sonnys blues :: essays research papers

At its best, James Baldwin's fiction is lyrical, intense, poetic, outrageous, improvisatory, brutal, and transcendent. The first time I read his short story, "Sonny's Blues," I was sitting in one of those massive chain bookstores, drinking coffee and trying to block out the pabulum coming from the Muzak. Imagine my surprise when I suddenly found myself choking back tears. The last three pages of "Sonny's Blues" are as good as it gets: Sonny breaks into a blistering piano solo, finally finding a voice for his repressed pain. Baldwin follows suit — capturing the rhythms, the longing, the give and take of the best jazz — in some of the most stunning prose I've encountered. Unfortunately, Another Country is not Baldwin at his best. In fact, it's possibly the most frustrating novel I've ever read. Here, Baldwin is so determined to explode the intersections of race, gender, and sexuality — and judging by the variety of sexual relationships on display here, he must have plotted those intersections on graph paper before sitting down to write — that he makes a fatal mistake: instead of being particularly insightful or even shocking, Another Country is preachy, sentimental, and, worst of all, boring. Rufus Scott is a young black man who makes his living playing drums in Harlem jazz clubs. When we first meet Rufus, he is wandering the streets, suffering from guilt over his treatment of Leona, a woman we later meet through flashbacks. Leona's and Rufus's relationship is based on a shared self-loathing: he feels unworthy of the love of a white woman; she has known only brutal relationships, having come to New York after escaping from an abusive marriage in the South. Rufus's brutality eventually sends her to an asylum, an event that plagues Rufus, leading him to jump from the George Washington bridge at the end of chapter one. The remainder of the novel charts the effects of Rufus's suicide on the lives of those closest to him. The most interesting relationship is between Ida, Rufus's younger sister, and Vivaldo, his best friend. Both are struggling artists: she a singer, he a novelist. In Baldwin's hands, they become a platform for long discourses on the legacies of racism. Before meeting Ida, Vivaldo has known black women only as sexual objects — the cheap whores he frequented in Harlem. Ida has likewise known white men only as victimizers — the men who leered at her and who broke her brother's spirit.

