not to look silly. They have to treat themselves as strong human beings but not as weak creatures. †¦Feminist movements possess a unique sense for the instant future. Those movements have to be comprehended, not as an affirmation of superiority, but as the creation of fairness. There have been a lot of discussions about balance and equilibrium; accurately for this principle to come a reality women’s’ rights have been enhanced. People mustn’t think that this will be advantageous only for women; it will foster general balance, and therefore it is essentially for concordant evolution. Sally Helgeson in her book â€Å"The Female Advantage: Womens Ways of Leadership† portrayed an inquiry of four female leaders carried out in the 80s and comparing it to a study made by Mintzberg (How Men Lead in 1973) applying the familiar ways understood as diary studies. These studies are my favorite ones. They are carried out by spending the whole day for some weeks with the matter and registering every tasks then classifying them. The study by Mintzberg contained five men that have been main leaders in business of their times. This book depicted the discrepancies between women and men and set out that maternity brings up management, conversation abilities and capability to balance. Women concentrate on the process and men concentrate on reaching the set goals and completion. As a matter of fact women can be flexible. They can fulfill diverse tasks and assess coordination and relations. The writer determines the leadership system applied by men as Hierarchy. (Mitstifer, D. I. 1995) †¦This structure pursues a row of command; data is filtered out, collected and classified as it goes to the top across proper channels. The female leadership characteristics are depicted as a Web system that makes communication easier. I would like to trade places with Margaret Thatcher. She was sticking to the men’s leadership features. She has never set certain targets but she has been trying to make use of any opportunity. Helgesen revealed that the places of employment women had inclined to be webs of inclusion. She clarified that their organizations were structured like a web but not a hierarchy and that distributing data and information was a main principle of their efficacy. The web of inclusion can be named as a model for helping us redesign the institutions that frame our lives (Helgesen, 1995, p. 16). Web-like organizations are especially apt to be driven by clearly articulated values, since a tight focus on mission is the glue that holds their flowing structures together. (Helgesen, 1995, p. 286) The web of inclusion, backed up by the new science (Wheatley, 1994), reveals the universe in operation: not as a precisely calibrated great machine in which each constituent part is locked into its own immutable slot, but rather as pulses of energy that continually evolve and assume shifting shapes as the various elements interact, and in which identity is inseparable from relationship. (Helgesen, 1995, p. 16) The architect of the web works as the spider does, by ceaselessly spinning new tendrils of connection, while also continually strengthening those that already exist. The architects tools are not force, not the ability to issue commands, but rather providing access and engaging in constant dialogue (Helgesen, 1995, p. 13). The web procedure is something new, not just a team method; though a web of insertion usually fulfills a particular task, it is not dispersed upon reaching the purposes. Vice versa it plays a more long-term role as it outlines procedure as well as system, provides new ways of approaching problems, of thinking, of connecting people, of giving them information and motivating them (Helgesen, 1995, p. 33). In this way it is easier to achieve a mutual understanding as well as mutual agreement. Still, what is a female advantage? Can we say that women are better than men while being a leader? Women who made their minds to make a career change after several years of non-employment usually apply that time to check the nature of their job again in terms of more mature private and professional purposes. When they back to the place of employment, they feel better who they are indeed and what they are willing to do. As a rule these women can be a model for girls and for even for some men who, because of insecure place of employment, have to know how to change the places and how to be ready to be changed as well. (Helgesen, S. , 1997) Women are the greatest users of some general seminars, school courses, and private advancement programs. Women look for some new opportunities in training more actively, and they do not spare money and time for such purposes. Therefore, they are responsible for the things they do and they want to apply all their efforts. There are lot of women nowadays who are involved in entrepreneurship. â€Å"More than one-third of all small businesses are now owned by women†. (Helgesen, S. , 1997) Women had to discover strategies and methods that had to be suitable for the circumstances of the new economy and new world in general full of information. Womens biggest contribution to our life and our world can be their perseverance upon destroying the form rather than just setting. In such a way all this made them to invent innovated ways that are collectively reforming our world. Women have distinctive characteristics that can be called as `feminine principles that let them be better executives and leaders. These female principles express our cultures fundamental intentions about discrepancies between in what way women and men act and creation of such principles in the community results would lead to the better life. A wish to enhance personal relations, to treat everybody with respect, provide and distribute data and information, and work as a team group can be considered as feminine principles. A woman is charming and full of inspiration. A modern business woman is a cute, clever and astute, well-dressed lady. She is energetic and can manage people and money successfully. They can mobilize when it is needed, they are eager to adapt to the new conditions more quickly than men. If I had my own mercantile agency I would choose a woman for sure to work as a sales manager. Women are great diplomats. They have something that men lack in order to persuade people to buy something, for example. The strong point of women is paying attention to the details. Men are considered to behave more effectively at the top of the crisis, but it is more difficult for them to stand it for a long of time. Meanwhile, women are more sensitive towards stresses and other problems. However, they can firmly resist these problems if last for a long time. Women run risks less and they are more law-abiding than men. So, both women and men are human beings. They have much in common, but in the same time they really differ from each other. Men and women both have advantages and disadvantages. References 1. Helgesen, S. (1995). The web of inclusion. New York: Currency/Doubleday. 2. Wheatley, M. J. (1994). Leadership and the new science. San Francisco: Berrett-Koehler. 3. Helgesen, S. (Spring, 1997). Women and the New Economy. Leader to Leader. pp. 34-39. 4. Helgesen, S. The Female Advantage: Womens Ways of Leadership. Doubleday, New York, N. Y. , 1990. 5. Mitstifer, D. I. (1995, October). Empowerment. Kappa Omicron Nu Dialogue, 5 (4), 1-2.

Archaeology And Patterns Of Trade Iron Age Europe History Essay

Archaeology And Patterns Of Trade Iron Age Europe History Essay In the Iron Age most European communities would have been linked together to some degree and this can be seen as a continuation of contact established during the Bronze Age (Piggott 1965: 174). Peaceful trade between these communities, for goods that were either a basic necessity or possibly just desirable, would happen for a number of reasons, none of them mutually exclusive, such as exploitation, cross-cultural interchange or mutually beneficial exchange (Woolf 1993: 211). When considering what archaeology can tell us about this trade, according to Collis (1984: 15),there is a common assumption that it divides into the three spatial patterns of long distance, inter-regional and local trade However, this differentiation may only be a modern construct that would not have been recognised by Iron Age communities (Wells 2008: 356-8). This essay will use some of the material culture available from burials, hoards and settlements to examine each pattern in turn looking at the objects trad ed, how trade was organised, why and who was involved in an attempt to assess whether or not the archaeological evidence supports this largely economic model. Before any assessment can be undertaken it is important to define the terms Trade and Iron Age as they are used in this essay. Trade is used here to describe any transaction intended to acquire goods not available in the local environment, which are either required for basic physical needs or are desirable, through purchase, barter or exchange for other goods (Wells 2008: 357). The process of goods or gift exchange was also in operation at this time and this term is used to describe the distribution of goods as a social interaction between communities aimed at increasing wealth, prestige or status (Wells 2008: 356-7). From the available evidence it is not always possible to tell the difference between these two systems and in fact Iron Age communities may not have differentiated so the two interactions can be interpreted as forming a continuum with traded goods being passed out from centres of trade to the rural periphery via exchange (Wells 2008: 358). The Iron Age was widespread across Central Europe by the 7th century BC and lasted until the Roman conquest in the 1st century BC. Traditionally It is divided into two phases, the Early Iron Age from 750-450BC, which is also termed Hallstatt after the type site in Austria, and the Late Iron Age from 450-50BC also known as La Tene from the type site in Switzerland (Darvill 2008: 215). This essay will use Early or Late Iron Age when referring to time periods, Hallstatt or La Tene when referring to artefact styles. Long distance trade is the easiest to detect in the archaeological record through the identification of foreign or exotic goods (Collis 1984: 15-16). In the Early Iron Age trade was stimulated by the metal using state societies of the Mediterranean , principally Greece and Etruria , as they sought sources of the basic raw materials like tin, copper, iron and salt to fuel their growing economies (Collis 1984: 15). Apart from Baltic amber and Mediterranean coral Europe had a plentiful supply of these basic raw materials locally available so the main import was in manufactured goods like the Attic pottery, Greek amphorae and Etruscan bronze vessels found at the Vix grave on Mont Lassois in France and the Heuneburg in Germany. These demonstrate trade as opposed to a social bond but are also indicative of links between the elites of Western Europe and the Mediterranean for the supply of feasting equipment and wine (Wells 1995: 231). The presence of elaborate graves with rich assemblages o f local products found in context with imported objects such as those found at Durrnberg in Austria which contained glass vessels from Italy, sword handles from Africa and vessels from Slovenia or grave 6 at Hohmichele on the Heuneburg , which contained silk textile from the far east, are indicative of long distance trade in prestige or luxury goods rather than social interaction (Wells 2008: 363). Colonies, such as Marseille founded by the Phocaeans in 600BC, were established by the Mediterranean societies to open up new trading markets (Milisauskas 1978: 270) as can be evidenced by the trade in wine and luxury items up the Rhone valley to central Europe (Greene 1990: 116), although not all Mediterranean drinking gear found in central Europe came via this route. Items such as the beaker flagons found in the Vix grave may have come via alpine routes from the Etruscan controlled Po valley (Cunliffe 1999: 62). Correspondingly the Early Iron Age saw the rise of European towns like the Heuneburg and Mont Lassois, with large populations and high levels of production and trade, which acted as core centres in local areas importing foodstuffs and raw materials from rural periphery for inter-regional exchange and distributing finished goods locally (Wells 1980: 46-47). In the Late Iron Age these towns were replaced by oppida like Manching in Bavaria and Bibracte in France which fulfille d a similar role. These oppida were also used as ports of trade and may have been established to attract and increase trade rather than to restrict or control it (Woolf 1993: 211). Following the foundation of the colonies feasting and drinking artefacts from Greek and Etruscan workshops appear in graves of the European aristocracy indicating the presence of well established trading links between central Europe and the Mediterranean (Cunliffe 2010: 462). It could therefore be assumed that that this elite aristocracy were in control of trade however there is evidence at the Heuneburg and Narbo for the presence of a merchant class who bring wine and other Mediterranean goods to the native markets and exchange them for raw materials, slaves and, as their population grew, foodstuffs (Nash 1984: 92-94). This trend continues into the Late Iron Age, when following a hiatus after Greece turns eastwards for trade in the 5th Century BC, contact with the Mediterranean is renewed in 2nd century BC, and there is evidence from Magdalensberg near Salzburg for trade being in the hands of Italian merchants with no evidence for native traders (Collis 2002: 31). Not all long distance trade was in luxury or prestige goods. The potential for interchange of rituals, ideas, technologies or even specialists should not be ignored nor should the smaller, domestic or lifestyle products like brooches and pins. It may be that the European elite in the towns and oppida acted as a core for the redistribution of these commodities in their local area or inter-regionally as the distribution of artefacts made from a variety of raw materials and involving the use of many technologies can be taken as indicating a defined social hierarchy within a settled society (Phillips 1980: 266). Inter-regional trade, or rather at this level exchange, can be described as the movement of goods between communities that share cultural similarities (Collis 1984: 15-16). For example, in the Late Iron Age objects found in graves from France, Austria and Bohemia and ornamented in the La Tene style would seem to indicate a social link between regional elites who express their cultural similarity and identity through material culture (Wells 2008: 363). The objects exchanged may be similar in form to those produced in the local environment and this exchange is traditionally seen as a social rather than economic event. To this end there is no merchant class involved in the transaction as it is based on family and kin relationships (Collis 1984: 15-16). Occurring more in the Early rather than the Late Iron Age it is characterized by gift exchange between the powerful members of peer societies possibly representing not only trade but also tribute, ransom, dowry payments or even wedding gi fts (Wells 1995: 239). This may also represent the practice of reciprocity whereby goods were given as a social interaction between elite members of society, not in the expectation of immediate exchange, but rather as a long term investment whereby reciprocation was made by the provision of services, labour, goods or even trading treaties (Nash 1984: 93-4). Stretching Europe slightly to include south-west Britain will allow the trade between Alet in France and Hengistbury Head to be used as a case study. The discovery of an iron anchor and chain dating from the 1st century BC at Bulbury in Dorset can be interpreted as providing evidence for maritime trade between continental Europe and Britain (Cunliffe 2010: 480). Hengistbury Head was a designated port of trade used by the local elite to control the flow of goods both into and out of Britain whilst utilizing the foreign trade relationship to increase their advantage over their regional periphery (Nash 1984: 93). Goods such as iron from the Hengistbury area, non-ferrous metals from the Mendips and Kimmeridge shale were exchanged with Alet, via a short haul sea crossing to the Channel Islands and thence to the port of Reginca, for Mediterranean pottery, prestige finished goods and wine (Languet 1984: 73). This is evidenced by the presence of Dressel 1A amphorae, glass and fine ware potte ry from Northern Italy at Hengistbury Head and changes in the local manufacture of ceramics, bronze and iron artefacts that are indicative of inter-regional exchange of ideas and technologies (Cunliffe 1984: 8). Although this short range, cross-channel contact was probably based on a recurring requirement between the respective core communities it could also be interpreted as a core-periphery pattern of trade whereby Continental Europe is the core supplying finished goods and south-west Britain is the periphery providing raw materials in exchange (Nash 1984: 92). There is evidence from the vast amounts of Armorican pottery at Hengistbury Head that the Armoricans themselves may have lived there, at least for part of the year, and acted as continental agents liaising with the local communities for the exchange of goods (Cunliffe 2010: 479). The hoard from Llyn Fawr in Wales could provide evidence of this interaction as it contains Hallstatt C type artefacts ,such as iron swords and br onze discs for harness ornamentation, that are similar to types found in Belgium and southern Germany and could have been shipped via Alet to Hengistbury Head before being exchanged locally (Cunliffe 2010: 456). Thus a case can be made for regarding Hengistbury Head as the core for its immediate environment with the local rural communities as the periphery. Local trade is probably the least studied of all the patterns of trade as there is a traditional assumption that the mechanisms used are already well understood (Collis 1984: 15). The interaction between local communities was possibly based on reciprocity with the exchange of finished goods for services, labour or raw materials. The oppida of the late Iron Age, like Manching and Bibracte, and the towns of the Early Iron Age, like Mont Lassois and the Heuneburg, were not just trading centres but were also manufacturing and production sites creating their own finished goods which is evidenced by graves containing bronze objects, pottery and glass beads that reflect local patterns of trade. These manufactured goods may have formed part of a core-periphery trade with smaller local communities for food and forestry products (Wells 1995: 236). Increases in rural production, which created a local self sufficiency and provided a greater surplus for trade, engendered the conditions that allow ed for a large scale social organisation with elaborate hierarchies. The emergent elite in these hierarchies were able to engage in local trade for a wide range of goods which could also be used to foster a regular contact with other regional elites for exchange of commodities, technologies and ideas (James and Rigby 1997: 76-7). Although they are classified as elites it is possible that individuals acted as à ¢Ã¢â€š ¬Ã‹Å"centresà ¢Ã¢â€š ¬Ã¢â€ž ¢ for trade and the rich burials in which we find lavish prestige and luxury goods, such as the Etruscan beaked flagons found in the middle Rhine area of Europe and dated to the Late Iron Age (Cunliffe 1999: 63), indicate wealth but maybe not elite status (Collis 1984: 16). After all not all trade was in luxury or prestige goods and the presence of non-elite objects like decorative pins and brooches, such as the bronze fibulae found in the female grave at Vix (Wells 2008: 364), in a local area can be taken as representative of local trade o r exchange networks. These socio-economic systems also saw elite leaders give gifts of lesser value to those lower down the hierarchy in order to retain status and power (Cunliffe 2999: 61). The spread of items like the long slashing Grundelingen swords can be explained by simple local exchange mechanisms providing examples that are then copied (Cunliffe 2010: 449) and at Alb-Salem in WÃÆ' ¼rttemberg there have been found ceramics of a particular size and decoration distributed across an area that could be walked in a day (Wells 2008: 361). In the late Iron Age coin evidence appears to indicate that specialist workers, who mass produce goods and administer their own commercial aspects of trade, replace control by elites, initially in their local area but eventually along the whole commodity supply chain (Wells 1995: 240-1). This is further evidenced by the appearance of mass produced Roman wares in graves where they replace unique foreign imports and is paralleled by a diminution in the role played by elites and social networks as they are superseded by professional merchants in a globalised economic market (Wells 1995: 240-2). The available archaeological evidence is open to ambiguous interpretation however this essay has argued that it would seem to support the spatial model of long distance, inter-regional and local patterns of trade even though this is a modern economic construct. These patterns should not be seen as being mutually exclusive but rather as strands in a complex system of exchange mechanisms that reflect social interaction between communities, that have a symbolic as well as an economic dimension whilst moving commodities, as well as ideas and technologies, bi-directionally around Europe and the Mediterranean (Renfrew 1993: 214). It should also be borne in mind that intangibles such as slaves, foodstuffs, hides and hunting dogs will leave no trace in the archaeological record even though they were subject to the same trade and exchange systems (Cunliffe 1984: 4). However, without the benefit of written sources to enhance our understanding, what the evidence cannot prove is how the Iron Age communities themselves regarded trade. It is a possibility that they did not differentiate by region or distance but instead regarded all trade as local and based on simple exchange systems no matter what the commodity or how far it had travelled (Wells 2008: 358). As the Iron Age came to a close, with low value coinage being adopted and Rome becoming predominant in Europe and the Mediterranean, there was a move to a globalised, impersonal, commodity market that removed the need for a differentiation in trading patterns. The emergence of standardised weights, measures and prices rendered redundant the requirement for barter and exchange systems with a professional Italian merchant class controlling trade and replacing local elites who were subsumed into the Roman provincial government process (Collis 2002: 30).