Issue Management at Gap Inc. Essay

Introduction Gap Inc. : Low Morale and Absenteeism Low morale and absenteeism of are serious problems of Gap Inc. that cuts across industry. On a distinctive day between 2 and 4% of employees at Gap Inc. fail to show up for work, which does not sound like a high rate of absence, but more time is lost for the reason that of low morale and absenteeism than through strikes and lockouts. The yearly costs of low morale and absenteeism in the United States are estimated to be $29 billion and a change of 4. 99% in the national absence rate changes the gross national product by $10 billion. (London, 2003) A great number of studies are done to identify the determinants of low morale and absenteeism. Many variables are found to be considerably related to indices of absence, the results appear to be unstable across situations and time. The Way Incentives Work Every incentive program is based on a formula for enhancing motivation that engages four fundamental variables: effort, performance, outcomes, and satisfaction. The logic behind these programs goes something like this: employees at Gap Inc. will put in the accurate quantity of effort to meet performance hopes if these part time employees at Gap Inc.obtain the types of outcomes that include pay raises and promotions which will provide part time employees satisfaction. In simpler words, Gap Inc. should provide its employees what they want, and employees will work hard to get it. Effort => Performance => Outcomes=> Satisfaction Conversely, the problem with most incentive programs like of Gap Inc. is that they centre exclusively on the submission of outcomes and overlook the three beliefs that are the key to making the motivation solution work: †¢ Can one do it? †¢ Will outcomes be tied to one’s performance? †¢ Will outcomes be satisfying to one? The first conviction compacts with the relationship between employee effort and performance. The second compacts with the relationship between performance and outcomes. And the third compacts with the relationship between outcomes and satisfaction. These three beliefs form the basis of the belief system of motivation and performance. Accepting that these beliefs are decisive preconditions for motivation helps to explain why incentive programs generally yield such lacklustre results like in case of Gap Inc. Since employees do not always hold these beliefs to be true, attempts to improve motivation by using incentives cannot make the grade, even when the incentives are highly desirable ones. Types of Motivation Problems One cannot do it Motivation problem: Lack of confidence Associated feelings: Self-doubt Anxiety Frustration Outcomes are not tied to one’s performance Motivation problem: Lack of trust Associated feelings: Scepticism Disbelief Mistrust Outcomes will not be satisfying to one Motivation problem: Lack of satisfaction Associated feelings: Anger Rebelliousness Low Morale and Absenteeism At Gap Inc. a major transformation attempt only makes difficult the situation. If any of three beliefs are shaky to begin with, organisational change at Gap Inc. can weaken them even further. The result is often serious motivation and performance problems, at a time when organisations can least afford them, and a resultant surge in the negative emotions associated with change. When an employee believes ‘one cannot do it’ for example, one may develop a lack of self-confidence and begin to experience many of the unpleasant feelings that go along with it: self-doubt, anxiety, and frustration. About a year into the change effort, one manager portrayed the inner turmoil one went through by comparing the restructuring to building a ship at the same time one is trying to sail it. (Mele, 2003) Worker beliefs that ‘outcomes are not tied to one’s performance’ can also escort to noteworthy motivation problems, especially lack of trust. This is normally accompanied by feelings of scepticism or disbelief; precisely the emotions that another manager felt when one was told early on change effort that power would be allocated differently. Employee beliefs that ‘outcomes will not be satisfying to one’ often escort to a third major problem, chronic dissatisfaction, and to feelings of anger, rebelliousness, low morale and absenteeism. (Miner, 2002) Like as the negative emotions allied with change can often go undetected, the motivation and performance problems that cause them frequently remain hidden and unresolved. Due to this, managers who lead change are sometimes frustrated in their efforts. They fail to realise that it is not enough to appeal to the intellect of their workers. So managers must also win employees’ hearts in order to implement change successfully. The reason behind why are motivation problems so difficult to uncover is that employees are afraid to speak about them or even admit that they exist like at Gap Inc. Though most employees know when they have a motivation problem, many feel that acknowledging it is tantamount to admitting failure, and, naturally, they do not want to appear weak or incompetent to their manager. The belief system approach is practical method that can help manager at Gap Inc. resolve these problems effectively. It takes the guesswork out of the search for motivation problems and alerts managers to the three principal types: †¢ Motivation problems caused by a lack of confidence. †¢ Motivation problems caused by a lack of trust. †¢ Motivation problems caused by a lack of satisfaction. The approach is based on the expectancy theory of motivation and on the research of Yale University professor Victor H. Vroom. In conducting Vroom’s analyses of why motivation improvement so often fails, Vroom came to the conclusion that motivation at work depends on certain employee expectations or beliefs: that effort will lead to performance, that performance will lead to outcomes, and that these outcomes, when received, will be satisfying. (Thomas, 2004) Like other expectancy theorists, Vroom maintained that the tendency of people to act in certain ways depends on the strength of the expectation that their actions will be followed by certain outcomes and on the perceived value — or â€Å"valence† — of those outcomes. This combination of expectation and valence is what determines people’s behaviour, Vroom and colleagues argued, and unless both expectation and valence are present to some degree, there will be little or no motivation to act. For example, if a person wants a certain outcome but doesn’t feel it can be achieved through one’s efforts, then that person won’t be motivated. Similarly, that person will also lack motivation if one believes that a certain outcome can be achieved but is undesirable. The application model relies on structured, facilitated meetings between managers and their direct reports to find the answers to the three basic questions that uncover motivation problems: †¢ Does the employee believe that one’s effort will lead to the expected performance? †¢ Does the employee believe that outcomes will be tied to one’s performance? †¢ Does the employee believe the outcomes will be satisfying? Preconditions for Employee Motivation AT Gap Inc. managers have to note that an employee is motivated to perform when †¢ The employee believes that effort will lead to performance. †¢ The employee believes that performance will lead to outcomes. †¢ The employee believes that outcomes will lead to satisfaction. AT Gap Inc. once a manager has recognised a specific motivation problem, one can then work with the employee to find its cause and develop an appropriate solution. There are several reasons that this model performs far better than managers expect such as: †¢ This model prepares managers and employees for solving motivation problems by getting them to think about these issues before they meet. †¢ This model promotes effective change by clarifying expectations, uncovering hidden agendas, and managing emotions before they escalate. †¢ This model relies on the cooperation and involvement of the one person who knows most about the problem and what may be causing it: the employee. (Caruth, 2001) By gently forcing an accurate diagnosis of problems and their causes, the belief system model increases the prospects of finding good solutions to performance shortfalls. After all, it takes information to solve problems, and the goal of the belief system model is to uncover critical information about performance and motivation and to guide managers and employees in applying it productively. The model works to generate an environment in which managers and employees divide the responsibility for solving performance problems, and it fosters the kind of communication that helps managers maintain the critical preconditions for employee motivation: confidence in their ability to meet performance expectations, trust in others to tie outcomes to performance, and satisfaction with their job and the outcomes that they receive. Works Cited Butkus T. Raymond, Thad B.Green, (1999), Motivation, Beliefs and Organisational Transformation. Quorum Books. Westport, CT. Cameron Judy, Pierce W. David, (2002), Pay and Motivation: Resolving the Controversy. Bergin & Garvey. Westport, CT. Caruth L. Donald, Handlogten D. Gail, (2001), Managing Compensation (And Understanding It Too): A Handbook for the Perplexed, Quorum Books. Gorman Phil, (2003), Motivation and Emotion. Routledge. New York. Hanlan Marc, (2004), High Performance Teams: How to Make Them Work, Praeger. London Manuel, (2003), Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement, Lawrence Erlbaum Associates. Mele R. Alfred, (2003), Motivation and Agency, Oxford University Press. Miner B. John, (2002), Organisational Behaviour: Foundations, Theories, and Analyses, Oxford University Press. Thomas Neil, (2004), The Concise Adair on Teambuilding and Motivation, Thorogood. White Geoff, Druker Janet, (2000), Reward Management: A Critical Text, Routledge. New York.