Imperfections in The Birthmark by Nathaniel Hawthorne Essay -- The Bir

Imperfections in The Birthmark by Nathaniel Hawthorne Too often in this world does man attempt to perfect nature. Tampering with this sort of element most commonly leads to a disaster to come extent. Because man is never satisfied, he is constantly vying for perfection, regardless of the outcome. Such is the case in Nathaniel Hawthorne's short story, 'The Birthmark.' Aylmer's persistent attempt to perfect nature is the cause of Georgiana's demise and the affirmation that when man tampers with such a powerful component terrible things may occur. In this short story, Hawthorne uses symbolism to emphasize the strange shape of the 'earthly imperfection' (204) and his desperate need to change it. The shape of the birthmark 'bore a little similarity to the human hand' (204). Here, Hawthorne?s use of symbolism clearly illustrates a distinct connection between the shape of the birthmark as a human hand and the need to remove it by the same means. In Aylmer?s quest for perfection, he simply ignores the fact that he is tampering with an incredible force: Nature. The ?crimson hand? (206) symbolizes man always trying to change something natural: something that need not be changed. Aylmer?s subconscious obsession with science quickly becomes apparent when he realizes that he has the knowledge to potentially change something that nature has brought. At one point in the story Aylmer becomes so infatuated with removing this birthmark he dreams about how he will do so. He goes a...

On Education and Human Nature Essay

This paper is a brief discussion of the relationship between education and human nature as seen in two varying viewpoints – that of Callicles (in Plato’s Gorgias) and Protagoras. The author is of the belief that education, albeit necessary in the survival of man in the long run, is a construct that contradicts the nature of man insofar as it restricts certain aspects of an individual. Such an assertion is partly leaning towards Callicles’ view of man as a creature whose appetites, so to speak, have to be met by virtue of a natural law. This position, along with Protagoras’ view of the nature of education – that it is essential in the cultivation of civic virtue – is key to the author’s argument that education is restricting. Callicles and Protagoras are similar in the sense that both are Sophists, with the slight distinction that the former is a student of Gorgias. Protagoras (outside of Plato’s dialogs) is known for his assertion that man is the measure of all things, and with that in mind it can be said that Callicles likewise adheres to that position, but with reservations – i. e. , the â€Å"better† man (discussions on definition aside) seems to be the measure of all things, not all men as they are. Aside from that, however, there is nothing more that links the two characters in Plato’s dialogs together. In fact, the views of the two thinkers with regard to the issue central to the discussion in this paper differ greatly. To begin, Callicles admonishes Socrates in their dialog for remaining to be a â€Å"student† of philosophy even as an adult. For Callicles, philosophy is not meant to be studied extensively nor lengthily; it is supposed to be indulged in by the youth, and only in moderation. He maintains that studying philosophy insofar as it is required by one’s education is acceptable; however, to still be engaged in philosophizing when one is already past the age of schooling is short of appalling since it causes one to deviate from leading a practical life. But what is this practical life that Callicles is in favor of? The answer to this question is implicit in the discourse that followed his expression of dislike towards Socrates’ way of life. Callicles purports that there is a natural justice in existence in the world that is being resisted, or even disregarded, by conventional justice. His notion of what is â€Å"just by nature† revolves around the idea that the â€Å"superior† amongst men is supposed to be a kind of usurper of property (if seen in a negative way) who – by virtue of his superiority – has the right to rule over the inferior of his kinsmen, and is entitled to a greater share in everything compared to lesser men. Such a concept, as seen in his exchange with Socrates, is completely in opposition to what is being forwarded in their society at the time – the idea that all men are essentially equal, and that what is just is for everyone to receive an equal share. This is the conventional justice Callicles is referring to. Socrates, in turn, and with his method of â€Å"acquiring knowledge† (Socratic method), manages to use his opponent’s argument against him. He began his argument with questions that asked for a clarification of definition – what is superior? Better? – and ended with the statement that with Callicles’ own words he managed to show that since many is superior to one, then rules of the many are superior; hence, these rules are rules of the better; hence, the rules of these â€Å"better† people are admirable by nature since they are superior; thus, natural justice is not at all in contradiction with conventional justice. As mentioned earlier, within the aforementioned exchange regarding natural and conventional justice lies Callicles’ perception of the practical life, or the kind of life an individual ought to lead. As with countless other thinkers, his argument is deeply rooted with the idea of happiness as the end to which man should direct his actions. What distinguishes him from Protagoras, though, is his assertion that happiness – and his concept of natural justice – can be attained only by the man who will succumb to his appetites, or in his own words: â€Å"the man who’ll live correctly ought to allow his own appetites to get as large as possible and not restrain them†. As for what he termed as â€Å"contracts of men† – which are to be assumed as the laws that maintain order in the society – Callicles is of the opinion that since these go against the grain with which man is made, they are to be considered â€Å"worthless nonsense†. For his part, Socrates of course attempted to dissuade Callicles by means of his conventional method of discourse and by introducing the analogy of the two men with jars, to no avail. Protagoras’ main point in the discourse relevant to this paper is that virtue is teachable. In support of his assertion, he recalled the account of the creation of man in Greek mythology to Socrates. He recounted that all creatures of the earth are made by the gods out of fire and earth, and that prior to giving them life Epimetheus and Prometheus were tasked to facilitate the distribution of abilities to them. Epimetheus volunteered to do it himself, with Prometheus inspecting the result. Epimetheus balanced the distribution with regard to â€Å"nonreasoning animals†. As for the human race, they were left bare, in the broadest definition of the word. Prometheus saw the problem and solved it by stealing from Hephaestus and Athena wisdom in the practical arts and fire and gave them to man, which proved fatal for him in the end. It is important to note that wisdom in the practical arts is wisdom intended for survival. It did not include political wisdom – needed to be able to establish and maintain the order of a city – as this is kept by Zeus. The result was catastrophic, as evidenced by the fact that later on Zeus sent Hermes to distribute justice and shame to all men for fear that the human race will be wiped out because of man’s inability to coexist in cities they founded to protect themselves from wild beasts that placed them in danger of annihilation. Political or civic virtue then – products of justice and temperance – became a divine law of which every man is knowledgeable, unlike other virtues that stem from other arts (such as architectural excellence). This myth was used by Protagoras to show that inherent in all men are the seeds of civic virtue that only need to be coaxed out with the aid of education and constant admonition from one’s elders (particularly parents). And since this is the case, all men are capable to be taught virtue, because all men are in possession of it. Protagoras made a second, this time stronger point to support his statement that virtue is teachable. He began his argument by saying that the difference between evils caused by natural processes and those resulting from the lack or absence of civic virtue is that the former elicits pity for the person in possession of such an evil. Contrary to that, when society is confronted with a person exhibiting the opposite of virtue – injustice, impiety, etc. – it is not pity that’s felt but anger. Protagoras maintains that this reaction is due to the fact that civic virtue is regarded as something that can be acquired through training, practice, and teaching. He pushes his position further by saying that reasonable punishment – administered to a person who has committed an act that goes against civic virtue – is undertaken as a deterrence, the implication of which is that virtue is and can be learned. To further support his claim, Protagoras went into a brief discussion of how virtue is taught to all men all their lives. As little children, he said, men are taught not only by their parents about civic virtue but also through the education they receive. From the literature they study to the songs they play, teachers are keen on inserting messages meant to teach them what is good and just. For Protagoras, it seems, education is not merely comprised of letters and literature. Music is likewise necessary, as well as sports. Music, as he said, makes people â€Å"gentler† – they become more â€Å"rhythmical and harmonious† with regard to their actions. And this is important because for him, â€Å"all of human life requires a high degree of rhythm and harmony†. As for sports, Protagoras mentions that parents â€Å"send their children to an athletic trainer so that they may have sound bodies in the service of their now fit minds†. Even after one’s formal schooling is over, education on the virtues does not stop. As Protagoras said: â€Å"When [the students] quit school, the city in turn compels them to learn the laws and to model their lives on them. They are not to act as they please. † He ended his side of the discussion with a rhetorical question of how anyone can wonder about virtue being teachable when it is given so much care and attention in man’s public and private life. It is crucial to analyze the discourse both thinkers had with Socrates, albeit briefly, to be able to shed light on the position of this paper that education is necessary but constricting. With regard to the nature of man, it is clear that there is a clear dividing line between the idea of Callicles and that of Protagoras. For the latter, what is good for man is that which is good for the society. In other words, there is no contradiction between natural and conventional justice relative to the nature of man and how he ought to live. For the former, man is essentially a being meant to be governed by his appetites, or desires. The conflict lies in the fact that conventional justice dictates that there be a certain level of order maintained in a society, order which will only come about through the citizens’ willingness to subject themselves to laws that promote equality and peaceful co-existence. For Callicles, such laws are human constructs, designed to restrain his idea of a superior man, and as such should not be observed. The author will go one step further and say that although there is no direct discussion on education in Callicles’ discourse with Socrates, it is clear that since education is a human construct, he sees it as but another shackle his superior man has to bear. Despite the fact that Protagoras is amenable to education – as it teaches civic virtue – there is a single line in the discourse that implies a completely different attitude. Protagoras told Socrates that when a man’s formal education is over, he is still forced to learn the laws and live by them, and that he is not to act as he pleases. This goes to show that despite the eagerness of his version of man to live a life of civic virtue, part of him still needs to be shackled by laws. It is these deductions – from both thinkers – that led the author to believe that inherent in every person is a part that yearns for unbridled freedom and power. Education is an institution that strives to inculcate in man the characteristics needed for him to be able to lead a peaceful life in a society – characteristics that lean towards suppressing one’s desires and call for a sort of balance between fulfilling one’s wants and respecting those of others. Despite the restrictive nature of education, the author believes that it is still a necessary burden people have to bear. Gone are the days when man kept to himself, when he foraged for food and did not maintain a life of permanence in any one place. With the evolution of man came the need for permanence, and with that co-existence with other men. It may be true that at the core of every man is a selfish desire for power – to have everything and more. But if all men were to be allowed to act according to their whims, the stories of old – where Zeus feared that the human race might be annihilated because of man’s inability to restrain his need for power – may come true after all. Survival today does not only entail meeting one’s basic needs. It is also about respecting other men, if one were to be anthropocentric about it. And this – along with other things that will aid the human race to persist for the next millennia – can only be reinforced by education.

Groundwater lab report Essays

Groundwater lab report Essays Groundwater lab report Paper Groundwater lab report Paper Although you are only required to respond to the questions in this worksheet, you are strongly encouraged to answer the other questions from the text on your own; doing so will make answering the required questions easier. Questions are from Conscience Laboratory, 5th De. (up. 213-226), by T. Freeman, 2009, New York, NY: John Wiley Sons. Reprinted with permission. Lab Questions 12. 2 (A) How many cubic kilometers of water reside within groundwater? The answer is 8. 4 million cubic kilometers of ground water. 12. 2 (B) How many more times abundant is groundwater than water on land? The answer is 0. 2 times more than that is abundant on land. 8. 4: 0. 2 8. 4/0. 2 = 42 Ground water is xx more abundant 2. 5 So what do you suppose happened when over-pumping of the saturated zone was stopped by that other California state agency? Levels would begin to rise up to a point where the aquifer shell was not damaged from drying out. 12. 6 Can you imagine what happened when the water table rose? Hint: Asphalt and concrete are only so strong. As water levels rise so would the settle landscape above causing the asphalt and concrete to shift and crack from ground pressure. 2. 7 If, for the model in Figure 12. 11, Hal were 506 Ft, h2o were 497 Ft, and I were 50 Ft, what would be the hydraulic gradient (in percent) between well #1 and well #2? Answer: 6 % (506 497)/1 50 = 0. 06 * 100 = 6 % 12. 11 If contaminants were to find their way into groundwater at Acme Industries, in which well would those contaminants be more likely to appear the well at the Smith farmhouse, or the well at the Jones farmhouse? The answer is the second one: Jones farmhouse 12. 18 Which of the six wells in Figure 12. 25 in Chi. 12 should be flowing artesian wells? : The answer is the fourth, fifth and the sixth well-portions where there is a lower ground elevation. 12. 9 In Figures 12. AAA and B, two depressions are occupied by water, whereas others are dry. (A) Explain this presence and absence of ponds in these two figures. In figure A, the pond was prevented into diminishing due to the saturated area brought about by the resistant clay in the first pond in figure B, in the other hand, the first opening is a non-resistant type of land and the second opening is a resistant material that can hold water. (B) If the two ponds were perennial (i. . , year-round) ponds, because of intersecting the water table, how would the presence or absence of water in he other depressions differ from that which is shown? Springs are formed either from a destroyed steam, sinkholes, or valleys. Caves are also formed from saturated area of land where a land will sprout and will construct as caves. 12. 20 Judging from what you learned from information in Figure 12. A AA in Chi. 12, how might one seal a leaking stock pond? Hint: Were talking three steps here, with steps #1 and #2 being the draining and restoring of pond water. The first thing that you should do is to drain the water in the pond, then put resistant clay o the bottom of the hole. Once done, you can fill back with water. 12. 21 Examine Figure 12. 22. At a glance, several ponds might be mistaken for stock ponds. However, there is evidence indicating that the large pond at coordinates P-5 is surely a sinkhole. What is that evidence? Hint: The evidence appears in the relationship between the pond and a man-made feature. The answer is that the rock bridge will hold the land and will not permit water to be drained 12. 5 Do water levels in these three lakes (as well as others) appear to be overfed by the vagaries of spotty rainfall and random surface drainage, or do they appear to mark systematic elevations on a water table? Hint: Notice the elevations of the bottoms of dry sinkholes relative to the water levels in ponds. The answer is elevation of water table. Lab Summary Address the following in a 100- to 200-word summary: Summarize the general p rinciples and purpose of the lab. Explain how this lab helped you better understand the topics and concepts addressed this week. Describe what you found challenging about this lab. Describe what you found interesting about this lab. Write your summary here: This lab experiment is provided in order to comprehend the water system in the planet. Even it be a pond, a hole or a lake, one can never really understand the reason why the water ended up there. I also share this same difficulty. But with the aid of this laboratory experiment, I can now comprehend why the water ended in there. Also understand something unless you see it with your own eyes. I realized that there are various materials and information that are interesting to study and to know in these bodies of water.

The Godfathers management

The Godfathers management Introduction Principles of management are inclined in management concepts and theories to ensure successful management is achieved. The essay will integrate management principles and theories in ‘The Godfather’ movie to help us understand the degree to which management practices and applied.Advertising We will write a custom essay sample on â€Å"The Godfather’s† management specifically for you for only $16.05 $11/page Learn More Management principles vary from organization to organization and are regarded as necessary and helpful components of successful management. In striving to reach organizational goals and utilizing scarce resources, the analysis compares and contrasts leadership and management skills in an effort to accomplish these goals. To achieve this, management processes have been divided into principles that include ethics, decision making, planning, organizing, team building, culture, motivation influencing and contr olling and leadership. Motivation Lamp (1968) analysis provides that good leadership skills are valuable resource in an organization and in employees’ lives. The movie ‘The Godfather’ (1972) covers the main principles of management and presents concepts and theories very prevalent in day to day running of organizations. Motivation plays an important role in creating and influencing the opinion of employees in an organization. It does this by linking the ideas of the organization with their employees whereby the manager pass down their themes to their team members hence changing the way they perceive certain issues. Sound management requires strategic planning and setting of an organization in combination with the coordination and assembly of resources and employees with the goal of reaching objectives. According to Lamp (1968) there exists a direct relationship between motivation and what the employees are giving the organization. In this relationship the role of manager employee is to generate information from a chain of relations and influences and the role of the managers is to infer and evaluate the information from the employees and generate other information external of the media perspectives. Sound management requires strategic planning and setting with the coordination and assembly of resources and employees with the goal of reaching organization objectives. Collaborative efforts from employees and other resources alongside what Lamp (1968) states as â€Å"knowing what you want people to do, then getting them to do it in the best way† (p.1) is required of good management and leadership skills in influencing goals in an organization. In relation to The Godfather (1972) movie Don Corleone argues to Sollonzo that†¦. I said that I will see you because I had heard that you were a serious man, to be treated with respect. But I must say no to you and met me give you my reasons. It’s true I have a lot of friends in politi cs (1).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More To achieve this, management processes have been divided into principles that include ethics, decision making, planning, organizing, team building, culture, motivation influencing and controlling and leadership. Recent research efforts by Sinclair (2004) suggests that management is a continuous process and the mentioned principles are interwoven throughout management functions and requires careful coordination in order to maximize their value. It is important to note that these principles are universal and effective and efficient application of them will provide best practices. This is as result of their capability to reach a broad range of organization functions with a powerful and transforming message. Planning and Decision Making Planning requires adequate arrangement of organization goals and planning on how best to achiev e them. It requires allocation of particular tasks to employees and instructions on how and when they will be performed. In essence, planning provides a conceptual framework in which an organization outlines its objectives on how to be successful. Although this may take time, collaboration and coordination among employees and expertise is required. Sinclair (2004) succinctly states that â€Å"Effective planning takes effort and ability to take broad objective view† (p.1). He further classifies decision making among the central element of planning when he stated that â€Å"it involves selecting the best course of action to achieve success† (p.1). In relation to this statement, Michael talks to Johnny Fontane in The Godfather (1972) movie that†¦ Corleone family is thinking of giving up all of its interest in the olive oil business, setting out there. Now, Moe Greene will sell us his share of the hotel and the casino so that it can be completely owned by the family. Tom (1). Michael adds in another statement that†¦Advertising We will write a custom essay sample on â€Å"The Godfather’s† management specifically for you for only $16.05 $11/page Learn More I’ll make him an offer he can’t’ refuse. You see Moe, Johnny, we feel that entertainment is going to be a big factor in drawing gamblers into the casinos. We’re hoping that you’ll sign a contract agreeing to appear 5 times a year. Perhaps convince some of your friends in the movies to do the same. We’re counting on you, Johnny (1). This quote clarifies that organizing to own the hotel and Casino by Corleone family is a planning process and decision making in relation to signing a contract to be part of the business is itself connected to management theory. Planning is indeed the foundation and the central element required for the success of any organization. Since it’s interrelated to other principles, Sinclair (2004) suggests the following planning process to be of paramount importance in providing best practices. Proving clear organization objectives to enable proper planning. Proposing alternative strategies of reaching company objectives Develop several assumptions upon which each alternative will be based Selecting the best alternative for arriving at organization objectives Strategizing plans to pursue the selected alternatives To balance the principle of planning, managers are required to put their plans into action-organizing can not benefit until the plans are put into action; both short plans are put into action; both short plans and long plans. Organizing Organizing can be defined as allocation of tasks to various individuals and groups. Simply put as putting plan into action, assigning tasks to different individuals contribute to achieving organization goals. Sinclair (2004) also mentions that using resources appropriately and developing tactual plans to reach organi zation goals is a first way of activating plans. Since organizing is another way of getting acquaintance with the organization and people, Sinclair (2004) mentions the following steps to be of paramount importance in organizing process Making references to previous plans and objectives Establish major responsibilities in an organization Sub-dividing major tasks into small units as a strategy to help employees get to the details Allocating resources to different people and departments in form of work groups, committees and teams. Performing an end year evaluation of the company’s objectives Coordination is another primary organizing objective that ensures efficiency and effectiveness of a manager. Sinclair (2004) further mentions the benefits to include better organization in resource management, supports initiative development and responsibility, while maintaining discipline and states clear duties. Communication Communication is a way of influencing people or guiding the a ctivities of organization members’ towards certain strategic direction. Influencing has also been mentioned by Sinclair (2004) as way of â€Å"motivating, directing and leading† (p.1). Communication is among the top considered strategies in management process with the ultimate goal achieving organizational goals. Communication goals should align with organization objectives regardless of their predefined objectives such as increased productivity, money surplus and increase livelihoods. Sinclair (2004) observes that â€Å"a manager must have the ability to influence employees to accomplish these goals and missions of the organization† (p.4).