An Analysis Of Bless Me Ultima - 831 Words

Bless me Ultima How or why did it become controversial? Rudolfo Anaya’s best novel Bless me Ultima had one of the greatest impact in the Latino community. The story is based on a young boy growing up into man; Antonio later on throughout the novel gets confused with what or whom to believe. Ultima is a curandera and helps Antonio figure out his future. Which It also caused controversy between the people who liked the book and†¦show more content†¦Red and others said. For that reason it was banned in different schools all over the United States like california porterville high school (1992), New York John Jay High School (2000); In Norwood High School Colorado, after the book was removed from reading lists and to be destroyed, the parents asked to burn it - The book was removed by the superintendent after two parents complained about profanity. He gave all copies of the books to the parents who tossed them in the trash. The superintendent later apol ogized after students organized an all day sit-in at the school gym. Finally, some parents object to the book because they claim it is too sexually explicit to be read by high school students. Antonio knows about Rosies and the prostitutes that work there. He hears his dad and friends talk about it, and he believes that the women and men are committing acts of sins. Antonio follows Narciso to Rosie’s house. To Antonio’s horror, Narciso knocks on the door and asks for Andrew. Antonio wonders if the fact that Narciso is looking for Andrew at the brothel means that Andrew has already lost his innocence. (165) However, many teachers and student dont pay attention to all theShow MoreRelatedThematic Analysis Of Bless Me, Ultima1580 Words   |  7 Pages Thematic Analysis of Conflicts in, Bless me, Ultima Differences in others aid to the stimulation of ideas and opinions that expresses an individual s personality. In Rudolfo Anaya’s bildungsroman, Bless Me, Ultima, the struggle between two families and their extreme differences cause numerous conflicts that are constantly present throughout his novel. In this chicano inspired novel, Antonio Marà ©z, the six year old protagonist, is perpetually faced with instances of dissimilarity throughoutRead MoreAnalysis : Bless Me, Ultima 1636 Words   |  7 PagesSpring and Bless Me, Ultima respectively. The effect and response Rachel Carson wanted to create within the audience was better illustrated in Rudolfo Anaya’s Bless Me, Ultima as they both hoped to evoke an empathetic and intersubjective relationship with nature. While Silent Spring was groundbreaking and effectively created a culture of environmental awareness, Carson objectified nature by showing the horrid consequences we face by not taking care of nature. On th e other hand, Bless me, Ultima’sRead MoreBless Me Ultima Analysis1203 Words   |  5 PagesMora and the novel, â€Å"Bless Me, Ultima†, by Rudolfo Anaya portray the curandera in different and similar ways. The literary works consist of common characteristics and qualities that the curanderos possess irrespective of the different genders. In both poems, the curanderos are knowledgeable. Besides, they have a close connection with nature, and the people from their towns respect them greatly. Bless Me, Ultima is Anaya’s first novel in which he describes the curandera, Ultima and the protagonistRead MoreBless Me, Ultima Literary Analysis714 Words   |  3 Pagesâ€Å"Bless Me, Ultima† by Rudolfo Anaya Literary Analysis Throughout the context of â€Å"Bless Me Ultima,† it is evident that there are many motifs and examples of dichotomy. 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In a way those effected by death, die themselves but ultimately shed that part of their life to grow a new stronger and wiser layer in its place. Rudolfo Anaya shows this perfectly in his novel Bless Me, Ultima, with the use of his character Antonio. Anaya uses death as a catalyst to the solution for Antonio’s frustrations on religion. Each death showing significances to theRead MoreAnalysis : Bless Me, Ultima 1777 Words   |  8 Pageswith questions with no resolution. Our mind would wonder down bizarre paths but we go no further then what we know. Rudolfo Anaya’s Bless me Ultima proscribes that feeling when we are young our minds strive with curiosity to seek guidance to face the harsh reality of life in a manner we ourselves are prepared for when that time finally arrives. Rudolfo Anaya† Bless Me, Ultima’s† protagonist Antonio spiral down a treacherous path that he himself isn’t prepared at the slightest, but is carried underRead MoreAnalysis Of Bless Me Ultima1325 Words   |  6 Pages it is affected by a convergence of factors and events in our life. A person’s faith is a complex and differs from one person to another, but one thing is for certain, it affects how we look at life and how we approach life. Rudolfo Anaya’s Bless Me Ultima divulges into the life an inquisitive six year old Antonio as he transitions from a young boy to a man and becomes cognizant of life’s tragedies. His inquisitive nature that persists to understand himself and his world bears an internal struggleRead MoreAnalysis : Bless And Me Ultima 1456 Words   |  6 PagesAnaya developed in Bless Me Ultima. Death something so simple yet painful.We question it as if it were unnatural, when in reality what we’re questioning is our own thoughts we question the higher power that we were taught to believe in the moment we’re born. We question whether that higher being truly cares for us or are we just a game for it to pass the time. Does it truly punish those who were good people for fun or is there good reasoning behind it. Like Antonio from Bless Me Ultima who questioned