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In communication flow, The Godfather (1972) quotes†¦ I have a sentimental weakness for my children and I spoil them, as you can see. They talk when they should listen. Anyways, Signor Sollozzo, my no to you is final (1). It can be said that people will always be influenced by communication in a number of ways but however, this hinges on what the target employees want to get from working in an organization. Effective communication and efficient feedback system are among the best management principles required of an organization. The idea could be established that communication skills such as an effective communicator plays a significant role in ensuring organization accomplish its goals. This helps employees with understandings critical issues that managers feel their target departments ought to know. Sinclair (2004) elaborates his point by stating that â€Å"good manager should realize that employee’s need information to do their jobs and aren’t afraid to share t hat information and knowing the value of feedback and keeping the doors open for feedback system from employees† (p.1) is of primary importance. Motivation Analysis A renowned scholar, Sinclair (2004) urges organization to practice motivation by first knowing employees needs are. He mentions the following motivation programs to include aspects such as; 1) variable pay programs coined in Expectancy theory and Equity theory, 2) recognition programs coined in the positive re-enforcement theory and; 3) management by objective program aligned in goal setting theory. Sinclair (2004) further mentions that management by objective requires motivation program based on goal setting. A sound organization relies on motivators in delivering their objectives to employees. In this regard motivation can be seen as extensions of man due to its capability of extending what managers want to tell, communicate, hear information, and to access efforts that can not be accessed without it. As result o f the use of motivation in maximizing employees’ capabilities, competition has in essence made the world a global village. In this regard, the goals to achieve certain objectives should be; 1) mutually agree upon 2). Be difficult and realistic and achievable at the same time 3) have defined time-frame, measurable (objective and budgeted) and 4) provide means for feedback system. Goal setting theory, Sinclair (2004) states the following objectives to be of paramount importance â€Å"1) hard goals result in a higher level of individual performance 2). Specific hard goals result in a higher level of performance than do no goals or generalized goals 3) Feedback system whether positive or negative on one’s performance leads to higher productivity† (p.7). Recognition programs Sinclair (2004) defines employee recognition program as â€Å"one of the most powerful workplace motivators and that they consistence with the reinforcement theory since they reward a behavior b y recognizing it immediately† (p.5). In essence rewarding an effort following a behavior is likely to encourage its repletion. Sinclair (2004) re-emphasizes the point by stating that â€Å"people tend to do that which they get rewarded for doing† (p.5). Employee recognition programs use multiple resources and recognize both individual and team accomplishments. By simply recognizing employee superior performance requires little effort and normally costs no money. Sinclair (2004) quotes that â€Å"quality circles or employee involvement programs are forms of participative management activities and regarded as good ways to get people involved† (p.5). Also included are variable pay programs as mentioned to include piece work plans, commission sales, gain-sharing programs, profit-sharing programs. Variable pay program is simply put as converting fixed costs into variable costs. Sinclair (2004) also mentions opportunity to gain permanent employment as the greatest moti vating factor as it increases hope of becoming company’s primary asset and the ability to develop salable skills. Some employees are motivated by freedom and work variety that temporary employment provides. Evidence shows that professionals being motivated by the work itself. The challenge and problem-solving of the job provide the incentive to perform at a higher level. Professionals like the autonomy to follow their interest and to structure their own work. A goal that is difficult but achievable. Mutually agreed to, specific, and provides feedback will provide stronger motivation than an easy goal such as ‘do your best’. Recognition programs provide strong motivational reinforcement in the workplace. Quality circles are a form of participative management based on the theory that workers are more motivated if they can participate in the decision of the organization. Variable pay programs such as piece work, gain-sharing and profit-sharing offer incentives as a means to motivate workers (Sinclair 7). Motivation is one of the critical and the most applied functions in the modern management. To retain employees, the responsibility of a leader in an organization is to come up with strategies on how employees can be motivated. And because globalization is persistently increasing pressure for increased productivity and specialization, the most preferred way to utilize scarce resources is motivation. Lamp (1968) provides motivation to be is very popular in management circles where he redefined the function to be motivation in its traditional sense to mean â€Å"the process of stimulating people to action to accomplish desired goals† (p.1). Since it’s a critical factor in judging how effective management cycles are performed and productivity is achieved, leadership skill that considers how production factors and people are motivated is of crucial importance. To do this, a manager is required to consider the following factors motivat ion; 1) participative management and 2) interpersonal competence. Good leadership skills are oriented by high-task and high-relationship oriented and required recognition for self-actualization, a strategy that is deeply embedded in people and production. In essence, Lamp (1968) quotes that â€Å"the distinction between motivation and job satisfaction should be established to rule out the misconceptions about the relationship between productivity, job satisfaction and motivation† (p.2). Lamp (1968) puts it that â€Å"in the long run a minimum level of satisfaction is considered necessary and should be maintained† (p.2). This change is best evident in the following theoretical models on productivity-satisfaction relationships as developed by Lamp (1968). Lamp (1968) stresses his point where he stated that â€Å"employee satisfaction does not necessary lead to high employee performance, while high productive employees are not necessarily the highly satisfied employeesâ €  (p.2). And further adds that effective management to entail both productivity and satisfaction functions. According to Lamp (1968), regardless of manager’s motives, the productivity and satisfaction ought to be purported in a way that is interesting to the employees so as to draw their interest and employ their thinking. Here, there different factors of productivity and satisfaction depend on the following things; 1) resource utilization 2) employees’ ability to perform, and; 3) employee willingness to work or motivation that stimulates them to perform. A few individuals may claim that motivation is not sole determinant of productivity since certain effect may not be desired, or that the manager may not even be aware of the manipulation Ideally. Some argue that motivation is a determinant of crucial importance and without it employees may be demoralized. Lamp (1968) requires the theory of motivation-to-work to be able to answer the following questions; 1) the rea son behind employees choose particular occupations, 2) why people work, 3) why people choose to work with particular companies, 4) why employees use their abilities at maximum, and; 5) why employees decide to move to other organization for better positions. Since ach set of questions requires its own determinant, Lamp (1968), redefines motivation as â€Å"an entire class of drivers, desires, needs and wishes† (p.4). He further explains that â€Å"it is essentially a process by which an individual attempts to satisfy certain needs by engaging in various behaviors† (p.4). This in essence changes the opinion of the society on those issues and thereby acts as agent of societal change. Lamp (1968) argues that â€Å"a motivated behavior is goal oriented, sustained, and is a result from internal needs and drives† and â€Å"most work behaviors are motivated† (p.4). Lamp (1968) further defines a motive as â€Å"an internal drive that arouses, directs, and integra tes a person’s behavior† and that â€Å"motives can be inferred from the behavior† (p.5). The Braham Maslow was among the initial authors who related motivation with human behavior needs when he classified them within need of hierarchy framework. Theories of motivation Lamp (1968) observes that motivation functions as a system of motivating employees and representation to the organization at large. Based on the concept of needs, theories of motivation have the role of encouraging, recreating, and of educating, and instilling members of the society with the opinions, perceptions, and norms of behavior that integrates them into the principles of the organization as a whole. In his opinion Lamp (1968) argues that â€Å"the important driving force is the degree to which individual values certain rewards or second-level outcomes- or what needs are operating at what strength to motivate the individual’s behaviors† (p.5). It is obvious here that Lamp links motivational factors to the following employment theories; valence-expectancy and instrumentality formulation. In his opinion Lamp (1968) argues that, in the earth full of wealth and wars of class interest lower-level needs such as psychological and safety are against the background of the modern behaviorists beliefs that argue that the needs are generally satisfied. This due to the fact that, in providing only a very thin range of needs on main issues affecting employees, the modern theorist persuades the modern world that there is no option to the solutions it provides to problems and the often ignored high-level needs are of crucial importance to employees. It is worth to note that, the significance of Godfather movie messages is directly linked to what is accounted and how it is reported. Godfather movie is bound with different formulations of theories and empirical thoughts about motivation, management literature views motivation as something imposed on an employee. Godfather (1972) movie puts much emphasis on leadership style when Don Corleone quotes that†¦.. I said that I would see you because I had heard that you were a serious man, to be treated with respect. But I must say no to you and let me give you my reasons. It’s true I have lots of friends in politics, but they wouldn’t be so friendly if they knew my business was drugs instead of gambling which they consider a harmless vice (1). Lamp (1968) opined that leadership behavior based on the X and Y assumption. Lamp (1968) succinctly states â€Å"management practice that demonstrates democratic leadership and employee participation, making employee feel real responsible for organization’s goals† (p.6) is of paramount importance. Lamp (1968) further adds that â€Å"leadership style is asserted to produce better results in productivity and job satisfaction, and motivates employees to achieve job objectives† (p.6). In his efforts Lamp (1968) observes that â€Å" motivation is a significant source of influence on a number of issues that lead to profound effect on the society and as such there exist pervasive interest in the value of management† (p.6) . In causing social change in the organization, Sinclair (2004) purports to trace leadership style influences to management practice that in turn motivate employees. Lamp (1968) mentions motivation theories to be coined in Likert motivational forces that include both economic rewards and the higher-level needs. Being agents of motivating the organization as whole, the manager spreads knowledge to vast population and as such it is part and parcel of wide range endeavors of promoting actions that are believed to have profound social transformations in that society. Likert’s approach embraces the entire need hierarchy and considers them as public relations instruments. Lamp (1968) cautions that â€Å"application of the basic principles of system for management should take into account the difference in the kind of work, industry tradition, and skills and values employees of a particular company† (p.6). Lamp (1968) studies consider a society as a group of isolated persons subjected to motivational factors. Lamp (1968) states that â€Å"this school of thoughts envisions the motivation factors as a needle syringe that infusion the opinions of the media producers into the minds of the target audience, who accept these opinions and principles† (p.6). He further provides Likert approaches to motivation are similar in nature to when he quoted that â€Å"they are broader in scope than, the above line of thinking is the call for an organization structure and work environment that would provide opportunity for internal and external integration, self-expression, employee participation and self-actualization â€Å"(p.5)†. Authors like Sinclair (2004) opinioned that â€Å"the traditional structure of rigid specialization, well-designed jobs, and standar d operating procedures (so –called bureaucratic-mechanic structure) can hardly provide such work environment whose basic ingredients of nature of task (involving technology and social and psychological processes), work group, and leadership† (p.5). Lamp (1968) observes that, the link between motivation and the modern popular culture is usually conceived in terms of spreading opinions from the privileged few to the general employees. He concludes that â€Å"only an adaptive-organic system can provide a high degree of job flexibility, initiative, variety, and attachment to match the varied interests and multiple talents of modern man† (p.6). Culture is very prevalent in Latin families as portrayed in The Godfather (1972) movie. For example, Lucas was delivering his rehearsal speech murmuring that†¦. Don Corleone, I am honored and grateful that you have invited me to your †¦.’s wedding†¦on the day of your daughter’s wedding. And I hope t heir first child be a masculine child. I pledge my ever-ending loyalty (1). In another argument, Tom Hagen tells Sonny that†¦. Nobody has ever gunned down a New York police captain before. It would be disasterous. All the other five families would turn against you. The Corleone family would be outcast. Even the old man’s protection would run for cover (1). Lamp (1968) argues that organization with dynamic technologies have the ability to motivate employees into goal-orientation. And that such organization is well suited to adaptive-organic structure and environment as mentioned in Frederick Herzberg which clearly distinguishes the two sets of needs. As quoted in Lamp (1968), Herzberg explains hygiene factors to include the â€Å"determine behavior on the job, but not motivate and argues that without proper provision for them cause job dissatisfaction and adds that â€Å"adequate provision of them only guarantees dissatisfaction while cannot lead to positive motivationà ¢â‚¬  (p.6). Lamp (1968) concludes by stating â€Å"since they are strongly motivating, they can’t also be de-motivating when they are not provided and they are satisfiers in nature† (p.6). In comparison with The Godfather movie, Herzberg theory seems to be greater in theory than the evidence provided for it. The theory is strictly defines an objective to mean two different things. For example, it defines one job factor to be a satisfier or a di-satisfier or not both at the same-time. This explanation is un-dimensional since one job factor can neither be the other and since they all seem to be interrelated in one occasional or the other. For example, money and inter-personal relations seem to be co-independent. Lamp (1968) argues that Herzberg theory â€Å"assumes that motivators and hygiene factors operate in the same fashion for everyone† (p.7). In summary, Lamp (1968) quotes that â€Å"needs are the origin of much of the human motivators and motivators have to be ignited by an appropriate organizational climate† (p.7). This is a situation whereby only the cultural attitudes and beliefs of the media employees are taken as standard measurements and beliefs of the society. A case in the study is that the implications of motivation are quite complex and delicate whereby the organization refuses to recognize employees’ efforts which were thought to be damaging to his interests in motivation. In what follows, we attempt to raise some questions on Godfather movie as an attempt to translate the conceptual knowledge into practice. As depicted in the movie, motivators depend on different societies, individuals and organizations and in essence, there is probably no universal motivator for all mankind. Achievement is generally recognized as a very crucial motivator factor to achieve the best results, but in many settings, such as the godfather movie, there are no well-defined, achievable task objectives set by the society or a functi on that is mutually agreed upon by individuals (Lamp 8). Further more, it is within the organization whereby leaders/directors create awareness of thorny issues in the society. When member of an organization understand such issues they change their attitudes and beliefs and the result is society’s social change. According to Lamp (1968), organization function as an instrument for formulating and evaluating public opinions, linking the world with thinkers and rebuilding the self picture of society. Without question, organization has brought significant social transformations over time in behavior models and cultural attitudes and norms. For instance, clear identification of group tasks and objectives and their relationships to individuals in a group and organization as a whole has brought remarkable social lasting impacts such the industrial revolution, the eradication of discrimination as well as effort recognition. To do this, Lamp (1968), states that there must be â€Å"op en, accurate, specific (not generalized) feedback available to the employees as to how he is doing† (p.8). This concept has however been without challenges. Many organizations have complained of its inability to implement employee motivation since it proves difficult to align organization goals or objective setting and performance feedback in the motivational tools (Lamp 8). Ethics As Cline (2011) provides, â€Å"ethical concepts is an association of people organized under system of rules† (p.1). He broadly defines ethical concepts as â€Å"rational examination of morality and evaluation of people’s behavior†. This provides rules and guidelines aligned with business objectives for the realization of business strategic goals (De George 2). Ethical concepts have enables coordination and management that ensures implementation of company planning to operate effectively. Overall success of an integrated business objective is stated by Cline (2011) as a â€Å"g uiding conduct and principles for evaluating rules rational based on formal laws† (p.1). This therefore implies that ethical conducts are indeed management function and requires the integration of both morality and evaluation of people’s behavior in a given setting. It also implies what Cline (2011) succinctly defines to be â€Å"morals are derived from society’s system of values† (p.1). The Godfather (1972) for example portrays its American culture as†¦Ã¢â‚¬ ¦ I believe in America. America has made my fortune. And I raised my daughter in the American fashion. I gave her freedom but I taught her never to dishonor her family. She found a â€Å"boyfriend†, not an Italian. She went to the movies with him. She stayed out late. I didn’t protest. Tow months ago he took her for a drive, with another boyfriend. They made her drink whiskey and then tried to take advantage of her. She resisted. She kept the honor. So they beat her. Like an animal. When I went to the hospital her nose was broken (1). Kantian deontology is basically a duty based ethic. As Cline (2011) argues â€Å"good without qualification is a goodwill† (p.1). As a control and coordinative function, deontology is increasingly becoming important integration unit in many business application services. Cline (2011) further defines deontology as â€Å"Deontology as approaches in ethics usually constructed with teleological approaches† (p.1). The author is trying to explain that ethics have increased the global nature of interdependent to ethical conducts which in turn enhances business strategy. Kantian deontology is basically grounded in duty that requires people to be responsible to each other (Sheth 1994). Rule deontology on the other hand determines what Cline (2011) defines as â€Å"the basis for moral obligation, act on a rule that can be universally binding on all people† (p.1). In other words, deontology acts on the rule that ensures people are treated equally at the end. Kants moral theory is based on the assumptions that â€Å"views of the human being have the unique capacity for rationality† (p.1).This approach to ethical concepts has influenced the forces will see today. Business Ethics (2005) reasons that propensity applies to what he states as â€Å"reasoned thoughts and actions, and it’s exactly this ability which obliges us to act according with and for the sake of duty† (p.1). Their contribution and impacts sufficiently support Kant’s belief that argues in Business Ethics (2005) that â€Å"inclination, emotions and consequences should play no role in moral action† (p.3). This theory captures how emotions are applied and challenges moral actions. This simply implies that motivation for action should be equated with moral obligation. Business Ethics (2005) further adds that â€Å"morality should provide us with a framework of rational principles (rules) that guide and restrict action-independent of personal intentional and desires† (p.3). In this regard, deontology should be generally understood as a critical requirement to corporate principles and development inter-relationships that meet company’s needs. Consequently, realization of the need to make moral obligations importance to organization has become practical bringing with it an intertwined relationship business ethics and corporate strategy. Deontology definition tries to answer the following questions as stated in Ethical Concepts (2005) as â€Å"what is my moral duty, what are my moral obligation, how do I weigh one moral duty against another?† (p.2). In other words, deontology plans to integrate into the corporate system moral duties and obligation that are specific and adequate to allow understanding of each application, and to understand its procedural order of development. This simply means that organizations should provide a new checklist to ensure most critical priorities are met first. Therefore, if the best consequence such as happiness or pleasure has resulted from moral obligation, it means that the theory is utilitarianism because pleasure is the absolute good. Kant’s moral theory on the other hand argues in Business Ethics (2005) that â€Å"we are morally obliged to act in accordance with a certain set of principles/rules regardless of the outcome† (p.3). Evidently, deontology and utilitarian theories are polar opposites. In a given setting, utilitarianism is the most favored theory since it makes most people happy in a certain set of circumstances. Business Ethics (2005) mentions this as some of the ethical complications with utilitarianism. Business Ethics (2005) stresses the theory to â€Å"disregards the intrinsic value of all persons justifies of killing one to save many† (p.3). Put forward by Immanuel Kant in 1788, Kantian deontology is major ethical theory that applies to human conduct. Utilitarianism aim s at satisfying a specific goal such as happiness and pleasure and justifies any consequence of any act that achieves that goal precisely because it achieves it. Deontological theories on the other hand argue as provided by Business Ethics (2005) that â€Å"some acts are always wrong-even if they achieve morally admirable ends† (p.3). The same analysis explains an act, in deontology, as a morality that is constantly judged independently of its outcome. Unlike deontology, utilitarianism does not to equate the right with the good .Thus, if someone has the moral duty not to steal, then stealing is always wrong regardless if the consequences are harmful to others. Merely as a tool for understanding business ethics, utilitarianism is basically a consequence based while ethical relativism is subjective and cultural. Subjective relativism on other hand provides that the decisions to do right and wrong depends on an individual judgment- meaning that moral people can agree or differ o n moral issues. Finally, cultural relativism provides morals guidelines on which to determine right and wrong. Business Ethics (2005) states that â€Å"deontologists moral systems are characterized by a focus upon adherence to independent moral rules or duties† (p.3). He adds that, â€Å"to make the correct moral choices, we need to understand what our moral duties are and what correct rules exist to regulate those duties† (p.3). Deontologists argue in Business Ethics (2005) that â€Å"simply following the correct moral rules is often not sufficient; instead, we have to have the correct motivations† (p.3). While deontology is generally recognized as obligations individuals are required to adhere to, Business Ethics (2005) consider it as one of the most ethical source of moral duties and obligations. In reality, a person may not regard this as Business Ethics (2005) states as â€Å"immoral even though they have broken a moral rule, but only so long as they were motivated to adhere to some correct moral duty† (p.3). Change, Conflict and Decision Making Change refers to the organization change of behavior or attitudes in the relation to the use and application of natural resources. Overall, organizations primarily concentrate their efforts on organization goal either than directing their efforts to implementing strategies and tactics. For example, an organization can produce very good cosmetic products, but have employed zero efforts in creating change. Striving to create change in attitudes or behavior of employees as pointed by Mitchell (2005) is very useful when trying to create change in the way people use or manage resources. The following steps are required in recognizing change in an organization; Requires employees in different cluster and selecting individuals whose attitude or behavior need changing Careful selection of certain attitudes and behavior need changing and the reason be such changes Determining employees’ current perceptions, concerns and actions Investigating major development drivers and incentives required for change in an organization Barriers that impede change. These move will turn play a significant role in inspiring the marginalized sections of the organization to cause a social change. These barriers can be overcome by creating and maintaining dialogue with employees whose attitude and behaviors need to change. Interpret the message and transform new knowledge amongst team members. This requires involving employees in decision making process through team building in providing open and transparent consultation and negotiation mechanisms. Collaborative efforts from employees and organization require a partnership approach to enable the entire team to reach shared vision and attain specific targets. This could be first achieved by recognizing and appreciating employee’s values, concerns and needs. Overly, evaluating organization joint success against specific pre-set ta rgets will ensure an organization is moving to a certain direction. In management of conflict function, Mitchell (2005) states â€Å"organizations should try hard to understand other people’s view, listen reflectively to what they are saying and look for common grounds and visions† (p.6). She summarizes her article by pointing out that acknowledging employee’s expertise and focusing on their interests rather than positions they hold should be considered. In conclusion, separating people’s problem and that of organization and looking for solutions that considers employees needs should also be considered Communication Analysis With regards to effective dialogue, the idea of self understanding, competent communication and moral consciousness, we inevitably are struck with the idea of understanding the ways and reasons for having these qualities. In this case, Mitchell (2005) quotes â€Å"the need for a better understanding of collaboration in management and the need to deal with many of the facets of collaborations, including; recognizing and respecting areas of common ground† (p.3). Mitchell (2005) succinctly adds that â€Å"building on mutual strength for maximum benefits, sharing power, encouraging generosity and goodwill, having real purpose and not just getting together for the sake of it and acknowledging and respecting individual differences† (p.4) is of great importance. As discussed earlier, in order to truly get your ideas and thought s across to employees, you must be able to connect with the individual in certain ways. In order to do this the organization must establish a certain amount of trust with the employee while keeping their attention at the same time. Of course it is not easy to make collaborations happen, but striving to make working environment conducive for collaboration to occur is necessary. One of the easiest ways of gaining employees cooperation, connection and keep their attention at the same time is to encourage and support them. Since creating collaborative environment requires time and patience, cooperation from leaders and employees as a whole is required. Mitchell (2005) considers this a viable approach when he stated that â€Å"regulatory and institutional framework should be transparent, everyone know hoe this frameworks support collaborations or hinder† (p.4). Conclusion In perfecting communication language, organization should look into overcoming language barriers, without devaluing its usefulness. Also devising uniformity between all collaborations is of paramount importance. With regards to shared sense of place, the need to clearly define all power structures that exists within an organization with clear definitions is required. This can be done through moving within the society informing people about the tasks and clearly defining expectations, providing sound negations and acknowledging expectations of the group involved. With regards to credibility , Mitchell (2005) quotes that â€Å"a manager should determine and negotiate the credibility of those involved because of the acceptance of information is based on trust and respect† (p.5). In relation to skills, best and qualified employees should be highly considered in certain positions and collaborations should be regarded as part of the organizational culture. With regards to effective dialogue, the idea of self understanding, competent communication and moral consciousness, we inevitably are struck with the idea of understanding the ways and reasons for having these qualities. Ensuring all members of the organization are involved in decisions making so that relationships are established is also of paramount importance. Planning is indeed the foundation and the central element required for the success of any organization. Sound management requires strategic planning and setting of an organization in combination with the coordination and assembly of resources and employee s with the goal of reaching objectives. Business Ethics. â€Å"Business Ethics: Kantian Ethics (Deontology)†. Business  Concepts 1(2005): 1-4 Cline, Argos. â€Å"Deontology and ethics: What is Deontolgy, Deontological Ethics?†Ã‚  AboutCom 1 (2011): 1 De George, Richards. Business Ethics. 7th ed. New Jersey: Prentice Hall, Upper Saddle River, 2010. Ethical Concepts. â€Å"Ethical Concepts and Theories†. Aboutcom 1 (2005): 137 â€Å"The Godfather†. 1972. Available at https://www.imdb.com/title/tt0068646/quotes. Lamp, Li. â€Å"Human motivation in the work organization:theories and implications†.  Managerial Attitudes and Performance 1(1968): 1-11 Mitchell, Christopher. â€Å"Conflict, social change and conflict resolution†. Berghof  Research Center for Constructive Conflict Management 18 (2005): 1-25 Sheth, Japheth. â€Å"Deontology†. Journal of Philosophy 1 (1994): 1-2 Sinclair, Menefee. â€Å"Motivation in Organizations† . Learning Outcomes 12 (2004): 1-18

Social Media Content Creation With The Social Message Optimizer

Social Media Content Creation With The Social Message Optimizer Social media engagement. Every marketer wants more of it. So, other than  creating content that tends to perform well on social media how can you  write the best social media posts ever to boost  your engagement? It turns out, that- in addition to creative ideas- certain mechanics can predict  each of your social messages success. By social media mechanics, I mean seriously knowing: What message type (text, image, link, or video) gets the most engagement for every network? How many characters should your social media message be for every network? How many hashtags should you include in your message for every network? How many emojis should there be in your message for every network? What  emotional sentiment works best for every network? ^^^ If you knew the answers to those questions for every network and subsequently optimized every social media message you write for every network you would get more engagement for every network. So wouldnt it be nice if there were a free tool to help you do just that?  Ã°Å¸Ëœâ€° Introducing: The Social Message  Optimizer From Go ahead: Use the Social Message  Optimizer now! You don't need to read this blog post to write better social media messages. Just use the Social Message  Optimizer, follow the prompts, and shoot for a score of 80 or higher. Go on. You seriously don't need to read this blog post. You can come back and read this. But you really don't have to.  Ã°Å¸Ëœ ¬ 1,488 messages are optimized through  this puppy EVERY DAY. (That's 44,636 per month, for the mathematically inclined.) So  if you're not using it, you're already 1,500 messages behind.  Just sayin'... Just ask our friend Jay Baer, president of  Convince Convert, if he thinks it works: New tool from @- helps you write better #socialmedia messages. Check it out here: https://t.co/FZuZTSgty2 pic.twitter.com/VxXLYArtz1 - Jay Baer (@jaybaer) May 6, 2017 You're still reading, but you seriously  should just go use that tool instead. The tool is  way more fun. Trust me... Or trust Christin Kardos what she thinks (if you still think I'm a little sketchy). Fun, helpful #tool alert! Write Better Social Messages w/ #SocialMedia Message Optimizer From @https://t.co/5ZTiaX8GIU #smm pic.twitter.com/sj8vNxtnsi - Christin Kardos (@ChristinKardos) May 3, 2017 Alright. Read on then. I recently analyzed the most engaging  social media messages from a sample  of 6,399,322 messages posted  through 's database. For those who may be  unfamiliar, is the #1 best-selling social media + marketing management calendar in the world with 15,000+ customers in more than 100 countries. Coupled with 's custom, proprietary, and never-before-seen data, I've also  researched every study I could find around the web on the topic of writing social media posts (specifically about the mechanics): HubSpot's character count guide Buffer's  how many hashtags blog post Buffer's optimal length infographic Jeff Bullas' Facebook fan engagement tips Fast Company's ideal tweet and Facebook post length article TrackSocial's tweet length blog post Sprout Social's Instagram hashtags blog post Super Spicy Media's Instagram hashtags blog post Max Woolf's Instagram hashtags case study Copyblogger's art of writing great Google+ posts blog post Marvin Williams' Instagram tagging deck 's brand new research into the most engaging social media messages from a sample of  6,399,322 from a diverse range of industries (think real estate to software to fitness companies to department stores) At times, these studies  differed from  the nearly 6.4 million data-driven results  that fuel the  Social Message  Optimizer. Several  reference what appear to be the same data sets over and over, rarely adding new commentary to the conversation. So in this blog post, you are going  to learn... The message type that gets the most engagement for each social network. How long your message should be for every social network. How many hashtags to include in your message for each social network. How many emojis tend to get the most engagement on every social network. The emotional sentiment (positive or negative?) that performs best on every social network (spoiler alert: Think positive thoughts). ...and all of it is backed by  6,399,322 reasons to take this advice very seriously.  Ã°Å¸â„¢Å' Solid Content Solid Mechanics Solid content trumps solid mechanics. That said, this blog post is all about the mechanics. Read this to write better social media content. Once you master social media writing, then worry about the mechanics. I suggest thinking about this like skill acquisition: Start by brainstorming engaging  messages. Hone your  core skill behind writing well. Master writing for each social network with the Social Media Optimizer. Think of it like this: In addition to writing solid messages,  there are several other optimization layers  to hone in your skill set  that will impact your success: Social media visuals: Download the free Photoshop CC file in this post to design  perfectly sized images for each of the networks (and you'll get 84 free images, too). Best times to post: It makes sense to share when  your followers are most active on each network. Use the free Google Analytics Custom Reports to know when your audience is most active. How often to post: Are you sharing too little or too much?  Download this infographic to post the perfect amount for each network every day. ^^^ I'm sure you can think of a dozen more things that may impact your social media engagement. But for now, in this blog post, you are only going to learn about the message mechanics that fuel what Susan Gilbert calls the "#1 Social Message Optimizer."  Ã°Å¸Ëœ  Check out the "#1 Social Message Optimizer" by @: https://t.co/bY0sRUClIl #smm #marketing - Susan Gilbert (@SusanGilbert) May 2, 2017 Let's do this. How To Write For Facebook The  best Facebook message  is a link post that is 111 characters long, contains zero hashtags, has one emoji, and shares a  positive message. Use the following  information to optimize your own Facebook posts as you write them: Message Type Best: Link Good: Image OK: Text Character Count Best: 111 Good: 119 OK: 40 Hashtag Count Best: 0 Emoji Count Best: 1 Ok: 0 Writing for Facebook? Get the most engagement with links, 111 characters, 0 hashtags, 1 emoji,...How To Write For Twitter The best tweets are image posts that are 103 characters long, contain two hashtags, include one emoji, and are positive sentiment. Optimize your tweets with the mechanics best practices  to increase your engagement: Message Type Best: Image Good: Text OK: Link Character Count Best: 103 Good: 113 OK: 93 Hashtag Count Best: 2 Ok: 1 Emoji Count Best: 1 Ok: 0 The best tweets = image + 103 characters  + 2 hashtags  + 2 emojis  + positivity.How To Write For Instagram The best Instagram messages are image posts that are 241 characters long, contain 11 hashtags, have three emojis, and are positive sentiment. Boost your engagement by optimizing your Instagram messages according  to  the these mechanics best practices: Message Type Best: Image Good: Video Character Count Best: 241 Good: 200 OK: 224 Hashtag Count Best: 11 Good: 5 OK: 10 Emoji Count Best: 3 Good: 2 Ok: 1 Get the most engagement on Instagram with image, 241 characters, 11 hashtags, 3 emojis, positivity.How To Write For Pinterest The best Pins are image posts that are 215 characters long, contain zero hashtags, include zero emojis, and show positive sentiment. Optimize your Pins to get the most engagement by following these best practices for mechanics: Message Type Best: Image Good: Link Character Count Best: 215 Good: 148 OK: 141 Hashtag Count Best: 0 Emoji Count Best: 0 The best Pins have  an image, 215 characters, 0 hashtags, 0 emojis, positive sentiment.How To Write For LinkedIn The best LinkedIn messages are link posts that are 149 characters long, demonstrate positive sentiment, and contain no hashtags or emojis. Optimize your LinkedIn messages by following  these mechanics best practices: Message Type Best: Link Good: Text OK: Image Character Count Best: 149 Good: 125 OK: 95 Hashtag Count Best: 0 Emoji Count Best: 0 Get the most engagement on LinkedIn: Link, 149 characters, 0 hashtags, 0 emojis, positive sentiment.How To Write For Google+ The best Google+ messages are link posts that are 65 characters long, contain three hashtags, include one emoji, and show signs of positive sentiment. Optimize your Google+ message according to these best practices for mechanics to get the most engagement: Message Type Best: Link Good: Image OK: Text Character Count Best: 65 Good: 60 OK: 502 Hashtag Count Best: 3 Good: 2 OK: 1 Emoji Count Best: 1 Ok: 0 The best Google+ messages? Link, 65 characters, 3 hashtags, 1 emoji, positivity.The Breakdown: What To Do Now? The ideal message type and character count for each network are pretty obvious. However, you may want some help  finding emojis and hashtags  to optimize certain shares. Because when you bring the details  together right, you can be a high-scorer like tech keynote speaker Brian Fanzo: I got a 79 on the Social Media Optimizer via @! https://t.co/QRa7i7GFV7 - Brian Fanzo 😎 (@iSocialFanz) May 2, 2017 Nice work, Brian  Ã°Å¸â€˜Å  Now, let's explore. Where To Find Hashtags? Here are a few tools you can use to find trending or popular hashtags: What The Trend helps you explore the top hashtags from the past month. Twitonomy helps you see hashtags similar to the content you tend to  check out on Twitter. RiteTag  gives you feedback on hashtags as you type them. Hashtagify helps you find existing popular hashtags. If you'd like to learn  more about how to use hashtags effectively, read this ultimate hashtag guide. You'll also discover how to find hashtags on every network that supports them to get a better feel of how to write great messages for each network. Where To Find Emojis? There are a handful of ways to include emojis the messages you're creating with the Social Message  Optimizer: On your Mac, press Control, Command, and Space Bar at the same time. You'll see an emoji menu where you just need to hit an emoji and it'll populate where your cursor is. 😉 On Windows 8 or 10, hit the keyboard icon in the lower-right corner of your taskbar to activate the Touch Keyword. Then click the smiley face icon to change the keyboard to an emoji keyboard. Just like on Mac, when you hit an emoji, it will enter where your cursor is. Otherwise, simply bookmark GetEmoji, then copy and paste emoji art from the website into your social media message. Now You Know How To Optimize Your Social Media Messages We know you're going to fall in love with the Social Message Optimizer, like Rachel Thompson, did... LOVE LOVE LOVE: If You Love The Headline Analyzer, Just Wait Until You See This! Think #Social Media https://t.co/jw2eqckQ8r via @ - Rachel Thompson (@RachelintheOC) May 20, 2017 But just because you probably want all of this data at your fingertips the next time you're writing messages with the Social Message  Optimizer, here's a handy (downloadable + savable) infographic of everything you just learned: Remember, this blog post is all about the mechanics behind writing  engaging social media messages. Here is some recommended reading to write effective messages beyond the mechanics: This Is How To Write For Social Media To Create The Best Posts The 6 Types Of Social Media Content That Will Give You The Greatest Value How to Boost Engagement on Social Media with Visual Content How To Make The Best Social Media Images The Easy Way (+ 84 Free Images) How To Develop A Winning Social Media Content Strategy (Free Template) Good luck! Remember... the Social Message  Optimizer is FREE! Optimize your social media messages now. 😉 Join these fine marketers in writing the best social media messages the web has ever seen! If You Love The Headline Analyzer, Check Out the Social Message Optimizer https://t.co/A1Fvuw69Fi via @ - Mike Wilton (@mwilton13) May 2, 2017 How To Write For Social Media To Create The Best Posts @is the BEST content blog on the web HANDS DOWN ðŸ™Å' https://t.co/owTvBUVvm8 pic.twitter.com/LaIcvWXaaA - Whale of a Tale 🠐 ³Ã°Å¸ â€¹ (@thewritewhale) May 17, 2017 LOVE the Headline Optimizer. Have you SEEN the Social Message Optimizer! via @@njellering https://t.co/CvOierGFgS - Lisa Shomo (@keenkoncept) May 4, 2017 @OMG...social message optimizer https://t.co/SKXDqFlPSP. ⠝ ¤Ã¯ ¸  - The Rambler (@MRTrambler) May 11, 2017